Agenda packet — Montebello City Council, June 8, 2022 (part 1 of 5)

CITY OF MONTEBELLO

REGULAR CITY COUNCIL MEETING AGENDA

WEDNESDAY, JUNE 8, 2022 AT 5:00 P.M.

CITY HALL COUNCIL CHAMBERS
1600 WEST BEVERLY BOULEVARD

MONTEBELLO, CALIFORNIA

CITY COUNCIL
Kimberly A. Cobos-Cawthorne, Mayor
Angie M. Jimenez, Mayor Pro Tem
Scarlet Peralta, Councilmember
Salvador Melendez, Councilmember
David N. Torres, Councilmember

CITY MANAGER CITY TREASURER CITY ATTORNEY
René Bobadilla, City Manager Rafael Gutierrez Arnold M. Alvarez-Glasman

CITY CLERK
Christopher Jimenez

DEPARTMENT HEADS
Assistant City Manager Arlene Salazar
Fire Chief Fernando Pelaez
Police Chief Paul Espinosa
Director of Finance Michael Solorza
Director of Human Resources Nicholas Razo
Director of Planning/Community Development Joseph Palombi Director of Public Works James Enriquez
Director of Recreation and Community Services David Sosnowski Director of Transportation Lupita Ibarra

June 8, 2022: City Council Meeting Page 2 of 7

NOTICES

COVID-19 NOTICE: The City Council rescinded the Declaration of the Local Emergency and the continuation of teleconferencing open meetings pursuant to AB 361 by adopting Resolution No. 22-21 on Wednesday, April 13, 2022. This City Council Meeting will be held in person and will meet at City Hall – City Council Chambers, 1600 West Beverly Boulevard, Montebello, California. The meeting will be live streamed and can be watched on the City’s website at: https://www.cityofmontebello.com/government/live-streaming.html, and may also be viewed on Spectrum Public Access Channel 3 for all Spectrum cable subscribers.

AMERICANS WITH DISABILITIES ACT: In compliance with the Americans with Disabilities Act (ADA) any person with a disability who requires special accommodations in order to participate in a meeting should contact the Administration Office at (323) 887 -1437 Monday-Thursday from 7:30 a.m.-5:30 p.m. Please call 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II 1203). If you require translation services, please contact the City Clerk’s office 72 hours before this meeting. Si necesita servicios de traducción, comuníquese con la Oficina del Secretario Municipal 72 horas antes de esta reunión. 如果您需要翻译服务，请在会议前 72 小时联系市书记员办公室

PUBLIC COMMENTS:

In-Person: For those interested in participating during the Public Comment period(s) or public testimony period for Public Hearings of the City Council meetings, you may address the City Council in person the day of the meeting. Speakers will be required to fill out a speaker card provided at the door and turn it into the Deputy City Clerk prior to each Public Comment announcement period. Staff will number and call each speaker card in the order received. Closed Session begins at 5:00 p.m. and Regular Session begins no later than 6:00 p.m.

Via Email : The public may also submit emailed comments via the City’s email address :
[email protected], up until the day of the meeting, Wednesday, June 8, 2022 by 3:00 p.m. These comments will be submitted to all members of the City Council and may not be read aloud but will be entered into the record of the proceedings to the extent they relate to matters listed on the posted agenda or otherwise address matters/issues withi n the subject matter jurisdiction of the City Council. Any requests to provide public comment which is submitted after the deadlines indicated above will not be submitted to the City Council, with the exception of non- agenda written item comments which will be held over for the next regularly scheduled meeting.

AGENDA MATERIALS: The agenda and/or agenda packet are available for public inspection at City’s website at:
https://www.cityofmontebello.com/council-agendas.html. The agenda cover sheets may also be emailed upon request.

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IN CONSIDERATION OF OTHERS, PLEASE TURN OFF, OR MUTE, ALL CELL PHONES AND PAGERS

THANK YOU FOR YOUR COOPERATION

OPENING CEREMONIES

CALL TO ORDER

ROLL CALL

PUBLIC COMMENTS FOR CLOSED SESSION ITEMS
At this time, the general public may address the City Council on Closed Session Items. Please be aware that the maximum time allotted for members of the public to speak on Closed Session Items shall not exceed three (3) minutes per person. State Law prohibits the City Council from taking action or entertaining extended discussion on a topic not listed on the agenda. Please show courtesy to others and direct all of your comments to the Mayor.

CLOSED SESSION – 5:00 P.M.

The City Attorney shall provide a briefing on the item listed for Closed Session as follows:

1. THREAT TO PUBLIC SERVICES OR FACILITIES
Government Code Section 54957
Consultation with City Manager, Police Chief, City Attorney and other related City officials.

2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Government Code Section 54956.9(d)(2)
One matter related to SB 1383 compliance
One matter of threatened litigation related to an employee issue Threat of litigation – One matter related to the CVRA

3. CONFERENCE WITH LABOR NEGOTIATORS
Government Code Section 54957.6
Agency Negotiators: René Bobadilla, Nicholas Razo
Employee Groups: SMART-TD

4. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Government Code Section 54957
Title: City Manager René Bobadilla

REGULAR SESSION – NO LATER THAN 6:00 P.M.

CLOSED SESSION REPORT

INVOCATION

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PLEDGE OF ALLEGIANCE

CORRECTIONS TO THE AGENDA – CITY MANAGER

CEREMONIAL/PRESENTATIONS

5. RECOGNITION OF LGBTQ PRIDE MONTH

6. RECOGNITION OF JUNETEENTH – FREEDOM DAY

7. RECOGNITION OF PTSD AWARENESS MONTH

8. RECOGNITION OF NATIONAL SCLERODERMA AWARENESS MONTH

PUBLIC COMMENTS ON NON-AGENDA AND AGENDA ITEMS (30 MINUTES) At this time, the general public may address the City Council on both non-agenda and agenda items.

Please be aware that the maximum time allotted for members of the public to speak shall not exceed three (3) minutes per speaker. State Law prohibits the City Council from taking action or entertaining extended discussion on a topic not listed on the agenda. Please show courtesy to others and direct all of your comments to the Mayor.

STAFF COMMUNICATIONS ON ITEMS OF COMMUNITY INTEREST

REGULAR BUSINESS

9. ADOPT RESOLUTION NO’ S. 22- 38 AND 22- 37 ADOPTING MEMORAND A OF

UNDERSTANDING BETWEE N THE CITY AND THE M ONTEBELLO POLICE MAN AGEMENT

ASSOCIATION (MPMA) AND THE CITY AND THE MONTEBELLO POLICE OF FICERS

ASSOCIATION (MPOA)

1) Adopt Resolution 22 -38 adopting a tentatively agreed upon Comprehensive Memorandum of Understanding (MOU) between the City and the Montebello Police Management Association (MPMA); and
2) Adopt Resolution No. 22 -37 adopting a tentatively agreed upon Comprehensive Memorandum of Understanding between the City and the Montebello Police Officers Association (MPOA).

10. ADOPTION OF FISCAL YEAR 2022-23 OPERATING AND CAPITAL BUDGET

RECOMMENDATION: It is recommended that the City Council:

1) Adopt R esolution No. 22-43 adopting the Fiscal Year 2022 -23 operating and capital budgets for all funds; and
2) Adopt Resolution No. 22-44 adopting the compensation plan, table of organization and job classifications for Fiscal Year 2022-23; and
June 8, 2022: City Council Meeting Page 5 of 7

3) Adopt Resolution No. 22-45 establishing a Fiscal Year 2022 -23 appropriations limit per Government Code Section 7190 (Gann Limit); and
4) Adopt Resolution No. 22-46 for paying and reporting the value of employer paid member contributions as required by a recent CalPERS audit.

CONSENT CALENDAR
All matters listed under the Consent Calendar are considered to be routine. Any items a Councilmember wishes to discuss should be designated at this time. All other items may be approved in a single motion. Such approval will also waive the reading of any ordinance.

11. AWARD OF CONSTRUCTION CONT RACT FOR CP. #891 – ANNUAL CONCRETE REPA IR PROGRAM FISCAL YEAR 2021-22

RECOMMENDATION: It is recommended that the City Council:

1) Award a construction contract for the Annual Concrete Repair Program Fiscal Year 2021- 22 (C.P. # 891) in the amount of $1,208,926 to CJ Concrete Construction, Inc.; and 2) Authorize the Director of Public Works to review and approve change orders within a 15% contingency of the contract amount; and
3) Authorize the City Manager to execute the Contract Agreement, on behalf of the City; and
4) Take such additional, related, action that may be desirable.

12. APPROVAL OF AMENDMEN T NO. 1 TO AGREEMENT N O. 3890 FOR GOLF COU RSE

MANAGEMENT SERVICES

RECOMMENDATION: It is recommended that the City Council:

1) Approve Amendment No. 1 to Agreement No. 3890 for Golf Course management services at the Montebello Golf Course with S&S Labarge Golf, Inc.; and 2) Authorize the City Manager to execute the Amendment on behalf of the City; and 3) Take such additional, related, action that may be desirable.

13. APPROVAL OF AGREEMENT NO. 3985 WITH NEW FLYER OF AMERICA, INC., TO PURCHASE

SEVEN, FORTY-FOOT, COMPRESSED NATURAL GAS (CNG) TRANSIT BUSES

RECOMMENDATION: It is recommended that the City Council:

1) Approve Agreement No. 3985 with New Flyer of America, Inc. (“New Flyer”), to purchase seven (7), forty-foot (40’) Compressed Natural Gas (CNG) transit buses; and 2) Authorize the City Manager and/or their designee to approve change orders for up to two (2) percent of the total agreement amount; and
3) Take such additional, related action that may be desirable.

June 8, 2022: City Council Meeting Page 6 of 7

14. APPROVAL OF THREE (3) PROFESSION AL SERVICE AGREEMENT S, NO.’S 3988, 3989 AND 3990, TO (I) FORD OF MONTEBELLO, (II) CHEVROLET OF MONTEBELLO , AND (III)

MONTEBELLO TIRE PROS, TO ESTABLISH AN AS- NEEDED VENDOR BENCH FOR THE

CITYWIDE FLEET VEHICLE MAINTENANCE AND REPAIR SERVICES REQUEST FOR PROPOSAL, NO. 22-4

RECOMMENDATION: It is recommended that the City Council:

1) Award three (3) Professional Services Agreements, No.’s 3988, 3989, and 3990, to (i) Ford of Montebello, Inc. (dba Ford of Montebello), (ii) Montebello Auto Group, LLC (dba Chevrolet of Montebello), and (iii) SHAK Enterprises, Inc. (dba Montebello Tire Pros), for a three-year (3-year) term with the option for renewal of up to two (2) additional one - year (1-year) terms, for an annual total not -to-exceed amount of $100,000 with each vendor , with the City of Montebello (City) to establish an as -needed vendor bench for the Citywide Fleet Vehicle Maintenance and Repair Services Request for Proposal, No. 22-4 (RFP No. 22-4); and
2) Authorize the City Manager, and/or his designee, to take action necessary to execute and finalize each proposed agreement (No.’s 3988-3990) on behalf of the City; and 3) Take such additional or alternative action that may be desirable.

15. APPROVAL OF PROVIDIN G RECRUITMENT INCENT IVES FOR QUALIFI ED POLICE OFFICERS

AND POLICE DISPATCHERS

RECOMMENDATION: It is recommended that the City Council:

1) Approve a program to provide recruitment incentives for qualified Police Officers and Police Dispatchers and referral bonuses to current employees; and 2) Take such additional, and related, action that may be desirable.

16. APPROVAL TO SUBMIT A PPLICATION FOR THE U .S. DEPARTMENT OF JUSTICE, OFFICE OF COMMUNITY ORIENTED P OLICING SERVICES (COPS), FISCAL YEAR 202 2 COPS HIRING

PROGRAM (CHP)

RECOMMENDATION: It is recommended that the City Council:

1) Approve the submission of the grant application for the U.S. Department of Justice, Office of Community Oriented Policing Services (COPS), Fiscal Year 2022 COPS Hiring Program (CHP); and
2) Take such additional, related, action that may be desirable.

17. PAYMENT OF BILLS: ADOPT RESOLUTION NO. 22-41 APPROVING THE CITY W ARRANT REGISTER OF DEMANDS DATED JUNE 8, 2022

RECOMMENDATION: Adopt Resolution No. 22-41 approving the Warrant Register dated June 8, 2022.

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18. APPROVAL OF CITY COU NCIL MINUTES – SPECIAL MEETING APRIL 8, 2022; SPECIAL MEETING APRIL 9, 2022; APRIL 13, 2022; SPECIAL MEETING APRIL 23, 2022; APRIL 27, 2022.

RECOMMENDATION: Approve said minutes as written.

AB 1234 TRAVEL REPORTS
Members of the City Council will provide a brief report on meetings attended at the expense of the local agency as required by Government Code Section 53232.3(d).

COUNCIL ORALS
Council member announcements; requests for future agenda items; conference/meetings reports.

• Councilmember Peralta
a. Recognition of Schurr High School AVID 2022 Scholarship Recipients b. Request Council consensus to have LGBTQ friendly artwork/poetry from the community displayed at City Hall
c. Requesting action to adopt and recognize June 3rd as National Gun Violence Awareness Day
d. Appointment of Henry Fimbres to the Personnel Advisory Commission e. Recognition and Congratulations to BLVD MRKT for being named Business of the Year for Supervisor District 1 by the Los Angeles County Business Federation • Councilmember Melendez
• Councilmember Torres
• Mayor Pro Tem Jimenez
• Mayor Cobos-Cawthorne

ADJOURNMENT
The City of Montebello will adjourn to the next Regular Meeting on June 22, 2022 at 5:00 p.m. which can be live streamed at www.cityofmontebello.com (Click on Live Stream).

I, Alicia Fernandez, Deputy City Clerk for the City of Montebello hereby certify that a copy of this agenda has been posted on or before Sunday, June 5, 2022 5:00 p.m.

_____________________________________________
Alicia Fernandez, Deputy City Clerk

ITEM #____
CI

TY OF MONTEBELLO
CIT

Y COUNCIL AGENDA STAFF REPORT
TO: H
onorable Mayor and City Council Members
FR
OM: René Bobadilla, P.E., City Manager
BY: Nic
holas Razo, Director of Human Resources and Information Technology SUBJ
ECT: Adopt Resolution No’s. 22-38 and 22 -37 adopting Memoranda of Understanding between the City and the Montebello Police Management Association (MPMA) and the City and the Montebello Police Officers Association (MPOA)
DAT
E: June 8, 2022
RECOMMENDATIONS:

It
is recommended that the City Council:
1) Ad
opt Resolution 22 -38 adopting a tentatively agreed upon Comprehensive Memorandum of Understanding (MOU) between the City and the Montebello Police Management Association (MPMA); and
2) Adopt Resolution No. 22-37 adopting a tentatively agreed upon Comprehensive Memorandum of Understanding between the City and the Montebello Police Officers Association (MPOA).

FISCAL IMPACT
Th
e City of Montebello’s employees are represented by ten (10) different employee associations. Each of these employee associations is comprised of specific job classifications, separated by miscellaneous/non- safety groups and safety groups (i.e., Fire and Police). Salaries, benefits, fringe benefits and other related items are detailed in comprehensive, City Council approved Memoranda of Understanding, one for each group. The MOUs for the MPMA and MPO A groups expired December 31, 2021. As detailed below, management has been engaged in labor negotiations since November 2021 to discuss successor MOUs.

Th
ese negotiations have been focused on salaries – based upon the results of the recently completed, comprehensive Classification and Compensation study. This study has been requested by every employee association over a number of years. The goal of 9 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adopt Resolution No’s. 22 -38 and 22- 37 adopting Memoranda of Understanding between the City and the Montebello Police Management Association (MPMA) and the City and the Montebello Police Officers Association (MPOA)

Page 2 of 7 ends

the study was to review salary and benefits for all Montebello job classifications , compared to an agreed upon “comparator group” of 13 comparators for sworn Police positions. Results from this study were presented to the City Council in summer 2021, and shared with all employee groups in August 2021, including numerous “town hall” meetings held to explain the study and its conclusions.

The Classification and Compensation study indicated that Montebello salaries (i.e., base pay) were behind the market, with the “market” defined as the agreed upon comparator group of similar cities. The study concluded that 83% of positions were more than 5% behind the market. The study found that, on average, Montebello is 21% behind market on the salary ranges of its positions. Specifically, sworn Police personnel ranged from 1%-7% behind market.

Staff presented these findings to the City Council and the various employee associations during the summer of 2021. The intent of this study was to determine a path for labor negotiations. Typically, labor negotiations have been approached with a simple, across the board, “cost of living adjustment” (COLA) proposal format. However, as evidenced by the study data, this COLA approach has led to the City being behind the market in the wages offered.

Management intended to take a new approach to labor negotiations, with the intent of bringing salary ranges closer to market. This approach required a new way of thinking – moving individual job classifications at different rates (percentages) versus offering an across the board, one-size-fits-all COLA to all positions in an association. The outcome would bring all job classifications to market rates, in addition to the creation of a comprehensive salary schedule.

The benefit of using the Classification and Compensation study data was to bring fairness and equity to labor negotiations. Management presented t his approach to the City Council and received direction to bring all salaries “to market” within three years. With this direction from the City Council, Management began labor negotiation discussions in November 2021. The focus for this round of labor negotiations was on base salaries and establishing – for the first time in the City’s history for all positions – a comprehensive salary schedule with defined ranges and steps.

Management presented this approach to the associations through individual meet ings (per the meet and confer process), explaining that the focus of negotiations would be on base salaries, with the knowledge that the study indicated health benefits were also behind market. However, as the City continues to work towards fiscal stability, limited resources require the focus on salaries first, with the intent of reviewing health benefits during the next round of successor MOU discussions.

Through the numerous negotiation meetings, additional fringe benefits were discussed – besides base salaries – and both sides eventually agreed to adjustments in certain non- CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adopt Resolution No’s. 22 -38 and 22- 37 adopting Memoranda of Understanding between the City and the Montebello Police Management Association (MPMA) and the City and the Montebello Police Officers Association (MPOA)

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base salary fringe benefit items. For example both the MPMA and MPOA will be receiving increases in Education Incentive and Certificate Pay. There is also a change to bilingual pay compensation, which offers up to $150/month for individual s who can successfully demonstrate the ability to read, write and speak a second language.

The table below provides an overview of the updated Education and Certificate Incentive Pay for both MPMA and MPOA:

MPMA MPOA
Education IncentiveA.A. or Intermediate POST =
$300/month;
B
.A./B.S./Advanced POST =
$500/month
A.A. or Intermediate POST =
$300/month;
B
.A./B.S./Advanced POST =
$500/month
Certificate Incentive POST Supervisory Certificate =
$250/month; POST
M
anagement Certificate =
$250/month
POST Supervisory Certificate
= $250/month

The Education incentive increased $50/month for an A.A./Intermediate POST and $100/month for a bachelors/Advanced Post for both groups. The Cert ification incentive increased $100 for MPOA and $100 for MPMA.

The largest cost increase of the new MOUs is related to base pay. As noted above, City Council provided direction to bring all classifications to market within three years.

Through negotiations, all classifications covered by both groups will be at market by July 1, 2022 – well before the three year direction provided by the City Council. In fact, besides Police Officer, all positions will be at market to the retroactive date of January 1, 2022. (Given the expiration of the prior MOUs in December, salary adjustments will be retroactive to January 1, 2022, for both MPMA and MPOA).

Therefore, there will be salary costs in the current fiscal year for six months of salary adjustments back to January 1, 2022. Furthermore, salary adjustments will then occur the first pay period of July 2022.The table below summarizes the annual cost for the salary adjustments, by Police bargaining group:

FY 2021-22 FY 2022-23
MPMA $12,621 $37,268
MPOA $36,831 $157,063
TOTAL $49,453 $194,331

It should be noted that the term of the MOUs with each group are one and a half (1.5) years: January 1, 2022 – June 30, 2023.

The FY 2022-23 budget will be built utilizing the updated salary ranges, with the estimated increase to base salaries indicated above accounted for in the Police Department budget.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adopt Resolution No’s. 22 -38 and 22- 37 adopting Memoranda of Understanding between the City and the Montebello Police Management Association (MPMA) and the City and the Montebello Police Officers Association (MPOA)

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Budget presentations will be made for FY 2022- 23 assuming the projected salary cost increases noted above.

In addition to the base salary and fringe benefit improvements, the City and the MPMA and MPOA employee groups tentatively agreed to two (2) additional paid Holidays :

Juneteenth (June 19
th) and Columbus Day/Indigenous People’s Day (2 nd Monday in October). The City will also provide true holiday leave, instead of requiring employees to use their own annual leave for a recognized City holiday. As detailed in each respective MOU document, a holiday leave bank will be provided to each employee. This holiday leave bank increases total leave available to employees, and does not negatively impact their earned vacation accrual.

The Classification and Compensation study also identified that employee leave banks were behind the market. As a remedy, the City proposed to eliminate Annual Leave (AL) and freeze it for members to use during service and or to sell hours during service and at separation. The AL is replaced with vacation and sick leave accruals for all employee groups, in an effort to better align with the market.

Management firmly believes the packages negotiated with the employee groups are fair and equitable. Most importantly, the salary increases will bring the City’s employees up to market pay rates before the end of the MOU term, as directed by the City Council. This is an important accomplishment that helps with recruitment and retention – two important goals in helping Montebello progress and accomplish more.

The City’s improved financial standing has allowed for the proposed MOUs to be negotiated and agreed upon. Management feels strongly that the negotiated packages of increased wages and improved fringe benefits are fiscally sustainable, and necessary for Montebello to remain competitive in the public sector labor market.

BACKGROUND

The City of Montebello has ten (10) separate and distinct employee associations. All employees are represented by one of these ten associations – depending upon job classification and whether the position is safety (i.e, Fire or Police) or non-safety. The most recent set of MOUs expired on December 31, 2021.

Management has been engaged with all employee associations for the past six months in active labor negotiations. In addition, Staff has been meeting with each employee group since the summer of 2021 to discuss the Classification and Compensation study, and its results. The following paragraphs outline the timeline and path taken from the initiation of the Classification and Compensation study through the presentation of successor MOUs.

In April 2020, the City initiated an RFP and identified an approved vendor to perform a Classification and Compensation study. The City selected Public Sector Personnel Consultants (PSPC) to conduct this study. Additionally, in September 2020, the City met CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adopt Resolution No’s. 22 -38 and 22- 37 adopting Memoranda of Understanding between the City and the Montebello Police Management Association (MPMA) and the City and the Montebello Police Officers Association (MPOA)

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with each employee group to discuss the process for conduc ting the Classification and Compensation study.

The City and employee associations met and conferred on the comparable cities to which the data would be surveyed – the “market” against which Montebello’s salary and benefits would eventually be compared. The employee groups had the opportunity to provide input and agreed to the study and all of its components. Moreover, in October 2020, the City met with the various associations to discuss the data that would be ex amined. Over the years, most employee groups have requested a Classification and Compensation study be conducted as part of each round of negotiations.

In August 2021, the Human Resources Department met with employee groups to present the findings of the study. The Administration and Human Resources Departments began to prepare for negotiations for the period of January 1, 2022, to June 30, 2023. The current Memoranda for both associations expired December 31, 2021.

In November and December 2021, respectively, the City met with MPMA Board President David Kim and MPOA Board President Omar Rodriguez. City Manager René Bobadilla, Assistant City Manager Arlene Salazar, Director of Finance Michael Solorza and the Human Resources Department were in attendance. The City met separately with each employee group and provided a proposal for the successor MOU. The associations were given time to review the proposals and identify questions for clarification and or craft their counter-proposal, with subsequent meetings held as necessary to analyze each proposal and counter-proposal.

The City held multiple labor negotiation meetings and continued the meet and confer process with each employee group over the past six months . D uring the negotiation meetings, the City provided clarifications for follow up and revised provisions that the groups then took back to their membership for review and ratification. Findings from the Classification and Compensation study were presented, indicating the relative change in pay for each classification, along with describing and explaining the new comprehensive salary schedule. Again, the approach for this round of MOU updates was to bring salary ranges for all classifications to market within three years.

MPMA and the City have tentatively agreed to the Comprehensive Memoranda being presented for adoption and the attached draft administrative polices that includes relevant provisions (see also the summary table in “Fiscal Impact” section above):

o Salary increases per the Classification and Compensation study o Education/Certification Incentive Pay
o Bilingual Pay
o Creation of Vacation, Sick and Holiday leave accruals

Page 6 of 7 ends

At this time, the MPMA employee group has tentatively agreed that the Comprehensive Memoranda of Understanding being presented for adoption and the attached draft administrative policies accurately identify those items that were tentatively agreed upon and all current active provisions from preceding MOU between the City and the MPMA .

These Comprehensive MOU memorialize salary, benefits and related items already included in the MOU currently in effect for these groups.

MPOA and the City have tentatively agreed to the Comprehensive MOU being presented for adoption and the attached draft administrative polices that include these provisions:

o Salary increases per the Classification and Compensation study o Education/Certification Incentive Pay
o Bilingual Pay
o Creation of Vacation, Sick and Holiday leave accruals

At this time, the MPOA has tentatively agreed that the MOU being presented for adoption and the attached draft administrative policies accurately identify those items that were tentatively agreed upon and all current active provisions from preceding MOU between the City and the M POA. The various Comprehensive MOU memorialize salary, benefits and related items already included in the comprehensive MOU currently in effect for these groups.

The effective dates and term of the proposed updated MOUs are January 1, 2022, through June 30, 2023. The remaining group that the City continues to meet and confer with is the Association of Sheet Metal, Air, Rail and Transportation Workers – Transportation Division (SMART-TD). All other associations had successor MOUs approved at prior April and May City Council meetings.

SUMMARY

Current MOUs for both the MPMA and MPOA expired December 31, 2021. Management has been engaged in active labor negotiations through the meet and confer process since November 2021. The basis for negotiations has been the results of the Classification and Compensation study completed in the summer of 2021.

Prior to the study being completed, in September 2020, the City met and conferred with MPMA and MPOA to initiate the Classification and Compensation study. The City successfully engaged in Labor Negotiations, from November 2021 through May 2022, to reach tentative agreements with the MPMA and MPOA for new contract s with terms of January 1, 2022, to June 30, 2023.

The single largest cost item of the new, proposed MOUs is the increase to base salaries.

The City Council previously provided direction to Management to bring all salaries to market rate within three years. The proposed, updated MOU s accomplish this City CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adopt Resolution No’s. 22 -38 and 22- 37 adopting Memoranda of Understanding between the City and the Montebello Police Management Association (MPMA) and the City and the Montebello Police Officers Association (MPOA)

Page 7 of 7 ends

Council direction , bringing employees in both MPMA an d MPOA to market by July 1, 2022. The salary range updates were made utilizing data from thirteen ( 13) public agencies to establish the “market” against which Montebello salary ranges were compared.

In addition to updating salary ranges, other fringe benefit items (monetary and non- monetary) were improved and updated as part of the labor negotiation process:
o Bilingual Pay
o Creation of Vacation, Sick and Holiday leave accruals o Education/Certification Incentive Pay
Implementation of these Memoranda will begin to align the City of Montebello with current market rates to allow the City to better retain and attract employees . The City worked diligently to update the MOU provisions to align with the new points of agreement and made a concerted effort to remove any language in the MOUs that was unclear or antiquated. Implementation of the structured salary schedule will also allow for transparency and ease of administration of employee salary increases , and will be the first time in Montebello’s history that a comprehensive salary schedule exists for all classifications.

It is being requested that the City Council approve a Resolution to adopt successor MOUs between the City and the MPMA and MPOA employee groups to cover the period from January 1, 2022, to June 30, 2023.

