Agenda packet — Selma City Council, September 3, 2024

CITY MANAGER’S/STAFF’S REPORT September 3, 2024
CITY COUNCIL MEETING:

ITEM NO: A.

SUBJECT: Consideration of a Resolution Approving the Purchase of a New Ambulance and Associated Equipment and Authorization for the City Manager or Designee to Execute all Necessary Associated Documents
BACKGROUND: The City of Selma provides ambulance transport services through the Fire Department’s Emergency Medical Services (EMS) Division. Currently the Fire Department has a fleet of five ambulances. It is currently necessary for the City to maintain a fleet of six ambulances to maintain service levels. The Purchase of a new ambulance will add the sixth ambulance to the fleet.

DISCUSSION: The City of Selma provides ambulance transport services to the Cities of Selma, Fowler, Parlier as well as the unincorporated areas of southern Fresno County. The Fire Department currently staffs three Advanced Life Support (ALS) ambulances 24/7, 365 days a year. The department is currently evaluating the operational and logistical needs to incorporate a staffed fourth ambulance as part of the daily operations available for emergency response. Today's fleet of five ambulances operated by the Fire Department includes the following vehicles: Ambulance 550, a 2020 Ford Transit with 160,000 miles; Ambulance 551, a 2021 MBZ Sprinter with 92,000 miles; Ambulance 552, a 2021 MBZ Sprinter with 135,000 miles; Ambulance 553, a 2020 MBZ Sprinter with 195,000 miles; Ambulance 554, a 2023 MBZ Sprinter with 25,000 miles. The Fire Department expects the service life of the fleet to be roughly 250,000 miles to 300,000 miles with an aggressive preventative maintenance program. With the addition of a sixth ambulance in the fleet, each front-line ambulance will have a back-up ambulance to limit times of reduced service due to mechanical breakdown or required maintenance down time. The frequency of ambulance replacement is currently being evaluated which will lead to replacement plan to be incorporated into the CIP.

The City’s adopted purchasing policy allows for the use of purchasing cooperatives. The City of Selma is registered with Sourcewell, which is a national purchasing cooperative that performs competitive bid processes. Utilizing Sourcewell Contract: 122123-RVG, allows the City to purchase an ambulance from Leader Emergency Vehicles, saving the time and resources required to hold an RFP process.

Staff recommends the purchase of a 2023 Leader Type-2 “SE” Ambulance, which is constructed on a Mercedez Sprinter 4x2 Diesel Van Chassis. The Ambulance will be built and configured to the design standards specified by the Fire Department staff. Included with the purchase of the ambulance from Leader Emergency Vehicles is a Stryker Powerload System, Mid Configuration Cot and Wheel Guide. The Purchase of this ambulance and associated equipment maintains the standardization of the fleet which simplifies equipment familiarization, training and maintenance.

September 3, 2024 Council Packet Page 1
Once the ambulance is delivered, graphics, communications equipment and treatment equipment will be purchased to fully equip the ambulance.

FISCAL IMPACT: The cost of the ambulance, Stryker Powerload System, Mid Configuration Cot and Wheel Guide is $231,236.06. City Council appropriated $300,000 in the Ambulance Fund for the purchase of a new ambulance and associated equipment in the 24/25 fiscal year budget. The remainder of the funds will be utilized for the purchase of the remaining equipment necessary to equip the ambulance.

RECOMMENDATION: Adopt Resolution approving the purchase of a new ambulance and associated equipment and authorize the City Manager or designee to execute all necessary documents.
_______/s/___________________________ 08/22/2024__________ Jordan Webster, Fire Chief Date
_______/s/___________________________ 08/22/2024__________ Fernando Santillan Date
City Manager
ATTACHMENTS:

1. Resolution

2. Leader Emergency Vehicles Quote

3. Selma FD Ambulance Design Spec
September 3, 2024 Council Packet Page 2
RESOLUTION NO. 2024 – ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA APPROVING THE PURCHASE OF A NEW AMBULANCE AND

ASSOCIATED EQUIPMENT AND AUTHORIZATION FOR THE CITY MANAGER

OR DESIGNEE TO EXECUTE ALL NECESSARY ASSOCIATED DOCUMENTS WHEREAS, the City of Selma provides Emergency Medical Services and Ambulance Transport; and,
WHEREAS, the City of Selma finds that a fleet of six ambulances is currently necessary to maintain current ambulance service levels; and,
WHEREAS, the City of Selma allows for purchasing through a cooperative and is currently registered with Sourcewell; and,
WHEREAS, Leader Emergency Vehicles has an existing bid contract for a Leader Ambulance; and,
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Selma hereby finds, determines, and declares the following:

SECTION 1. The above recitals are true and correct.

SECTION 2. The City Council approves the purchase of a 2023 Leader Type-2 “SE” Ambulance, Stryker Powerload System, Mid Configuration Cot and Wheel Guide, utilizing Sourcewell contract 122123-RVG.

SECTION 3. The City Manager or Designee is authorized to execute all necessary documents for the purchase of a new ambulance and associated equipment.

SECTION 4. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

SECTION 5. Effective Date. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

The foregoing Resolution was approved and adopted at a regular meeting of the City Council of the Cityof Selma held on the 3rd day of September 2024, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
(Signatures on following page)
September 3, 2024 Council Packet Page 3
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Reyna Rivera
City Clerk
September 3, 2024 Council Packet Page 4
Mobile: (559) 761-9382
9-Aug-2024
El Monte, CA. 91733

TERMS SHIP VIA
COD Ground

QUANTITY EACH EXTENDED AMOUNT
1 $152,383.00 $152,383.00
$ - $ -
$ - $ -
$60,364.00 $60,364.00
Sub-Total $ 212,747.00 $ 212,747.00
1 Sales Tax 8.48% $ 18,030.31 $ 18,030.31
1 CA Tire Fee $1.75/tire $1.75 (Per Tire) $8.75 $8.75
1 DMV Fees
Deliverey $450.00 $450.00
TOTAL QUOTED AMOUNT $ 231,236.06 $ 231,236.06
Customer Approval: Payment: (Please check one)
Loan
Leasing
Company Check
Wire Transfer
Purchasing off Source Well Contract #122123-RVG
Purchaser agrees to defend, indemnify and hold Halcore Group Inc., dba Leader Industries, harmless from any claims, costs (including actual attorney's fees), damages and liabilities caused in whole or inpart by any alteration or modification of, or changes, or additions to the purchased products.

TERMS: All Vehicle Sales Are C.O.D. Titles to be Processed Upon Receipt of Payment in Full.

DESCRIPTION
Mercedes Sprinter 4x2 Diesel Van Chassis
Includes all items on attached Work Order
2701 Merced Street
FOB
This quotation and attachments are intended for the use of the individual, or entity to whom it is addressed and are not to be distributed, forwarded, copied or or verbally communicated without the written consent of Leader Industries. 2023 Leader Type-2 "SE" Ambulance
Includes Styker Powerloader and Mid Configuration Cot
and Wheel Guide.

Quotation is valid for 60 days
Date
Delivery: 90-120 days after order entry
Signature
Kevin Oberthier Sales Representative

QUOTATION
Selma Fire Department
1711 Tucker Steet
Selma, CA. 93622
Pricing

PROFESSIONAL SALES & SERVICE
September 3, 2024 Council Packet Page 5
Curbside Exterior
Red Clearance
light Weldon LED
Amber Clearance
light Weldon LED
3 Light combo aluminum light housing
1 Whelen ION T-series
Red Super LED
w/ Clear lens
w/ Chrome flange
Whelen 700 Series
Clear Scene LED Whelen 700 Series
Clear Scene LED
Whelen 900 Series
Red LED
Window Tint
Grip Step style
Running Boards
Whelen ION T-series
Red Super LED
w/ Clear lens
w/ Chrome flange
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 6
Streetside Exterior 2
Exhaust
vent
Red Clearance
light Weldon LED
Amber Clearance
light Weldon LED
3 light combo aluminum light housing
Breaker Box
(Partition wall
behind Driver side)
Whelen ION T-series
Red Super LED
w/ Clear lens
w/ Chrome flange
Oxygen
Compartment Vent
110 V. 15 Amp.

Auto eject
Shoreline
Whelen 700 Series
Clear Scene LED
Whelen 700 Series
Clear Scene LED
Whelen 900 Series
Red LED
Grip Step style
Running Boards
Whelen ION T-series
Red Super LED
w/ Clear lens
w/ Chrome flange

AUTO EJECT
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 7
Front Exterior 3
Siren speakers
(Mounted through OEM bumper)
Aluminum mounting
brackets
OEM
AM - FM antenna
ALL LED 56" Justice Lightbar
Red Flashing, White Flashing, Steady Red
Sound off flashingRed
(surface mount)
(2) Sound off flashing Red
w/ 90 Degree bracket
(2) Sound off flashing White
w/ 90 Degree bracket
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 8
Window Tint
Rear Exterior 4
LEADER IND. Flip - Up Rear step Spare Tire
(2) Light combo aluminum
light housing
OEM Back Up
Camera
Install (2) Pneumatic shocks
20 lb capacity on upper
rear OEM doors with
reinforcement brackets
Whelen 900 Series
Red LED
Whelen 900 Series
Red LED
Whelen 900 Series
Amber LED
Whelen 900 Series
Amber LED
Whelen M4V2 LED
Combination 180° Red Warning
and Perimeter Light
Window Tint
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 9
removable wood
door w/ 1/4-20 truss
machine screws access to
Radio compartment and
Vanner Inverter
Removable S/S
access panel for
Emergency Start
Batteries
Streetside Interior 5
A1
A4
A2
A3
Clear plexiglas Locking Drug compartment
W/ 7/8" drawer lock
Rear sliding
Stair Chair
storage
A5
Primary
Batteries
110V. Ducted Central
A / C - Heat
(3) latex
glove storage
w/ Rotate bolt
latch gate
Exhaust
Intake
1" Head
Cushion
A / C
Filter
IV Clips
FIXED
SHELF
FIXED
SHELF
FIXED
SHELF
FIXED
SHELF
(1) 1 1/2" Strap
w/ Quick
connect clip
Removable panel
for access
to Cot hook hardware
Positive lach devices
on ALL storage cabites with
plexiglas sliding windows
40 Lbs 40 Lbs 40 Lbs 40 Lbs 40 Lbs 40 Lbs 40 Lbs 10 Lbs Removable wood door w/ 1/4-20 truss machine
screws Electrical access
panel
(2) Hooks for
helmet and
coats
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 10
Bulkhead Interior 6
A6
A7
A8
(2) Powder coated metal shelves
21" X 12" w/ Rubber mat
1" Strap with quick connect clip
one each shelf
Oxygen cylinder
Ser up for "M" size
Illuminated
110 V. Outlet
Access to
Oxygen bottle
Non locking
green powder
coated aluminum door Cover for
EVS Pedestal Base
(No Track)
Sliding Clear
plexiglas window
A9
3/4" L Molding w/
trim lock w/ Rubber mat
w/ (1) 1" Black Strap
w/ Quick connect clip
Sliding Clear
plexiglas window
Oxygen
Wrench
40 Lbs 25 Lbs 25 Lbs 25 Lbs 1" Black strap
w/ Quick connect clips
(1) each shelf
EVS Attendant Seat
w/ IMMI 4 Pt Per4Max
w/ child Seat 10 1/4" I.D.
15 3/4" I.D.

VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 11
Curbside Interior 7
Trash Container
(Red Plexiglass Lid)
Digital Restocking
light timer 5 min.

Controls (3) Domes
over Cot (High)
Slanted
aluminum
divider
A10
IMMI 4 PT Per4Max
Seat belts waterfall DOMELIGHT(LOW) Grab Bar
Curbside
Overhead Cabinet
Cargo net - lower
section open
Sharps Container
Kendall 8507SA
(L # 04-011)
Cargo net
(Black)
(2) Zico QR - D2
Bottle holders
(Dealer Supplied)
Leader Style
hold down lids
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 12
Rear Interior 8
Whelen ION T-series
Red Super LED
w/ Clear lens
w/ Chrome flange
Whelen 700 Series
Rear Clear Scene LED
Head
Bumper
Red Reflective
3M Conspicuity
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 13
Cab Console 9
12"
Vent
(2) Dual Combination
USB Port Type
A 3.0 / Type C 4.0

CENTER CONSOLE
ONLY
Additioanl reinforcement
bracket on front of
center console
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 14
A11
Switch Panel 10
O2 Outlets
SSCOR
Regulator S SC OR

R EG UL AT OR V A CUU M
7 0 0 6 0 0 5 0 0 4 0 0 3 0 0
0 2 0 0
10 0 U S E N O O IL U S E N O O IL
SSCOR
SSCOR Suction
w/ S/S canister holder
12 Position
switch panel

SWITCHES
A= PATIENT DOME ON/OFF 3 WAY - LIT AMBER LED
B= DOME HI-LO, ON/ON - LIT WHITE LED
C= BLANK
D= EXHAUST VENT ON/OFF - LIT AMBER LED
E= ELECT SUCTION ON/OFF - LIT AMBER LED
F= BLANK
G= PATIENT HEAT / A/C ON/OFF 3 WAY - LIT BLUE LED
H= A/C FAN HI-LO ON/ON - LIT WHITE LED
I= A/C HEAT/COOL - LIT RED LED
J= BLANK
K= WORK LIGHT - LIT WHITE LED
L= VANNER INVERTER - LIT RED LED

A B D E

HG I K L
12 Volt
Outlet
Illuminated
110 V. Outlet
Combination USB Port
Type A 3.0 / Type C 4.0
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 15

EMERGENCY VEHICLES
VOLTS

A E F G H I
L
WHELEN
DUAL HF MAN WAIL STDBY YELP RAD T3 FUNCTION MONO

OFF MAN AIRHORN
N
O
P
Q
J
A. PRI-SEC - LIT RED / AMBER LED
(SIREN ACTIVATED PRIMARY ONLY)
B. BLANK
C. BLANK
D. BLANK
E. BACK UP ALARM - (NON LIT )

MOMENTARY ON
F. LEFT SCENE - LIT WHITE LED
G. RIGHT SCENE - LIT WHITE LED
H. PATIENT DOME 3 - WAY - LIT AMBER LED
I. PATIENT HEAT/ AC 3 - WAY - LIT BLUE LED
J. MODULE DISCONNECT - LIT GREEN LED
K. BLANK
L. DIMMER KNOB
M. EMERGENCY START (NON LIT )

WITH RED SWITCH GUARD
N. INDICATOR LIGHT - LIT RED LED

DOOR OPEN
O. INDICATOR LIGHT - LIT AMBER LED

LOW VOLTAGE
P. INDICATOR LIGHT - LIT RED LED

EMERGENCY START
Q. INDICATOR LIGHT - LIT GREEN LED

MASTER ON
R. BLANK
Whelen (Dual Mode) Remote Amp.

Siren # 295HFSA7 (W / Mic)
Digital smart
Volt Meter
w/ Low voltage
alarm
Carbon fiber
finish
M
VIEW: Overhead Console Drawn by: DATE: 11
Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 16
Overhead Floor 12
Trash Container
(Red Plexiglass Lid)
Sharps Container
Kendall 8507SA
(L # 04-011)
(2) Powder coated metal shelves
w/ 1" Black strap 36" long
w/ Quick connect clip
one each shelf
Sharps Container
Turn latch 14"
Stryker Power Cot
Wheel guide
(Dealer Supplied)
Stryker Uviversal
Floor Plate
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 17
Cab Ceiling Interior 13
Grab Rail 64"
Stainless Steel
White Gloss
Ceiling panel
(6) CODE III
Vital Vio White LED
Bacteria killing dome lights
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 18
Exterior Dimensions 14
109"
79 1/2"
73"
60 1/2" LEADER IND.
239"
144"
27 1/2"
18"
77 1/4"
51 1/4"
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 19
Antenna access behind dome lights
(6) Dome lights
Terminates
1) _Behind driver seat _________
2) _Behind driver seat __________
3) __________________________
4) __________________________
5) __________________________
6) __________________________
Antenna Location 15
2 3 1 (STD)
6 4 (STD)
5 ADD MBO
Antenna Bases
VIEW: Drawn by: DATE:

Note: All dimensions are approximate and subject to change.