ATTACHMENTS
A. Attachment A – Resolution No. 22- 38 of the City Council of the City of Montebello Approving the Comprehensive Memorandum o f Understanding b etween the City o f Montebello and the Montebello Police Management Association f or the Period of January 1, 2022 through June 30, 2023
B. Attachment B – Resolution No. 22- 37 of t he City Council of the City of Montebello Approving the Comprehensive Memorandum of Understanding between the City of Montebello and the Montebello Police Officers Association for the Period of January 1, 2022 through June 30, 2023
C. Attachment C – Structured Salary Schedule

ATTACHMENT A
RESOLUTION NO. 22-38
A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

MONTEBELLO APPROVING A COMPREHENSIVE MEMORANDUM OF

UNDERSTANDING AND THE TERMS AND CONDITIONS OF

EMPLOYMENT AFFECTING THE DESIGNATED MONTEBELLO

POLICE MANAGEMENT ASSOCIATION (MPMA) EMPLOYEES F OR
THE PERIOD OF JANUARY 1, 2022 THROUGH JUNE 30, 2023
RE
CITALS
W
HEREAS, the City of Montebello values the work of all its employees and seeks to maintain fair and mutually beneficial terms and conditions of employment for the good of the City and the employees, and
W
HEREAS, representatives of the City and representatives of the bargaining unit named above have met, conferred, and negotiated in good faith regarding wages, hours and working conditions. As a result of such good faith negotiations, the City and the MPMA have developed the Comprehensive Memorandum of Understanding (MOU) attached here (EXHIBIT A).

W THEREFORE, THE CITY COUNCIL OF THE CITY OF MONTEBELLO HEREBY RESOLVES, FINDS, AND DECLARES AS FOLLOWS:

S
ECTION 1 : The MOU between the City of Montebello and the M PMA dated January 1, 2022 through June 30, 2023 and attached is hereby approved.

S
ECTION 2: That the City Clerk shall certify to the passage and adoption of this Resolution and that the same shall be in full force and effect.

APPROVED AND ADOPTED this 8th day of June 2022.
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Kimberly A. Cobos-Cawthorne, Mayor
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TTEST: APPROVED AS TO FORM:
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_____________________________ ________________________________ Christopher Jimenez, City Clerk Arnold M. Alvarez-Glasman, City Attorney RESOLUTION NO. 22-38

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TATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF MONTEBELLO )
I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 22- 38 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the 8th day of June 2022 and that said Resolution was adopted by the following vote, to-w it:

AYES:

NOES:

ABSTAIN:

ABSENT:

The undersigned, City Clerk of the City of Montebello, does hereby attest and certify that the foregoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of said City which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.

D
ATE:

Christopher Jimenez, City Clerk
• E
xhibit A – MPMA MOU

EXHIBIT A

MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF MONTEBELLO

AND THE

MONTEBELLO POLICE MANAGEMENT ASSOCIATION
FOR JANUARY 1, 2022 THROUGH JUNE 30, 2023

TABLE OF CONTENTS Page
PREAMBLE …………………………………………………………………………………………………………… 1
ARTICLE I IMPLEMENTATION……………………………….………………………………………………… 1 Section A. TERM……………………………………………………………………………………………….. 1 Section B. RECOGNITION……………………………………………………………………………………. 1 Section C. PROVISIONS OF LAW AND SEVERABILITY CLAUSE…………………………………….. 1 Section D. INCORPORATION OF CITY CODE, RULES, AND POLICIES……………………………... 1 Section E. CITY DEDUCTIONS AND DUES………………………………………………………………... 2 ARTICLE II COMPENSATION…………………………………………………………………………………. 2 Section A. SALARY INCREASES……………………………………………………………………………. 2 Section B. PAID OVERTIME FOR SPECIAL ASSIGNMENTS………..………………………………….. 3 Section C. POLICE LIEUTENANT PAY………………………...…………………………………………… 3 Section D. ADMINISTRATIVE LEAVE CASHOUT OR CONVERSION…………………………………. 4 Section E. UNIFORM ALLOWANCE………………………………………………………………………... 4 ARTICLE III RETIREMENT………………………………………………….…………………………………. 4 Section A. CALPERS RETIREMENT TIERS…………….………………………………….…………….. 4 Section B. EMPLOYEE CALPERS CONTRIBUTIONS……………………………………….…………. 4 ARTICLE IV POST RETIREMENT BENEFITS………………………………….…………………………... 5 Section A. RETIREE HEALTH BENEFITS..……………………………………………………………….. 5 ARTICLE V LEAVE BANKS…………………………….………………...………………………………….. 6 Section A. ANNUAL LEAVE DISCONTINUATION…….…………………….…………………………… 6 Section B. VACATION LEVE ACCRUALS………………………………………………………………... 7 Section C. SICK LEAVE ACCRUALS……..………………………………………………………………. 8 Section D. HOLIDAY BANK………………………………………………………………………………… 9 Section E.

ARTICLE VI
Section A.

Section B.

CTO BANK…………………………………………..…………………………………………....

MISCELLANOUS PROVISIONS…………………………………………………………….....

CITY ISSUES VEHICLES………………………………………………………………………..

UNIT WORK SCHEDULES……………………………………………………………………..

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Section C.

Section D.

Section E.

ARTICLE VII
MANAGEMENT RIGHTS……………………………………………………………………….

AVOIDANCE OF INEQUITIES………………………………………………………………….

SHARED AGREEMENT CLAUSE……………………………………………………………..

EFFECTIVE DATE AND TERM OF AGREEMENT…………………………………………..
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APPENDIX A CITY POLICY – BILINGUAL PAY……………………………………………………………… 14 APPENDIX B CITY POLICY – BEREAVEMENT LEAVE ………………………………………………….… 17 APPENDIX C CITY POLICY – LONGEVITY PAY….........…………………………………………………… 19 APPENDIX D CITY POLICY – EDUCATIONAL REIMBURSEMENT PROGRAMS.…………………….. 30 APPENDIX E CITY POLICY – EMPLOYEE COMPENSATION AND BENEFITS..……………………… 32 APPENDIX F CITY POLICY – EDUCATION INCENTIVE PAY…………………..……………………….… 36

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PREAMBLE
Pursuant to Government Code Section 3500 et seq., representatives of the City of Montebello (“City”) have met and conferred in good faith with representatives of the Montebello Police Management Association (MPMA), and have reached an agreement to recommend that the City Council take the actions identified in this comprehensive Memorandum of Understanding (hereafter either "Memorandum," "MOU" or "Agreement”). Upon r atification of this Comprehensive MOU by majority vote of the bargaining unit membership as well as adoption by the City Council, all terms and conditions set forth herein shall become binding. This Comprehensive MOU supersedes Resolution 21-29 adopted by the City Council on July 28, 2021. Except as otherwise modified herein, existing wages, hours and other terms and conditions for employment shall remain in full force and effect.

ARTICLE I - IMPLEMENTATION

SECTION A TERM
Period Covered. One and one-half (1 ½) years. From 1/1/2022 to 6/30/2023.

SECTION B RECOGNITION
The Montebello Police Management Association (MPMA) , is the exclusive representative of the employees of the Police Captains and Police Lieutenants bargaining unit for the purpose of meeting and conferring over wages, hours, and terms and conditions of employment.

SECTION C PROVISIONS OF LAW AND SEVERABILITY CLAUSE
Except as modified herein, all relevant federal, state, and local laws apply. Shoul d any provisions of this MOU be found to be in violation of any law, rule or regulation, the remaining provisions will remain in full force and effect for the duration of this MOU.

SECTION D INCORPORATION OF CITY CODE, RULES, AND POLICIES This MOU memorializes changes in terms and conditions for members of the bargaining unit as well as modifications of certain existing City codes, rules, and policies.

Incorporation of prior MOU’s references to City code, rules, and policies have been adopted during “Meet and Confer” sessions and shall be considered adopted by reference in this MOU specifically the following City policies which are attached as appendixes to the MOU:
a. 2.060.590 Bilingual Pay
b. 2.060.565 Bereavement Leave
c. 2.060.227 Longevity Pay
d. 2.060.517 Educational Reimbursement Programs
e. 2.060.504 Employee Compensation and Benefits
f. 2.060.528 Education Incentive Pay

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Unless the parties mutually and voluntarily agree to do so, neither party shall be obligated to negotiate over matters covered by, or within the scope of, this Agreement, during the term of this Agreement.

SECTION E CITY DEDUCTIONS AND DUES
The City agrees to conduct dues deductions.

SECTION F EMPLOYEE LISTS
The City will provide the Association with the necessary contact information about bargaining unit members to allow Association to conduct Association business on behalf of those members.

SECTION G FULL UNDERSTANDING, MODIFICATION AND WAIVER
It is the purpose of this Memorandum of Understanding to promote and provide for harmonious relations, cooperation and understanding between Management and the employees covered by this Memorandum; to provide an orderly and equitable means of resolving any misunderstandings or differences which may arise under this Memorandum; and to set forth the understanding of the parties reached as a result of good faith negotiations regarding wages, hours and other terms and conditions of employment covered by this Me morandum. This Memorandum of Understanding memorializes the terms and conditions for members of the bargaining unit as well as modifications of other existing City rules and policies. All other City rules, policies, and regulations shall be considered in corporated, by reference, in this MOU.

ARTICLE II - COMPENSATION

SECTION A SALARY PROVISIONS

1. PLACEMENT ON NEW SALARY MATRIX
Positions covered under this MOU shall be placed on the new salary range effective on the dates noted below:

Unit employees covered under this MOU will be placed at the appropriate Step, within the new salary range as noted in the tables below that is closest to their current rate of pay at the time of City Council approval of this MOU, without being less than their current rate of pay.

Effective January 01, 2022:

Position New Range Number New Annual Salary Range
Police Lieutenant 57 $132,654 - $165,666
Police Captain 63 $153,838 - $192,122
* See salary matrix attached

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Effective First Full Pay Period of July 2022:

Position New Range Number New Annual Salary Range
Police Lieutenant 57 $132,654 - $165,666
Police Captain 63 $153,838 - $192,122
* See salary matrix attached

Annual performance increases will remain on schedule for unit members who meet department expectations on their performance evaluation. Employees who achieve a satisfactory evaluation will generally receive a two -step increase. Any deviation down from the 2 -step increase shall be justified in writing and be approved by the Chief of Police, or designee. Any increase beyond two (2) steps must be approved by the City Manager.

SECTION B PAID OVERTIME FOR SPECIAL ASSIGNMENTS

MPMA unit members shall be eligible for paid overtime at a rate of up to 1. 5 times their base salary, limited to special assignments where the overtime is fully reimbursable to the City through local, state, or federal grants, or private/ other external funding sources. The rate of overtime (up to 1. 5 times the unit member' s base salary plus incentives) shall be determined by written agreement with the external funding source, who shall timely reimburse the City for overtime costs expended by the City for such special assignments. All MPMA unit members receive 1.0 rate overtime , paid at base rate plus incentives for covering watch comma nder shifts, court appearances, internal investigations, training, and for emergency call outs.

SECTION C POLICE LIEUTENANT PAY

The City agrees to compensate Police Lieutenants at the rate of straight time (base rate plus incentives) for the following activities;

 To cover the Patrol Watch Commander position in the event of a vacancy or to cover for sick leave; annual leave; injured on duty (IOD), when a qualified sergeant is not available to move-up as described below.
 For training; critical incidents or for call outs for homicides or major incidents.

a) A “qualified sergeant’ is defined as a sergeant who is not on probation, has completed the 40 hour POST supervisor training course and has attended Title 15 training (jail operations).
b) A watch commander “vacancy” is defined as: when there is not a lieutenant or above on duty and no qualified sergeant is available to move-up to cover the watch commander position.
c) The City agrees that if overtime is required to fill the watch commander position, or a subordinate position through the move-up process, the first priority will go to the rank of Lieutenant.

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d) With prior approval of the Chief of Police or Bureau Commander, Lieutenants will be compensated at the rate of straight time when assigned internal affairs investigations that require working beyond their normal working hours.

SECTION D ADMINISTRATIVE LEAVE CASH OUT OR CONVERSION

All members of the bargaining unit who currently accrue (forty) 40 hours have the option each January, to either cash out up to forty (40) hours of administrative leave or to convert up to forty (40) hours of administrative leave to the City’s Deferred Compensation 457 Plan, hours will be paid at the base rate of pay plus incentives.

SECTION E UNIFORM ALLOWANCE

1. The City agrees to provide unit members uniform allowance in the amount of will be $950 per fiscal year. This allowance is paid the second (2nd) pay period in August.

ARTICLE III - RETIREMENT

SECTION A CALPERS RETIREMENT TIERS
The City offers a defined retirement benefit plan through the California Public Employees’ Retirement System (“CalPERS”). There are two (2) tiers of the retirement benefit plan depending on date of hire and/or status as “new member”, as defined by Government Code, which prescribed the employee contribution/cost sharing as follows:

Retirement Tier 1: Employees hired prior to January 1, 2013 or who are not “new members” under the California Public Employees’ Pension Reform Act of 2013 (“PEPRA”), Gov. Code § § 7533, et seq. These employees are also referred to as “Classic CalPERS Members”.

The current retirement formula is 3% at 50.

Retirement Tier 2: Employees Hired on or after January 1, 2013 and who are defined by the Public Employees’ Pension Reform Act (PEPRA) as “new members” The current retirement formula is 2.7% at 57

SECTION B EMPLOYEE CalPERS CONTRIBUTION
A. Classic CalPERS Members (as defined by CalPERS):

Classic CalPERS Members pay the 9% employee contributions toward their CalPERS pension. Each Classic CalPERS unit member shall also contribute an additional (3%) of the employee member contribution of pensionable income to CalPERS for a total obligation by each Classic CalPERS unit member of (12%).

B. CalPERS (PEPRA) Members (as defined by CalPERS):

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New CalPERS (PEPRA) unit members, including each newly hired unit member, shall continue to pay their obligatory "half the actuarial normal cost" of their pension benefit (as determined and regularly adjusted by CalPERS). The current normal cost obligation for each PE PRA unit member is 12.25%, with potential mandated upward adjustments thereafter as determined annually by CalPERS actuarial valuation reports. The City is prohibited by PEPRA from paying any portion of the member contribution for PEPRA members.

ARTICLE IV - POST-RETIREMENT BENEFITS

SECTION A RETIREE HEALTH BENEFITS

Full-time active MPMA safety unit members hired prior to June 26, 2019 or who immediately prior to joining the MPMA unit served as full- time active MPOA safety unit members;

The City agrees to continue to provide the Retiree Health Benefit, with qualifying prerequisites, terms and provisions as previously agreed to in the Memorandum of Understanding between the City and MPMA for the 2003 - 2004 negotiations to all full -time MPMA or MPOA members hired prior to the date a new MOU is approved by the City Council (following ratification by MPMA). The terms and eligibility requirements remain and are clarified as follows:

1) The Retiree Health Benefit will be paid to eligible m embers throughout the employee's lifetime. Currently, continuation of benefits after a unit member's eligibility for Medicare is paid for the employee only (not to survivors) through a Trust Account to which the City currently contributes (one percent) 1% of a unit member's salary. Should the Trust assets, at any fiscal year end, be less than three (3) times the current annualized benefits due, the City and MPMA shall meet and confer.

2) The Retiree Health Benefit will not apply to the employee's survivors.

3) To be eligible, the unit member:

a). Must currently be employed as an active full-time safety unit member of the MPMA;

b) Must be at least fifty (50) years of age (no minimum age requirement for disability retirement);

c) Must retire directly from the City of Montebello;

d) Must have at least fifteen (15) full- time years of active City service at the time of service retirement the fifteen (15) years does not have to be the result of contiguous employment however, the employee's last five (5) years of employment immediately prior to retirement must be as an active, full -time safety unit employee of the City , or at least ten (10) full years of active City service at the time of disability retirement. To be eligible for lifetime retiree medical benefits, all fifteen ( 15) years of service ( ten ( 10) years for disability

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retirement) must be within the City of Montebello. Prior lateral service does not count toward retiree health benefits.

4) The monthly retiree benefit for MPMA unit members with le ss than twenty five (25) years of fulltime active service will be determined by the number of full years of City service multiplied by $25.00. Examples of calculations are as follows: Fifteen ( 15) years of City service multiplied by $25.00 = $ 375 per month ; Twenty four ( 24) years of City service multiplied by $25.00 = $ 600 per month, The monthly retiree benefit only for MPMA unit members with twenty five (25) full years or more of active City service shall not be determined by the number of full years of C ity service multiplied by $ 25. 00, rather all MPMA unit members who retire with twenty five (25) years or more of active full-time City service shall receive a flat rate equal to the value of the City's medical allowance for current MPMA unit members (curr ently $1,090). The retiree benefit for qualified disability retirement will be calculated in the same manner as for service retirements.

5) The monthly amount payable will be reduced by any amount paid by the City on the retiree' s behalf toward medical insurance or any amount required to be paid by the City for any local, state, or deferral government retirement or medical plan or law.

6) The City will issue a warrant to the retired employee on a monthly basis for the amount of retiree benefit paid to th e employee. These amounts will be considered taxable to the retiree.

Retired employees may enroll in any health plan of their choice or may choose not to enroll in a health plan at their discretion.

B. Full- time unit members hired on or after June 26, 2019:

All full- time unit members hired on or after June 26, 2019 shall only, commencing the month following one full month of retirement and continuing through the period prescribed by law, receive the minimum employer health premium contribution as pres cribed by Government Code section 22892 of the Public Employees' Medical and Hospital Care Act (PEMHCA). The retiree must be and remain enrolled in an eligible health benefit plan in order for the City to be obligated to pay the prescribed premium.

ARTICLE V – LEAVE BANKS

SECTION A ANNUAL LEAVE DISCONTINUATION
Effective one full pay-period after the adoption of this MOU annual leave banks will be frozen and accruals will cease. All MPMA members will begin accruing the vacation/holiday/sick leave banks in lieu of annual leave as outlined in this MOU.

Employees shall have the option of converting accrued Annual Leave to cash on an hour for hour basis subject to the following: To cash out Annual Leave hours, an employee must make an irrevocable election on o r before December 31 st of each calendar year, in order t o receive cash for Annual Leave hours in the following calendar year. The accrued Annual Leave hours cash out will only be given to those employees who have made the affirmative election on or before the deadline by completing a form provided by the Finance Department. Employees

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will receive the cash out once per year, on the regular pay date, during the first full pay period in January.

Frozen Annual Leave:

Employees will continue to have the option of converting accrued Annual Leave to cash on an hour for hour basis so long as the employee makes an election before December 31 of each calendar year in order to receive the cash out in the following year. The maximum cash out of Annual Leave is 240 hours and shall be paid out at the employee’s current base rate of pay plus incentives.

Annual Leave can be used upon approval by the Director/Chief based on the needs of the department.

Upon separation from the City, remaining annual leave hours will be paid out to the employee at the member’s current base rate of pay.

SECTION B VACATION LEAVE ACCRUALS

1. Accrual and Cap: Employees covered under this MOU shall accrue vacation leave and shall have a maximum vacation accrual cap in the amounts listed below. Vacation hours shall not be accrued in excess of the annual accrual Cap based on years of service.

YEARS EMPLOYED (MONTHS) ACCRUAL

PER PAY
PERIOD

ANNUAL ACCRUAL

ACCRUAL CAP
0 – 2 yrs (0 – 24 months)

3.07 hours 80 hours 160 hours
2 – 9 yrs (25 – 108 months)

4.62 hours 120 hours 240 hours
10 yrs (109 – 120 months)

4.92 hours 128 hours 256 hours
11 yrs (121 – 132 months)

5.23 hours 136 hours 272 hours
12 yrs (133 – 144 months)

5.54 hours 144 hours 288 hours
13 yrs (145 – 156 months)

5.846 hours 152 hours 304 hours
14 yrs -19 yrs (157 months - 228 months) 6.15 hours 160 hours 320 hours 20 yrs 7.69 hours 200 hours 336 hours

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have made the affirmative election on or before the deadline by completing a form provided by the Finance Department. Employees will receive the cash out once per year, on the regular pay date, during the first full pay period in January. Vacation shall be paid out at the member’s current base rate of pay.
 All members with a minimum of eighty (80) hours of Vacation leave may elect to cash out up to forty (40) hours annually. The annual optional election to either cash out or to convert up to forty (40) hours of Vacation Leave to the City’s Deferred Compensation 457 plan shall be paid out at the member’s current base rate.

3. Other Rules:

 Accrued vacation leave will be paid out at separation at the employee’s current base rate of pay.

 Vacation hours will be considered hours worked for purposes of computing overtime.

 Employees will be allowed to take vacation leave during the first six (6) months of employment. The City will update the CSR&Rs to reflect this change during the term of this MOU.

SECTION C SICK LEAVE ACCRUALS

1. Accrual and Cap: Employees covered under this MOU shall accrue sick leave and shall have a maximum sick leave accrual cap in the amounts listed below.

ACCRUAL PER PAY
PERIOD
ANNUAL

ACCRUAL

SOFT ACCRUAL CAP

3.692 96 1040

No sick leave shall be granted prior to ninety (90) days of employment.

2. Sick leave may be utilized for:
 Personal illness or injury of the employee;
 Authorized emergency leave; Serious illness or injury of the employee's spouse, state registered domestic partner, or child, parents, siblings, grandparents, any of which that reside in the unit employee’s residence (in accordance with Labor Code §§ 233);  Where an employee which is a victim of domestic violence, sexual assault, or stalking for the purposes described in Labor Code sections 230 ( c ) and 230.1 ( a );  Cases of quarantine;
 Where exposure to contagious diseases would endanger the health of other employees.

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3. Other Rules:
 Sick leave may be taken in increments of one-half (1/2) hour or more.

 Sick leave may not be used for disapproved vacation leave.

 For absences of over two (2) days, a medical certificate from a qualified physician may be required.

 In order to receive compensation while absent on sick leave, except in an emergency or due to extenuating circumstances, the employee shall notify their immediate supervisor, at least one (1) hour prior to employee’s scheduled shift/start time. In an emergency, the employee shall report to their supervisor as soon as the situation reasonably allows.

 Sick hours will not be considered hours worked when computing overtime. When Sick leave hours are used, any overtime will be at the rate of 1.0.  Sick leave hours over the soft accrual cap of 1040 will be paid out at the rate of half (½) the current base rate of pay during the first (1st) pay period in January.  After sick leave has been exhausted, employee may use accrued vacation leave.

SICK LEAVE CASH OUT AT SEPARATION:

Payout at separation based on years of service:

YEARS OF CONTINUOUS YEARS OF

MONTEBELLO SERVICE
PAY OUT AT SEPARATION UP TO 720

HOURS BASED ON YEARS OF

MONTEBELLO SERVICE
Less than five 0%
At least five but less than ten 25%
At least ten but less than fifteen 50%
At least fifteen but less than twenty 75%
Twenty or more 100%
*The City will pay out the hours to the employee at current base rate of pay.

SECTION D HOLIDAY BANK
Effective the first full pay period after the City Council’s adoption of this MOU, unit employees will receive a prorated bank of holiday hours, based on their work schedules (as stated below), for the remaining holidays occurring this calendar year.

Holiday Hour Bank Accrual/Cash Out
12 Holidays x # of
regular shift hours
Automatic cash out second
(2nd) pay period in January of
each calendar year

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Holidays

1. NEW YEAR’S DAY-January 1st

2. MARTIN LUTHER KING, Jr. DAY- Third Monday in January

3. PRESIDENT’S DAY-Third Monday in February

4. MEMORIAL DAY- Last Monday in May

5. JUNETEENTH- June 19th

6. INDEPENDENCE DAY-July 4th

7. LABOR DAY-First Monday in September

8. COLUMBUS DAY/INDEGINOUS PEOPLE’S DAY- Second Monday in October

9. VETERAN’S DAY-November 11th

10. THANKSGIVING DAY-Fourth Thursday in November

11. DAY AFTER THANKSGIVING- Fourth Friday in November

12. CHRISTMAS DAY-December 25th

Annual Holiday Bank

In the pay period containing January 1st of each year, a holiday bank shall be established for each unit employee at the rate equivalent to the employees work scheduled hours for each full holiday, which occur during the calendar year.

Shift schedule Holiday Hours Annually
4/10 schedule 120 hours
3/12 & 8 schedule 144 hours
9/80 schedule 108 hours
5/40 schedule 96 hours

Employees entering the unit during the calendar year shall have a pro-rated holiday bank established that contains all designated holidays remaining in the calendar year following their effective date of hire or entry into the unit.

Employees changing units/work schedules will have their banks adjusted for the remaining holidays in the calendar year.

All employees in this Unit work without regard to holidays. Employee’s whose regular schedule work-day occurs on an observed holiday may request to use their holiday hours for the day off (for a Holiday that has already been observed), but the decision to approve or deny the request shall be at the discretion of management.

2. Cash Out of Remaining Holiday Hours

If an employee has not used all of their holiday hours in the calendar year in which they are earned, they shall receive a cash payment, for all remaining time in their holiday bank from the previous calendar year, at the base pay including all incentives. This payment shall be made during the second (2nd) pay period in January of each calendar year. There shall be no carryover of any unused holiday hours from one (1) calendar year to another.

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3. Employees Separating from the City

Employees who leave City employment shall be paid a pro -rata amount of unused holiday leave. The separating employee shall be paid all unused holiday hours equivalent to the number of recognized City holidays that occur between January 1st and the date of the employee’s separation. The City will pay out the remaining hours to the employee at curr ent base rate of pay.

4. Other Rules
Holiday hours will be considered hours worked when computing overtime.

In order to receive holiday pay an employee shall work or have approved leave time off on his/her last scheduled shift immediately preceding the holiday, and his/her first scheduled shift immediately after the holiday.

SECTION E COMPENSATORY TIME OFF (CTO) BANK
The maximum number of compensatory time off (CTO) hours that may be accumulated by MPMA members is one hundred twenty (120) hours will be paid at the base rate of pay.

ARTICLE VI - MISCELLANEOUS PROVISIONS

SECTION A CITY ISSUED VEHICLES

Members of the MPMA may be issued take home vehicles where approved by the Chief of Police, based on his/her discretion.

SECTION B UNIT WORK SCHEDULES

1. Members of this unit may be assigned to the following work schedules dependent on organizational need.

a. 3/12 & 8 Schedule
b. 4/10 Work Schedule
c. 9/80 Work Schedule
d. 5/40 Work Schedule

2. Work schedule changes shall require a minimum of fourteen (14) calendar days’ notice, except in the case of an emergency as determined by management.

SECTION C MANAGEMENT RIGHTS
Nothing in this agreement shall be construed to prohibit the City from exercising all management rights and prerogatives except those expressly waived in this agreement. The City

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has all rights to manage the City including the establishing of rules, directives and orders except those expressly waived by this agreement. It is recognized that, except as expressly provided in this agreement, the City shall retain whatever rights and authority are necessary for it to operate and direct affairs of the City in all of its v arious aspects, including but not limited to the right to direct the working forces; to plan, direct and control operations and services of the City; to determine the methods, means, organization and number of personnel by which such operations and service s are to be conducted; to assign and transfer employees; to schedule working hours and to assign overtime; to determine whether goods or services should be made or purchased; to hire, promote, suspend, discipline, or discharge; in compliance with POBR (Police Officer’s Bill of Rights) and employment law; to make and enforce.

SECTION D AVOIDANCE OF INEQUITIES
The City Manager shall possess the authority to promote equity and equality, directly and indirectly, to reduce instances of poverty. The authority of the City Manager shall encompass but is not limited to; adjustment of the distribution of unequal and/or unjust resources and opportunities among employees of City of Montebello, to treat people uniquely by public policy to compensate for different circu mstances, to adjust pay increases wherein inequity is present, to boost social cohesion and reduce political conflict.

SECTION E SHARED AGREEMENT CLAUSE
Nothing in this Agreement shall limit the Parties' ability to mutually agree, in writing, to implement different terms than those provided in this Agreement.

ARTICLE VII - EFFECTIVE DATE AND TERM OF AGREEMENT
This MOU shall be of no force and effect unless or until adopted by City Council. If adopted, the term of this MOU shall be for one and one-half ( 1 ½ ) years. From 1/1/2022 to 6/30/2023.

David Kim Date
Montebello Police Management Association President

René Bobadilla Date

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City Manager

APPENDIX A

City of Montebello, California
Policy & Procedures Manual

14 2.060.590 Bilingual Pay

Purpose
The purpose of this policy is to provide compensation guidelines for City employees that provide bilingual services to the residents and customers of the City of Montebello. This policy applies to only full-time employees.

Policy
It is the policy of the City to identify employees in positions designated as bilingual by the Director of Human Resources , that require, as a condition of employment, the performance of verbal and written bilingual skills, shall be entitled to Bilingual pay.

A. The City has identified and approved through demographical data the need for providing bilingual services in the following languages: Spanish, Russian, Chinese, Armenian, Korean, or Sign Language.