Jorge M. May - 2024 LESelma Fire Department "SE" 2024 Mercedez - Benz 2500 Sprinter 144" W. B.

EMERGENCY VEHICLES
September 3, 2024 Council Packet Page 20
September 3, 2024 Council Packet Page 21
September 3, 2024 Council Packet Page 22
September 3, 2024 Council Packet Page 23
September 3, 2024 Council Packet Page 24
CITY MANAGER’S/STAFF’S REPORT September 3, 2024
CITY COUNCIL MEETING:

ITEM NO: B.

SUBJECT: Consideration of a Resolution Approving the Purchase and Installation of Mobile Oxygen Generator System (MOGS) and Authorization for the City Manager or Designee to Execute all Necessary Documents
BACKGROUND: The City of Selma provides ambulance transport services through the Fire Department’s Emergency Medical Services (EMS) Division. Medical grade Oxygen is required to be carried on both Advanced Life Support (ALS) and Basic Life Support (BLS) ambulances as per local protocol determined by our Local EMS Authority. The City has historically relied on third party vendors to produce and provide oxygen for the department’s use. This has proven to be both costly and unreliable due to supply chain issues and availability and scheduling of vendors.

DISCUSSION: Through evaluation and analysis, staff have identified opportunities for improvement in both operational and financial efficiency in the EMS Division. One opportunity for improvement is the provision of medical grade oxygen. Current practice relies on third party vendors to produce and deliver medical grade oxygen to the Fire Department.

This practice has proven to be both costly and inefficient due to the reliance and the availability of vendors. For the fiscal year 24/25 an oxygen generator was identified as a need for the Fire Department. Council appropriated $60,000.00 for the purchase of an Oxygen Generator.

An oxygen generator is a machine that separates oxygen from atmospheric air and compresses the gas into cylinders to be used for medical purposes. This machine will be placed on site of a city owned facility and will be accessible 24/7 for our staff to generate and fill oxygen cylinders.

In January 2023, The City of Selma was awarded a FEMA Assistance for Firefighters grant for the purchase of a Compressor to fill breathing air that is utilized in the Self-Contained Breathing Apparatus worn by our firefighters working in environments immediately dangerous to life and health. An operational needs assessment was performed prior to the purchase of the compressor, and the scope of the grant program was amended creating surplus federal funding to be utilized for the purchase of an oxygen generator. An amendment was submitted to FEMA and was approved to include the oxygen generator as an approved expense for the remaining balance of the grant award funding totaling $35,087.03.

Staff is proposing the Purchase of an Novair USA, Mobile Oxygen Generating System model MOGS-50. This Machine is capable of filling up to 80 D Cylinders a day which will meet the demands of our EMS Division for many years to come. The MOGS-50 includes fill chambers with blast protection to ensure the safety of our staff while filling the cylinders to 2,200psig.

September 3, 2024 Council Packet Page 25
Novair USA is the sole manufacturer and distributor of mobile oxygen generating systems as stated in (Attachment B, Sole Source Letter) and will be procured in alignment with our Sole Source purchasing policy.

FISCAL IMPACT: Total Project cost is anticipated to not exceed $95,000.00. $60,000 has been appropriated from the Ambulance Fund in the 24/25 adopted budget and the remainder will be covered by funds received with the 2022 FEMA AFG Grant award.

There will be no fiscal impact to the General Fund.

RECOMMENDATION: Adopt Resolution approving the purchase and installation of Mobile Oxygen Generator System and authorize the City Manager or designee to execute all necessary documents.
_______/s/___________________________ 08/26/2024__________ Jordan Webster, Fire Chief Date
_______/s/___________________________ 08/26/2024__________ Fernando Santillan Date
City Manager
ATTACHMENTS:

1. Resolution

2. Novair USA Quote

3. Novair USA Info Sheet

4. Sole Source Letter
September 3, 2024 Council Packet Page 26
RESOLUTION NO. 2024 – ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA APPROVING THE PURCHASE AND INSTALLATION OF MOBILE

OXYGEN GENERATOR SYSTEM (MOGS) AND AUTHORIZATION FOR THE CITY

MANAGER OR DESIGNEE TO EXECUTE ALL NECESSARY DOCUMENTS
WHEREAS, The City of Selma provides Emergency Medical Services and Ambulance Transport; and,
WHEREAS, The City of Selma is required to carry medical grade oxygen for the use of patient care in the delivery of Emergency Medical Services; and, WHEREAS, Utilizing third-party vendors for the procurement of Oxygen is both costly and unreliable; and,
WHEREAS, The City agrees to purchase a Mobile Oxygen Generation System.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Selma hereby finds, determines, and declares the following:

SECTION 1. The above recitals are true and correct.

SECTION 2. The City Council approves the purchase and installation of Novair USA, MOGS-50 Mobile Oxygen Generation System.

SECTION 3. The City Manager or Designee is authorized to execute all necessary documents for the purchase and installation of the Mobile Oxygen Generation System.

SECTION 5. Effective Date. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

The foregoing Resolution was approved and adopted at a regular meeting of the City Council of the Cityof Selma held on the 3rd day of September 2024, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
(Signatures on following page)
September 3, 2024 Council Packet Page 27
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Reyna Rivera
City Clerk
September 3, 2024 Council Packet Page 28
Commercial Proposal
Number: 2407624311 - Date: 08/19/2024
NOVAIR USA Corp. – 814 Wurlitzer Drive – North Tonawanda, NY 1420 - USA Tel: + 1 (716) 564-5165 / + 1 (800) 414-6474
[email protected] | www.novair-usa.com
Page
1 / 4
We would like to thank you very much for your inquiry to NOVAIR USA Corp. Please find hereafter our Commercial Proposal. Do not hesitate to come back to us with any questions you may have.

PRODUCTS
# Product Code Description Qty Unit Price Discount Net Total 1 MOGS-50 MOBILE OXYGEN GENERATING SYSTEM| CYLINDER FILLING| MODEL MOGS-50
1 92,638.00 USD 10 % 83,374.20 USD
2 9900000-003 START-UP|COMMISSIONING & TRAINING 1 4,100.00 USD % 4,100.00 USD SUBTOTAL 87,474.20 USD
Account code: CL923639

SELMA FIRE DEPARTMENT
1711 Tucker Street
Selma, CA 93662
United States
To the attention of: M. Donavon Fullner
Reference: Selma Fire Department-MOGS-20/MOGS-50
Your contact: M. Brian Jarvis
E-mail: [email protected]
Phone:

September 3, 2024 Council Packet Page 29
Commercial Proposal
Number: 2407624311 - Date: 08/19/2024
NOVAIR USA Corp. – 814 Wurlitzer Drive – North Tonawanda, NY 1420 - USA Tel: + 1 (716) 564-5165 / + 1 (800) 414-6474
[email protected] | www.novair-usa.com
Page
2 / 4
NOVAIR USA Corp. – 814 Wurlitzer Drive – North Tonawanda, NY 1420 - USA Bank details

M & T BANK
Address : One M&T Plaza, Buffalo 14203, New-York USA
In case of payment via bank transfer, please indicate as a reference the number mentioned at the top of your Commercial Proposal.

PLEASE NOTE:

1. Products suggested as alternative ARE NOT taken into account in the total amount of this proposal.

2. Annual maintenance kits, when offered, are suggested on estimated basis of working hours per year. This period can vary according to the conditions of use and environment of the equipment.

3. Piping interconnections, supports and all accessories are theoretically calculated from drawings. Variance may occur with final on-site requirements and/or modifications. Additional quantities required during on-site installation will be quoted and charged separately.

4. Documents: all user manuals and technical documents are supplied in English, unless otherwise requested.

5. Transaction executed according to NOVAIR USA Corp. general conditions of sales. Unless otherwise specified, all goods are of USA or European Union origin with a one year warranty. Goods will remain NOVAIR USA Corp. property until full payment completion.

Thank you very much for your inquiry.

Please do not hesitate to come back to us for any clarification you may need.

We will be more than glad to assist you.

Very best regards
M. Brian Jarvis
Total Amount 87,474.20 USD
Packing 900.00 USD
Shipping & Packing 1,335.00 USD
Net Total 89,709.20 USD
Additional Comments:

To confirm your agreement on this proposal, would you please send it back duly dated, stamped and signed.

This offer is valid through : 08/17/2024
Packing: Crate/Wooden box
Estimated leadtime to shipment: 8-10 weeks
Payment Terms: 100% on order
September 3, 2024 Council Packet Page 30
Commercial Proposal
Number: 2407624311 - Date: 08/19/2024
NOVAIR USA Corp. – 814 Wurlitzer Drive – North Tonawanda, NY 1420 - USA Tel: + 1 (716) 564-5165 / + 1 (800) 414-6474
[email protected] | www.novair-usa.com
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GENERAL TERMS AND CONDITIONS

I - GENERAL INFORMATION
The purpose of these general terms and conditions of sale (the «GTC») is to govern the contractual relationship between NOVAIR (the «Seller» or «NOVAIR») and your organization as a professional customer (distributor or end user) (the «Buyer») concerning orders for products manufactured and/or distributed by NOVAIR (the «Products») and the performance of all associated services for the delivery and/or installation/commissioning of the Products, entered into between the Seller and the Buyer (the «Parties»).

II - CONTRACTUAL DOCUMENTS - DURATION

2.1] Contractual documents
The GTC shall consist of this document and shall be sent to the Buyer with each Order, together with the commercial offer. They may be electronically enlarged and the Seller shall also make the GTC available to the Buyer in another format upon request. The GTC shall prevail over any terms and conditions of purchase included in Buyer’s purchase order or any other documentation provided by Buyer, and the Seller hereby expressly rejects any terms and conditions that purport to supplement, amend, or otherwise modify the GTC.

Placing an order affirms the Buyer’s agreement to the provisions of the GTC. No special condition may, unless formally accepted in writing by the Seller, prevail over these GTC.

If any provision of the GTC is found to be null and void, it shall be deemed unwritten and shall not invalidate the other provisions.

The fact that the Seller does not at a given time avail itself of any of the provisions of the GTC shall not in any way be interpreted as a waiver on its part to avail itself of them at a later date.

2.2] Entry into force - Duration
The GTC comes into force as of the placing of each order. Orders are deemed to have been placed in accordance with the terms and conditions set out in article 4-1) of the GTC. The GTC shall remain in force for the duration of the performance of the orders, with the exception of the provisions which by their nature continue after the completion of the orders including, without limitation, the provisions of the articles «Liability», «Confidentiality», «Intellectual Property» and «Guarantees».

III - CONTACT PERSON - INFORMATION

3.1] Contact person at the Buyer
It is the Buyer’s responsibility to make reasonably available to Seller one or more employees who have the technical knowledge and skills required to handle the specific characteristics of the Products, and who are able to identify and resolve, in collaboration with the Seller, any difficulties that may arise in relation to the Products and their installation and maintenance.

3.2] Training - know-how - non-competition
The Buyer may receive training from the Seller regarding the terms and conditions of use, installation and maintenance of the Products. The Buyer shall not use the training and/or transfer of know-how to design and/or develop products competing with the Products, whether for Buyer’s own use or for distribution, whether free of charge or for a fee.

If the Buyer is acting as a distributor, the Buyer is prohibited from distributing products that compete with the Products in the United States of America and in the country or countries to which the Products are shipped by the Seller to the Buyer, for the duration of the contractual relationship.

The Buyer acknowledges that these provisions are essential for the contractual relationship between the Parties.

3.3] Information
The Buyer is considered a qualified and informed professional who must ensure that the Products ordered are suitable for the requirements and functions desired. The Buyer hereby acknowledges that it has had an opportunity to ask the Seller any questions and has received from the Seller satisfactory answers and information on the Products prior to the order.

The presentations, leaflets and advertising documents ofthe Seller have an indicative value. The photographs of the products are not contractual. Any documentation whatsoever relating to the Products may be subject to change and updating without notice from the Seller.

IV - ORDERS

4.1] Order taking
An order issued by the Buyer shall be treated as an offer to purchase, which Seller may accept or reject in its sole discretion. The Seller reserves the right, from the moment of receipt of an order, to accept it, reject it or express reservations within 10 working days. Orders are deemed to have been placed and finalized upon acceptance of the order by the Seller. The acceptance of the order is deemed to have occurred by the sending of an acknowledgement of receipt of the order by email to the Buyer, or by shipment of the products ordered, and acceptance by shipment shall only be binding as to the portion of the order actually shipped by the Seller. Any such acceptance shall relate solely to the identity of the Products ordered and the quantity. All other terms included in the Buyer’s order are expressly rejected and such Order shall be governed by the GTC.

4.2] Order modification
Any modification of an order requested by the Buyer shall be made in writing, and shall be assessed on a case-by-case basis and shall be subject to written acceptance by the Seller in order to be validated, it being understood that certain Products are manufactured exclusively to order by the Seller and contain specifications specific to each Buyer. In the event of an order modification, the deadlines and financial conditions initially agreed upon may be modified.

V - PROVISION & DELIVERY

5.1] Deadlines
The availability, delivery or installation times indicated by the Seller are estimates, and in no event shallthe Seller be bound by such terms,though the Seller agrees to use reasonable efforts to meet such estimates where practicable.

In any case, the Seller’s compliance with the estimates requires that the Buyer comply with all of the Buyer’s obligations.

Unless formally agreed in writing between the Parties, no delay - whatever it may be and whatever the consequences - may give rise to any claim for damages, proceedings and/or action against the Seller, in particular for compensation for any prejudice whatsoever, to the cancellation of the order or contract and/orto the application of penalties. The delivery periods that may be accepted by the Seller shall be suspended by operation of law in the event of any event beyond the Seller’s control that results in a delay in delivery, and in particular in the event of force majeure, as defined in the article «Force majeure» below.

5.2] Provision - Delivery - Transfer of risks
Risk of loss of the Products shall transfer in such a manner as shall be provided the relevant Order.

The Buyer must immediately and completely check the Products. The Products may be delivered by the Seller or any third party appointed for this purpose.

5.3] Reserves
Any reservations about the goods must be made by the Buyer or any person representing him on the delivery note and confirmed by registered letter with acknowledgement of receiptto the carrier and to the Seller within 72 hours of delivery. All returns of delivered Products must be made to the Seller’s headquarters, after acceptance by the Seller, which acceptance shall be evidenced by the communication to the Buyer of an RMA (Return Merchandise Authorization) number. Such issuance of an RMA shall not indicate that the Seller recognizes any alleged nonconformity of returned Products or that the Buyer is entitled to any credit. The Products must be returned in the same condition in which they were received and in their original packaging, complete and accompanied by a copy of the delivery note or a document certifying the date of delivery by the carrier. If the Buyer returns items marked as defective which in fact are found to be conforming, then the Seller shall have the right to charge an administrative fee equal to forty percent (40%) of the applicable price per line item returned.

VI - RETENTION OF TITLE
The transfer of title of the Products takes place upon full payment of their price, in principal and accessories. If the price is not paid in full by the agreed due date, the Seller may take back the Products at the Buyer’s expense, the sale will be automatically cancelled if the Seller sees fit, and the down payments already made will be retained by the Seller in return forthe Buyer’s use of the Products.

VII - WARRANTY

7.1] Generally
The Seller warrants to the Buyer that the Products are free from defects in workmanship and material

7.2] Duration and Scope
The warranty period for the Products is that stated in the commercial offer given by the Seller to the Buyer.

If no warranty period is stated in the commercial offer provided by the Seller to the Buyer, the warranty period for (a) new products shall be the first to occur of (i) a period of 12 (twelve) months from the date of install or start up or (ii) 4000 hours of usage, and (b) spare parts shall be a period of 6 (six) months from the date of delivery.

In all cases, the warranty is limited to the repair or replacement of parts found to be defective by the Seller, with the exception of labor, disassembly, removal, reassembly and travel costs, which shall be borne exclusively by the Buyer, unless otherwise agreed between the Seller and the Buyer.

No other damage is covered by the warranty.