B. The Human Resources Department has identified and approved positions and level of required fluency in the second language that meet the operational needs of the City and its citizens.

C. The Human Resources Department shall contract with a third-party vendor to provide a testing system for compensating employees based on City needs.

Procedure
A. Employees must submit in writing a request to test for Bilingual Pay.

B. Employee must pass a bilingual proficiency test, in addition to any other job-related test requirement for a position.

C. Testing:

1. Bilingual proficiency will be determined by standardized competency test s contracted through a third-party vendor by Human Resources.

2. The Human Resources Department will communicate with the Department when an employee has passed the competency test, the employee’s

APPENDIX A

City of Montebello, California
Policy & Procedures Manual

15 Department will submit a personnel action form for the incentiv e pay to begin on the 1st of the next month.

D. Compensation: Compensation shall be based on Bargaining Unit agreements:

Prior to May 2022:

Bargaining Unit Monthly Incentive
Montebello Firefighters’ Association $100
Montebello Fire Management Association $100
Montebello Police Officers’ Association $100
Montebello Police Management Association $100
Montebello Supervisors’ Association $80
Montebello Mid-Management Association $70
Montebello City Employees’ Association $80
Montebello Management Professionals’
Association
$80
Un-represented full-time $80

Effective July 1, 2022:

The Bilingual incentive will be based on the following criteria, and compensation for successfully passing an assessment for each (one language only):
o Speaking - $50.00 per month
o Writing - $50.00 per month
o Reading - $50.00 per month

APPENDIX A

City of Montebello, California
Policy & Procedures Manual

16 A. Staff currently receiving the bilingual incentive do not have to test again, unless they want to upgrade to the new three -pronged criteria and earn the increased compensation as outlined above.

B. Bilingual incentive will be calculated into overtime compensation when applicable.

C. Bilingual incentive pay will be reported as Special Compensation to CalPERS as applicable.

D. Administration: The Human Resources Department is responsible for administering the Bilingual Pay Policy. The Human Resources Department responsibilities shall also include a periodic review and report on the number and location of positions designated as bilingual.

(Revised: 04/27/2022)

APPENDIX B

City of Montebello, California
Policy & Procedures Manual

17 2.060.565 Bereavement Leave
Purpose
The purpose of this policy is to provide guidelines for the use of leave associated with bereavement of an immediate family member.

Policy
It is the policy of the City to provide “Bereavement Leave” to full-time city employees to attend to the details of, and to grieve the death of an immediate family member.

A. “Immediate family member” shall mean the employee’s parent, sibling, mother-in- law, father-in-law, spouse or registered domestic partner , child, grand parent, grandchild (including “Step” family members).

B. Full-time City employees shall be eligible to utilize up to 3 workdays /1-full fire safety personnel shift of bereavement leave annually, that will not be charged against their accrued annual or sick leave.

C. In the event more than one request for use of bereavement leave per annuum is requested by a full-time employee, their request to utilize up to 3 workdays/1-full fire safety personnel shift may be approved.

1. In this event, the affected employee shall utilize either annual or sick leave they have accrued.

2. If the affected employee does not have sufficient accrued hours banked, they may be granted the leave without pay.

D. Part-time employees may be granted bereavement leave without pay following the same criteria as that of full-time employees.

Procedure
A. It shall be the responsibility of the affected employee to immediately notify their immediate supervisor of the need to utilize bereavement leave.

1. The immediate supervisor shall complete the necessary documentation to facilitate the use of bereavement leave.

APPENDIX B

City of Montebello, California
Policy & Procedures Manual

18 2. The immediate supervisor shall ensure the appropriate authorities are notified of the leave notification.

B. Upon return of the affected employee, any additional documentation an d signatures shall be obtained.

C. In the event additional hours are requested, the affected employee shall make the request in writing providing the reasons for such need.

1. Upon receiving the request for additional hours, the immediate supervisor shall forward the request to the appointing authority with their recommendation.

2. Use of accrued annual or sick hours shall be utilized for any additional hours requested above the allotted bereavement leave.

Montebello Fire Management Association 48 hours/1 shift (Fire Battalion Chief & Deputy Fire Chief)
30 hours (Fire Marshal)
Montebello Firefighters’ Association 48 hours/1 shift
Montebello Police Management
Association
30 hours
Montebello Mid-Management Association 30 hours
Montebello Supervisors Association 30 hours
Montebello Police Officers’ Association 30 hours
Montebello City Employees’ Association 30 hours
Montebello Management Professionals’
Association
30 hours
Non Represented Full Time 30 hours

(Revised: 04/27/22)

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

19 2.060.227 Longevity Pay

Purpose
The purpose for longevity pay is to recognize long -term service employees that work for the City of Montebello.

Policy
The City will pay the agreed upon amount for longevity pay as adopted by City Council.

Procedure
Each department will keep track of their employees’ d ates of service and eligibility for longevity pay. The department will issue a personnel action form to the Human Resources Department to reflect the start of eligibility and each increase to the longevity pay tier based on the employees’ collective bargaining agreement.

MONTEBELLO POLICE MANAGEMENT ASSOCIATION

A. For longevity purposes only, the following shall count as LAW ENFORCEMENT SERVICE:

a. For full- time City of Montebello employees who are in either the MPMA unit or the MPOA unit as of July 1, 2019, all continuous service as an active, full -time City of Montebello law enforcement department member, whether sworn or unsworn, plus any verifiable prior lateral s continuous service as an active, full -time sworn police, police supervisory, or police management unit member, shall count toward years of longevity.

b. For MPMA unit members who join the MPMA unit on or after July 1, 2019 without prior continuous service as an active, full -time City of Montebello law enforcement department member, only verifiable prior lateral continuous service as a full - time sworn

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

20 police, police supervisory, or police management unit member s hall count toward years of longevity.

B. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4. A., beginning with the first pay period of the seventh (7th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing throug h the completion of the unit member's 11 th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPMA unit member shall receive 4% of his/her B ase Salary as Longevity Pay (which shall be reported to CalPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

C. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4.A., beginning with the first pay period of the twelfth (12th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the completion of the unit member's 19th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPMA unit member shall receive 7% of his/her Base Salary as Longevity Pay (which shall be reported to CalPERS as special pay) in addition to the unit member' s Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

D. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4.A, beginning with the first pay period of the twentieth (20 th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and contin uing through the completion of the unit member' s 25th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPMA unit member shall receive 10% of his/ her Base Salary as Longevity Pay (which shall be reported to CalPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time i.e. service time cannot count twice for overlapping time periods).

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

21 E. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4.A , beginning with the first pay period of the twenty sixth (26th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the MPMA unit member's remaining years of full - time City MPMA unit service, an MPMA unit member shall receive 13% of his/ her Base Salary as Longevity Pay (which shall be reported to Ca1PERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

MONTEBELLO FIRE MANAGEMENT ASSOCIATION

Effective the first (1st) full pay period after MOU adoption, for full -time City of Montebello employees who are in the MFMA unit, all continuous service as an active, full -time City of Montebello fire service sworn, plus any verifiable prior Lateral continuous service with another fire service agency as an active, full-time sworn firefighter, firefighter paramedic, fire engineer, fire captain, or fire battalion chief shall count toward years of longevity.

Effective the first (1st) full pay period after MOU adoption, Longevity pay shall consist of:

A. A (4%) base salary increase at the completion of five (5) years aggregate active service as a full-time City of Montebello sworn fire personnel unit member which the unit member shall continue to receive through the completion of the unit member's 10th year.

B. The (4%) base salary increase shall be increased to a (7%) base salary increase at the completion of ten (10) years aggregate active service as a full-time City of Montebello sworn fire personnel unit member which the unit member shall continue to receive through the completion of the unit member's 15th year.

C. The (7%) base salary increase shall be increased to a (10%) base salary increase at the completion of fifteen (15) years aggregate active service as a full - time City of

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

22 Montebello Sworn personnel unit member which the unit member shall continue to receive through the completion of the unit member's 20th year.

D. The (10%) base salary increase shall be increased to a (13%) base salary increase at the completion of twenty (20) years aggregate active service as a full -time City of Montebello sworn personnel unit member which the unit member shall continue to receive for the unit member's remaining years of full - time City sworn personnel unit member service.

MONTEBELLO MID-MANAGEMENT ASSOCIATION

A. Beginning the first pay period after June 26, 2019, each MMMA unit member with ten (10) years of aggregate full- time City service shall be eligible for longevity pay. Longevity pay shall consist of a base salary pay increase at the following eligibility benchmarks and shall not be cumulative:

After 10 years of full- time service 1. 5 % base salary increase After 15 years of full- time service 2. 5 % base salary increase After 20 years of full- time service 3. 5 % base salary increase After 25 years of full-time service 5. 0 % base salary increase

B. A one and half (1.5%) percent base salary increase at the completion of ten (10) years of aggregate full-time City service which the unit member shall continue to receive through the completion of the unit member's 14th year.

C. A two and a half (2.5%) percent base salary increase at fifteen (15) years of aggregate full-time City service which the unit member shall continue to receive through the completion of the unit member's 19th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

23 D. A three and a half (3. 5%) percent base salary increase at twenty (20) years of aggregate fulltime City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

MONTEBELLO SUPERVISORS’ ASSOCIATION

A. Beginning the first pay period after May 15, 2019, each MSA unit member with ten (10) years of aggregate full- time City service shall be eligible for longevity pay. Longevity pay shall consist of a base salary pay increase at the following eligibility benchmarks and shall not be cumulative:

C. A two and a half (2.5%) percent base salary increase at fifteen (15) years of aggregate full- time City service which the unit member sha ll continue to receive through the completion of the unit member's 19th year.

D. A three and a half (3. 5%) percent base salary increase at twenty (20) years of aggregate full- time City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

24 E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

MONTEBELLO CITY EMPLOYEES’ ASSOCIATION

A. Beginning the first pay period after April 22, 2019, each MCEA unit member with ten (10) years of aggregate full- time City service shall be eligible for longevity pay. Longevity pay shall consist of a base salary pay increase at the following eligibility benchmarks and shall not be cumulative:

After 10 years of full- time service 1.5 % base salary increase After 15 years of full- time service 2.5 % base salary increase After 20 years of full- time service 3.5 % base salary increase After 25 years of full-time service 5.0 % base salary increase

C. A two and a half (2.5%) percent base salary increase at fifteen (15) years of aggregate full- time City service which the unit member shall continue to receive through the completion of the unit member's 19th year.

D. A three and a half (3. 5%) percent base salary increase at twent y (20) years of aggregate full-time City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

25 E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

MONTEBELLO FIREFIGHTERS’ ASSOCIATION

For longevity purposes only, the following shall count as LATERAL SWORN FIRE SERVCE:

For full-time City of Montebello employees who are in the MFA unit all continuous service as an active, full-time City of Montebello fire service sworn, plus any verifiable prior Lateral continuous service with another fire service agency as an activ e, full -time sworn firefighter, firefighter paramedic, fire engineer, or fire captain shall count toward years of longevity.

Each unit member with five (5) years aggregate service as a full-time sworn Fire Service unit member shall be eligible for longevity pay. Thereafter, each unit member who attains five (5) years aggregate service as a full-time firefighter shall be eligible for longevity pay.

Longevity pay shall consist of:

Effective the first (1st) full pay period after MOU adoption, Longevity pay shall consist of:

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

26 C. The (7%) base salary increase shall be increased to a (10%) base salary increase at the completion of fifteen (15) years aggregate active service as a full - time City of Montebello Sworn personnel unit member which the unit member shall continue to receive through the completion of the unit member's 20th year.

MONTEBELLO POLICE OFFICERS’ ASSOCIATION

Current longevity rates, and definitions of qualifying law enforcement service for purpose of longevity, shall be modified as follows, effective July 1, 2019:

A. For longevity purposes only, the following shall count as LAW ENFO RCEMENT SERVICE:

a. For full - time City of Montebello employees who are in the MPOA unit as of July 1, 2019, all continuous service as an active, full - time City of Montebello law enforcement department member, whether sworn or unsworn, plus any verifiabl e prior lateral continuous service as an active, full -time sworn police, police supervisory, or police management unit member, shall count toward years of longevity.

b. For MPOA unit members who join the MPOA unit on or after July 1, 2019 without prior continuous service as an active, full-time City of Montebello law enforcement department member, only verifiable prior lateral continuous service as a full- time sworn police, police supervisory, or police management unit member shall count toward years of longevity.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

27 B. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4. A. beginning with the first pay period of the seventh (7th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the c ompletion of the unit member's 1 1th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPOA unit member shall receive 4% of his/her Base Salary as Longevity Pay (which shall be reported to CalPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

C. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4. A., beginning with the first pay period of the twelfth (12th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the completion of the unit member’s 19 th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPOA unit member shall receive 7% of his/ her Base Salary as Longevity Pay (which shall be reported to CaIPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

D. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4.A, beginning with the first pay period of the twent ieth (20th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the completion of the unit member's 25th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPOA unit member shall receive 10% of his/ her Base Salary as Longevity Pay (which shall be reported to CalPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time i.e. service time cannot count twice for overlapping time periods).

E. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4.A, beginning with the first pay period of the twenty sixth (26th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the unit member's

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

28 remaining years of full-time City MPOA unit service, an MPOA unit member shall receive 13% of his/her Base Salary as Longevity Pay (which shall be reported to CaIPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

FULL-TIME NON-REPRESENTED EMPLOYEES
MONTEBELLO MANAGEMENT PROFESSIONALS’ ASSOCIATION

A. Effective April 28, 2019, each non -represented full-time employee with ten (10) years of aggregate full -time City service shall be eligible for longevity pay.

Longevity pay shall consist of a base salary pay increase at the following eligibility benchmarks and shall not be cumulative:

After 10 years of full- time service 1.5 % base salary increase After 15 years of full- time service 2.5 % base salary increase After 20 years of full- time service 3.5 % base salary increase After 25 years of full-time service 5.0 % base salary increase

D. A three and a half (3. 5%) percent base salary increase at twenty (20) year s of aggregate fulltime City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

29 E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

(Revised: 04/27/2022)

APPENDIX D

City of Montebello, California
Policy & Procedures Manual

30 2.060.517 Education Reimbursement Program

Purpose:

To define who and under what circumstances City employees may receive education reimbursement and to outline the procedure by which reimbursement may be obtained.

Policy:

A. Applications for education reimbursement must be from full -time, non -temporary, employees of the City. (Probationary employees will be considered eligible.) B. Course(s) selected must be of such a nature that it benefits the City and better enables the employee to carry out present duties and will prepare the employee for increased responsibilities and/or promotion. (An employee seeking a college degree will be eligible for reimbursement for those courses that qualify them for such degree.

However, the declared major must have reasonable relevance to the job.) C. Courses other than those qualifying for reimbursement under paragraph B may be approved for reimbursement under this policy with the prior approval of the Director of Human Resources and the City Administrator upon submission of justification by the Appointing Authority. However, costs associated with non -classroom thesis production courses are not subject to reimbursement.

D. Employees desiring reimbursement must attend such courses on their own time after work hours and must complete the course with a passing grade of at least "C" or equivalent.

E. Reimbursement will be made for tuition at rates specif ied in H below, books, fire certification, lab fees, and all other fees required to take a class or classes. Student body fees will be included; however, parking fees are excluded from reimbursement.

F. Should an employee separate from the City's service within one year after beginning any course reimbursed by the City, the cost of such course will be deducted from the employee's last paycheck. The Director of Human Resources shall be responsible for informing the Finance Department of any such amounts to be deducted.

APPENDIX D

City of Montebello, California
Policy & Procedures Manual

31 G. Approval will be limited to courses taken at accredited universities, state colleges and community colleges, approved correspondence courses, high school and adult education, technical and vocational schools.

H. Employees may attend any accredited or other institution approved by the City Manager or designee. However, education reimbursement rates are based on current California State University rates. A cap of $1,500 per fiscal year will be granted to each eligible employee, with the exception of members of the Montebello Police Officers’ Association who’s members have an annual maximum of $2,000.

I. Employees scheduled by the City to take specialized courses or special seminars on work time will not be subject to the requirements of this policy.

Procedure:

A. In order for an employee to be eligible to receive reimbursement for tuition, fees and books, or fire certification by the State Fire Marshal, he/she must acquire prior approval of the course(s) from the Department Head, the Director of Human Resources and City Manager by submitting the Course Approval Form. This form shall be returned to the Department Head upon approval by the Director of Human Resources and the City Manager.

B. Upon receiving verification of enrollment and grade or certification, with receipts for tuition and books or for fire certification, the Department Head will submit the Educational Reimbursement Application to the Director of Human Resources with the approved Course Approval Form and a Request to Issue a Warrant made out to the employee receiving the reimbursement. Documentation must be submitted within two months of class completion.

C. Upon timely receipt of these materials, the Director of Human Resources shall have the responsibility for processing the claim for reimbursement.

APPENDIX D

City of Montebello, California
Policy & Procedures Manual

32 (Prior Policy #V-B-25, 07/01/73; AUTHORITY: C/ADMIN)

(Revised: 07/28/21)

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

32 2.060.504 Employee Compensation and Benefits

Purpose
Is to provide a description of the City’s employee compensation and benefits packages.

Policy
It is the policy of the City to recognize the significant role that its workforce plays in fulfilling its public service mission. The City recognizes that maintaining a competitive compensation system is critical to its goal of delivering public services to its citizens.

Therefore, the City strives to provide compensation for its employees to attract qualified applicants, retain employees who are equally committed to public service, and motivate employees to maintain the highest standards of performance.

A. With this goal in mind, the City shall compensate employees in accordance with decisions made by Council as budgets are set. Pay for positions are subject to the annual budgetary process and current employee organization MOU’s; and as such, may be subject to increase, reduction, or status quo maintenance for fixed time periods.

B. TOTAL COMPENSATION PHILOSOPHY: The City is committed to providing a range of public services to its citizens by fostering an environment that embraces respect for the worth of each employee and to pursue the same towards its total compensation package that includes salary and benefits. The City’s philosophy is consistent across units with practices that may differ to meet the unique needs of division, department, employee classific ations and performance. The City’s total compensation package is guided by the following principles:

1. The City’s total compensation package shall be reviewed against appropriately defined labor markets.

2. The City’s total compensation package shall comply with all applicable state and federal laws.

3. Salaries are managed through a simple, clear program that is consistent with the City’s strategic and organizational objectives.

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

33 C. The Council reserves the right to make budget adjustments, and consequently direct pay adjustments during the budget year in order to manage their fiscal responsibilities or deal with unforeseen circumstances that justify or require changes to City expenditures.

Procedure
A. Compensation (Salary) Schedules: All employee classifications shall receive a salary that is approved by City Council resolution each fiscal year.

B. Benefits: In coordination with employee organizations MOU’s, funding abilities, state and federal laws, and the City’s total compensation philosophy, the following benefits are afforded to the full-time employees of the City of Montebello:

C. HEALTH INSURANCE THROUGH PEMHCA
a. The City and the Association agree to contract for health benefits coverage through the Public Employees’ Retirement System under the Public Employees’ Medical Health Care Act (PEMHCA) Section 22751 et seq. of the Government Code.

D. HEALTH INSURANCE CITY CONTRIBUTION
a. Effective March 27, 2008, the City will contribute the following amounts toward full-time employees’ medical, dental & vision insurance:

COVERAGE TOTAL CITY

CONTRIBUTION)
1 Party Full coverage
2 Party $840.00
3 Party $1,090.00

b. Part-time employees who have become eligible for CalPERS membership and have worked 1000 hours in a fiscal year:

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

34 i. The contribution toward hourly EE's insurance who were eligible before 7/1/92 will be at the rate needed to fully pay 1 party coverage in the plan selected by the EE. For hourly EE who became eligible for insurance on or after 7/1/92 the City contribution toward the insurance package will be at the rate needed to pay 50% of one party coverage in the plan selected by the employee. [Res. 97-109] E. Medical Insurance Opt-out Incentive
a. An opt-out incentive is afforded to full -time and those hourl y employees, who have benefits and were hired prior to 8/11/92, who decline the City's medical, dental and vision insurance package.
b. Proof of medical coverage elsewhere will be required annually to continue participation in the cash incentive program.
c. The monthly Medical Insurance Opt-Out incentive is $350.00 d. The monthly Medical Insurance Opt-Out incentive shall be computed when calculating overtime as applicable.
e. The monthly Medical Insurance Opt -Out incentive shall be reported as Special Compensation to CalPERS as applicable.
f. Employees who have an alternative source of health insurance must provide minimum essential health coverage pursuant to the U. S. Patient Protection and Affordable Care Act ( ACA), and cover both the employee and all individuals in t he employee' s expected tax family, if any. During open enrollment or as otherwise required by the City, the employee must each year provide the City with an attestation or other reasonable documentation, subject to the City's approval confirming such alte rnate coverage. According to the ACA, the City must not make payment if the City knows that the employee or family member does not have the alternative coverage.

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

35 (Revised: 03/21/95; 07/28/21)

APPENDIX F

City of Montebello, California
Policy & Procedures Manual

36 2.060.528 Education Incentive Pay

Purpose
The Education Incentive Pay program rewards employees who take the initiative to increase their job worth by gaining job-related knowledge, behaviors, and personal and professional skills to significantly enhance their value to their department and the City.

Policy
The City will pay the agreed upon amount for education as agreed upon by City Council resolution.

Procedure
The department will issue a personnel action form to the Human Resources Department to reflect the start of eligibility and the monthly amount based on the employees’ collective bargaining agreement.

MONTEBELLO POLICE MANAGEMENT ASSOCIATION

The City agrees to provide education incentive pay as follows:

Degree or Certificate Compensation
A.A. or Intermediate POST $300/month
B.A./B.S. or Advanced POST $500/month

The above education incentive pay shall not be compounded if an employee holds more than one of the above qualifying degrees or POST (Peace Officer Standards and Training) certificates.

Instead, the total amount of educational incentive pay for possessing any of the above qualifying degrees or certificates shall be capped at the amount associated with the highest qualifying degree or certificate possessed.

The City also agrees to establish a supplemental educational incentive pay for those employees that possess a supervisory or management POST certificate as follows:

Supervisory Certificate $250/month
Management Certificate $250/month

This supplemental educational incentive pay for possessing a supervisory and/or management POST certificate shall be in addition to any educational incentive pay earned for possessing one of the qualifying degrees or POST certificates as set forth above.

APPENDIX F

City of Montebello, California
Policy & Procedures Manual

37 MONTEBELLO FIRE MANAGEMENT ASSOCIATION

Effective the first pay period after MFMA ratification and City Council adoption of this MOU, the City agrees to provide an education incentive to unit members as follows and such incentives shall supersede and replace previous education incentives provided to unit members:

A. $ 250/ month for Firefighter 1 Certificate or AA/AS or 60 units B. $ 400/ month for Firefighter II Certificate or BA/ BS or 120 units C. $ 600/ month for Company Officer Certificate

The aforementioned education incentives shall not be stackable or cumulative. The unit MFMA member is entitled to a maximum of one education incentive at a time.

MONTEBELLO POLICE OFFICERS’ ASSOCIATION

The City agrees to provide education incentive pay as follows:

Degree or Certificate Compensation
A.A. or Intermediate POST $300/month
B.A./B.S. or Advanced POST $500/month

POST Supervisory Certificate $250/month

The above educational incentive pay shall not be compounded if an employee holds more than one of the above qualifying degrees or POST (Peace Officer Standards and Training) certificate.

Instead, the total the total amount of educational incentive pay for possessing any of the above qualifying degrees or certificates shall be capped at the amount associated with the highest qualifying degree or certificate possessed.

The City also agrees to establish a supplemental educational incentive pay for those employees that possess a supervisory POST certificate in the amount of $250/month. This supplemental educational incentive pay for possessing a supervisory POST certificate shall be i n addition to any educational incentive pay earned for possessing one of the qualifying degrees or certificates as set forth above.

MONTEBELLO FIREFIGHTERS’ ASSOCIATION

The City agrees to provide an education incentive to unit members as follows and such incentives shall supersede and replace previous education incentives provided to unit members:

A. $250/month for Firefighter I Certificate or AA/AS or 60 units B. $400/month for Firefighter II Certificate or BA/BS or 120 units C. $600/month for Company Officer Certificate

APPENDIX F

City of Montebello, California
Policy & Procedures Manual

38 The aforementioned education incentives shall not be stackable. The unit member is entitled to a maximum of one education incentive at a time.

MONTEBELLO CITY EMPLOYEES’ ASSOCIATION

MONTEBELLO MID-MANAGEMENT ASSOCIATION
MONTEBELLO SUPERVISORS’ ASSOCIATION
MONTEBELLO MANAGEMENT PROFESSIONALS’ ASSOCIATION

UNREPRESENTED FULL-TIME EMPLOYEES

Full-time employees in the MCEA, MMMA, MSA, MMPA AND Unrepresented Full-time employees will receive an education incentive based on the highest completed degree. Degree incentive is not stackable.

Bachelor’s Degree $200.00 per month
Master’s or Doctoral Degree $400.00 per month

Education Incentive pay will commence on the 1st day of the next month after submitting proof of Education to their department. The unit member’s department will submit a personnel action form to Human Resources for the education incentive pay to be added to the member’s salary.

(Revised: 05/25/2022)

ATTACHMENT B
RESOLUTION NO. 22-37
A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

MONTEBELLO APPROVING A COMPREHENSIVE MEMORANDUM OF

UNDERSTANDING AND THE TERMS AND CONDITIONS OF

EMPLOYMENT AFFECTING THE DESIGNATED MONTEBELLO

POLICE OFFICERS ASSOCIATION (MPOA) EMPLOYEES F OR THE
PERIOD OF JANUARY 1, 2022 THROUGH JUNE 30, 2023
RE
CITALS
W
HEREAS, the City of Montebello values the work of all its employees and seeks to maintain fair and mutually beneficial terms and conditions of employment for the good of the City and the employees, and
W
HEREAS, representatives of the City and representatives of the bargaining unit named above have met, conferred, and negotiated in good faith regarding wages, hours and working conditions. As a result of such good faith negotiations, the City and the MPO A have developed the Comprehensive Memorandum of Understanding (MOU) attached here (EXHIBIT A).

W THEREFORE, THE CITY COUNCIL OF THE CITY OF MONTEBELLO HEREBY RESOLVES, FINDS, AND DECLARES AS FOLLOWS:

S
ECTION 1 : The MOU between the City of Montebello and the M POA dated January 1, 2022 through June 30, 2023 and attached is hereby approved.

S
ECTION 2: That the City Clerk shall certify to the passage and adoption of this Resolution and that the same shall be in full force and effect.

Page 2 of 2 ends

TATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF MONTEBELLO )
I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 22- 37 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the 8th day of June 2022 and that said Resolution was adopted by the following vote, to-w it:

AYES:

NOES:

ABSTAIN:

ABSENT:

D
ATE:

Christopher Jimenez, City Clerk
• E
xhibit A – MPOA MOU

EXHIBIT A

MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF MONTEBELLO

AND THE
MONTEBELLO POLICE OFFICERS’ ASSOCIATION
FOR JANUARY 1, 2022 THROUGH JUNE, 2023

Section F.

Section G.

CITY DEDUCTIONS AND DUES………………………………………………………………...

EMPLOYEE LISTS………………………………………………………………………………...