The warranty does not apply to any Product or part that have been subjected to abuse, misuse, neglect, improper testing, improper installation, improper storage, improper handling, abnormal physical stress or abnormal environmental conditions, or have been reconstructed, repaired or altered by any person or entity other than Seller. The allegedly defective Products will be kept by the Buyer at its own expense and made available to the Seller. In the event of a return request, the allegedly defective Products will be sent back to the Seller’s headquarters, after acceptance by the Seller, which acceptance shall be evidenced by the communication to the Buyer of an RMA (Return Merchandise Authorization) number. Any Product recognized as defective by the Seller will be replaced free of charge from the factory or repaired in the Seller’s workshop.

The time required to detectthe problem,repair, modify orreplace the parts during the warranty period shall not have the effect of extending the warranty period. The warranties set forth herein apply exclusively to Products for which the price has been paid in full to the Seller.

7.3] No Other Warranties.

THE WARRANTIES SET FORTH IN THIS SECTION 7 ARE THE ONLY WARRANTIES MADE BY THE SELLER IN CONNECTION WITH THE PRODUCTS. EXCEPT FOR THE WARRANTIES SET FORTH IN THIS SECTION 7,

THE SELLER MAKES NO WARRANTY WHATSOEVER WITH RESPECT TO THE PRODUCTS, AND THE

SELLER SPECIFICALLY DISCLAIMS ALLOTHER WARRANTIES INCLUDING ANY (I) WARRANTY OF MERCHANTABILITY; (II) WARRANTY OF FITNESS FOR A PARTICULAR PURPOSE; OR (III) WARRANTY AGAINST INFRINGEMENT OF INTELLECTUAL PROPERTY RIGHTS OF A THIRD PARTY;

WHETHER EXPRESS OR IMPLIED BY LAW, COURSE OF DEALING, COURSE OF PERFORMANCE, USAGE OF TRADE OR OTHERWISE.

VIII - SAFETY AND POST-MARKETING SURVEILLANCE OF PRODUCTS Some Products qualified by the regulations as «medical devices» are subjectto the requirements of the United States Food and Drug Administration.

September 3, 2024 Council Packet Page 31
Commercial Proposal
Number: 2407624311 - Date: 08/19/2024
NOVAIR USA Corp. – 814 Wurlitzer Drive – North Tonawanda, NY 1420 - USA Tel: + 1 (716) 564-5165 / + 1 (800) 414-6474
[email protected] | www.novair-usa.com
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In the event of a quality problem that renders the Products not compliant with such requirements, Seller will take any preventive or corrective action or withdrawal of the Products required to stop the problem as soon as possible and will notify Buyer in writing with acknowledgement of receipt.

Buyer agrees to (a) notify Seller promptly in writing with acknowledgment of receipt of any incidents and/or safety hazards relating to the Products, (b) complete and return to Seller any post-marketing surveillance (PMS) questionnaires relating to the Products that Buyer may send to Seller, during the life of the Products, and at the intervals and times requested, (c) respond to any request from Seller to comply with applicable regulations. The Buyer acknowledges the importance of compliance with these obligations to the Seller.

IX - FINANCIAL CONDITIONS

9.1] Prices
The prices of the Products appear in the Seller’s order acknowledgement. Prices are stated in USD and are net, excluding taxes, ex works of the Seller, unless otherwise agreed. Any delivery, installation, commissioning and maintenance costs for the Products may be invoiced by the Seller.

The Sellerreserves the rightto modify the price to reflectthe variation in the market ofthe costs of providing the Products, including, without limitation, costs of shipment and production.

9.2] Payment
For shipments to locations in the United States, the Buyer shall pay 50% of the price upon execution of the order to which the GTC relates plus the remainder upon shipment of the Products. For shipments to locations outside the United States, the Buyer shall pay the full amount of payment upon execution of the order to which the GTC relates. All payments for all Products shall be made in USD.

9.3] Late payment
Without limiting any other rights or remedies the Seller may have at law or equity, the Seller reserves the right to charge interest on all amounts due but not paid at a rate equal to the lesser of (a)

1.5% per month or any portion of a month or (b) the maximum rate permitted by applicable law.

Additionally, the Buyer shall reimburse the Seller for all expenses, including reasonable attorney’s fees and costs, incurred in collecting past due amounts In the event of non-payment of an invoice that has fallen due, the Seller reserves the right to suspend all current and/or future deliveries.

X - LIMITATION OF LIABILITY

10.1] Exclusion

IN NO EVENT WILL THE SELLER BE LIABLE FOR ANY INDIRECT, INCIDENTAL, SPECIAL, STATUTORY,

EXEMPLARY, PUNITIVE OR CONSEQUENTIAL DAMAGES WHATSOEVER, INCLUDING BUT NOT LIMITED

TO, LOST PROFITS, LOSS OF USE, LOSS OF TIME, INCONVENIENCE, LOST BUSINESS OPPORTUNITIES,

DAMAGE TO GOODWILL OR REPUTATION, OR LOSS OF DATA, REGARDLESS OF WHETHER SUCH

LIABILITY IS BASED ON BREACH OF CONTRACT, TORT, STRICT LIABILITY OR OTHERWISE, EVEN IF

ADVISED OF THE POSSIBILITY OF SUCH DAMAGES OR SUCH DAMAGES COULD HAVE BEEN REASONABLY FORESEEN. THE SELLER’S LIABILITY IS LIMITED TO THE PRICE PAID FOR THE PRODUCTS WITH RESPECT TO WHICH LIABILITY IS CLAIMED.

XI - INTELLECTUAL PROPERTY
All signs, logos, and other distinctive marks on Products and all documents transmitted by the Seller to the Buyer are the exclusive property of the Seller. The Buyer agrees not to make any use of these documents and any signs, logos and other distinctive marks that may infringe the Seller’s industrial and intellectual property rights. The GTC does notimply any transfer of patent license or any other industrial or intellectual property rights from the Seller to the Buyer. All the technical documents given to the Buyerremain the exclusive property ofthe Seller, which is the sole owner of the intellectual property rights on these documents, and must be returned to it at its request.

If the Buyer knows or becomes aware of an infringement of trademarks and patents or, more generally, of industrial and/or intellectual property rights held by the Seller, the Buyer shall immediately inform the Seller by e-mail confirmed by registered letter with acknowledgement of receipt.

The Buyer shall inform the Seller by e-mail, confirmed by registered letter with acknowledgement of receipt, as soon as the Buyer becomes aware of it and at the latest within 48 hours, of any dispute, demand and/or legal action brought against the Buyer in matters of industrial and/or intellectual property concerning the Products and shall not take any action without having previously informed the Seller who shall be solely entitled to direct the
proceedings and to decide on any action to be initiated or implemented. If the Buyer incurs any costs in connection with any type of proceedings in which the Seller may be involved and on the basis of which the Buyer may believe it has a claim for damages, and without prior agreement with the Seller, the Buyer shall bear such costs without being entitled to claim any reimbursement of the amounts incurred.

The Seller will not be liable for any claim of infringement unless due to infringement by Products manufactured by the Seller in the form in which the Seller has supplied such Products to the Buyer and withoutregard to their use by the Buyer. Withoutlimiting the forgoing, the Seller will not be liable for any claim of infringement to the extent arising from any modification of any Product or any combination of the Product with any other product.

XII - FORCE MAJEURE
The occurrence of an event of force majeure may suspend the performance of the contractual obligations of the Seller.

Force majeure is any event beyond the control of the Seller, that impedes its performance hereunder, including without limitation, acts of God, flood, fire, earthquake, explosion, governmental actions, war, invasion or hostilities (whether war is declared or not), terrorist threats or acts, riot, or other civil unrest, national emergency, revolution, insurrection, epidemic, pandemic, lockouts, strikes or other labor disputes (whether or not relating to either party’s workforce), or restraints or delays affecting carriers or inability or delay in obtaining supplies of adequate or suitable materials, materials or telecommunication breakdown or power outage.

In such circumstances, the Seller shall notify the Buyer, in writing, as soon as practicable, and the contract between the Buyer and the Seller shall be suspended automatically, without compensation, from the date of occurrence of the event.

XIII - CONFIDENTIALITY
Each party shall refrain from disclosing, to any third party whatsoever, any confidential information relating to the other party, except with the prior written authorization of the other party and except with an official request for communication of documents from an administrative or judicial authority. This obligation of confidentiality shall continue for a period of three (3) years from the delivery of the Products. In particular, all personal data, the agreed financial terms and conditions, as well as any information that may be indicated as «confidential» to the other party shall be considered as confidential information. It is specified that unless the Buyer expressly disagrees, the Seller is authorized to mention its contractual relationship with the Buyer in its communication on all media.

XIV - NON-SOLICITATION OF PERSONNEL
The Buyer agrees not to hire or employ, or solicit for employment, directly or indirectly, the Seller’s personnel for two (2) years from the date of the last order without the Seller’s express written consent.

In the event of a breach of this obligation, the Seller reserves the right to claim damages from the Buyerforthe loss suffered,the amount of which shall not be less than one year’s gross salary of the personnel concerned.

XV - TERMINATION
This Agreement may be terminated by the Seller in the event of the Buyer’s failure to perform any or all of its obligations. Such termination shall be effective upon formal notice to the Buyer by the Seller by registered letter with return receipt requested, which shallremain unanswered for ten (10) days. Termination shall not affect the Seller’s right to demand payment of overdue and unpaid invoices, as well as all incidental costs, in addition to claiming damages for any prejudice suffered.

XVI - DISPUTES
Any legal suit, action or proceeding arising out of or relating to these Terms and Conditions (a «Proceeding») shall be instituted in the United States District Court for the Western District of New York or the Supreme Court of the State of New York, County of Erie, and each party irrevocably submits to the exclusive personal jurisdiction of such courts in any such suit, action or proceeding.

XVII - APPLICABLE LAW
The GTC and the transactions contemplated hereby shall be governed by and construed in accordance with the laws of the State of New York without reference to the conflicts of law principles thereof. The United Nations Convention on Contracts for the International Sale of Goods shall not apply to this contract.

XVIII - CORRESPONDENCE
Documents in electronic form, exchanged between the Parties, will be considered as proof provided that the person from whom they originate can be duly identified.

XIX - Miscellaneous
The Buyer may not assign the GTC orits obligations hereunder withoutthe prior written consent of the Seller, and any assignment by the Buyer without such consent shall be void. No assignment or delegation relieves the Buyer of any of its obligations hereunder.

The relationship between the parties is that of independent contractors. Nothing contained herein shall be construed as creating any agency, partnership, joint venture or other form of joint enterprise, employment or fiduciary relationship between the parties and neither party shall have authority to contract for or bind the other party in any manner whatsoever.

September 3, 2024 Council Packet Page 32

SWITCH TO ON-SITE OXYGEN PRODUCTION
Use only air + electricity to generate your own oxygen
on-demand 24x7, skipping delivery while saving $$
24/7
365
93% +/-3% OXYGEN PROPRIETARY SYSTEM
MOGSCFP-50/100 MOGSCFP-20

SAVINGS ECO-FRIENDLY AUTONOMY RELIABILITY SAFETY
AIR
NOVAIR’s Mobile Oxygen Generating System (MOGSCFP)
OXYGEN
ï Compact system
ï Fill 33 – 160 D-sized bottles/day
ï Easy to operate touchscreen panel
ï Blast containment cabinet (MOGSCFP-50 & 100)
ï Reliable plug & play oxygen generation
ï End logistical problems & safety issues
ï Eliminate cost of delivered oxygen cylinders
ï Optional 10-valve HP oxygen manifold
September 3, 2024 Council Packet Page 33
Visit our website:
www.novair-usa.com
Tel: 716-564-5165
E-mail: [email protected]
Model Oxygen
Flow Rate Oxygen Pressure Power Supply Unit Size Weight MOGSCFP-20 20 SCFH
(9.5LPM)
Cylinder Filling up to
2200 psi (151 bar)
1 Phase, 230 VAC,
20 A, 50/60 Hz
600 lbs
(273 kg)
MOGSCFP-50 50 SCFH
(25 LPM) Cylinder Filling up to
2200 psi (151 bar)
1 Phase, 230 VAC,
30 A, 50/60 Hz
2550 lbs
(1157 kg)
MOGSCFP-100 100 SCFH
(50 LPM)
Features – MOGSCFP-20
ï Emergency stop button
ï PLC controller with NEMA 4 electrical
enclosures and UL® listed electrical panel option
ï Touchscreen operator interface panel
ï Wheels for added mobility
Features – MOGSCFP-50/100
ï Emergency stop button
ï PLC controller with NEMA 4 electrical
enclosures and UL® listed electrical panel option
ï Touchscreen operator interface panel
ï Two H-size oxygen cylinders installed in an
integral rack
ï Sound attenuating enclosure with slam-action
ï Two-position containment fill station
accommodates oxygen cylinders up to 31”
overall length
ï Multi-valve HP O2 manifold cylinder filling option
Cost Reduction
Will reduce oxygen supply costs by 80% or more
in most cases! Less than 7 kWh of energy is required
to power our most powerful models. No more
delivery or handling charges are needed.

High-quality Oxygen Production
ï Produces 93% +/-3% high-quality oxygen
ï NOVAIR USA is ISO 13485 registered and its
equipment meets all regular manufacturing
standards including ASME, ANSI, MEMA, and CE.

The MOGSCFP can also be configured to meet
CRN, CSA and other standards upon request.

Disaster Preparedness
By making oxygen and filling cylinders at your site
the uncertainty and logistics of delivered oxygen
supplies are eliminated. With this system in place,
care providers are also assured that in the event
of a disaster their oxygen supply chain will not be
in jeopardy. The system itself can also be transported
for use at a disaster site. It can be moved by truck
and fits easily through a standard 36” wide doorway.

Typical Customers
Typical customers for this system include fire
stations, ambulance services, shelters, and other
EMS providers. It can also be used by hospitals,
clinics, nursing homes and veterinary centers.

Mobile Oxygen Generating System MOGSCFP-20/50/100
Medical grade oxygen, on-site, on-demand
Convenient Onsite Oxygen Cylinder Filling Plant
Thanks to its proprietary design, the MOGSCFP
produces a reliable flow of 93% +/-3% oxygen
to fill cylinders using only ambient air and electricity, reducing costs to better serve your community.
ï Multi-valve HP O2 manifold cylinder filling option
Safe, Reliable, Rapid Cylinder Filling
or800-414-6474
32in D x 60in H x 36in L
(82cm D x 153cm H x 92cm L)
32in D x 70in H x 84in L
(82cm D x 178cm H x 214cm L)
The NOVAIR Mobile Oxygen Generating System (MOGSCFP) 20/50/100 line is designed to rapidly fill cylinders onsite so that you can eliminate costly and unsafe delivery. The MOGSCFP includes a constant gas quality monitoring system with automatic safe shutdown.

NOVAIR USA, a member of NOVAIR Group, is the
global leading manufacturer of onsite, reliable,
economical oxygen generators and equipment
for healthcare and industrial applications.
latches and lift-off hinges
Disclaimer: MOGSCFP is not FDA cleared for direct connection to a facility oxygen delivery system. MOGSCFP is designed for cylinder filling purposes only and patient safety related to the oxygen produced is the full responsibility of the entity producing and using the oxygen for medical purposes.

Operators of a MOGSCFP are wholly accountable for registration as a pharmaceutical manufacturer and performing necessary quality and safety testing related to those guidelines. Novair may assist customers in set-up and operation of our equipment, but such assistance does not constitute a guarantee of safety and performance related to medical use of the oxygen generated. For guidance, please visit https://www.fda.gov/media/70973/download Model Cylinders/day

D E M H/K
MOGS-20 33 20 4 2
MOGS-50 80 50 9 5
MOGS-100 160 100 18 10
September 3, 2024 Council Packet Page 34
NOVAIR USA Corporation | 814 Wurlitzer Dr., North Tonawanda, NY USA -1- Tel: (800) 414-6474 | www.novair-usa.com | [email protected] August 19, 2024
City of Selma
1710 Tucker St.

Selma, CA 93662
(559) 891-2200 Administrative Offices
www.cityofselma.com
RE: Sole Source Letter
This letter isto confirm that Novair USA is the manufacturer and is the sole source for the Mobile Oxygen Generating Systems (MOGS) line of Oxygen Generating Systems. The MOGS are sold exclusively through Novair USA in the US.