FULL UNDERSTADNING, MODIFICATION AND WAIVER…………………………………. 2 2
2 ARTICLE II COMPENSATION…………………………………………………………………………………. 2 Section A. SALARY PROVISIONS………………….………………………………………………………. 2 Section B. DETECTIVE/TRAFFIC PAY……………….…………………………………………………….. 3 Section C. UNIFORM ALLOWANCE………………………………………………………………………… 3 Section D. ON-CALL COURT TIME…………………………………………………………………………. 3 Section E. DETECTIVE CALL OUT……..…………………………………………………………………... 3 ARTICLE III LEAVE BANKS……………………………………………………………………………………. 3 Section A. ANNUAL LEAVE DISCONTINUATION……………………………………………………….. 3 Section B. VACATION LEAVE ACCRUALS………………………………………………………………. 4 Section C. SICK LEAVE ACCRUALS……………………..………………………………………………... 5 Section D. HOLIDAY BANK………………………………………………………………………………….. 7 Section E. CTO BANK……………………………………….……………………………………………….. 8 ARTICLE IV RETIREMENT…………………………………...………………………………………………… 8 Section A. CALPERS RETIREMENT TIERS……………………………………………………………….. 8 Section B. EMPLOYEE CALPERS CONTRIBUTION TO CALPERS…………………………………… 9 Section C. MILITARY SERVICE CREDIT AS PUBLIC SERVICE….……………………………………. 9 Section D. LEVEL THREE SURVIVOR BENEFIT…………………………………………………………. 9 ARTICLE V POST-RETIREMENT BENEFIT PROVISIONS.………………………………………………. 9 Section A. RETIREE HEALTH BENEFITS………………………..………………………………………... 9 Section B. TRUST ACCOUNT…………………….………………………………………………………….. 11 ARTICLE VI. MISCELLANEOUS PROVISIONS………………………………………………………………. 11 Section A. MONTEBELLO POLICE DEPARTMENT SWORN PERSONNEL ROTATION POLICY…. 11 Section B. CHANGE IN SCHEDULE AND BEAT MINIMUMS……………………………………………. 11 Section C. FINANCIAL DISCLOSURE…………………..………………………………………………….. 11 Section D. UNIT WORK SCHEDULES………………………………………………………………………. 12 Section E. WORK PERIOD AND OVERTIME…………………..………………………………………….. 12 Section F. RANDOM TESTING………………………………………..……………………………….……. 12 Section G. MANAGEMENT RIGHTS…..……….…………………………………………………………… 12 Section H. SHARED AGREEMENT CLAUSE……………………………………………………………… 13 ARTICLE VII EFFECTIVE DATE AND TERM OF AGREEMENT …………….………………………….… 13 APPENDIX A CITY POLICY – BILINGUAL PAY…….………………………………………………………… 14 APPENDIX B CITY POLICY – BEREAVEMENT LEAVE……………….…………………………………….. 17 APPENDIX C CITY POLICY – LONGEVITY PAY……………………………………………………………… 19 APPENDIX D CITY POLICY – EDUCATIONAL REIMBURSEMENT PAY……….………………………… 30

APPENDIX E

APPENDIX F

EXHIBIT A

EXHIBIT B

EXHIBIT C
CITY POLICY – EMPLOYEE COMPENSATION AND PAY…….…………………………..

CITY POLICY – EDUCATION INCENTIVE PAY……………………………………………… SEPTEMBER 2020 SIGNED ROTATION AGREEMENT……………………………………. 2016 STAFFING LEVELS………………………………………………………………………..

EMPLOYEE LISTS………………………………………………………………………………...

33 36
39 46
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PREAMBLE

Pursuant to Government Code Section 3500 et seq., representatives of the City of Montebello (“City”) have met and conferred in good faith with representatives of the Montebello Police Officer's Association (MPOA), and have reached an agreement to recommend that the City Council take the actions identified in this comprehensive Memorandum of Understanding (hereafter either "Memorandum," "MOU" or "Agreement”). Upon ratification of this Comprehensive MOU by majority vote of the bargaining unit membership as well as adoption by the City Council, all terms and conditions set forth herein shall become binding. This Comprehensive MOU supersedes Resolution 21 -33 adopted by the City Council on July 28, 2021, except as otherwise modified herein, existing wages, hours and other terms and conditions for employment shall remain in full force and effect.

ARTICLE I - IMPLEMENTATION

SECTION A TERM

Period Covered. One and one half years (1½).from 1/1/2022 to 6/30/2023.

SECTION B RECOGNITION

The City recognizes the Montebello Police Officer's Association (MPOA) as the exclusive recognized employee organization for employees of in the classifications of Police Officers, Police Corporals and Police Sergeants bargaining unit for the purpose of meeting and conferring over wages, hours, and terms and conditions of employment.

SECTION C PROVISIONS OF LAW AND SEVERABILITY CLAUSE

Except as modified herein, all relevant federal, state, and local laws apply. Should any provisions of this MOU be found to be in violation of any law, rule or regulation, t he remaining provisions will remain in full force and effect for the duration of this MOU.

SECTION D INCORPORATION OF CITY CODE, RULES, AND POLICIES

This MOU memorializes changes in terms and conditions for members of the bargaining unit as well as modifications of existing City codes, rules, and policies.

Incorporation of prior MOU’s references to City code, rules, and policies have been adopted during meet and confer sessions and shall be considered adopted by reference in this MOU specifically the following City policies which are attached as appendices to the MOU:

a. 2.060.590 Bilingual Pay
b. 2.060.565 Bereavement Leave
c. 2.060.227 Longevity Pay
d. 2.060.517 Educational Reimbursement Programs
e. 2.060.504 Employee Compensation and Benefits
f. 2.060.528 Education Incentive Pay

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SECTION E CITY DEDUCTIONS AND DUES

The City agrees to deduct Association membership dues as authorized by State law.

SECTION G FULL UNDERSTANDING, MODIFICATION AND WAIVER
It is the purpose of this Memorandum of Understanding to promote and provide for harmonious relations, cooperation and understanding between Management and the employees covered by this Memorandum; to provide an orderly and equitable means of resolving any misunderstandings or differences which may arise under this Memorandum; and to set forth the understanding of the parties reached as a result of good faith negotiations regarding wages, hours and other terms and conditions of employment covered by this Memorandum. This Memorandum of Understanding memorializes the terms and conditions for members of the bargaining unit as well as modifications of other existing City rules and policies. All other City rules, policies, and regulations shall be consid ered incorporated, by reference, in this MOU.

ARTICLE II – COMPENSATION

SECTION A SALARY PROVISIONS

1. PLACEMENT ON NEW SALARY MATRIX
Positions covered under this MOU shall be placed on the new salary range effective on the dates noted below:

Effective January 1, 2022:

Position New Range Number New Annual Salary Range
Police Officer 37 $80,955 - $101,101
Police Corporal 41 $89,359 - $111,597

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* See salary matrix attached

Effective First Full Pay Period of July 2022:

Position New Range Number New Annual Salary Range
Police Officer 38 $82,979 - $103,629
Police Corporal 41 $89,359 - $111,597
Police Sergeant 48 $106,220 - $132,654
* See salary matrix attached

Annual performance increases will remain on schedule for unit members who meet department expectations on their performance evaluation. Employees who achieve a satisfactory evaluation will generally receive a two-step increase. Any deviation down from the 2-step increase shall be justified in writing and be ap proved by the Chief of Police, or designee. Any increase beyond two (2) steps must be approved by the City Manager.

SECTION B DETECTIVE/TRAFFIC PAY

Effective July 1, 2013, unit employees with a ranking of Sergeant and below who are working in the Detective Bureau, or Investigative Traffic Bureau, shall be paid Incentive Pay in an amount equal to three percent (3%) of his or her base salary.

SECTION C UNIFORM ALLOWANCE

During the second pay period in August of each year, the City shall provide all Unit employees an annual uniform allowance of nine hundred and fifty dollars ($950).

SECTION D ON-CALL COURT TIME

A three (3) hour minimum shall be provided for “on-call” subpoenas on an employee’s regular day off. The existing four (4) hour minimum for court appearances on an employee’s regular day off remains in effect. Employees shall not be eligible for reimbursement for mileage incurred traveling to and from court in a personal vehicle related to reporting to subpoenas and court appearances.

SECTION E DETECTIVE CALL OUT

Police officers designated as detectives who are called on their day off shall be guaranteed a minimum of four (4) hours compensation regardless of the actual number of hours called out effective July 2, 1989.

ARTICLE III – LEAVE BANKS

SECTION A ANNUAL LEAVE DISCONTINUATION
Effective one (1) full pay -period after the adoption of this MOU annual leave banks will be

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frozen and accruals will cease. All MPOA members will begin accruing the vacation/holiday/sick leave banks in lieu of annual leave as outlined in this MOU.

Employees shall have the option of converting accrued Annual Leave to cash on an hour for hour basis subject to the following: To cash out Annual Leave hours, an employee must make an irrevocable election on or before December 31 st of each calendar year, in order to receive cash for Annual Leave hours in the following calendar year. The accrued Annual Leave hours cash out will only be given to those employees who have made the affirmative election on or before the deadline by completing a form provided by the Finance Department. Employees will receive the cash out once per year, on the regular pay date, during the first full pay period in January.

Frozen Annual Leave:

An employee may make an irrevocable election on or before December 31 of each year to cash out up to two hundred and forty (240) hours of Annual Leave to be paid out during the first full pay period in the following January. The optional election to cash out of Annual Leave shall be paid out at the member’s current base rate plus incentives.

Annual Leave can be used as time off upon approval by the Director/Chief based on the needs of the department.

Upon separation from the City, remaining annual leave hours will be paid out to the employee at the member’s current base rate of pay.

SECTION B VACATION LEAVE ACCRUALS

YEARS EMPLOYED
(MONTHS)

ACCRUAL

PER PAY
PERIOD
ANNUAL

ACCRUAL

ACCRUAL CAP
0 – 2 yrs (0 – 24 months)

3.07 hours 80 hours 160 hours
2 – 9 yrs (25 – 108 months)

4.62 hours 120 hours 240 hours
10 yrs (109 – 120 months)

4.92 hours 128 hours 256 hours
11 yrs (121 – 132 months)

5.23 hours 136 hours 272 hours
12 yrs (133 – 144 months)

5.54 hours 144 hours 288 hours

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13 yrs (145 – 156 months)

5.846 hours 152 hours 304 hours
14 yrs – 19 yrs (157 months 228
months)

6.15 hours 160 hours 320 hours
20 yrs 7.69 hours 200 hours 336 hours

2. Cash Out of Vacation Leave: Employees shall have the option of converting accrued Vacation Leave to cash on an hour for hour basis subject to the following: To cash out Vacation Leave hours, an employee must make an irrevocable election on or before December 31st of each calendar year, in order to receive cash for Vacation Leave hours in the following calendar year. The accrued Vacation Leave affirmative election on or before the deadline by completing a form provided by the Finance Department. Employees will receive the cash out once per year, on the regular pay date, during the first full pay period in January. Vacation shall be paid out at the member’s current base rate of pay.

All members with a minimum of eighty (80) hours of Vacation leave may elect to cash out up to forty (40) hours annually. The annual optional election to either cash out or to convert up to forty (40) hours of Vacation Leave to the City’s Deferred Compensation 457 plan shall be paid out at the member’s current base rate.

3. Other Rules:

 An employee shall be eligible to take annual vacation leave during the same year it is earned. The City will update the CSR&R to reflect this change during the term of this MOU. City agrees to amend this Rule when CSR&Rs are updated.  Accrued vacation leave will be paid out at separation at the employee’s current base rate of pay.
 Vacation hours will be considered hours worked when computing overtime.  Employees will be allowed to take vacation leave during the first six (6) months of employment. The City will update the CSR&Rs to reflect this change during the term of this MOU.

SECTION C SICK LEAVE ACCRUALS

1. Accrual and Cap: Employees covered under this MOU shall accrue sick leave and shall have a maximum sick leave accrual cap in the amounts listed below.

ACCRUAL PER PAY
PERIOD
ANNUAL

ACCRUAL

SOFT ACCRUAL CAP

3.692 96 1040

2. No sick leave shall be granted prior to ninety (90) days of employment.

3. Sick leave may be allowed for:

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 Personal illness or injury of the employee;
 Authorized emergency leave; Serious illness or injury of the employee's spouse, state registered domestic partner, or child, parents, siblings, grandparents, any of which that reside in the unit employee’s residence (in accordance with Labor Code §§ 233);  Where an employee which is a victim of domestic violence, sexual assault, or stalking for the purposes described in Labor Code sections 230 (c) and 230.1 (a);  Cases of quarantine;
 Where exposure to contagious diseases would endanger the health of other employees.

4. Other rules:

o Sick leave may be taken in increments of one-half (1/2) hour or more.

o Sick leave may not be used for disapproved vacation leave.

o For absences of over two (2) days, a medical certificate from a qualified physician may be required.

o In order to receive compensation while absent on sick leave, except in an emergency or due to extenuating circumstances, the employee shall notify their immediate supervisor, at least one (1) hour prior to employee’s scheduled shift/start time. In an emergency, the employee shall report to their supervisor as soon as the situation reasonably allows.

o Sick hours will not be considered hours worked when computing overtime.

o Sick leave hours over the soft accrual cap of 1040 will be paid out at the rate of half (½) the current base rate of pay during the first (1st) pay period in January. o After sick leave has been exhausted, employee may use accrued vacation leave.

5. SICK LEAVE CASH OUT AT SEPARATION:

Payout at separation based on years of service:

YEARS OF CONTINUOUS YEARS

OF MONTEBELLO SERVICE

PAY OUT AT SEPARATION UP TO
720 HOURS BASED ON YEARS OF

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Holiday Hour Bank Accrual/Cash Out
12 Holidays x # of regular shift hours Automatic cash out second (2nd) pay period in January of each calendar year

Holidays

1. NEW YEAR’S DAY-January 1st

2. MARTIN LUTHER KING, Jr. DAY- Third Monday in January

3. PRESIDENT’S DAY-Third Monday in February

4. MEMORIAL DAY- Last Monday in May

5. JUNETEENTH- June 19th

6. INDEPENDENCE DAY-July 4th

7. LABOR DAY-First Monday in September

8. COLUMBUS DAY/INDEGINOUS PEOPLE’S DAY- Second Monday in October

9. VETERAN’S DAY-November 11th

10. THANKSGIVING DAY-Fourth Thursday in November

11. DAY AFTER THANKSGIVING- Fourth Friday in November

12. CHRISTMAS DAY-December 25th

Annual Holiday Bank
In the pay period containing January 1 st of each year, a holiday bank shall be established for each unit employee at the rate equivalent to the employees work scheduled hours for each full holiday, which occur during the calendar year.

Shift schedule Holiday Hours Annually
4/10 schedule 120 hours
3/12 & 8 schedule 144 hours

Employees entering the unit during the calendar year shall have a pro -rated holiday bank established that contains all designated holidays remaining in the calendar year following their effective date of hire or entry into the unit.

Employees changing units/work schedules will have their banks adjusted for the remaining holidays in the calendar year.

All employees in this Unit work without regard to holidays. Employee’s whose regular schedule work-day occurs on an obser ved holiday may request to use their holiday hours

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for the day off (for a holiday that has already been observed), but the decision to approve or deny the request shall be at the discretion of management.

2. Cash Out of Accrued and Unused Holiday Hours
If an employee has not used all of their holiday hours in the calendar year in which they are earned, they shall receive a cash payment, for all remaining time in their holiday bank from the previous calendar year, at the base pay including all incentives. This payment shall be made during the second (2 nd) pay period in January of each calendar year. There shall be no carryover of any unused holiday hours from one calendar year to another.

3. Employees Separating from the City
Employees who leave City employment shall be paid a pro-rata amount of unused holiday leave. The separating employee shall be paid all unused holiday hours equivalent to the number of recognized City holidays that occur between January 1 st and the date of the employee’s separation . The City will pay out the remaining hours to the employee at current base rate of pay.

4. Other Rules:

Holiday hours will be considered hours worked when computing overtime.

SECTION E COMPENSATORY TIME OFF (CTO) BANK
MPOA members may accrue a maximum of one hundred and twenty (120) compen satory time off (CTO) hours. At separation, CTO hours are paid out at the member’s current base rate of pay.

ARTICLE IV - RETIREMENT

SECTION A CALPERS RETIREMENT TIERS
The City offers a defined retirement benefit plan through the California Public Employees’ Retirement System (“CalPERS”). There are two (2) tiers of the retirement benefit plan depending on date of hire and/or status as “new member”, as defined by the Government Code, which define prescribe the employee contribution/cost sharing as follows:

Retirement Tier 1: Employees hired prior to January 1, 2013 or who are not “new members” under the Cali fornia Public Employees’ Pension Reform Act of 2013 (“PEPRA”), Gov. Code § § 7533, et seq. These employees are also referred to as “Classic

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CalPERS Members”.

The current retirement formula is 3% at 50.

SECTION B EMPLOYEE CALPERS CONTRIBUTIONS TO CALPERS

A. Classic CalPERS Members (as defined by CalPERS):

Classic CalPERS Members pay the nine percent (9%) employee contributions toward their CalPERS pension. Each Classic CalPERS unit member shall also contribute an additional three percent (3%) of the employee member contribution of pensionable income to CalPERS for a total obligation by each Classic CalPERS unit member of twelve percent (12%). The City shall no longer make contr ibutions towards the employee member contribution to CalPERS for any Classic CalPERS MPOA unit members.

B. CalPERS (PEPRA) Members (as defined by CalPERS):

New CalPERS (PEPRA) unit members, including each newly hired unit member, shall continue to pay their obligatory "half the actuarial normal cost" of their pension benefit (as determined and regularly adjusted by CalPERS). The current normal cost obligation for each PEPRA unit member is twelve and one -quarter percent (12.25%), with potential mandated upwar d adjustments thereafter as determined annually by CalPERS actuarial valuation reports. The City is prohibited by PEPRA from paying any portion of the member contribution for PEPRA members.

SECTION C MILITARY SERVICE CREDIT AS PUBLIC SERVICE
The City’s contract with the Public Employee’s Retirement System includes Section 21024 – Military Service Credit as Public Service.

SECTION D LEVEL THREE SURVIVOR BENEFIT
The City pays the monthly cost of the Level Three Survivor Benefit.

ARTICLE V – POST-RETIREMENT BENEFIT PROVISIONS

SECTION A RETIREE HEALTH BENEFITS

A. Full-time active MPOA safety unit members hired prior to June 26, 2019

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The City agrees to continue to provide the Retiree Health Benefit, with qualifying prerequisites, terms and provisions as previously agreed to in the Memorandum of Understanding between the City and MPOA for the 2003-2004 negotiations to all full- time MPOA members hired prior to June 26, 2019. The terms and eligibility requirements remain as follows:

1) The Retiree Health Benefit will be paid to eligible members throughout the employee's lifetime. Currently, continuation of benefits after a unit member's eligibility for Medicare is paid for the employee only (not to survivors) through a Trust Account to which the City currently contributes one percent ( 1%) of the unit member's salary. Should the Trust assets, at any fiscal year end, be less than three times the current annualized benefits due, the City and MPOA shall meet and confer.

2) The Retiree Health Benefit will not apply to the employee's survivors.

3) To be eligible, the unit member:
a) Must currently be employed as an active full- time safety unit member of the MPOA;
b) Must be at least 50 years of age (no minimum age requirement for disability retirement);
c) Must retire directly from the City of Montebello;
d) Must have at least fifteen (15) full- time years of active City service at the time of service retirement (the 15 years does not have to be the result of contiguous employment however, the employee's last five years of employment immediately prior to retirement must be as an active, full- time employee of the City), or at least ten (10) full years of active City service at the time of disability retirement. To be eligible for lifetime retiree medical benefits, all fifteen (15) years of service (ten (10) years for disability retirement) must be within the City of Montebello. Prior lateral service does not count toward retiree health benefits.

4) The monthly retiree benefit will be determined by the number of full years of City service multiplied by twenty-five dollars ( $25.00). The maximum benefit allowable will be calculated at twenty-five ( 25) years of active City service. The retiree benefit for qualified disability retirement will be c alculated in the same manner as for s ervice retirements.

Examples of calculations are as follows: fifteen (15) years of City service multiplied by $

25.00 = $375 per month; twenty five (25) years of City service multiplied by $25.00 = $625 per month, which is the maximum benefit allowable.

6) The retiree will begin receiving the monthly retiree benefit beginning the month following one full month of retirement. The retiree benefit will be paid throughout the retired employee's lifetime or until the employee qualified for Medicare under the federal Social Security Act.

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7) The City will issue a warrant to the retired employee on a monthly basis for the amount of retiree benefit paid to the employee. These amounts will be considered taxable to the retiree. Retired employees may enroll in any health plan of their choice or may choose not to enroll in a health plan at their discretion.

B. Full- time unit members hired on or after June 26, 2019:

All full-time unit members hired on or after June 26, 2019 shall only, commencing the month following one full month of retirement and continuing through the period prescribed by law, receive the minimum employer health premium contribution as prescribed by Government Code section22892 of the Public Employees' Medical and Hospital Care Act (PEMHCA). The retiree must be and remain enrolled in an eligible health benefit plan in order for the City to be obligated to pay the prescribed premium.

SECTION B TRUST ACCOUNT

The City has established a trust account to be used toward the cost of healthcare coverage for eligible retired members after qualification for Medicare. The City shall contribute one percent (1%) of regular salaries, not including overtime, to be deposited per payroll cycle. Benefits will continue after Medicare eligibility at the same level as pre Medicare eligibility. The benefit will be paid throughout the employee’s lifetime and will not apply to the employee’s survivors. The one percent (1 %) salary c ontribution will be counted toward total compensation for purposes of salary survey comparisons.

If trust assets, at any fiscal year end, are less than three (3) times the current annualized benefits due, the City will meet and confer with the Police Association.

ARTICLE VI - MISCELLANEOUS PROVISIONS

SECTION A MONTEBELLO POLICE DEPARTMENT SWORN PERSONNEL

ROTATION POLICY

September 2020 signed Rotation Agreement attached as EXHIBIT A

SECTION B CHANGE IN SCHEDULE & BEAT MINIMUMS

The City adopted the patrol schedule that was developed as a collaborative effort between the Montebello Police officer’s Association and the Police Administration to meet the City’s budgetary reduction requirements. The aforementioned patrol schedule is intended to reduce mandatory beat minimums and provide the optimum coverage possible with the current Table of Organization.

2016 Staffing Levels attached as EXHIBIT B

SECTION C FINANCIAL DISCLOSURE

Unit employees assigned to Detectives, both Adult and Juvenile, Narcotics and Intelligence

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Units shall be required to make financial disclosure under Government Code Section 3308.

In addition, other Unit employees who are placed in assignments in which there is the propensity f or bribes or other improper inducements to be offered shall be subject to the financial disclosures required under Government Code Section 3308.

SECTION D UNIT WORK SCHEDULES

1. Members of this unit may be assigned to the following work schedules dependent on organizational need.

a. 3/12 & 8 Schedule
b. 4/10 Work Schedule

2. Work schedule changes shall require a minimum of fourteen (14) calendar days’ notice, except in the case of an emergency as determined by management.

SECTION E WORK PERIOD AND OVERTIME

The City of Montebello has exercised its ability to take a statutory “7K” exemption for sworn police personnel. The work period for such employees shall be 14 days in length commencing on January 8, 1995 at 12:01 a.m. In determining an employee’s eligibility for overtime compensation in a work period, all paid leaves, except sick leave shall be included as actual hours worked. Although the Fair Labor Standards Act dictates overtime compensation for all hours worked over 86 in a 14 day work period, the City will provide overtime compensation for all hours worked, or deemed worked, over 80 in the work period.

SECTION F RANDOM TESTING

It is recommended that a program of random drug, including alcohol, testing be developed and implemented for Police Sergeants. The parties have agreed in concept and will work together to define the details of the program prior to implementation.

SECTION G MANAGEMENT RIGHTS
Nothing in this agreement shall be construed to prohibit the City from exercising all management rights and prerogatives except those expressly waived in this agreement. The City has all rights to manage the City including the establishing of rules, directives and orders except those expressly waived by this agreement. It is recognized that, except as expressly provided in this agreement, the City shall retain whatever rights and authority are necessary for it to operate and direct affairs of the City in all of its v arious aspects, including but not limited to the right to direct the working forces; to plan, direct and control operations and services of the City; to determine the methods, means, organization and number of personnel by which such operations and services are to be conducted; to assign and transfer employees; to determine whether goods or services should be made or purchased; to hire, promote, suspend, discipline, or discharge; in compliance with POBR (Police Officer’s Bill of Rights)

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and employment law; to make and enforce.

SECTION H SHARED AGREEMENT CLAUSE
Nothing in this Agreement shall limit the Parties' ability to mutually agree, in writing, to implement different terms than those provided in this Agreement.

ARTICLE VII - EFFECTIVE DATE AND TERM OF AGREEMENT

This MOU shall be of no force and effect unless or until adopted by City Council. If adopted, the term of this MOU shall be for one and one half years (1½). From 1/1/2022 to 6/30/2023.

Omar Rodriguez Date

Montebello Police Officers’ Association President

René Bobadilla Date

City Manager

APPENDIX A

City of Montebello, California
Policy & Procedures Manual

14 2.060.590 Bilingual Pay

A. The City has identified and approved through demographical data the need for providing bilingual services in the following languages: Spanish, Russian, Chinese, Armenian, Korean, or Sign Language.

B. The Human Resources Department has identified and approved positions and level of required fluency in the second language that meet the operational needs of the City and its citizens.

C. The Human Resources Department shall contract with a third-party vendor to provide a testing system for compensating employees based on City needs.

Procedure
A. Employees must submit in writing a request to test for Bilingual Pay.

B. Employee must pass a bilingual proficiency test, in addition to any other job-related test requirement for a position.

C. Testing:

1. Bilingual proficiency will be determined by standardized competency test s contracted through a third-party vendor by Human Resources.

2. The Human Resources Department will communicate with the Department when an employee has passed the competency test, the employee’s

APPENDIX A

City of Montebello, California
Policy & Procedures Manual

15 Department will submit a personnel action form for the incentiv e pay to begin on the 1st of the next month.

D. Compensation: Compensation shall be based on Bargaining Unit agreements:

Prior to May 2022:

Effective July 1, 2022:

APPENDIX A

City of Montebello, California
Policy & Procedures Manual

B. Bilingual incentive will be calculated into overtime compensation when applicable.

C. Bilingual incentive pay will be reported as Special Compensation to CalPERS as applicable.

(Revised: 05/11/2022)

APPENDIX B

City of Montebello, California
Policy & Procedures Manual

17 2.060.565 Bereavement Leave
Purpose
The purpose of this policy is to provide guidelines for the use of leave associated with bereavement of an immediate family member.

Policy
It is the policy of the City to provide “Bereavement Leave” to full-time city employees to attend to the details of, and to grieve the death of an immediate family member.

1. In this event, the affected employee shall utilize either annual or sick leave they have accrued.

2. If the affected employee does not have sufficient accrued hours banked, they may be granted the leave without pay.

D. Part-time employees may be granted bereavement leave without pay following the same criteria as that of full-time employees.

Procedure
A. It shall be the responsibility of the affected employee to immediately notify their immediate supervisor of the need to utilize bereavement leave.

1. The immediate supervisor shall complete the necessary documentation to facilitate the use of bereavement leave.

APPENDIX B

City of Montebello, California
Policy & Procedures Manual

18 2. The immediate supervisor shall ensure the appropriate authorities are notified of the leave notification.

B. Upon return of the affected employee, any additional documentation an d signatures shall be obtained.

C. In the event additional hours are requested, the affected employee shall make the request in writing providing the reasons for such need.

1. Upon receiving the request for additional hours, the immediate supervisor shall forward the request to the appointing authority with their recommendation.

2. Use of accrued annual or sick hours shall be utilized for any additional hours requested above the allotted bereavement leave.

(Revised: 04/27/22)

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

19 2.060.227 Longevity Pay

Purpose
The purpose for longevity pay is to recognize long -term service employees that work for the City of Montebello.

Policy
The City will pay the agreed upon amount for longevity pay as adopted by City Council.

MONTEBELLO POLICE MANAGEMENT ASSOCIATION

A. For longevity purposes only, the following shall count as LAW ENFORCEMENT SERVICE:

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

20 police, police supervisory, or police management unit member s hall count toward years of longevity.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

MONTEBELLO FIRE MANAGEMENT ASSOCIATION

Effective the first (1st) full pay period after MOU adoption, Longevity pay shall consist of:

C. The (7%) base salary increase shall be increased to a (10%) base salary increase at the completion of fifteen (15) years aggregate active service as a full - time City of

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

22 Montebello Sworn personnel unit member which the unit member shall continue to receive through the completion of the unit member's 20th year.

MONTEBELLO MID-MANAGEMENT ASSOCIATION

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

23 D. A three and a half (3. 5%) percent base salary increase at twent y (20) years of aggregate fulltime City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

MONTEBELLO SUPERVISORS’ ASSOCIATION

C. A two and a half (2.5%) percent base salary increase at fifteen (15) years of aggregate full- time City service which the uni t member shall continue to receive through the completion of the unit member's 19th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

24 E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

MONTEBELLO CITY EMPLOYEES’ ASSOCIATION

After 10 years of full- time service 1.5 % base salary increase After 15 years of full- time service 2.5 % base salary increase After 20 years of full- time service 3.5 % base salary increase After 25 years of full-time service 5.0 % base salary increase

C. A two and a half (2.5%) percent base salary increase at fifteen (15) years of aggregate full- time City service which the unit member shall continue to receive through the completion of the unit member's 19th year.

D. A three and a half (3. 5%) percent base salary increase at twent y (20) years of aggregate full-time City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

25 E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

MONTEBELLO FIREFIGHTERS’ ASSOCIATION

For longevity purposes only, the following shall count as LATERAL SWORN FIRE SERVCE:

For full-time City of Montebello employees who are in the MFA unit all continuous service as an active, full-time City of Montebello fire service sworn, plus any verifiable prior Lateral continuous service with another fire service agency as an ac tive, full -time sworn firefighter, firefighter paramedic, fire engineer, or fire captain shall count toward years of longevity.

Longevity pay shall consist of:

Effective the first (1st) full pay period after MOU adoption, Longevity pay shall consist of:

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

26 C. The (7%) base salary increase shall be increased to a (10%) base salary increase at the completion of fifteen (15) years aggregate active service as a full - time Cit y of Montebello Sworn personnel unit member which the unit member shall continue to receive through the completion of the unit member's 20th year.

D. The (10%) base salary increase shall be increased to a (13%) base salary increase at the completion of tw enty (20) years aggregate active service as a full -time City of Montebello sworn personnel unit member which the unit member shall continue to receive for the unit member's remaining years of full -time City sworn personnel unit member service.

MONTEBELLO POLICE OFFICERS’ ASSOCIATION

Current longevity rates, and definitions of qualifying law enforcement service for purpose of longevity, shall be modified as follows, effective July 1, 2019:

A. For longevity purposes only, the following shall count as LAW ENFORCEMENT SERVICE:

a. For full - time City of Montebello employees who are in the MPOA unit as of July 1, 2019, all continuous service as an active, full - time City of Montebello law enforcement department member, whether sworn or unsworn, plus any verif iable prior lateral continuous service as an active, full -time sworn police, police supervisory, or police management unit member, shall count toward years of longevity.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

C. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4. A., beginning with the first pay peri od of the twelfth (12th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the completion of the unit member’s 19th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPOA unit member shall receive 7% of his/ her Base Salary as Longevity Pay (which shall be reported to CaIPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

D. Considering the definition of LAW ENFORCEMENT SERVICE in paragraph 4.A, beginning with the first pay period of the twentieth (20th) year of continuous, aggregate active LAW ENFORCEMENT SERVICE, and continuing through the complet ion of the unit member's 25th year of continuous, aggregate active LAW ENFORCEMENT SERVICE, an MPOA unit member shall receive 10% of his/ her Base Salary as Longevity Pay (which shall be reported to CalPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not include any overlapping service time i.e. service time cannot count twice for overlapping time periods).

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

28 remaining years of full-time City MPOA unit service, an MPOA unit member shall receive 13% of his/her Base Salary as Longevity Pay (which shall be reported to CaIPERS as special pay) in addition to the unit member's Base Salary. Aggregate active service time shall not incl ude any overlapping service time (i.e. service time cannot count twice for overlapping time periods).

FULL-TIME NON-REPRESENTED EMPLOYEES
MONTEBELLO MANAGEMENT PROFESSIONALS’ ASSOCIATION

A. Effective April 28, 2019, each non -represented full-time employee w ith ten (10) years of aggregate full -time City service shall be eligible for longevity pay.

Longevity pay shall consist of a base salary pay increase at the following eligibility benchmarks and shall not be cumulative:

After 10 years of full- time service 1.5 % base salary increase After 15 years of full- time service 2.5 % base salary increase After 20 years of full- time service 3.5 % base salary increase After 25 years of full-time service 5.0 % base salary increase

D. A three and a half (3. 5%) percent base salary increase at twenty (20) years of aggregate fulltime City service which the unit member shall continue to receive through the completion of the unit member's 24th year.

APPENDIX C

City of Montebello, California
Policy & Procedures Manual

29 E. A five (5.0%) percent base salary increase at twenty five (25) years of aggregate full - time City service and the unit member shall continue to receive thereafter.

(Revised: 04/27/2022)

APPENDIX D

City of Montebello, California
Policy & Procedures Manual

30 2.060.517 Education Reimbursement Program

Purpose:

To define who and under what circumstances City employees may receive education reimbursement and to outline the procedure by which reimbursement may be obtained.

Policy:

D. Employees desiring reimbursement must attend such courses on their own time after work hours and must complete the course with a passing grade of at least "C" or equivalent.

APPENDIX D

City of Montebello, California
Policy & Procedures Manual

I. Employees scheduled by the City to take specialized courses or special seminars on work time will not be subject to the requirements of this policy.

Procedure:

C. Upon timely receipt of these materials, the Director of Human Resources shall have the responsibility for processing the claim for reimbursement.

APPENDIX D

City of Montebello, California
Policy & Procedures Manual

32 (Prior Policy #V-B-25, 07/01/73; AUTHORITY: C/ADMIN)

(Revised: 07/28/21)

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

33 2.060.504 Employee Compensation and Benefits

Purpose
Is to provide a description of the City’s employee compensation and benefits packages.

1. The City’s total compensation package shall be reviewed against appropriately defined labor markets.

2. The City’s total compensation package shall comply with all applicable state and federal laws.

3. Salaries are managed through a simple, clear program that is consistent with the City’s strategic and organizational objectives.

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

34 C. The Council reserves the right to make budget adjustments, and consequently direct pay adjustments during the budget year in order to manage their fiscal responsibilities or deal with unforeseen circumstances that justify or require changes to City expenditures.

Procedure
A. Compensation (Salary) Schedules: All employee classifications shall receive a salary that is approved by City Council resolution each fiscal year.

D. HEALTH INSURANCE CITY CONTRIBUTION
a. Effective March 27, 2008, the City will contribute the following amounts toward full-time employees’ medical, dental & vision insurance:

COVERAGE TOTAL CITY

CONTRIBUTION)
1 Party Full coverage
2 Party $840.00
3 Party $1,090.00

b. Part-time employees who have become eligible for CalPERS membership and have worked 1000 hours in a fiscal year:

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

35 i. The contribution toward hourly EE's insurance who were eligible before 7/1/92 will be at the rate needed to fully pay 1 party coverage in the plan selected by the EE. For hourly EE who became eligible for insurance on or after 7/1/92 the City contribution toward the insurance package will be at the rate needed to pay 50% of one party coverage in the plan selected by the employee. [Res. 97-109] E. Medical Insurance Opt-out Incentive
a. An opt-out incentive is afforded to full -time and those hourl y employees, who have benefits and were hired prior to 8/11/92, who decline the City's medical, dental and vision insurance package.
b. Proof of medical coverage elsewhere will be required annually to continue participation in the cash incentive program.
c. The monthly Medical Insurance Opt-Out incentive is $350.00 d. The monthly Medical Insurance Opt-Out incentive shall be computed when calculating overtime as applicable.
e. The monthly Medical Insurance Opt -Out incentive shall be reported as Special Compensation to CalPERS as applicable.
f. Employees who have an alternative source of health insurance must provide minimum essential health coverage pursuant to the U. S. Patient Protection and Affordable Care Act ( ACA), and cover both the employee and all individuals in t he employee' s expected tax family, if any. During open enrollment or as otherwise required by the City, the employee must each year provide the City with an attestation or other reasonable documentation, subject to the City's approval confirming such alte rnate coverage. According to the ACA, the City must not make payment if the City knows that the employee or family member does not have the alternative coverage.

APPENDIX E

City of Montebello, California
Policy & Procedures Manual

36 (Revised: 03/21/95; 07/28/21)

APPENDIX F

City of Montebello, California
Policy & Procedures Manual

36 2.060.528 Education Incentive Pay

Policy
The City will pay the agreed upon amount for education as agreed upon by City Council resolution.

MONTEBELLO POLICE MANAGEMENT ASSOCIATION

The City agrees to provide education incentive pay as follows:

Degree or Certificate Compensation
A.A. or Intermediate POST $300/month
B.A./B.S. or Advanced POST $500/month

The above education incentive pay shall not be compounded if an employee holds more than one of the above qualifying degrees or POST (Peace Officer Standards and Training) certificates.

The City also agrees to establish a supplemental educational incentive pay for those employees that possess a supervisory or management POST certificate as follows:

Supervisory Certificate $250/month
Management Certificate $250/month

APPENDIX F

City of Montebello, California
Policy & Procedures Manual

37 MONTEBELLO FIRE MANAGEMENT ASSOCIATION

A. $ 250/ month for Firefighter 1 Certificate or AA/AS or 60 units B. $ 400/ month for Firefighter II Certificate or BA/ BS or 120 units C. $ 600/ month for Company Officer Certificate

The aforementioned education incentives shall not be stackable or cumulative. The unit MFMA member is entitled to a maximum of one education incentive at a time.

MONTEBELLO POLICE OFFICERS’ ASSOCIATION

The City agrees to provide education incentive pay as follows:

Degree or Certificate Compensation
A.A. or Intermediate POST $300/month
B.A./B.S. or Advanced POST $500/month

POST Supervisory Certificate $250/month

The above educational incentive pay shall not be compounded if an employee holds more than one of the above qualifying degrees or POST (Peace Officer Standards and Training) certificate.

The City also agrees to establish a supplemental educational incentive pay for those employees that possess a supervisory POST certificate in the amount of $250/month. This supplemental educational incentive pay for possessing a supervisory POST certifica te shall be in addition to any educational incentive pay earned for possessing one of the qualifying degrees or certificates as set forth above.

MONTEBELLO FIREFIGHTERS’ ASSOCIATION

The City agrees to provide an education incentive to unit members as follows and such incentives shall supersede and replace previous education incentives provided to unit members:

A. $250/month for Firefighter I Certificate or AA/AS or 60 units B. $400/month for Firefighter II Certificate or BA/BS or 120 units C. $600/month for Company Officer Certificate

APPENDIX F

City of Montebello, California
Policy & Procedures Manual

38 The aforementioned education incentives shall not be stackable. The unit member is entitled to a maximum of one education incentive at a time.

MONTEBELLO CITY EMPLOYEES’ ASSOCIATION

MONTEBELLO MID-MANAGEMENT ASSOCIATION
MONTEBELLO SUPERVISORS’ ASSOCIATION
MONTEBELLO MANAGEMENT PROFESSIONALS’ ASSOCIATION

UNREPRESENTED FULL-TIME EMPLOYEES

Full-time employees in the MCEA, MMMA, MSA, MMPA AND Unrepresented Full-time employees will receive an education incentive based on the highest completed degree. Degree incentive is not stackable.

Bachelor’s Degree $200.00 per month
Master’s or Doctoral Degree $400.00 per month

(Revised: 05/25/2022)

DRAFT
DRAFT
DRAFT
DRAFT
DRAFT
DRAFT
DRAFT

The following directive will be effective August 21, 2016.

Any previous memo, directive, or
order issued by any member of this department (past or present) on the topic of “beat
minimums, staffing levels, or otherwise pertaining to the amount of patrol personnel on-duty ”
is hereby countermanded.

This memo supersedes any previous memo, directive or order that addressed or addresses “beat minimums, staffing levels, or otherwise pe
rtaining to the amount of patrol personnel on-
duty”
and will remain in force until such time the chief of police determines otherwise.

Purpose:

The purpose of this directive is to establish a guideline in determining desired and mandatory staffing allocation in patrol to meet the needs of the community and the department.

Ultimately the long-term goal is to implement policy to address our staffing needs not only in patrol
but throughout the department (see strategic goals below).

Background:

Traditionally our department has not used the extensive data available to determine appropriate staffing levels or deployment needs.

As we move forward it is the goal of the Department to formalize staffing levels based on workloa
d-based models including peak workload data that has been studied and proven to be the best approach to make staffing decisions.

We are in the process of analyzing our
department’s
data in order to effectively deploy
personnel. This is the first step in formalizing our staffing needs by issuing this directive for short term staffing needs.

The below test model with the addition of SPU and other adjustments to special unit assignments will help us better determine our patrol staffing needs in the future.

Additionally the manner in which calls for service (CFS) are assigned and when they are assigned needs to be examined. For this purpose this directive will address the watch commander’s responsibility when determining when discretionary self -initiated activity should
be limited to emergency observations only with the emphasis of patrol personnel remaining available for emergency calls for service.

EX
HIBIT
B

Strategic Goals:

The goal of implementing the peak workload staffing approach and specialized unit staffing is to provide the most effective possible response to law enforcement emergencies, neighborhood problems and traffic enforcement. This approach to calls for service facilitates problem solving, provides a concentration of personnel in neighborhoods experiencing higher crime levels, and allows significant flexibility in deploying available resources to address emerging crime trends.

The five strategic goals listed are the framework for this plan and future direction of the department.


Reduce Residential and Commercial Burglaries


Reduce Grand Theft Auto


Reduce Violent Crime


Decrease Traffic Collisions


Decrease Calls for Service related to the Mentally Ill and Homeless

Short term staffing directive:

As we continue to study and analyze information it is the direction of the Chief of Police to establish two methods of determining the staffing levels in patrol for the short term. These staffing levels are determined by information available to us now and will more likely change as we move forward.

Both methods have been determined by a number of factors including but not limited to; days and times of the week/month/year that through preliminary research and analysis show an increase or decrease in field activity; anticipated increase in field activity due to special events; certain holidays, or other activity that one can reasonably anticipate an increase in field activity may occur; [and] the amount of sworn able bodied personnel on-duty and in the City at any given time.

The two levels are desired “soft” staffing levels and mandatory “hard” staffing levels.

Desired
“soft”
staffing levels:

Desired
“soft” staffing levels are the optimal amount of personnel deemed appropriate but not necessaril
y
deemed mandatory to meet the needs of the community and the department.

As on
e will notice at any given time there is the potential to have anywhere from a
minimum of
eight patrol personnel, including field supervisor and watch commander, to fourteen field EX
HIBIT
B

EX
HIBIT
B
personnel including the above and special assignments not including detectives, narcotics and

other sworn personnel on-duty at any given time.

The desire
d “soft” staffing levels are described as follows:


Team One

- six (6) patrol personnel not including field supervisors, watch commanders,

and special assignments (SPU, Mental Illness Officer, Traffic); 

Team Two - six (6) patrol personnel not including field supervisors, watch commanders,

and special assignments (SPU, Mental Illness Officer, Traffic); 

Team Three - six (6) patrol personnel not including field supervisors, watch

commanders, and special assignments (SPU, Mental Illness Officer, Traffic); 

Team Four - seven (7) patrol personnel on Thursdays and eight (8) on Fridays and

Saturdays not including field supervisors, watch commanders, and special assignments

(SPU, Mental Illness Officer, Traffic).

The watch commander shall have the discretion, based on the needs of the community and the

department, to increase staffing levels on a case by case basis. This could include ordering in

additional personnel if necessary.

The watch commander should determine if the

augmentation of on-duty special assignment personnel is sufficient personnel for emergency

use.

Using special units to supplant patrol to meet soft staffing levels is not permitted unless

approved by the duty chief.

Mandatory “
Hard
”

staffing levels:

Mandatory “h
ard
”

staffing levels are the amount of patrol personnel deemed appropriate and

necessary to meet the needs of the community and the department.

The Mandatory “
hard
”

staffing levels for patrol personnel are described as follows:

Team One


Monday - Wednesday four (4) patrol personnel not including field supervisors, watch

commanders, and special assignments (SPU, Mental Illness Officer, Traffic) 

If no special assignment personnel are on-duty this number increases to five (5) 

Sunday five (5) patrol personnel, not including field supervisors, watch commanders,

and special assignments (SPU, Mental Illness Officer, Traffic)

EX
HIBIT
B
Team Two


Monday - Wednesday four (4) patrol personnel not including field supervisors, watch

commanders, and special assignments (SPU, Mental Illness Officer, Traffic) 

If no special assignment personnel are on-duty this number increases to five (5) 

Sunday five (5) patrol personnel, not including field supervisors, watch commanders,

and special assignments (SPU, Mental Illness Officer, Traffic) Team Three


Wednesday - Friday four (4) patrol personnel not including field supervisors, watch

commanders, and special assignments (SPU, Mental Illness Officer, Traffic) 

If no special assignment personnel are on-duty this number increases to five (5) 

Saturday five (5) patrol personnel, not including field supervisors, watch commanders,

and special assignments (SPU, Mental Illness Officer, Traffic) Team Four


Thursday five

(5) patrol personnel not including field supervisors, watch commanders,

and special assignments (SPU, Mental Illness Officer, Traffic) 

If no special assignment personnel are on-duty this number increases to six (6) until 0200 hours


Friday - Saturday six (6) patrol personnel not including field supervisors, watch

commanders, and special assignments (SPU, Mental Illness Officer, Traffic) 

If no special assignment personnel are on-duty this number increases to seven (7)

until 0400 hours
When four patrol personnel are deployed on these teams the call signs and geographical

coverage will change from beat assignments (A through F) to district assignments (1 through 4) based on our district Policing Model.

To distinguish from beat assignment to district assignments the call signs for each district will

be designated by team (Team 1,2,3, or 4) the letter Z-Zebra and the applicable district (1,2,3,or

4). For example; team 1 district 1 call sign will be 1Z1, team 1 district 2 call sign will be 1Z2 and

so on.

The watch commander shall have the discretion, based on the needs of the community and the

department, to increase staffing levels on a case by case basis. This could include ordering in

additional personnel if necessary. The watch commander should determine if the

EX
HIBIT
B
augmentation of on-duty special assignment personnel is sufficient personnel for emergency

use.

In the event the “hard” minimums indicated above are not met due to unanticipated vacancies

the watch commander shall order other available patrol personnel to work to meet the hard

minimums.

Special unit personnel shall not be used to supplant patrol personnel to meet hard minimums

unless approved by the duty chief.

Maximum staffing and tactical deployments:

The following holidays and events are considered maximum staffing days with no time off

guaranteed for on-duty personnel and all off duty patrol personnel are subject to working

mandatory overtime based on departmental staffing needs (this list does not exclude other days being identified as maximum staffing days based on departmental needs):


New Year’s Eve


Armenian Commemoration Events typically April 22, 23, and 24 th
.


July 4
th


City 5K and Parade typically in the month of October.


Hearts of Compassion Food Distribution (one Saturday in November and one Saturday in

December)


Christmas at the Cannon, December 24
th
Each maximum staffing day will be identified on the bid list for the shift affected. When bidding

for a team staff should consider the above and plan appropriately.

Requesting time off:

It is the goal of this department to afford time off to those requesting with notice.

Notice will be defined as follows: Time off request should be submitted no later than 72 hours

prior to the requested day(s) off.

Request within less than 72 hour notice will be determined on a case by case basis by the on-duty watch commander.

Overtime to cover requests within less than 72 hour notice will not be permitted unless

approved by the duty-chief.

Extended time off, three or more consecutive days, should be submitted at least one month in

advance. In most instances vacation time will be granted excluding those requests falling on, near,

or during maximum staffing events described above.

EX
HIBIT
B
Calls for Service:

The watch commander has the discretion to determine when any call for service should be held

until sufficient patrol personnel are available. Likewise the watch commander may determine

that self-initiated discretionary activity be reserved for emergency action only when staffing

levels do not permit for such discretionary activity.

Response time to the highest priority call must still remain as rapid as possible, which include

those that pose danger to the lives of citizens and/or police officers and present the opportunity to arrest an alleged offender.

Response times are not exclusively staffing driven. Balancing patrol district to minimize travel

distances, and hence response times, allows for maximizing rapid response while controlling

staffing.

Call prioritization is crucial in achieving response time goals. The proper priority classification

and assignment of calls can eliminate unnecessary high speed responses. The goal is to provide

the quickest and safest response time to all calls for service, providing the service excellence for

the safety of our community.

When the watch commander determines there are not sufficient units available for self- initiated discretionary activity he or she should notify communications to inform patrol staff of

such. Communications should notify patrol personnel to remain 10-8 until further notice.

When patrol personnel are informed to remain 10-8 no unit should commit themselves to any

activity unless it is an emergency. This includes going out of service for breaks.

Special Problems Unit:

The Special Problems Unit
’s

(SPU) focus is on crime prevention and control. Their duties range

from assisting the community with on-going concerns, proactive enforcement, assisting

detectives and special projects. Officers utilize a variety of enforcement strategies including

marked and unmarked vehicles, bicycles, foot patrols, plainclothes and uniform assignments.

Four officers are assigned to the SPU. Their days and hours are determined by the Detective

Lieutenant. The SPU is not included in “hard” staffing levels.

Mental Evaluation Unit
The Mental Evaluation Team (MET) consists of

sworn officer who is partnered with

clinician

from the Los Angeles County Department of Mental Health (DMH). The MET provides

additional resources to patrol by responding to and handling calls involving the mentally ill and

homeless. The partnership with Department of Mental Health affords the Police Department

EX
HIBIT
B
the ability to offer increased service to those individuals who need access to mental health

services in an efficient manner. The MET should be on-duty

0800-1800 hours Monday

–
Thursday.

The MET is not included in “hard” staffing levels.

The call sign for the MET will be

MET One.

Apprehension canine teams:

The apprehension canine teams consists of two K9 teams.

The K9 teams provide patrol officers

with assistance ranging from tracking of and search for suspects, article searches, and assist

with high-risk situations such as high-risk traffic stops.

teams should function primarily as
cover units and when available be assigned as the backup unit for most calls for service

requiring two units. They may be assigned by the Watch Commander to other functions based

on the needs of the watch at the time.

K9 teams should not be assigned to handle matters that will take them out of service for

extended periods of time unless absolutely necessary and only with the approval of the Watch

Commander.

K9 teams can be assigned report calls that do not require an extended time out of

service.

An apprehension K9 team should be on-duty 1600-0400 hours Sunday, Monday, Tuesday, Thursday, Friday, and Saturday
. Canine Officers are included in “hard” staffing levels

when on-
duty and not in training.

Narcotic detection canine:

The narcotic detection canine (K9) team consists of one team. This team is trained to search for

and detect the presence of narcotics. This team will bid for a shift pursuant to policy and be

counted as part of the hard staffing levels in patrol.

Traffic Enforcement Response Officer:

The Traffic Enforcement Response (TER) Officer targets speeding and other traffic enforcement

issues in the city. The TER Officer works primarily day shift and focuses

his or her efforts on

traffic accident reduction at intersections with the highest traffic accident rates and by rotating

enforcement in school zones in the morning and afternoon high activity times.

The TER Officer also handles traffic complaints from citizens regarding on-going traffic concerns

in neighborhoods. The TER Officer is not assigned to investigate traffic collisions unless

otherwise assigned.

The TER officer will be designated as such by the scheduling watch

commander when staffing levels permit. His or her call sign will be T-2 (Tom 2).

EX
HIBIT
B
Traffic Bureau:

Traffic Bureau Officers are responsible for investigating traffic collisions, hit and run

investigations and all fatal vehicle accidents. They also conduct DUI and special enforcement

details. Traffic Bureau Officers are not included in “hard” staffing levels.

Note:

All special unit supervisors, with the exception of K9, shall submit a weekly schedule to all supervisors and command staff prior to the start of the work week.

Summary and conclusion:

It has become necessary to examine our approach to patrol functions in order to best determine when patrol personnel are deployed and how many patrol personnel are deployed at any given time. The concept of “beat minimums” is outdated and no t the best approach to

provide superior service to the community we serve.

The concept of peak work load staffing is well studied and proven to work throughout the

country. As we continue to analyze data we will modify this plan to meet our needs as a

department and for the community, using the peak work load staffing approach.

The peak work load staffing approach may include adjusting start and end times for patrol

personnel. Everyone starting at the same time and ending their watch at the same time is an

outdated model, not to mention there is no overlap. In order to accomplish briefing and

briefing training we will explore the option of one day a week standard start times for patrol

teams. With the briefing book being readily available via MDC briefing items of concern should

not be an issue.

District policing is another concept that has been well studied and proven to work. The data will be analyzed to determine the appropriate district boundaries based on several factors such

as response time, number of calls for service and call type.

It is no secret that crime is increasing throughout the country, Montebello is no different.

Increases in crime can be attributed to a number of factors which most recently can be

attributed to new legislation. In November it is expected that recreational marijuana use in

California will be legal.

Other states with legal recreational marijuana use have experienced an

increase in calls for service and crime in general particularly DUI, petty theft and traffic

collisions.

As laws change, so must the approach to enforcing those laws, which is the intent here. It is the

desire of this administration that our staff will embrace and contribute to the changes set forth

here and in the future.