Novair USA employs various trade secrets, intellectual property and maintains all copyright privileges for their products, logos, and proprietary information. These products must be purchased directly through the company. There are no agents or dealers authorized to sub-license or to make a similar or competing product, and no competitor currently offers a product with similar performance capabilities.

The Novair USA MOGS are designed to fill high pressure oxygen cylinders with medical grade oxygen (USP 93) at the rates of 2, 5 or 10 ‘H’ size cylinders per day, depending on the MOGS model. They are designed to operate while the machine continuously monitors its own quality performance.

Novair USA warrants that no other items or products are available for purchase that would serve the same purpose or function and there is only one price for the above-named products because of exclusive distribution and marketing rights.

If you have any questions, or require additional information, please contact me at 720-364-8828, or by e-mail at [email protected]
Sincerely,
Brian L. Jarvis
Sales Manager
September 3, 2024 Council Packet Page 35
CITY MANAGER’S/STAFF’S REPORT September 3, 2024
CITY COUNCIL MEETING:

ITEM NO: C.

SUBJECT: Consideration of a Resolution Approving Participation in the Department of Health Care Services (DHCS) Voluntary Rate Range Program (VRRP) and Authorization for the City Manager or Designee to Execute all Necessary Documents
BACKGROUND: The City of Selma has been participating in the DHCS VRRP program for many years. This vital program is a mechanism to cover the fiscal gap between the cost of ambulance transport expenses and the reduced rate paid by Medicare Managed Care Plans to providers like the City of Selma. Without participation in this program, the expense of providing ambulance services to Medi-Cal Managed Care members would fall on the citizens of Selma to subsidize the remainder of the cost. The VRRP program continues to be a consistent funding mechanism to recover those costs for providing ambulance transport services for the individuals covered by Medi-Cal Managed Care Plans. Without this funding mechanism the provision of ambulance transport services would not be a self-sustaining program which would trigger a significant impact to the deployment model and existing operations.

DISCUSSION: Welfare and Institutions Code sections 14164 and 14301.4 authorize DHCS to implement a voluntary Rate Range Program relating to the Medi-Cal managed care capitation rate ranges. The funding amounts under the Voluntary Rate Range Program are the nonfederal share of the difference between the Medi-Cal managed care plans’ contracted capitation rates and the top of the plans’ actuarially sound rate range, as determined by DHCS. The funds voluntarily transferred by the governmental funding entities to DHCS for this program shall be used to fund the nonfederal share of Medi-Cal managed care actuarially sound capitation rates described in section 14301.4(b)(4) of the Welfare and Institutions Code.

These funds shall be paid, together with the related federal financial participation, by DHCS to Medi-Cal managed care plans as part of capitation rates for the rating period.

The Intergovernmental Transfer of Public Funds (“IGT”) program provides an opportunity for the City to receive federal matching funds to support health services for Medi-Cal Managed Care beneficiaries served by the City’s Fire Department. The City does not receive full reimbursement for the provision of medical services to Medi-Cal Managed Care patients through the ordinary billing process.

The IGT agreement requires the transfer of eligible local dollars from the City to DHCS.

DHCS in turn uses the funds to receive additional Federal funding from the Centers for Medicare and Medicaid Services. Since the funds must be used to support the Medi-Cal Managed Care program, DHCS transfers both the original contribution from the City and matched funds to the MMCPP, who in turn makes those funds available to the City. The September 3, 2024 Council Packet Page 36
State and Federal governments review and provide approval of the documents the City submits to participate in the IGT program prior to any funds being sent to DHCS.

The amount the City initially transfers is calculated using the Estimated Member Months, which is then reconciled to actual enrollment for the rating period. Enrollment reconciliation occurs on an ongoing basis as updated figures are made available. If, after the enrollment reconciliation, there is an increase to the amount needed to fund the nonfederal share, the City will be required to transfer additional funds to cover the difference. If, after the enrollment reconciliation, there is a decrease to the amount needed to fund the nonfederal share, the City can choose to receive the unexpended funds from DHCS. If mutually agreed upon by DHCS and the City, amounts due to or owed by City may be offset against future transfers.

Actual enrollment figures will be considered final two years after the Rating Period. The city ambulance transports and meets the IGT participation criteria. As such, the City is eligible to participate in an IGT program to request funds to recover unreimbursed Medi-Cal costs.

The Health Plan Provider Agreements between Anthem Blue Cross (“PLAN”) and CalViva Health (“PLAN”) and the City of Selma (“PROVIDER”) are agreements providing for MediCal managed care capitation rate increases to PLAN as a result of intergovernmental transfers (IGTs”) from the City of Selma (“Governmental Funding Entity”) to the California Department of Health Care Services (“State DHCS”) to maintain the availability of Medi-Cal health care services to Medi-Cal beneficiaries.

Should PLAN receive any Medi-Cal managed care capitation rate increases from State DHCS where the nonfederal share is funded by the GOVERNMANTAL FUNDING ENTITY pursuant to the provisions of the Intergovernmental Agreement Regarding Transfer of Public Funds, effective for the Rating Period for Intergovernmental Transfer Medi-Cal Managed Care Rate Range Increases (IGT MMCRRIs”), PLAN shall pay PROVIDER the amount of the MMCRRIs received from State DHCS in accordance with the form and timing of Local Medi-Cal Managed Care Rate Range (“LMMCRR”) IGT Payments. LMMCRR IGT Payments paid to PROVIDER shall not replace or supplant any other amounts paid or payable to PROVIDER by PLAN.

Participation in the program requires the completion and submission of various documents over the course of the rating period to including but not limited to: Letter of Interest to Providers, DHCS Attachment B, Plan Provider Agreements, DHCS IGT Agreement, Wire Transfer Authorization. The Execution of these documents are to be completed with hard deadlines and short timelines.

The PLAN will deduct a 2.5% administrative fee (“Anthem”) and 2% (“CalViva”) based on the total amount of the IGT MMCRRI received from DHCS for PLAN’s cost to administer this program.

FISCAL IMPACT: Revenues from the VRRP are estimated and included in the adopted budget annually.

September 3, 2024 Council Packet Page 37
RECOMMENDATION: Adopt Resolution Approving Participation in the Department of Health Care Services (DHCS) Voluntary Rate Range Program (VRRP) and authorization for the City Manager or Designee to execute all necessary Documents. _______/s/___________________________ 09/03/2024__________ Jordan Webster, Fire Chief Date
_______/s/___________________________ 09/03/2024__________ Fernando Santillan Date
City Manager
ATTACHMENTS:

1. Resolution
September 3, 2024 Council Packet Page 38
RESOLUTION NO. 2024 – ___R

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA APPROVING THE PARTICIPATION IN THE DEPARTMENT OF

HEALTH CARE SERVICES (DHCS) VOLUNTARY RATE RANGE PROGRAM (VRRP) AND AUTHORIZATION FOR THE CITY MANAGER OR DESIGNEE TO

EXECUTE ALL NECESSARY DOCUMENTS
WHEREAS, The City of Selma participates in the Voluntary Rate Range Program; and, WHEREAS, The City of Selma relies on this program to recover the costs of providing ambulance transport services to Medi-Cal Managed Care participants; and, WHEREAS, The City agrees to the Intergovernmental Transfer of Public Funds of eligible local dollars from the City to Department of Health Care Services; and, NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Selma hereby finds, determines, and declares the following:

SECTION 1. The above recitals are true and correct.

SECTION 2. The City Council approves the City of Selma’s participation in the Department of Health Care Services Voluntary Rate Range Program.

SECTION 3. The City Manager or Designee is authorized to execute all necessary documents for participation in the Voluntary Rate Range Program.

SECTION 5. Effective Date. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

The foregoing Resolution was approved and adopted at a regular meeting of the City Council of the Cityof Selma held on the 3rd day of September 2024, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
(Signatures on the following page)
September 3, 2024 Council Packet Page 39
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Reyna Rivera
City Clerk
September 3, 2024 Council Packet Page 40
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
_________________________________________________________________________________ ITEM NO: D.