EXHIBIT C

54 | P a g e

The Montebello Police Officers Association

REPRESENTED CLASSIFICATIONS
Police Sergeant
Police Corporal
Police Officer

CITY OF MONTEBELLO 2022

PROPOSED SALARY MATRIX

ATTACHMENT C
Salary
Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Salary Range
0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0
1 $33,280 $34,112 $34,965 $35,839 $36,735 $37,653 $38,595 $39,559 $40,548 $41,562 1 2 $34,112 $34,965 $35,839 $36,735 $37,653 $38,595 $39,559 $40,548 $41,562 $42,601 2 3 $34,965 $35,839 $36,735 $37,653 $38,595 $39,559 $40,548 $41,562 $42,601 $43,666 3 4 $35,839 $36,735 $37,653 $38,595 $39,559 $40,548 $41,562 $42,601 $43,666 $44,758 4 5 $36,735 $37,653 $38,595 $39,559 $40,548 $41,562 $42,601 $43,666 $44,758 $45,877 5 6 $37,653 $38,595 $39,559 $40,548 $41,562 $42,601 $43,666 $44,758 $45,877 $47,024 6 7 $38,595 $39,559 $40,548 $41,562 $42,601 $43,666 $44,758 $45,877 $47,024 $48,199 7 8 $39,559 $40,548 $41,562 $42,601 $43,666 $44,758 $45,877 $47,024 $48,199 $49,404 8 9 $40,548 $41,562 $42,601 $43,666 $44,758 $45,877 $47,024 $48,199 $49,404 $50,639 9 10 $41,562 $42,601 $43,666 $44,758 $45,877 $47,024 $48,199 $49,404 $50,639 $51,905 10 11 $42,601 $43,666 $44,758 $45,877 $47,024 $48,199 $49,404 $50,639 $51,905 $53,203 11 12 $43,666 $44,758 $45,877 $47,024 $48,199 $49,404 $50,639 $51,905 $53,203 $54,533 12 13 $44,758 $45,877 $47,024 $48,199 $49,404 $50,639 $51,905 $53,203 $54,533 $55,896 13 14 $45,877 $47,024 $48,199 $49,404 $50,639 $51,905 $53,203 $54,533 $55,896 $57,294 14 15 $47,024 $48,199 $49,404 $50,639 $51,905 $53,203 $54,533 $55,896 $57,294 $58,726 15 16 $48,199 $49,404 $50,639 $51,905 $53,203 $54,533 $55,896 $57,294 $58,726 $60,194 16 17 $49,404 $50,639 $51,905 $53,203 $54,533 $55,896 $57,294 $58,726 $60,194 $61,699 17 18 $50,639 $51,905 $53,203 $54,533 $55,896 $57,294 $58,726 $60,194 $61,699 $63,242 18 19 $51,905 $53,203 $54,533 $55,896 $57,294 $58,726 $60,194 $61,699 $63,242 $64,823 19 20 $53,203 $54,533 $55,896 $57,294 $58,726 $60,194 $61,699 $63,242 $64,823 $66,443 20 21 $54,533 $55,896 $57,294 $58,726 $60,194 $61,699 $63,242 $64,823 $66,443 $68,104 21 22 $55,896 $57,294 $58,726 $60,194 $61,699 $63,242 $64,823 $66,443 $68,104 $69,807 22 23 $57,294 $58,726 $60,194 $61,699 $63,242 $64,823 $66,443 $68,104 $69,807 $71,552 23 24 $58,726 $60,194 $61,699 $63,242 $64,823 $66,443 $68,104 $69,807 $71,552 $73,341 24 25 $60,194 $61,699 $63,242 $64,823 $66,443 $68,104 $69,807 $71,552 $73,341 $75,175 25 26 $61,699 $63,242 $64,823 $66,443 $68,104 $69,807 $71,552 $73,341 $75,175 $77,054 26 27 $63,242 $64,823 $66,443 $68,104 $69,807 $71,552 $73,341 $75,175 $77,054 $78,980 27 28 $64,823 $66,443 $68,104 $69,807 $71,552 $73,341 $75,175 $77,054 $78,980 $80,955 28 29 $66,443 $68,104 $69,807 $71,552 $73,341 $75,175 $77,054 $78,980 $80,955 $82,979 29 30 $68,104 $69,807 $71,552 $73,341 $75,175 $77,054 $78,980 $80,955 $82,979 $85,053 30 31 $69,807 $71,552 $73,341 $75,175 $77,054 $78,980 $80,955 $82,979 $85,053 $87,179 31 32 $71,552 $73,341 $75,175 $77,054 $78,980 $80,955 $82,979 $85,053 $87,179 $89,359 32 33 $73,341 $75,175 $77,054 $78,980 $80,955 $82,979 $85,053 $87,179 $89,359 $91,593 33 34 $75,175 $77,054 $78,980 $80,955 $82,979 $85,053 $87,179 $89,359 $91,593 $93,883 34 35 $77,054 $78,980 $80,955 $82,979 $85,053 $87,179 $89,359 $91,593 $93,883 $96,230 35 36 $78,980 $80,955 $82,979 $85,053 $87,179 $89,359 $91,593 $93,883 $96,230 $98,636 36 37 $80,955 $82,979 $85,053 $87,179 $89,359 $91,593 $93,883 $96,230 $98,636 $101,101 37 38 $82,979 $85,053 $87,179 $89,359 $91,593 $93,883 $96,230 $98,636 $101,101 $103,629 38 39 $85,053 $87,179 $89,359 $91,593 $93,883 $96,230 $98,636 $101,101 $103,629 $106,220 39 40 $87,179 $89,359 $91,593 $93,883 $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 40 41 $89,359 $91,593 $93,883 $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 41 42 $91,593 $93,883 $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 $114,387 42 43 $93,883 $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 $114,387 $117,247 43 44 $96,230 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 $114,387 $117,247 $120,178 44 45 $98,636 $101,101 $103,629 $106,220 $108,875 $111,597 $114,387 $117,247 $120,178 $123,182 45 46 $101,101 $103,629 $106,220 $108,875 $111,597 $114,387 $117,247 $120,178 $123,182 $126,262 46 47 $103,629 $106,220 $108,875 $111,597 $114,387 $117,247 $120,178 $123,182 $126,262 $129,418 47 48 $106,220 $108,875 $111,597 $114,387 $117,247 $120,178 $123,182 $126,262 $129,418 $132,654 48 49 $108,875 $111,597 $114,387 $117,247 $120,178 $123,182 $126,262 $129,418 $132,654 $135,970 49 50 $111,597 $114,387 $117,247 $120,178 $123,182 $126,262 $129,418 $132,654 $135,970 $139,369 50 51 $114,387 $117,247 $120,178 $123,182 $126,262 $129,418 $132,654 $135,970 $139,369 $142,854 51 52 $117,247 $120,178 $123,182 $126,262 $129,418 $132,654 $135,970 $139,369 $142,854 $146,425 52 53 $120,178 $123,182 $126,262 $129,418 $132,654 $135,970 $139,369 $142,854 $146,425 $150,086 53 54 $123,182 $126,262 $129,418 $132,654 $135,970 $139,369 $142,854 $146,425 $150,086 $153,838 54 55 $126,262 $129,418 $132,654 $135,970 $139,369 $142,854 $146,425 $150,086 $153,838 $157,684 55 56 $129,418 $132,654 $135,970 $139,369 $142,854 $146,425 $150,086 $153,838 $157,684 $161,626 56 57 $132,654 $135,970 $139,369 $142,854 $146,425 $150,086 $153,838 $157,684 $161,626 $165,666 57 58 $135,970 $139,369 $142,854 $146,425 $150,086 $153,838 $157,684 $161,626 $165,666 $169,808 58 59 $139,369 $142,854 $146,425 $150,086 $153,838 $157,684 $161,626 $165,666 $169,808 $174,053 59 60 $142,854 $146,425 $150,086 $153,838 $157,684 $161,626 $165,666 $169,808 $174,053 $178,405 60 61 $146,425 $150,086 $153,838 $157,684 $161,626 $165,666 $169,808 $174,053 $178,405 $182,865 61 62 $150,086 $153,838 $157,684 $161,626 $165,666 $169,808 $174,053 $178,405 $182,865 $187,436 62 63 $153,838 $157,684 $161,626 $165,666 $169,808 $174,053 $178,405 $182,865 $187,436 $192,122 63 64 $157,684 $161,626 $165,666 $169,808 $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 64 65 $161,626 $165,666 $169,808 $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 65 66 $165,666 $169,808 $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 66 67 $169,808 $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 67 68 $174,053 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 68 69 $178,405 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 69 70 $182,865 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 70 71 $187,436 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 71 72 $192,122 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 72 73 $196,925 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 73 74 $201,848 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 74 75 $206,895 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 75 76 $212,067 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 $264,843 76 77 $217,369 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 $264,843 $271,464 77 78 $222,803 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 $264,843 $271,464 $278,250 78 79 $228,373 $234,082 $239,934 $245,933 $252,081 $258,383 $264,843 $271,464 $278,250 $285,207 79 80 $234,082 $239,934 $245,933 $252,081 $258,383 $264,843 $271,464 $278,250 $285,207 $292,337 80 Salary Range
PSPC City of Montebello 5/19/2022
ITEM #____

CITY OF MONTEBELLO

CITY COUNCIL AGENDA STAFF REPORT
TO: Honorable Mayor and City Council Members
FROM: René Bobadilla, P.E., City Manager
BY: Michael Solorza, Director of Finance
SUBJECT: Adoption of Fiscal Year 2022-23 Operating and Capital Budget DATE: June 8, 2022
RECOMMENDATIONS:

It is recommended that the City Council:
1) Adopt Resolution No. 22-43 adopting the Fiscal Year 2022-23 operating and capital budgets for all funds; and,
2) Adopt Resolution No. 22-44 adopting the compensation plan, table of organization and job classifications for Fiscal Year 2022-23 and,
3) Adopt Resolution No. 22-45 establishing a Fiscal Year 2022-23 appropriations limit per Government Code Section 7190 (Gann Limit); and,
4) Adopt Resolution No. 22- 46 for paying and reporting the value of employer paid member contributions as required by a recent CalPERS audit.

FISCAL IMPACT
The City of Montebello celebrates its second century of incorporation with adoption of the Fiscal Year 2022-23 Operating and Capital budget. As the City begins its second century of existence, it is faced with a unique combination of opportunities and challenges.

Montebello is on the right path – financially, organizationally and culturally. The past fiscal year witnessed the continuation of progress towards financial sustainability.

This budget builds upon the progress made in the last two years’ award-winning budgets, and continues moving the organization forward and funds the services and programs key to the City Council’s priorities. The City once again received the Government Finance Officers Association (GFOA) “Distinguished Budget Presentation Award” for the adopted 10 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022 Adoption of Fiscal Year 2022-23 Operating and Capital Budget

Page 2 of 14 ends

Fiscal Year 2021 -22 budget document – the second consecutive year and only the second time in the City’s 100 plus year history. Receiving this award demonstrates the City’s commitment to producing an accessible budget document that effectively communicates the City’s financial priorities in a transparent manner. Staff will submit the FY 2022-23 budget for this award and fully expects to receive it for a third consecutive year.

Staff has created a five year budget development improvement process that establishes a set of building blocks, based on the ability to improve that year’s budget based on progress made the prior year. Each year the process becomes more sophisticated, with the end goal being a self-sustaining budget built around strategic goals.

The image below encapsulates this process, showing the basic building blocks for each year and the emphasis placed on a grouping of tasks designed to continuously improve the budget – and by extension the entire organization:

The current FY 2022 -23 budget focuses on research, improvement (continued) and strategy. Utilizing focused and more in-depth research of revenue and expenditure trends allows for a much more accurate budget. Research into specific expenses and whether they are one time or continuing, and whether they are being recorded to the correct account, leads to improved budget requests. The same goes for revenue, and having a deeper ability to more accurately forecast revenue across all funds.

The FY 2022 -23 bu dget document is more comprehensive, and the continued improvements will help the organization operate more efficiently. In addition, subsequent strategic planning goals will be more fully incorporated into the budget development process. This in turn will improve organizational effectiveness.

Ultimately, the five year process is designed to produce greater financial stability and promote fiscal responsibility. Fiscal sustainability can only be achieved when all parts of the organization are moving in the same direction and focused on achieving the same outcomes. Through a structured and strategic budget process, improvements can be made that will help fund essential operations while making these improvements part of the organizational culture.

FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 …
Year 1 Year 2 Year 3 Years 4 - 5
Assess Analyze Research Analyze
Fix Refine Improve Refine
Present Prepare Strategize Improve
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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The following pages present a high-level overview of the proposed budget. Greater detail can be found in the proposed budget document , as well as the “Budget Message,” included as Attachment F to this report. The budget document has been made available to the City Council in hard copy format, and the public can access the document via the City’s website. The budget document’s budget message and numerous tables, schedules, graphs and charts present a complete picture of the entire $ 184 plus million spending plan.

General Fund
The General Fund budget, which provides funding for everyday services Montebello residents depend on – Police, Fire, community services, code enforcement, streets and park maintenance – is projected to have a $695,700 surplus. General Fund expenditures of $67,990,100 are less than forecasted revenue of $68,685,800, creating the surplus for FY 2022-23.

The table below provides a summary of General Fund revenues vs. expenditures:

Total, all funds expenditures are projected to be $184.265 million against $203.271 million in revenue. These total appropriations include General Fund operations as well as Transit (Montebello Bus Lines), the Golf course, the Hilton Garden Inn and Home2Suites, the various Capital Improv ement Program (CIP) projects funded with Local Return Funds (i.e., Measure R, Proposition C) and Federal and State grants, Community Development Block Grant (CDBG) programs, Successor Agency (former Redevelopment Agency), and many other projects, programs and operations utilizing various special and restricted funding sources. (Attachment A, Exhibits A1 and A2 provide additional detail at the fund level for revenue and expenditures.)

Total General Fund revenue is projected to be $68,685,800, a $6.967 mill ion increase over the FY 2021-22 adopted budget. The table below shows the variances between the FY 2022-23 proposed budget and prior year budgets/actuals, by major revenue category:

General Fund Expenditures 67,990,100
General Fund Revenue 68,685,800
Surplus / (Deficit) 695,700
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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FY 19-20
ACTUAL
FY 20-21

ADOPTED
FY 20-21
ACTUAL
FY 21-22

ADOPTED
FY 22-23
PROPOSED Variance
SALES TAX 12,817,884 18,241,000 22,270,247 20,765,000 25,126,900 4,361,900 PROPERTY TAX 12,701,368 13,026,000 13,714,582 14,293,100 14,875,000 581,900 OTHER TAXES 2,732,921 2,871,000 2,793,180 2,773,000 3,070,000 297,000 LICENSES AND PERMITS 4,776,531 4,872,800 5,775,694 5,942,000 6,468,000 526,000 FINES AND FORFEITURES 2,186,401 2,600,000 2,301,787 2,250,000 2,920,000 670,000 CHARGES FOR SERVICE 6,066,829 7,020,300 6,105,784 7,291,850 7,945,800 653,950 OTHER REVENUE 3,334,783 2,770,000 10,996,196 4,304,200 4,180,100 (124,100) TRANSFERS IN 3,987,540 4,300,000 3,570,002 4,100,000 4,100,000 - 48,604,257 55,701,100 67,527,472 61,719,150 68,685,800 6,966,650

Projected sales tax growth is based on the recovering economy, as well as more accureat forecasts of Measure H revenue . The FY 2022-23 budget includes the third full year of Measure H revenue, and should more accurately reflect the expected amount in a post - pandemic economy, through the use of two years or data. Property Tax is also proving strong, with a 4 .0% increase in Assessed Value, providing an additional $ 581,900 of revenue in the proposed budget. Licenses and Permits forecast an increase, based on projected cannabis operations related rec eipts, as well as improved revenue collection efforts surrounding the City’s business license program.

The City of Montebello is a full -service city, providing Police, Fire, Public Works, Parks and Recreation, Transit and various building, planning and internal support functions (i.e., Finance, Human Resources, Information Technology, etc.). The total FY 2022 -23 General Fund expenditures budget supporting day -to-day functions is $67,990,100, a $6.581 million increase over the FY 2022-23 adopted budget. The table below provides a department level view of expenditures for FY 2022 -23, with comparisons to prior year budgets and actuals:

FY 2019-20
Actuals
FY 2020-21
Adopted
Budget
FY 2020-21
Actuals
FY 2021-22
Adopted
Budget
FY 2022-23

PROPOSED
BUDGET
Administration 2,392,931 2,184,400 2,473,138 2,354,400 2,736,200 Community Development 1,612,140 2,140,800 1,752,274 2,489,820 2,602,450 Finance 2,227,568 2,158,800 2,201,468 2,130,300 2,648,900 Fire 15,114,996 13,690,200 15,310,306 15,814,270 16,887,400 Human Resources and Information Technology 1,239,180 1,312,200 1,742,602 1,928,000 2,298,300 Parks & Recreation 4,472,874 4,467,100 5,078,363 5,361,550 3,140,600 Police 19,223,841 18,989,500 18,916,427 18,818,950 19,611,000 Public Works 8,865,983 8,329,500 9,998,328 9,512,600 14,906,750 Non-Departmental 4,625,043 2,409,000 11,912,014 2,998,800 3,158,500 59,774,556 55,681,500 69,384,920 61,408,690 67,990,100

Police comprises 28.8% of the General Fund budget, with Fire making up 24.8%. The remaining 46.3 % of General Fund appropriations will be committed to planning, building, community services, engineering, payroll, human resources, risk management, landscape maintenance, payroll, accounting and other essential services.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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The 10.7% increase in appro priations in FY 2022 -23 vs. 2021 -22 encompasses many changes. With salary and benefits comprising 62.2% of the General Fund budget, with changes made in this category having the greatest impact on expenditures. Maintenance and Operations comprises 34.5%, and Debt and Lease Payments make up the remaining

3.3% of the adopted General Fund budget:

2022-23 PROPOSED
BUDGET % of Budget
Salary and Benefits 42,263,300 62.2%
Maintenance Operations 23,454,500 34.5%
Debt and Lease Payments 2,272,300 3.3%
67,990,100 100%

Supplemental Requests: Maintenance and Operations / Staffing Included in the proposed budget are supplemental requested items: equipment, professional services, supplies, vehicles and additional positions. These supplemental items are included in the General Fund proposed expenditure amount of $67.990 million, as well as other funds such as Asset Forfeiture, AQMD and Measure A.

The table below presents a summary of the additional appropriations in the Maintenance and Operations category that are included in the proposed budget (all funds), followed by a detailed listing of individual items (by department) that comprise these totals:

DEPARTMENT

GENERAL FUND
AMOUNT
COMMUNITY DEVELOPMENT 55,500
FIRE 302,700
HUMAN RESOURCES - INFORMATION TECHNOLOGY45,600
PARKS AND RECREATION 116,000
POLICE 59,000
PUBLIC WORKS 360,000
938,800

DEPARTMENT

OTHER FUND AMOUNT
PARKS AND RECREATION 105,000
POLICE 700,500
PUBLIC WORKS 100,000
905,500
1,844,300

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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DEPARTMENT AMOUNT DETAILED DESCRIPTION

COMMUNITY DEVELOPMENT
6,000$ Economic Development program related, additional travel needs for related conferences (i.e., ICSC, etc.)
7,500$ Economic Development program related, brochures for city promotion at various events
42,000$ Economic Development consultant, NaviRetail approved at 01/12/2022 City Council meeting
FIRE
56,400$ Ford F150 for Fire Chief (replacement of 20+ year old vehicle) 6,000$ Station 57 PPE Dryer (replacement) 50,000$ SCBA equipment (initial request was $100,000); ongoing replacement
43,200$ USAR classes, training materials, roof prop for Station 56 27,000$ Motorola radio technical training on products and systems 10,000$ Stove and exhaust fan for Station 57 (replacement) 2,500$ iPads for Engine Company inspectors 14,000$ Fire Prevention training for personnel 93,600$ Ford Utility Vehicles (x2) for Fire Marshall and Fire Inspector (replacement of 20+ year old vehicles)

HUMAN RESOURCES - INFORMATION TECHNOLOGY
43,600$ Additional supplies budget for Street Fair, holiday, spring and Halloween lunch, new hire lunch, employee recognition,
wellness event
2,000$ Handouts for new employees (orientation)

PARKS AND RECREATION
45,000$ Addt'l Christmas tree section; stage expansion pieces; storage unit; soccer goals
15,000$ Utility Box beautification program
56,000$ Ford transit passenger wagon (excursions, senior center, total of 1)
21,000$ Community garden management agreement with LACGC (approved by City Council 02/09/2022), ongoing management expense
84,000$ Ford Escape SE (class programs etc. between facilities + mail delivery, total of 2 vehicles)
POLICE
14,000$ Traffic monitoring radar and software 20,000$ Organizational management systems software 25,000$ Communications center assessment (professional services agreement)
121,000$ SART equipment and training
456,300$ Patrol, Detective and Administration vehicles (total of 8) 123,200$ Detective vehicles (total of 3)

PUBLIC WORKS
5,000$ Staff uniforms
5,000$ Staff uniforms
5,000$ Staff uniforms
310,000$ 5 vehicles for Streets/Parks
35,000$ 1 vehicle for Engineering

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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Many of the supplemental items are one -time, or semi -recurring in nature, such as vehicles, SCBA equipment, stage expansion pieces, management assessment studies, SART equipment, and other related equipment/vehicle items. There are also items related to City Council strategic goals: addition funding for expanding the City’s economic development program.

Of the $1,844,300 in supplemental items included across all funds, $1,375,700 are one - time in nature. In other words, they are capital type equipment and/or vehicles with relatively long useful lives. While these items will need to be replace d eventually, the costs associated with acquisition do not need to be budgeted annually. The recurring items (i.e., uniforms, software licenses, etc.) total $200,100 and will become permanently budgeted items. There is an additional $268,500 in semi -recurring items (i.e., iPads, soccer goals, etc.) that have shorter “shelf-lives” than vehicles or other capital items, and funds will need to be provided for in subsequent budgets (but not annually).

As can be seen by the descriptions above, many of the supplemental items are necessary due to the former practice of delaying equipment and infrastructure repairs and upgrades.

The FY 2022 -23 budget represents the third year of playing “catch up” with the myriad deferred purchases. The majority of these supplemental equipment/vehicle items have been for the Fire Department. However, every operating department continues to identify unmet needs and such items will continue to be included in subsequent budgets.

The proposed FY 2022-23 budget includes 43.0 additional full-time equivalent positions, the majority of these (30.0) added to the Transit Department. The table below shows the annual changes, by department, for the past four years:

FY 2019-20 FY 2020-21
FY 2021-22

ADOPTED
FY 202-22

AMENDED
FY 2022-23
PROPOSED Variance
Administration 6.0 8.0 8.0 8.0 8.0 0.0
Community Development 12.0 19.0 21.0 21.0 20.0 -1.0
Finance 19.0 20.0 21.0 21.0 22.0 1.0
Fire 59.0 70.0 73.0 76.0 76.0 0.0
Human Resources - Information Technology 12.0 12.0 14.0 14.0 16.0 2.0 Parks and Recreation 21.0 20.0 21.0 21.0 11.0 -10.0
Police 101.0 102.0 102.0 102.0 102.0 0.0
Public Works 12.0 21.0 23.0 25.0 46.0 21.0
Transit 170.0 182.0 199.0 204.0 234.0 30.0
412.0 454.0 482.0 492.0 535.0 43.0

Over the last four fiscal years (FY 2022 -23 included), key positions have been added in the areas of public safety, homeless assistance and community beautification: Code Enforcement Officers, Fire Captain, Firefighter/Paramedic Trainee, Soci al Worker, and Caseworker, Assistant Engineer, Public Information Office r, etc.. In other areas, staff were moved from Golf Course operations to Public Works, increasing the number of Maintenance Workers dedicated to keeping city streets and rights of way looking their CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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best. There were increases to Transit operations that allowed for improved administration and management of operations, vehicle maintenance and financial management, as well as the proposed addition of 30.0 full-time Bus Operators for FY 2022-23.

The changes encompass the organizational task of moving three operations from Community Development and Parks and Recreation into the Public Works Department:

Building Safety, Facilities Maintenance and Parks Maintenance. Reductions in those departments is primarily responsible for the net increase of 21.0 FTE in Public Works.

For FY 2022-23, the proposed FTE additions are the following:

DEPARTMENT POSITION DESCRIPTION
Battalion Chief Administer all department Training
Telecommunications Technician Radio network assistance
Parks and Recreation
Community Services Supervisor
Additional layer of supervision between
Coordinators - Director
Public Works Manager
Additional supervision to assist Deputy Director
and Superintendent
Assistant Director Building Official
Principal Engineer
Additional professional engineering assistance
and project oversight
Electrician Provide trade skills to Facilities Division Plumber Provide trade skills to Facilities Division
Economic Development Manager Expanding economic development program Parking Control Officer
Improve ability to recruit/retain; offset with
reduction in part-time budget
Assistant Director Additional management support
Assist with Transit
related recruitments
Sr. Management Analyst Assist with customer service
Management Analyst Provide Vehicle performance oversight Bus Operator Adding 30 positions
Building Maintenance
Tradeworker Transit corporate yard specific facility needs Police
Crime Analyst
Provide necessary citywide crime analytics and
support
Transit
Fire
Public Works
Community Development
Human Resources - Information
Technology
Human Resources Analyst

Attached to this agenda report is the “Compensation Plan Resolution” (Attachment B) that lists every approved position classification and the accompanying salary range. It should be noted that – with approved MOUs for eight of the City’s ten represented employee groups – a comprehensive, standard salary matrix now exists. The “Compensation Plan Resolution” updates prior resolutions by implementing the new standardized salary range matrix. That matrix has been included for reference, as Exhibit B1 to Att achment B.

There is one newly created job classification (“ Maintenance Manager”) included in this budget which did not previously exist in the approved “Compensation Plan Resolution.” This position will assist with Transit vehicle maintenance operations. (See Exhibit B2 to Attachment B.)

Other Funds
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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The majority of revenue and expenditures comprising the City’s total budget are recorded in Special Funds, Enterprise Funds, Grant Funds, Trust and Agency Funds and Successor Agency Funds. Under governmental accounting rules, these funds are more restricted, and the use of revenue is dictated by certain guidelines based on the source of funding.

For example, the Los Angeles Country Metropolitan Transportation Authority (Metro) provides Local Return Funds (L RF) to cities in Los Angeles County for various transit, road and street uses. These funds are recorded in their own separate funds: Measure M, Measure, R, Proposition A, and Proposition C. Montebello utilizes these revenues for transit projects, street rehabilitation, and related road projects.

The City also uses Enterprise Funds to account for Transit, Golf, Water and Hotel (Hilton Garden Inn and Home2Suites) operations. The table below presents a high -level overview of all funds revenue and expend itures, proposed for FY 2022-23, grouped by “fund type:”

REVENUE EXPENDITURES Variance
General Fund 68,685,800$ 67,990,100$ 695,700$ Grants/Special Revenue Funds 31,040,500$ 31,813,626$ (773,126)$ Capital Projects (Street/Infrastructure) 14,228,400$ 13,036,400$ 1,192,000$ Internal Service Funds 6,733,400$ 8,344,201$ (1,610,801)$ Enterprise Funds 74,221,800$ 55,073,310$ 19,148,490$ Fiduciary Funds 8,360,670$ 8,007,650$ 353,020$ TOTAL CITY BUDGET 203,270,570$ 184,265,287$ 19,005,283$

The table below provides a high level , historical overview of the four major enterprise funds: Transit, Golf, Hilton Garden Inn and Home2Suites, followed by brief description of each fund and highlights for the 2022-23 fiscal year.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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FY 2019-20

ACTUALS
FY 2020-21

ADOPTED
BUDGET
FY 2020-21

AMENDED
BUDGET
FY 2020-21

ACTUALS
FY 2021-22

ADOPTED
BUDGET
FY 2022-23

PROPOSED
BUDGET
Transit
EXPENDITURES 31,671,369 30,777,500 37,685,547 40,628,734 34,317,900 35,504,650 REVENUE 32,210,637 31,212,900 37,712,900 34,358,671 29,378,400 51,283,800 SURPLUS / (DEFICIT) 539,268 435,400 27,353 -6,270,063 -4,939,500 15,779,150 Golf
EXPENDITURES 2,481,440 3,141,000 3,176,999 2,870,413 2,947,000 2,581,960 REVENUE 2,893,583 2,144,900 2,144,900 3,470,078 2,750,000 2,504,500 SURPLUS / (DEFICIT) 412,143 -996,100 -1,032,099 599,665 -197,000 -77,460 Hilton Garden Inn
EXPENDITURES 4,739,899 4,954,000 4,954,000 3,855,016 5,239,500 5,241,000 REVENUE 4,482,116 6,355,000 6,355,000 3,243,206 6,610,000 5,601,000 SURPLUS / (DEFICIT) -257,783 1,401,000 1,401,000 -611,810 1,370,500 360,000 Home2Suites
EXPENDITURES 8,602,561 9,382,800 9,382,800 7,982,367 9,314,400 9,278,000 REVENUE 9,064,121 9,630,000 9,630,000 8,360,803 9,410,000 12,130,000 SURPLUS / (DEFICIT) 461,560 247,200 247,200 378,436 95,600 2,852,000

Transit
The largest enterprise fund -- as measured by total expenditure and revenue appropriations – is Transit, Fund 600 (Montebello Bus Lines). This fund accounts for the various sources (Proposition A, Federal Transit Administration, etc.) and uses of funds (salaries, maintenance, equipment purchases, etc.) that are utilized to fund daily operations. The FY 2022-23 proposed Transit budget – excluding grants (Fund 270) and Senate Bill 1 (SB 1) State of Good Repair funding (Fund 202) – includes $35.505 million in expenditures balanced against $51.284 in revenue.

The additional revenue for this year comes from two Federal sources, aimed at ameliorating the impacts of the coronavirus pandemic: the American Rescue Plan Act (ARPA) and the Coronavirus Response and Relief Supplemental Appropriations (CRRSA) Act. These two one -time sources of revenue account for $16.0 million of the $51.284 million forecasted for FY 2022 -23 ($9.0 million in ARPA and $7.0 million in CRRSA). This funding will help with daily operations, making up for lost fair revenue due to pandemic related bus line shut downs and lower ridership caused by various coronavirus related restrictions and impacts.

Hotels
The City owns two hotels and contracts with a third -party management company to operate them. The Hilton Garden Inn (HGI) underwent a complete remodel of the hotel, the first since it opened over sixteen years ago, and reopened to the public in September 2020 after being closed for more than six months.

Even with the continued, negative impact from the coronavirus pandemic on occupancy, the Hilton Garden Inn is forecasted to have a surplus in FY 2022-23. The refinancing of CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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HGI debt (December 2019) was a positive financial move, providing significant debt service savings for three years by restructuring the debt to be interest only during that time period. This refinancing made economic sense – taking advantage of historical ly low interest rates – and was fortuitous in timing. The reduced debt service coinciding with reduced income from lower occupancy.

The Home2Suites hotel’s occupancy also suffered in 2020 due to the pandemic.

However, in recent months occupancy has been climbing and management is confident it will reach pre -pandemic levels as business travel returns. The debt service on the Home2Suites (H2S) is greater than Hilton Garden Inn, given the larger outstanding balance (Series 2016A) of bond funds. However, as can be seen in the table above, H2S is forecasted to have a comfortable operating surplus for FY 2022-23.

Both hotels are well positioned to take advantage of the continuing post-coronavirus rebound in leisure and business travel. Their revenue accoun ts are healthy, and projected operating revenue – tempered given economic conditions at large – will be sufficient to support operations and debt service payments.

Golf
The City brought on board new operators of the Golf course (February, 2020), as well as a professional landscape company (October, 2020) . These changes have helped improve operations over the past two years. The new management company has brought professionalism to the course operations for the first time in decades. The ability to properly manage a municipal golf course was immediately seen, with revenue increasing and costs contained. Revenue from golf operations continues to perform well. However, there is still a projected deficit for FY 2022-23, albeit less than in prior years.

The City Council approved development agreement with Top Golf has allowed work to continue on pursuing this project on a portion of the golf course. Bringing a Top Golf operation to Montebello will allow for the revitalization of the Golf Course, and wil l turn a deficit operation into one that is profitable and no longer must be subsidized by the General Fund. There are simultaneous discussions on renovating the remaining portion of the golf course, with architectural designs for a revamped 9-hole executive course and a 6-hole “pitch and putt” course. The end goal is to renovate the entire 118 acre Golf Course property and revitalize it into a destination venue for residents and visitors of all ages, which will no longer be a drain on the General Fund.

Capital Improvement Program
The proposed CIP budget for FY 2022-23 is $18,681,382 and utilizes funding from Gas Tax, Local Return Funds (i.e., Proposition C, Measure R, etc.), Measure W (Los Angeles County stormwater fee), and Federal grants (i.e., HSIPL) for a host of various projects.

The projects and funding sources are summarized in Attachment D. The summary lists projects delineated by their stage: engineering studies, design and construction, maintenance and other projects. The annual debt service amounts related to the “Paving CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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the Way” bonds are included in Proposition C, Measure M and Measure R. The table below provides a high-level overview of CIP appropriations by fund:

Funding Source (Description / Fund Number)
FY 2022-23
Budget
Gas Tax (Fund 200) 2,740,000
Proposition A (Fund 210) 5,727,527
Proposition C (Fund 215) 1,672,255
Measure M (Fund 222) 1,748,500
Measure R (Fund 220) 1,866,553
Measure W (Fund 229) 920,000
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) 3,150,000 TDA-3 (Fund 223) 96,547
HSIP (Grant) 760,000
18,681,382

Some of the projects that are part of the FY 2022-23 CIP budget are continued from prior years, as typically design, engineering and construction spans more than one fiscal year depending on the project. There are additional funds available in the various speci al funds that are not part of the $18.681 million committed to the various projects. In other words, available fund balance exists that has not been committed to a particular project.

The Director of Public Works will work with staff and the City Council to determine potential priority projects to which these unprogrammed funds can be obligated.

Subsequent City Council action would appropriate the unprogrammed funds depending on decisions made about new or expanded CIP projects.

The budget amounts inclu ded in the FY 2022-23 CIP represent either new funding necessary to begin a project or prior year appropriations necessary to continue a previously approved project. Additional funding will be appropriated once FY 2021-22 is completed and encumbrances are carried over as part of the regular “year -end close” process. The carryover of open/active purchase orders will amend the FY 2022-23 budget for the various CIP projects with active work.

In addition, for the first time ever, Staff will present a forma l carryover/re-appropriation agenda item to the City Council in October. This formal re -appropriation is a standard practice in other municipal agencies, and improves transparency while providing more accurate budgets for continuing CIP projects. This action is yet another improvement to the budget process and helps Montebello move towards fiscal stability and sustainability.

BACKGROUND
The development of the Fiscal Year 2022-23 operating and capital budget has culminated in this presentation of a $ 184.265 million all funds spending plan. Furthermore, the General Fund budget will present a surplus of $ 695,700. Significant efforts by staff to CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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right-size the budget have paid off, with significant improvements made throughout the organization which will help Montebello achieve fiscal sustainability.

There has been one formal Budget and Strategic Plan Study Session (April, 2022) and three budget overview presentations to the City Council. In addition, a detailed follow up memoranda was prepared for th e City Council after the June 1, 2022 City Council meeting, providing additional information to respond to questions asked at that meeting .

In addition, a hard-copy version of the proposed budget was provided to the City Council and Executive Management to review, as well as that version being posted to the City’s website (May 24, 2022).

The Fiscal Year 2022-23 budget was prepared under more promising conditions versus prior year budgets, as the economic and social impacts of the global pandemic begin to wane, two years after it began. Revenue projections are more positive than prior years, especially sales tax. The receipt of American Rescue Plan Act (ARPA) Coronavirus State and Local Fuscal Recovery Funds (CSLFRF) -- $16.59 million between FY 2020-21 and FY 2021-22 – will provide much needed resources to backfill lost revenue, improve vital technology services, and complete long-overdue repairs to the City’s aging sewer system.

The entire $ 184 million all funds spending plan provides appropriatio ns across the full range of services that Montebello provides: fire, police, transit, public works, community services, planning, building, code enforcement, information technology, financial planning, homeless outreach, street improvements, recruitment, and so forth. There will be $203 million in revenue from various sources to fund the myriad expenditures across all operations.

This budget provides expansion of certain services and programs, while continuing the process of modified zero-based budgeting that is aimed at eventually placing Montebello on sound financial footing. It represents the third year of a five year effort designed to achieve fiscal sustainability and create a culture of fiscal responsibility throughout the organization. Right -sizing the budget by re -evaluating the prior methods by which budgets were built was begun with the 2020-21 budget, which lead to the City receiving GFOA’s budget award for the first time in its 100 year history; and improved upon in 2021- 22, resulting in the second consecutive GFOA budget award.

Future budgets will continue these improvement and refinement efforts, providing for funding where appropriate while ensuring the City lives within it s means and manages public funds responsibly and transparently all while meeting the needs of residents and responding to City Council strategic goals.

The myriad accomplishments of the past year, and the projects and programs planned and funded in the FY 2022-23 budget will help Montebello successfully transition into its second century of incorporation. The efforts and positive strides forward will ensure the next 100 years see more successes and keep Montebello progressing.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 8, 2022
Adoption of Fiscal Year 2022-23 Operating and Capital Budget

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SUMMARY

The budget presented provides essential services to Montebello residents and visit ors and advances the City Council’s vision. Much progress has been made financially and operationally in Montebello over the past thirty-six months. The Fiscal Year 2022-23 budget continues that forward progress while moving the City closer to long-term financial stability. The clearest evidence of this progress is the presentation of a balanced General Fund budget, with a $695,700 surplus for FY 2022-23.

City Council is being asked to approve the budget, approve the compensation resolution and a new job classification, and approve a resolution setting an appropriations limit as required by State Government Code. In addition, per a recommendation from CalPERS as part of a routine payroll audit, a retroactive resolution relating to the paying and reporting of the employer paid membership contribution (EPMC) must also be approved.

This EPMC related resolution has no impact on current or former employees or reitrees, and is only being presented due to an audit recommendation by CalPERS. This resolution is a “clean-up” item which CalPERS insists is necessary, even though it has no impact whatsoever on payr, working conditions, retirement benefit contributions, etc. for any current or former employees or retirees.

The “Budget Message” is attached as well (Attachment F), which provides a greater discussion of the overall budget, providing in-depth details on various aspects of the City’s operation.

ATTACHMENTS:

A. Resolution No. 22 -43 adopting the Fiscal Year 2022-23 operating and capital budgets for all funds, Exhibits A1, A2, A3, A4, A5;
B. Resolution No. 22-44 adopting the compensation plan and table of o rganization for Fiscal Year 2022-23, Exhibits B1 and B2;
C. Resolution No. 22 -45 establishing a Fiscal Year 2022 -23 appropriations limit Government Code Section 7190 (Gann Limit), Exhibits C1 and C2 D. Capital Improvement Program (CIP) Project – Budget Summary E. Resolution No. 22-46 for Paying and Reporting EPMC as Required by CALPERS F. Budget Message, Fiscal Year 2022-23

ATTACHMENT A

RESOLUTION NO. 22-43

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

MONTEBELLO, CALIFORNIA, ADOPTING AN OPERATING
AND CAPITAL BUDGET FOR FISCAL YEAR 2022-23

WHEREAS, the City Council has received and considered the Proposed budget for Fiscal Year 2022-23 presented through staff reports, Budget Study S essions, Strategic Planning Sessions, and information received in noticed, regular meetings on the City Budget; and,

WHEREAS, the original of said Proposed Budget will be revised so as to reflect each and all of the amendments, changes, and modifications which the City Council, up to the time of adoption of this resolution including any actions taken at the June 8, 2022 meeting, believes should be made in said Proposed Budget as so submitted and to correct any non-substantive errors discovered.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MONTEBELLO HEREBY RESOLVES, FINDS, AND DECLARES AS FOLLOWS:

SECTION 1. That the Proposed Budget for Fiscal Year 2022-23, a complete copy of which has been proposed to the City Council and made available to the public and incorporated by this reference as though fully set forth herein, and which is summarized in Exhibits A1 and A2, attached hereto, is hereby approved and adopted.

SECTION 2. That the Estimated Revenue and Transfers In for all funds for Fiscal Year 2022-23, a summary o f which is attached as Exhibit A1 and incorporated by this reference as though fully set forth here, is hereby approved and adopted. When combined with reserves, the Estimated Revenue and Transfers In for Fiscal Year 2022-23 are sufficient to fund the appropriations set forth in the Proposed Budget for Fiscal Year 2022-

23. SECTION 3. That the Proposed Appropriations and Transfers Out for all Funds for Fiscal Year 2022-23, a summary of which is attached as Exhibit A2 and incorporated by this reference as though fully set forth herein, providing appropriations summaries of details currently contained in the City’s accounting system, including technical adjustments related to Tr ansfers In and Transfers Out, and detail of estimated revenue, is approved and adopted.

SECTION 4. That the Master Position Control, attached hereto as Exhibit A3, and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. The City Manager, subject to compliance with all applicable Municipal Code and Personnel Rules and Regulations, may revise the Tables of Organization and Master Position Control as needed and necessary for the operation of the City.

RESOLUTION NO. 22-43

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SECTION 5. That the Salary Schedules/Tables for all authorized positions are updated and approved so as to reflect the salary provisions in effect for all approved Memoranda of Understanding (MOU) between the City and all recognized bargaining groups as detailed in the separate “Resolution Adopting the Compensation Plan and Table of Organization” that is also adopted at the same meeting as the Fiscal Year 2022-23 Operating and Capital Budget , and fully operationalizes the standardized salary matri x establishing ranges and steps for each approved job classification.

SECTION 6. That the “General Fund Reserve Polices” as presented in Exhibit A4 remain unchanged from those originally adopted on June 24, 2020 and are hereby reaffirmed by approval of this resolution.

SECTION 7. That from the effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments for the respective objects and purpose s therein named; provided however that:

SECTION 7.1. Department Directors are hereby authorized to move appropriations from one object to another, within each budgetary program/division and within the same fund, provided that total approved appropriations for a budget program and within the same fund are not exceed ed nor increased beyond their originally adopted amounts; and,

SECTION 7.2. The Director of Finance is hereby authorized to transfer operating budget appropriations within the same fund between departments, divisions, programs and/or object codes, provided total appropriations for a Department by fund are not increased.

SECTION 8. That changes to total Department appropriations, total fund appropriations, all other changes to Capital Improvement Program appropriations not specified in Section 6 et al of this resolution, transfers to and/or from appropriated reserves, cancellation of appropriations, and appropriations of fund balances shall require the majority approval of the City Council.

SECTION 9. That the Capital Improvement Program (CIP) contained in the Proposed Budget for Fiscal Year 2022-23 (Exhibit A5) is hereby approved in concept, and the Director of Public Works, or his/her designee is authorized to publicly advertise for bids on these projects in accordance with State of California statues and City of Montebello Municipal Code.

SECTION 10. That construction of Capital Improvement Projects requires the use of professional services such as engineering oversight, geo-technical, water testing, project management, design, survey and other required studies and activities. Funding for these professional services is included within each Capital Improvement Project’s budget as set forth in the Proposed Budget for Fiscal Year 2022-23, and specific ally as presented in Exhibit A5. Consistent with State of California statutes and City of Montebello Municipal RESOLUTION NO. 22-43

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Code sections covering procurement of professional services, the City Council hereby authorizes the City Manager, or designee, to enter into any necessary professional services agreements to facilitate the completion of an approved Capital Improvement Project.

SECTION 11. That all encumbrances remaining as of June 30, 2022, after thorough review by appropriate Finance Department staff, will either be released or re-appropriated for use in Fiscal Year 2022-23 as appropriate, in the respective funds, departments, programs and accounts/objects, thus adjusting the adopted budget by the encumbered amount carried over without further City Council action required.

SECTION 12. That all active Capital Improvement Program and Federal, State and Local Grant appropriation balances that existed as of June 30, 2022 will be re-appropriated for use in Fiscal Year 2022-23, as appropriate without further City Council action required.

SECTION 1 3. That at various times throughout the fiscal year, employee engagement, recruitment and retention and morale building activities will be programmed and held. Furthermore, it is in the interest of the public good that these activities be provided to help build and maintain an effective and professional staff, so motivated and engaged as to provide the best customer service possible to Montebello residents and the community at large. Therefore, it is in the public interest that funds have been and will be appropriated in the Fiscal Year 2022 -23 budget for these uses, and the City Council by adoption of the Fiscal Year 2022-23 budget finds it in the public interest to expend funds towards these uses.

SECTION 14. That the City Clerk shall cer tify and record the adoption of this Resolution and the same shall be in full force and effect unless repealed or superseded.

APPROVED AND ADOPTED this 8th day of June, 2022.

_______________________________
Kimberly A. Cobos-Cawthorne, Mayor

ATTEST: APPROVED AS TO FORM:

________________________________ ________________________________ Christopher Jimenez, City Clerk Arnold M. Alvarez-Glasman, City Attorney

RESOLUTION NO. 22-43

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STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF MONTEBELLO )

I, Christopher Jimenez, City Clerk of the City of Montebello, County of Los Angeles, State of California, hereby certify that the foregoing Resolution No. 22-43 was passed and adopted by the City Council of the City of Montebello, signed by the Mayor and attested by the City Clerk at a regular meeti ng of said Council held on the 8th day of June, 2022 and that said Resolution was adopted by the following vote, to-wit:

AYES:

NOES:

ABSTAIN:

ABSENT:

DATE:

Christopher Jimenez, City Clerk

EXHIBITS:
 Exhibit A1 – All funds Revenue Summary
 Exhibit A2 – All funds Expenditure Summary
 Exhibit A3 – Master Position Control
 Exhibit A4 – General Fund Reserve Policies
 Exhibit A5 – CIP Budget Overview
Fund
# Fund Description
FY 2018-19
Actuals
FY 2019-20
Actuals
FY 2020-21

ADOPTED
Budget
FY 2020-21
Amended
Budget
FY 2020-21
Actuals
FY 2021-22
Adopted Budget
FY 2022-23

PROPOSED
BUDGET
100 General 55,201,506 48,604,255 55,701,100 56,485,700 67,491,567 61,719,150 68,685,800 200 Highway Users Tax 1,311,052 1,469,626 1,604,300 1,604,300 1,386,509 1,518,800 1,729,200 201 SB1 - Road Maint. & Rehab. (RMRA 1,169,627 1,160,068 1,223,400 1,223,400 1,181,176 1,225,700 1,403,200 202 SB1 - Transit-State of Good Repairs (STA/SGR - - 1,530,100 4,657,977 191,693 885,200 1,453,000 205 Retirement 12,931,143 13,029,222 13,604,000 13,604,000 15,010,965 15,171,000 14,541,000 210 Prop A - Streets 1,318,846 1,308,604 1,381,200 1,381,200 1,312,714 1,299,200 1,554,900 215 Prop C - Streets 1,261,439 12,109,954 1,150,300 1,150,300 1,090,874 1,080,400 1,286,000 220 Measure R - Streets 831,351 8,656,047 858,900 858,900 813,324 803,800 959,900 221 Measure A - Parks - - 600,000 600,000 - 600,000 1,071,100 222 Measure M Streets 917,497 10,046,163 966,000 966,000 921,594 910,300 1,083,000 223 TDA - Sidewalks 88,659 89,696 47,500 47,500 - 46,500 59,200 225 Metro-Link - - - - -
229 Measure W - SCW 900,000 914,580 900,000 900,000
230 Drug Enforcement - Asset Forfeitures 908,774 712,481 - - 170,933 251,500 501,000 235 Supplemental Law Prop. 72 156,089 158,933 154,000 154,000 156,727 152,750 160,000 240 Justice Assistance Grants (JAG 1,366 1,255 - 47,199 200 500 500 241 Inmate Welfare Fund - - 17,438 -
245 Air Quality Management District Grant (AQMD 97,969 92,379 86,000 86,000 85,839 84,000 85,000 250 Park Development 680 486 - - 115 250 -
255 Community Development Block Grants (CDBG 860,520 661,324 1,141,000 3,119,593 690,719 1,597,450 1,347,500 260 HOME funds 3,654 47,245 300,000 402,108 26 400,000 665,800 264 George Miller Estate Donation - 325,000 - - 1,761 750 500 265 Grants 851,706 3,020,575 21,000 5,144,438 1,443,754 2,177,200 375,100 270 Transit Grants 4,913,529 3,490,661 - 13,954,931 1,872,189 - - 295 Stay Arts Gallery 250,000
300 Prop A Exchange 3,109 1,394 - - - - -
325 Information Technology Upgrades 4,700,000
410 Debt Service (Golf Course/City Hall Bonds 1,505,329 142,847,323 - - 11,031,528 11,039,700 11,143,000 500 Trust & Agency 419,452 250,370 - - 99,324 120,500 205,000 600 Transit 31,253,845 32,210,635 31,212,900 37,712,900 34,358,671 29,378,400 51,283,800 605 Water 3,203,208 2,572,472 2,610,000 2,610,000 2,594,142 2,607,000 2,702,500 610 Golf 2,973,964 2,893,584 2,144,900 2,144,900 3,474,608 2,750,000 2,504,500 615 Detention 74,170 - - - -
620 Hilton 14,242,762 4,482,116 6,355,000 6,355,000 3,243,206 6,610,000 5,601,000 625 Home2Suites 7,952,204 9,064,121 9,630,000 9,630,000 8,360,802 9,410,000 12,130,000 700 Self Insurance 7,397,377 7,659,496 6,929,900 6,929,900 7,524,399 6,672,300 6,733,400 720 Corporate Shop 572,499 - - - - - -
800 Successor Agency 8,517,021 6,715,018 - - 7,496,314 6,601,000 8,155,670 810 Housing Authority Successor 36,760 4,320 - - - - - Grand Total 160,977,107 313,684,823 139,251,500 171,770,246 172,937,691 166,013,350 203,270,570 City of Montebello
Citywide (All Funds) Summary
Revenue by Fund
FY 2018-19 - FY 2022-23
EXHIBIT A1
Fund
# Fund Description
FY 2018-19
Actuals
FY 2019-20
Actuals
FY 2020-21
Adopted
Budget
FY 2020-21
Amended
Budget
FY 2020-21
Actuals
FY 2021-22
Adopted
Budget
FY 2022-23

PROPOSED
BUDGET
100 General 52,335,129 59,774,549 55,681,500 61,560,995 69,385,371 61,408,690 67,990,100 200 Highway Users Tax 1,478,146 477,789 683,700 2,347,194 916,251 3,316,204 2,357,800 201 SB1 - Road Maint. & Rehab. (RMRA 115,693 6,197 - 3,000,882
847,938 3,524,700 1,500,900
202 SB1 - Transit-State of Good Repairs (STA/SGR 2,755 - - 4,656,977
168,459 - 410,300
205
Retirement 9,949,505 11,117,156 12,376,400 12,376,400 11,098,421 11,648,100 11,652,600
210
Prop A - Streets - - 300
1,964,610
61,742 1,794,700 679,700
215
Prop C - Streets 557,363 2,855,065 851,500 4,692,732 1,967,247 1,113,500 1,166,400
220
Measure R - Streets 510,170 2,440,470 975,900 5,036,100 4,752,740 543,500 1,117,000
221
Measure A - Parks - - 1,008,000 1,008,000
- - 21,000
222
Measure M Streets 704,742 1,740,828 787,200 4,819,933 5,141,828 1,130,570 1,083,300
223 TDA - Sidewalks 88,659 80,968 - 35,813 56,315 91,088 - 225 Metro-Link - - - - - - -
229 Mesure W - SCW - 900,000
700,000 900,000 903,700
230 Drug Enforcement - Asset Forfeitures 1,191,059 487,273 445,000 707,698 450,343 516,000 1,018,300
235 Supplemental Law Prop. 72 438,058 296,492 346,800 346,800 320,338 347,100 257,100
240 Justice Assistance Grants (JAG - 19,988
- 47,199
- - -
241 Inmate Welfare Fund
245 Air Quality Management District Grant (AQMD 241,363 26,457 336,300 912,300
494,050 228,700 227,900
250 Park Development 14,500 - - - - - -
255 Community Development Block Grants (CDBG 742,491 625,699 611,100 2,931,791 939,720 2,054,300 1,632,400 260 HOME funds 11,925 - - 402,108 7,188 502,400 25,800
264 George Miller Estate Donation - 55,354
65,750 83,200
265 Grants 1,037,194 2,918,536 44,400 4,758,748 3,308,714 3,120,758 344,625
270 Transit Grants 2,994,127 5,387,165 - 13,984,541 2,480,676
- 4,375,000
295 Stay Arts Gallery 250,000
300
Prop A Exchange - 95,319
18,700 35,305 31,391 - - 325 Information Technology Upgrades 4,700,000
400
Debt Service I - - - - - - 1
410
Debt Service 1,509,897 142,811,845 3,345,200 3,345,200 11,051,073 11,047,500 11,043,000 500
Trust & Agency 479,951 256,268 125,000 125,000 1,232,470 175,000 120,250 600
Transit 32,635,053 31,671,371 30,777,500 37,685,547 40,628,675 34,317,900 35,504,650 605
Water 2,595,592 2,364,399 2,223,800 2,226,619 2,296,631 2,258,300 2,467,700 610
Golf 2,818,036 2,481,440 3,141,000 3,140,999 2,870,419 2,947,000 2,581,960 615
Detention - - - - - - -
620 Hilton 5,240,638 4,739,897 4,954,000 4,954,000 3,855,018 5,239,500 5,241,000 625
Home2Suites 8,112,049 8,602,562 9,382,800 9,382,800 7,982,367 9,314,400 9,278,000 700
Self Insurance 10,331,149 7,402,781 7,479,300 7,479,300 7,971,766 7,461,800 8,344,200 720
Corporate Shop 1,910,808 108,369 - - - - - 725
Equipment Reserve - - - - - - 1
800
Successor Agency 2,268,692 1,957,133 8,102,700 8,102,700 1,652,339 8,413,100 7,884,900 810 Housing Authority Successor 752,843 156,518 198,200 218,200 41,733 2,500 2,500
900
Capital Assets Fund 10,852,301 3,101,792 - - 3,150,468 - 1 G
rand Total 151,919,888 294,004,326 143,896,300 203,186,491 185,917,045 173,483,060 184,265,288 City of Montebello
Citywide (All Funds) Summary
Expenditures by Fund
FY 2018-19 - FY 2022-23
EXHIBIT A2
*Includes updated classifications per approved "Classification and Compensation Study" FY 2019-20 FY 2020-21
FY 2021-22

ADOPTED
FY 2021-22

AMENDED
FY 2022-23
PROPOSED Variance
Elected
City Councilmember 5.0 5.0 5.0 5.0 5.0 0.0
City Clerk 1.0 1.0 1.0 1.0 1.0 0.0
City Treasurer 1.0 1.0 1.0 1.0 1.0 0.0

7.0 7.0 7.0 7.0 7.0 0.0
Administration
City Manager 1.0 1.0 1.0 1.0 1.0 0.0
Assistant City Manager 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director of Public Affairs (Formerly "Deputy Director of Public Affairs") 0.0 1.0 1.0 1.0 1.0 0.0 Public Information Officer 1.0 1.0 1.0 1.0 1.0 0.0
Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 0.0
Assistant to the Deputy City Clerk 0.0 1.0 1.0 1.0 1.0 0.0 Records Coordinator 0.0 0.0 1.0 1.0 1.0 0.0
Office Manager 1.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 0.0 0.0 0.0 0.0

6.0 8.0 8.0 8.0 8.0 0.0
Finance
Director of Finance 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director or Finance (Formerly "Deputy Director") 0.0 1. 01 . 01 . 01 . 00 . 0 Accounting Manager 1.0 1.0 1.0 1.0 1.0 0.0
Accounting Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Senior Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Management Analyst 0.0 0.0 1.0 1.0 1.0 0.0
Accountant 4.0 4.0 4.0 4.0 5.0 1.0
Senior Finance Technician (Formerly "Finance Technician") 5.0 5.0 5.0 5.0 5.0 0.0 Finance Technician (Formerly "Account Clerk I/II) 5.0 5.0 5.0 5.0 5.0 0.0 Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 1.0 1.0 0.0

19.0 20.0 21.0 21.0 22.0 1.0
Fire
Fire Chief 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Fire Chief 0.0 0.0 0.0 1.0 1.0 0.0
Deputy Fire Chief 0.0 1.0 1.0 1.0 1.0 0.0
Fire Battalion Chief 3.0 3.0 3.0 3.0 4.0 1.0
Fire Captain 12.0 13.0 13.0 14.0 14.0 0.0
Fire Engineer 12.0 12.0 12.0 12.0 12.0 0.0
Firefighter 24.0 24.0 24.0 24.0 24.0 0.0
Firefighter/Paramedic Trainee 0.0 4.0 4.0 4.0 4.0 0.0
Fire Marshal 1.0 1.0 1.0 1.0 1.0 0.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0 0.0 -1.0
Community Risk Reduction and Education Coordinator 0.0 0.0 1.0 1.0 0.0 -1.0 Senior Fire Inspector 0.0 0.0 1.0 1.0 1.0 0.0
Fire Inspector (Formerly "Fire Inspector I") 1.0 2.0 2.0 2.0 2.0 0.0 Assistant Diretor or Fire (Formerly "Deputy Director") 1.0 1.0 1.0 1.0 1.0 0.0 Grants and Project Administrator 0.0 0.0 1.0 1.0 1.0 0.0 Senior Management Analyst 2.0 2.0 2.0 2.0 2.0 0.0
Telecommunications Manager

0.0 1.0 0.0 0.0 0.0 0.0
Public Saftey Radio Supervisor (Formerly "Telecommunications Supervisor") 0.0 1.0 1.0 1.0 1.0 0.0 Public Safetry Radio Technician (Formerly "Telecommunications T echnician") 0.0 0.0 1.0 1.0 2.0 1.0 Social Work Supervisor 0.0 1.0 1.0 1.0 1.0 0.0
Field Response Case Coordinator 0.0 1.0 1.0 1.0 1.0 0.0 Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 2.0 2.0 0.0

59.0 70.0 73.0 76.0 76.0 0.0
City of Montebello
Fiscal Year 2022-23 Budget
Master Position Control, by Department*
EXHIBIT A3
*Includes updated classifications per approved "Classification and Compensation Study" FY 2019-20 FY 2020-21
FY 2021-22

ADOPTED
FY 2021-22

AMENDED
FY 2022-23
PROPOSED Variance
City of Montebello
Fiscal Year 2022-23 Budget
Master Position Control, by Department*
Human Resources and Information Technology
Director of Human Resources and Risk Management 1.0 1.0 1.0 1.0 1.0 0 .0 Assistant Director of Human Resources and Risk Management 0.0 0. 00 . 00 . 01 . 01 . 0 Human Resources Manager 0.0 0.0 1.0 1.0 1.0 0.0
Risk Manager 1.0 1.0 1.0 1.0 1.0 0.0
Senior Human Resources Analyst 2.0 2.0 2.0 2.0 2.0 0.0
Human Resources Analyst 1.0 1.0 1.0 1.0 2.0 1.0
Human Resources Technician 1.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 1.0 1.0 0.0 Information Systems Manager 1.0 1.0 2.0 2.0 2.0 0.0
Information Systems Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Information Systems Analyst 3.0 3.0 3.0 3.0 3.0 0.0

12.0 12.0 14.0 14.0 16.0 2.0
Planning and Community Development
Director of Planning and Community Development 1.0 1.0 1.0 1.0 1.0 0. 0 Assistant Director of Planning and Community Development (Forme rly "Deputy Director") 1.0 1.0 1.0 1.0 1.0 0.0 Building Official 1.0 1.0 1.0 1.0 0.0 -1.0
Housing Manager 0.0 0.0 1.0 1.0 1.0 0.0
Planning Manager 1.0 1.0 1.0 1.0 1.0 0.0
Economic D evelopment Manager 0.0 0.0 0.0 0.0 1.0 1.0
Planner (Formerly "Associate Planner") 1.0 1.0 1.0 1.0 1.0 0.0 Assistant Planner 0.0 2.0 2.0 2.0 2.0 0.0
Code Enforcement Manager 0.0 1.0 1.0 1.0 1.0 0.0
Code Enforcement Coordinator 1.0 1.0 1.0 1.0 1.0 0.0
Code Enforcement Officer 3.0 4.0 4.0 4.0 4.0 0.0
Parking Control Officer 0.0 0.0 0.0 0.0 2.0 2.0
Combination Builidng Inspector

0.0 1.0 1.0 1.0 0.0 -1.0
Buiding Permit Technician 1.0 1.0 2.0 2.0 0.0 -2.0
Senior Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Management Analyst 0.0 2.0 2.0 2.0 2.0 0.0
Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 1.0 1.0 0.0

12.0 19.0 21.0 21.0 20.0 -1.0
Police
Police Chief 1.0 1.0 1.0 1.0 1.0 0.0
Police Captain 2.0 2.0 2.0 2.0 2.0 0.0
Police Lieutenant 5.0 5.0 6.0 6.0 6.0 0.0
Police Sergeant 10.0 10.0 10.0 10.0 10.0 0.0
Police Corporal 23.0 23.0 23.0 23.0 23.0 0.0
Police Officer 33.0 33.0 32.0 32.0 32.0 0.0
Police Records Supervisor (Formerly "Records Supervisor") 1.0 1.0 1.0 1.0 1.0 0.0 Dispatch Supervisor (Formerly "Communications Supervisor") 1.0 1. 01 . 01 . 01 . 00 . 0 Police Dispatcher II 5.0 5.0 5.0 5.0 5.0 0.0
Police Dispatcher I 5.0 5.0 5.0 5.0 5.0 0.0
Police Records Technician 9.0 9.0 9.0 9.0 9.0 0.0
Property and Evidence Technician 2.0 2.0 2.0 2.0 2.0 0.0 Crime Analyst 0.0 0.0 0.0 0.0 1.0 1.0
Court Liaison 1.0 1.0 1.0 1.0 1.0 0.0
Parking Control Officer 1.0 1.0 1.0 1.0 0.0 -1.0
Grants and Project Administrator 1.0 1.0 1.0 1.0 1.0 0.0 Senior Management Analyst 0.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 1.0 1.0 0.0 101.0 102.0 102.0 102.0 102.0 0.0
*Includes updated classifications per approved "Classification and Compensation Study" FY 2019-20 FY 2020-21
FY 2021-22

ADOPTED
FY 2021-22

AMENDED
FY 2022-23
PROPOSED Variance
City of Montebello
Fiscal Year 2022-23 Budget
Master Position Control, by Department*
Public Works
Director of Public Works 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director of Public Works 1.0 1.0 1.0 1.0 2.0 1.0 Deputy Director 0.0 0.0 0.0 0.0 1.0 1.0
Principal Engineer 0.0 0.0 0.0 0.0 1.0 1.0
Assistant Engineer 0.0 0.0 1.0 2.0 2.0 0.0
Building Official 0.0 0.0 0.0 0.0 1.0 1.0
Combination Builidng Inspector 0.0 0.0 0.0 0.0 1.0 1.0
Buiding Permit Technician 0.0 0.0 0.0 0.0 2.0 2.0
Public Works Inspector 0.0 0.0 1.0 1.0 1.0 0.0
Public Works Superintendent (Formerly "Recreation & Community S ervices Superintendent") 0.0 1.0 1.0 1.0 1.0 0.0 Public Works Manager 0.0 0.0 0.0 0.0 1.0 1.0
Park Maintenance Supervisor 0.0 0.0 0.0 0.0 1.0 1.0
Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Tree Maintenance Supervisor

1.0 1.0 1.0 1.0 1.0 0.0
Building Maintenance Tradeworker II 0.0 0.0 0.0 0.0 2.0 2.0 Electrician 0.0 0.0 0.0 0.0 1.0 1.0
Plumber 0.0 0.0 0.0 0.0 1.0 1.0
Maintenance Worker 7.0 14.0 14.0 14.0 22.0 8.0
Senior Management Analyst 0.0 1.0 1.0 1.0 1.0 0.0
Management Analyst 0.0 0.0 0.0 1.0 1.0 0.0
Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 1.0 1.0 0.0

12.0 21.0 23.0 25.0 46.0 21.0
*Transfer 7.0 FTE from Parks and Recreation - Golf Course Operations, October, 2020 Recreation and Community Services
Director of Recreation and Community Services 1.0 1.0 1.0 1.0 1.0 0.0 Assistant Director of Recreation and Community Services (Former ly "Deputy Director") 1.0 1.0 1.0 1.0 1.0 0.0 Recreation & Community Services Superintendent**

0.0 1.0 1.0 1.0 1.0 0.0
Park Maintenance Supervisor 1.0 1.0 1.0 1.0 0.0 -1.0
Building Maintenance Tradeworker II 2.0 2.0 2.0 2.0 0.0 -2.0 Maintenance Worker 8.0 8.0 8.0 8.0 0.0 -8.0
Recreation Manager 0.0 0.0 1.0 1.0 1.0 0.0
Recreation Supervisor 0.0 0.0 0.0 0.0 1.0 1.0
Community Services Coordinator 3.0 4.0 4.0 4.0 4.0 0.0
Management Analyst 1.0 1.0 1.0 1.0 1.0 0.0
Senior Administrative Assistant (Formerly "Administrative Secre tary") 1.0 1.0 1.0 1.0 1.0 0.0 Golf Course Superintendent / Facility Manager** 1.0 0.0 0.0 0.0 0.0 0.0 Golf Cart Mechanic* 1.0 0.0 0.0 0.0 0.0 0.0
Golf Course Equipment Mechanic* 1.0 0.0 0.0 0.0 0.0 0.0

21.0 20.0 21.0 21.0 11.0 -10.0
*Golf Course personnel transferred to Public Works as "Maintenance Worker" classification **Recreation & Comm Services Superintendent transferred to Public Works as "Public Works Superintendent" *Includes updated classifications per approved "Classification and Compensation Study" FY 2019-20 FY 2020-21
FY 2021-22

ADOPTED
FY 2021-22

AMENDED
FY 2022-23
PROPOSED Variance
City of Montebello
Fiscal Year 2022-23 Budget
Master Position Control, by Department*
Transportation
Director of Transportation 1.0 1.0 1.0 1.0 1.0 0.0
Assistant Director of Transportation (Formerly "Deputy Director ") 1.0 1.0 1.0 1.0 1.0 0.0 Deputy Director 0.0 0.0 0.0 2.0 1.0 -1.0
Public Information Officer 0.0 1.0 1.0 1.0 1.0 0.0
Transit Administration Manager 1.0 2.0 2.0 2.0 1.0 -1.0 Transit Operations Manager 1.0 1.0 1.0 1.0 1.0 0.0
Fleet Maintenance Manager (Formerly "Vehicle Maintenance Manage r") 0.0 1.0 1.0 1.0 1.0 0.0 Maintenance Manager 0.0 0.0 1.0 1.0 1.0 0.0
Shop Maintenance Supervisor 4.0 4.0 4.0 4.0 4.0 0.0
Transit Dispatch Supervisor 10.0 12.0 12.0 15.0 15.0 0.0 Transit Assistant Manager (Formerly "Transit Operations Supervi sor") 3.0 3.0 3.0 3.0 3.0 0.0 Warehouse Supervisor (Formerly "Transit Stores and Facility Sup ervisor") 1.0 1.0 1.0 1.0 1.0 0.0 Fleet Services Supervisor (Formerly "Maintenance Service Superv isor") 1.0 1.0 1.0 1.0 1.0 0.0 Grants and Project Administrator (Formerly "Transit Grants and Project Administrator") 1.0 1.0 1.0 1.0 1.0 0.0 Senior Procurement Analyst 0.0 1.0 1.0 1.0 1.0 0.0
Senior Management Analyst 0.0 0.0 0.0 0.0 1.0 1.0
Management Analyst 1.0 3.0 3.0 3.0 4.0 1.0
Transit Planner 0.0 0.0 0.0 1.0 1.0 0.0
Associate Planner 0.0 0.0 1.0 0.0 0.0 0.0
Account Clerk (Formerly "Account Clerk I") 0.0 1.0 1.0 1.0 1.0 0.0 Finance Technician (Formerly "Account Clerk II") 2.0 3.0 3.0 3.0 3.0 0.0 Senior Administrative Assistant (Formerly "Administrative Secre tary") 0.0 1.0 1.0 1.0 1.0 0.0 Bus Operator 105.0 105.0 120.0 120.0 150.0 30.0
Heavy Equipment Mechanic (Formerly "Equipment Mechanic A") 15.0 1 5.0 15.0 15.0 15.0 0.0 Fleet Service Worker (Formerly "Equipment Serviceworker") 13.0 13 .0 13.0 13.0 13.0 0.0 Body Shop Mechanic 1.0 1.0 1.0 1.0 1.0 0.0
Building Maintenance Tradeworker II 1.0 1.0 1.0 1.0 2.0 1.0 Maintenance Worker

1.0 1.0 1.0 1.0 0.0 -1.0
Storekeeper 3.0 3.0 3.0 3.0 3.0 0.0
Administrative Assistant (Formerly "Clerk Typist") 4.0 5.0 5.0 5.0 5 .0 0.0 170.0 182.0 199.0 204.0 234.0 30.0
Total Full-Time Employees 419.0 461.0 489.0 499.0 542.0 43.0 Total Full-Time Employees Net Elected 412.0 454.0 482.0 492.0 535.0 4 3.0 FY 2019-20 FY 2020-21
FY 2021-22

ADOPTED
FY 202-22

CITY OF MONTEBELLO
General Fund Reserve Policies
Fund balance r efers to the difference between assets and liabilities in the City’s governmental funds balance sheet. This information is one of the most widely used elements of State and local government financial statements. Financial statement users examine fund balance information to identify the available liquid resources that ca n be used to pay down unfunded liabilities, finance capital improvements, or enhance the overall financial position of the City.

PURPOSE
The purpose of these policies is to provide guidance on maintaining reasonable levels of reserves in the City’s General Fund. In addition, these policies help improve financial reporting by establishing fund balance classifications that create a hierarchy based on the extent to which the City is bound to observe spending constraints that govern how the City can use amounts reported in the gov ernmental fund balance sheet. These policies will also help guide current and future allocation levels to various reserve categories in the General Fund, setting out specific target amounts based on widely used and accepted best practices. As referencing governmental funds, this policy satisfies t h e r e q u i r e m e n t s of Governmental Accounting Standards Board (GASB) Statement No. 54 and incorporates all previous City Council policies regarding GASB Statement No. 54.

POLICY
It is the policy of the City of Montebello to identify the various classifications of the City’s governmental fund balances in its Comprehensive Annual Fina ncial Report (CAFR). These classificatio ns take into consideration the City’s long-term infrastructure needs, non-current liabilities, funds necessary to mitigate economic uncertainties, funding th at has s pending constraints such as grants and fixed assets that will not easily convert to cash. These policies will also increase transparency by clearly designating appropriate reserve levels and categories based on City Council direction and long-term financial planning needs.

The fund balance is a tool the City uses to have an effective long-term financial plan, as well as ensure sufficient liquidity to meet its financial obligations in the short-term.

OBJECTIVES
The City of Montebello’s Reserve Policies have two primary objectives:

1. To determine the available liquid resources; and,

2. To provide the information necessary to make informed financial decisions The fund balance classifications of the City’s General Fund are designed to clarify the extent to which the City is bound to honor constraints on the specific p urposes for which amounts in the fund can be spent, rather than to simply represent the financial resources available for appropriation.

EXHIBIT A4
2 | Page
Reserve Policies
Adopted June 8, 2022

OVERVIEW

There are three categories of funds per generally accepted accounting principles:

 Governmental Funds: the General Fund, Special Revenue Funds (e.g., State Highway Users Tax), and Capital Projects Funds

 Proprietary Funds: Transit Operations Enterprise Fund

 Fiduciary Funds: Successor Agency (i.e., former Redevelopment Agency)

The GASB 54 classifications only apply to Governmental Funds. For the City of Montebello, these policies will apply only to the General Fund.

The fund balance is only an approximate measure of liquidity or working capital. Therefore, it is necessary for the City to recognize how fund balance is constituted and isolates funds that are needed for longer-term obligations, discern what funds are restricted for specified purposes, and classify those funds that are not available at all. To accomplish this goal, the City’s financial statements for governmental funds are compr ised of five fund balance categories, as spelled out in GASB Statement No. 54:

 Nonspendable Funds
 Restricted Funds
 Committed Funds
 Assigned Funds
 Unassigned Funds

NON-SPENDABLE AND RESTRICTED FUND BALANCE

The first two classifications are subject to requirements outside the local governing body’s control for financial decision making and planning purposes. “Nonspendable” resources are essentially irrelevant because, by their nature, they are not liquid (i.e., land or similar non-cash assets). “Restricted” resources are of no discretionary value given the restrictions placed upon them by a third-party outside of the City’s control (i.e., reserve funds required to be set aside by bond documents). Accordingly, this policy will just briefly describe these two classifications.

Nonspendable Funds

Some of the assets that are included in determining the City’s fund balance are inherently nonspendable:

 Assets that will never convert to cash, such as prepaid items and inventories  Assets that will not convert to cash within sixty (60) days from the start of the fiscal year, such as long-term loans receivable, and non-financial assets held for resale  Assets that must be maintained intact pursuant to legal or contractual requirements, such as an endowment

3 | Page
Reserve Policies
Adopted June 8, 2022

Restricted Funds

Restricted funds describe the portion of the fund balance that is subject to externally enforceable legal restrictions, these restrictions fall into three (3) categories:

Restrictions are imposed by parties altogether outside the scope of the City’s governance:

 Creditors (typically through a debt covenant)
 Grantors (typically State, Federal and other governmental agencies)  Contributors
 Other governments

Restrictions that arise when the authorization to raise revenues is conditioned upon the revenue being used for a particular purpose:

 Gas taxes must be used for street repair
 Proposition C funds must be used for fixed transit routes  Proposition A funds must be used for transit programs  Measure R must be used for local street repair

Long-term loans receivable and non-financial assets that are collected can also be considered Restricted if the collected funds are subject to an externally enforceable restriction on how they can be spent.

PROCEDURES

This section provides a comprehensive protocol on what is legally deemed the unrestricted (or spendable) portion of the General Fund fund balance, and the order in which the classifications are spent. The unrestricted portion of the fund balance is comprised of the General Fund’s resources classified as “Committed,” “Assigned,” or “Unassigned.”

UNRESTRICTED (SPENDABLE) FUND BALANCE

Committed Funds

Committed funds describe a portion of the fund balance that is constrained by limitations imposed by the Montebello City Council. The City Council imposed limitation must occur no later than the close of the reporting period (i.e., end of the fiscal year) and remains binding unless removed under the same manner. A commitment is made by City Council adoption of a re solution that states the amount and purpose of the commitment.

This policy requires the commitment to be made as part of the annual budget adoption process (which typically occurs in June of each year). Furthermore, this policy sets out two distinct commitments:

Economic Uncertainties Reserve and Unfunded Liabilities Reserve.

4 | Page
Reserve Policies
Adopted June 8, 2022

Committed Funds – Economic Uncertainties Reserve

This reserve policy establishes a Commitment for Economic Uncertainties equal to an amount calculated as twenty -five percent (25%) of the Gene ral Fund’s annual operating revenues.

Appropriations from the Economic Uncertainties Reserve can only be made by formal City Council action (i.e., resolution appropriating use of these reserve funds).

Generally, appropriations and access to these Committed funds will be reserved for emergency situations. Examples of such emergencies include, but are not limited to:

 Reduction in revenue equal to or greater than 20% of adopted General Fund revenues in a given fiscal year
 An unplanned, major, catastrophic event such as a natural disaster requiring expenditures over
 10% of General Fund adopted appropriations in a given fiscal year  Unfunded and/or unpredictable State or Federal legislative or judicial mandates  Any other unforeseen event that causes the City to expend funds in excess of 10% of General
 Fund adopted appropriations in a given fiscal year

Committed Funds – Unfunded Liabilities Reserve

This reserve policy establishes a Commitment for Unfunded Liabilities equal to an amount calculated as five percent (5%) of the Gene ral Fu nd’s annual operating revenues.

Appropriations from the Unfunded Liabilities Res erve can only be made by formal City Co uncil action (i.e., resolution appropriating use of these reserve funds).

Generally, appropriations and access to these Committed funds will be reserved to pay-down unfunded liabilities. Examples of such uses include, but are not limited to:

 Establishment of a Section 115 irrevocable trust to pay-down Other Post-Employment Benefits (OPEB) liabilities
 Making Additional Discretionary Payments (ADP) related to the City’s pension plan (i.e., PERS)  Funding other unfunded liabilities as identified or needed

Assigned Funds

Assigned funds describe the portion of the General Fund reserves that reflect the use of resources by the Montebello City Council intended to provide a means and source of funding for various near-term and long-term needs. Funds can be designated “assigned” to address equipment replacement needs as well as to set-aside funding for unfunded/unprogrammed future capital and/or infrastructure projects.

This policy grants authority to assign funds to the Director of Finance. Assignment of reserves may be modified by the Director of Finance as part of the annual budget process. Use of assigned funds 5 | Page
Reserve Policies
Adopted June 8, 2022

requires formal action by the City Council to appropriate funds in the appropriate account.

Specifically, this reserve policy establishes assignments for the following short-term and long-term needs, at the various levels specified:

 Equipment/Technology Replacement and Upgrades
 Capital Improvement (Unfunded/Un-programmed)
 Deferred Maintenance/Infrastructure Maintenance
 Energy Efficiency Projects
 Self-insured Retention
 Economic Sustainability

Additional assignments can and will be made by the Director of Finance as part of the preparation of the annual Comprehensive Annual Financial Report (CAFR). These assignments generally include reserving funds for deposits, debt service and bond defeasance. The CAFR will include a detailed accounting of all GASB Statement No. 54 fund balance classifications, including all Assigned Funds.

Equipment/Technology Replacement and Upgrade Assignment

An assignment for equipment and/or technology replacement and upgrade needs will be made that is equal to five (5%) of the General Fund’s annual operating revenues.

This assignment is intended to be utilized for non-routine or extraordinary equipment replacement needs, and would include not just rolling stock but other equipment such as computers, network and telecom systems, furniture and related equipment, and other critical citywide “equipment” needs.

Capital Improvement (Unfunded/Un-programmed) Assignment

An assignment will be made that is equal to five percent (5%) of the General Fund’s annual operating revenues for the purposes of providing funding for any unfunded, unprogrammed or otherwise un-planned capital improvement projects that required a General Fund funding component.

The purpose of this assignment is to provide an auxiliary means of funding capital improvement projects that do not have a dedicated or restricted funding stream (i.e., non-General Fund source of funding).

Deferred Maintenance/Infrastructure Maintenance Assignment

An assignment will be made that is equal to $1,000,000 for the purpose of providing funding for deferred maintenance on the City’s building assets (i.e., City Hall, community centers), sports fields and other related infrastructure items.

The purpose of the Deferred Maintenance/Infrastructure Maintenance assignment is to provide a reserve for deferred maintenance on the City’s buildings, sports fields, parks, community centers and other related infrastructure. The Deferred Maintenance assignment could also be utilized to replace items such as equipment in community centers, parks, etc. This assignment could be used to supplement 6 | Page
Reserve Policies
Adopted June 8, 2022

the Equipment/Technology Replacement and Upgrade assignment for these types of “on e-time” furniture and equipment purchases. The amount of this assignment will be evaluated on a regular basis and either decreased or increased based on updated deferred maintenance needs and priorities as well as available fund balance.

This assignment is separate and distinct from the “Capital Improvement” assignment, which is intended to fund capital projects related to roads, sewer systems, rights of way and similar areas.

Insurance – Risk Management Assignment

An assignment will be made that is equal to $500,000 and is intended to meet the City’s “self-insured retention” for various insurance needs.

The intent of this assignment is to supplement funding in the City’s Self-Insurance Fund (Fund 700) if necessary based on workers compensation and/or liability claims expenditures. This amount will be re- evaluated and adjusted as necessary.

Economic Sustainability Assignment

An assignment will be made equal to $1,000,000 to fund e conomic development sustainability efforts within the C i t y of M o n t e b e l l o. Funds can only be appropriated through formal action by the City Council taken approving a specific economic development project, mission or other t a r g e t e d e f f o r t aimed at increasing the City’s sales tax and/or property tax revenue.

The Economic Sustainability assignment would establish a pool of funds that could be utilized to improve the City’s sales tax and/or property tax base. Use of these funds would be controlled through a strategic effort that would require a specific, City Council approved plan for how the funds would be utilized.

Unassigned Funds

The General Fund may have net resources in excess of what is classified in one of the four previous categories ( non-spendable, restricted, committed or assigned). This amount is pr esented as the Unassigned Fund Balance amount. Only the General Fund can report a positive unassigned fund balance. However, all governmental funds can report a negative unassigned fund balance.

This policy dictates that any amount of fund balance will be classified as “unassigned” after funding the Economic Uncertainties Reserve and Unfunded Liabilities Commitments plus the various Assigned reserves made in accordance with the preceding section. This policy allows for “unassigned” funds and places no specific res trictions on their use. In general, the City Council could choose to utilize “unassigned” fund balance for one-time projects or uses in a given fiscal year, such as technology upgrades, infrastructure improvements, economic development efforts, paying down long-term liabilities, or other such uses either not allocated for in this pol icy or in addit ion to the r eserve policies set forth herein.

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Use of Resources

In circumstances when an expenditure is made for a purpose for which amounts are available in multiple fund balance classifications, the order of allocation of these available funds is first restricted, second committed, third assigned and lastly unassigned amounts.

REPLENISHMENT OF COMMITTED AND/OR ASSIGNED RESERVES

In keeping with the principles discussed in this policy, when either Committed or Assigned funds are utilized for their specific, intended purposes, or the levels fall below the policy levels as described and set forth herein, the City Council will develop a reserve replenishment plan to return the various reserves to their policy levels. This plan will seek to return the Committed and/or Assigned reserves to their policy levels within one (1) to three (3) years, per City Council direction. Furthermore, Unassigned funds will be first utilized to maintain and/ or return the Committed and/or Assi gned reserves to their pol icy levels.
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SUMMARY

Components of Fund Balance

 Nonspendable Fund Balance

o Inherently nonspendable
o Portion of net resources that cannot be spent because of their form o Portion of net resources that cannot be spent because they must be maintained intact

 Restricted Fund Balance

o Externally enforceable limits on use
o Limitations imposed by creditors, grantors, contributors, or laws and regulations of other governments
o Limitations imposed by law through constitutional provisions or enabling legislation

 Committed Fund Balance

o Council/Agency self-imposed limitations set in place prior to the end of the fiscal year
o Limitation imposed at the highest level of decision making that requires formal action at the same level to remove

 Assigned Fund Balance

o Limitation resulting from intended use
o Intended use established by Director of Finance

 Unassigned Fund Balance

o Total fund balance in the General Fund in excess of nonspendable, restricted, committed and assigned fund balance (surplus)
o Excess of nonspendable, restricted, and committed fund balance over total fund balance
(deficit)

 Use of Fund Balance

o Restricted
o Committed
o Assigned

Fund/Funding
Source Project Description Project # Amount
Gas Tax (Fund 200)
Various Street Improvement Project CP 851 300,000
Bluff Road Slope Stabilization CP 901 1,000,000
Annual Concrete Repair Program CP 891 500,000
Annual Concrete Repair Program CP 891 200,000 c
Slurry Seal Project FY 21-22 CP 892 300,000 c
Annual Signal Maintenance 280,000
Project Closeouts (Various) 50,000
Signs, Hardware, Asphalt 110,000
2,740,000
Proposition A (Fund 210)
Transit Yard Relocation 700,000
Garfield Avenue/Via Campo Bus Turnout CP 890 500,000
Garfield Avenue/Via Campo Bus Turnout CP 890 527,527
Green Line Station (Capital Reserve) 4,000,000
5,727,527
Proposition C (Fund 215)
Self Evaluationn Report/ADA Transition Plan 87,655
Various Intersection Improvements CP 851 200,000
Various Intersection Improvements CP 851 415,000 c
Traffic Signal Maintenance Project CP 902 200,000
San Gabriel Valley COG 30,000
Gateway COG 30,000
Debt Service (Series 2019A) 709,600
1,672,255
Measure M (Fund 222)
Lincoln Avenue (Montebello to 18th Street) CP 903 600,000 Slurry Seal Project FY 22-23 CP 904 250,000
Slurry Seal Project FY 21-22 CP 892 100,000
Traffic Signal Maintenance Project CP 902 200,000
Debt Service (Series 2019A) 598,500
1,748,500
Measure R (Fund 220)
Various Intersection Improvements CP 851 85,000
Lincoln Avenue (Montebello to 18th Street) CP 903 500,000 Slurry Seal Project FY 22-23 CP 904 250,000
Annual Concrete Repair Program CP 891 400,000
Annual Concrete Repair Program CP 891 103,453 c
Debt Service (Series 2019B ) 528,100
1,866,553
City of Montebello
Capital Improvement Program (CIP)
Project Listing Detail
FY 2022-23 Budget
EXHIBIT A5
Fund/Funding
Source Project Description Project # Amount
City of Montebello
Capital Improvement Program (CIP)
Project Listing Detail
FY 2022-23 Budget
Meausre W (Fund 229)
Citywide Catch Basin Connection CP 877 20,000 c East LA Sustinable Storm Water Project 900,000
920,000
Road Maintenance and Rehabiliation Account (RMRA/SB1) (Fund 201) Olympic Blvd Feasibility Study CP 905 300,000
HYRAP Streets Project CP 897 2,000,000
Beach Street Pavement Rehab CP 883 350,000
Annual Concrete Repair Program CP 891 500,000
3,150,000
TDA-3 (Fund 223)
Lincoln Avenue (Montebello to 18th Street) CP 903 50,000 Annual Concrete Repair Program CP 891 46,547
96,547
HSIP (Grant)
Various Intersection Improvements CP 851 760,000
760,000
TOTAL FY 2020-21 CIP BUDGET (New and Carryover) 18,681,382

ATTACHMENT B

RESOLUTION NO. 22-44

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF MONTEBELLO ADOPTING THE COMPENSATION

PLAN AND TABLE OF ORGANIZATION (POSITION

LISTING)

THE CITY COUNCIL OF THE CITY OF MONTEBELLO DOES RESOLVE AS FOLLOWS:

SECTION 1. That the City Council of the City of Montebello has determined that the following listing of positions shall be the official and prescribed position titles and if applicable in accordance with the respective range numbers pertaining thereto and herein indicated in accordance with provisions of the Montebello Municipal Code and/or the Civil Service Rules and Regulations as previously enacted by this City Council:

ELECTED OFFICIALS

MONTHLY SALARY
RANGES
City Councilmembers 1,032 - 1,032
City Clerk 695 - 695
City Treasurer 695 - 695

CLASSIFIED MANAGEMENT RANGE

ANNUAL

MINIMUM
ANNUAL

MAXIMUM
Fire Battalion Chief 57 $132,654 $165,666
Fire Captain 46 $101,101 $126,262
Police Captain 63 $153,838 $192,122
Police Lieutenant 57 $132,654 $165,666
Police Sergeant 48 $106,220 $132,654
Senior Fire Inspector 38 $82,979 $103,629

CLASSIFIED NON-MANAGEMENT RANGE
ANNUAL

MINIMUM
ANNUAL

MAXIMUM
Account Clerk 7 $38,595 $48,199
Administrative Assistant 5 $36,735 $45,877
Assistant Engineer 33 $73,341 $91,593
Assistant Planner 27 $63,242 $78,980
Building Inspector 26 $61,699 $77,054
Building Maintenance Tradeworker I 11 $42,601 $53,203
Building Maintenance Tradeworker II 14 $45,877 $57,294 Business License Technician 11 $42,601 $53,203
Combination Building Inspector 35 $77,054 $96,230
Community Outreach Specialist 21 $54,533 $68,104
Community Risk Reduction Coordinator 32 $71,552 $89,359 RESOLUTION NO. 22-44

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Montebello City CouncilJune 8, 2022

Montebello City Council
June 8, 2022