SUBJECT: Consideration of a Resolution Approving and Authorizing City Manager to Execute a Memorandum of Understanding between the City of Selma and the Selma Boys and Girls Club of Fresno County Regarding Financial Support _________________________________________________________________________________ BACKGROUND: With the approval of the Fiscal Year 2024-25 Budget, funding was authorized for the Boys and Girls Club of Fresno County that requires an appropriate Memorandum of Understanding (MOU) be executed and setting forth various terms and conditions relative to the allocation of City funds in support of this organization.

DISCUSSION: The Selma Boys and Girls Club of Fresno County, a community-based organization (CBO), is approved to receive financial assistance from the City during the Fiscal Year 2024-25. Staff is requesting Council’s approval of the MOU attached to the Resolution as Exhibit A and authorization for the City Manager to execute the agreement on behalf of the City. The MOU includes various provisions surrounding the receipt of City funding, including a requirement for quarterly and year-end reporting of activities associated with the use of City funding.

Although the City Council has approved funding the Selma Boys and Girls Club of Fresno County for an amount not to exceed $31,000.00, it did so pending execution of a MOU. As a result, no funding has been distributed to this organization. Once the MOU has been approved and executed, the City will release the funds accordingly.

The funding request for the Boys and Girls Club is for operating expenses, including salaries and overhead. The salaries are for direct services and do not include any administration oversight.

FISCAL IMPACT: This item was allocated and approved within the 2024-25 Fiscal Year Budget. No additional funding will be required.
______________________________________________________________________________ RECOMMENDATION: Adopt Resolution Approving and Authorizing City Manager to Execute a Memorandum of Understanding between the City of Selma and the Selma Boys and Girls Club of Fresno County.
______________________________________________________________________________ ______/s/_______________________________ __08/23/2024____________________ Amy Smart, Director Date
Community Services Director
September 3, 2024 Council Packet Page 41
______/s/_______________________________ __08/23/2024____________________ Fernando Santillan Date
City Manager
Attachments:

1. Resolution

2. MOU and MOU Funding Application
September 3, 2024 Council Packet Page 42
RESOLUTION NO. 2024 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA APPROVING

AND AUTHORIZING THE CITY MANAGER TO EXECUTE A MEMORANDUM OF

UNDERSTANDING BETWEEN THE CITY OF SELMA AND THE SELMA BOYS AND

GIRLS CLUB OF FRESNO COUNTY FOR FINANCIAL SUPPORT
WHEREAS, the City Council has appropriated funds from the general fund to assist with financing programs deemed to be necessary to meet the social needs of the population of the city, including, but not limited to, the areas of health, social interaction and youth development; and WHEREAS, the City allocated $31,000.00 to Boys & Girls Clubs of Fresno County-Selma Club to maintain and improve essential services; and
WHEREAS, Boys & Girls Clubs of Fresno County-Selma Club has additional funding to maintain and improve essential services, including, but not limited to, a variety of programs and services for all residents, youth development services and programs; health and awareness; educational and development programs; and
WHEREAS, on June 3, 2024 the City Council approved this funding request submitted by Boys & Girls Clubs of Fresno County-Selma Club in the amount of $31,000.00 through June 30, 2025; and
WHEREAS, City and Boys & Girls Clubs of Fresno County-Selma Club desire to enter into an agreement which set forth each party’s rights responsibilities regarding

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SELMA HEREBY FINDS, DETERMINES AND RESOLVES AS FOLLOWS:

Section 1: The above recitals are true and correct.

Section 2. The City Council hereby approves the MOU attached as Exhibit A and incorporated herein by reference.

Section 3. The City Manager is hereby authorized to execute the MOU and all necessary documents and make all necessary expenditures related to the same on behalf of the City.

Section 4. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

Section 5. Effective Date. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

September 3, 2024 Council Packet Page 43
PASSED, APPROVED and ADOPTED at a Regular Meeting of the City Council of the City of Selma on this 3
rd day of September, 2024, by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
__________________________
Scott Robertson, Mayor
Attest:
________________________________
Reyna Rivera, City Clerk
September 3, 2024 Council Packet Page 44

MEMORANDUM OF UNDERSTANDING
Selma Boys & Girls Club
This Memorandum of Understanding (“MOU”) is made and entered into this 3rd day of September 2024, (“Effective Date”) by and between the City of Selma, a municipal corporation (the “City”) and Boys & Girls Clubs of Fresno County-Selma Club are collectively referred to herein as the “Parties” and individually as “Party.”

RECITALS
WHEREAS, the City Council has appropriated funds from the general fund to assist with financing programs deemed to be necessary to meet the social needs of the population of the city, including, but not limited to, the areas of health, social interaction and youth development; and WHEREAS, the City allocated $31,000.00 to Boys & Girls Clubs of Fresno CountySelma Club to maintain and improve essential services; and WHEREAS, Boys & Girls Clubs of Fresno County-Selma Club has additional funding to maintain and improve essential services, including, but not limited to, a variety of programs and services for all residents, youth development services and programs; health and awareness; educational and development programs; and
WHEREAS, on June 3, 2024 the City Council approved this funding request submitted by Boys & Girls Clubs of Fresno County-Selma Club in the amount of $31,000.00 through June 30, 2025; and
WHEREAS, City and Boys & Girls Clubs of Fresno County-Selma Club desire to enter into an agreement which set forth each party’s rights responsibilities regarding the expenditure of General Fund dollars allocated to Selma Boys & Girls Club; and

AGREEMENT
NOW, THEREFORE, for and in consideration of the mutual covenants contained herein, the City and the Boys & Girls Clubs of Fresno County-Selma Club agree as follows:

1. City Obligations:

CITY will provide Boys & Girls Clubs of Fresno County-Selma Club with an amount not to exceed $31,000.00 for the purpose of paying operating costs and expenses associated with the Boys & Girls Clubs of Fresno County-Selma Club services, programs and community resources for the community.

September 3, 2024 Council Packet Page 45
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2. Boys & Girls Clubs of Fresno County-Selma Club Obligations:

A. General Requirements. Boys & Girls Clubs of Fresno County-Selma Club will provide programs and services in order to better serve the community and expand on youth development services.

B. Quarterly and Final Reports. Boys & Girls Clubs of Fresno County-Selma Club will provide quarterly and final reports to CITY as set forth in Exhibit A.

C. General Obligation. Boys & Girls Clubs of Fresno County-Selma Club agrees to continually seek additional funds, grants, donations, etc. to reduce of offset the need for CITY General Fund assistance.

3. Term:

This MOU shall begin on July 1, 2024 and shall remain in full force and effect until June 30, 2025, unless sooner terminated as provided herein:

4. Termination:

A. Breach of Contract. If, in the opinion of CITY, Boys & Girls Clubs of Fresno County-Selma Club fails to adequately fulfill its obligations hereunder, with the time limits specified herein, or otherwise fails to comply with the terms of the MOU, or violates any ordinances, regulation or other law applicable to it performance herein, CITY may terminate the MOU immediately, upon notice.

B. Without Cause. CITY may terminate the MOU without cause upon thirty (30) days advance written notice to Boys & Girls Clubs of Fresno County-Selma Club.

Such notice shall state the effective date of the termination.

C. Compensation Upon Termination. In the event this MOU is terminated, Boys & Girls Clubs of Fresno County-Selma Club shall be entitled to compensation for uncompensated expenses incurred pursuant to the terms and conditions of this MOU through and including the effective day of such termination. However, this provision shall not limit or reduce any damages owed to CITY due to a breach of this MOU by Boys & Girls Clubs of Fresno County-Selma Club.

September 3, 2024 Council Packet Page 46
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5. Payment.

If to Boys & Girls Clubs of Fresno County-Selma Club:

Boys & Girls Clubs of Fresno County
Diane Carbray President/CEO
Boys & Girls Clubs of Fresno County
540 N. Augusta St.

Fresno, CA 93701
If to City:

City of Selma
1710 Tucker Street
Selma, California 93662
Attention: City Manager

6. Indemnification:

A. Indemnification Under this MOU. Boys & Girls Clubs of Fresno CountySelma Club shall indemnify, hold harmless, and defend the City, its officers, officials, agents, employees and volunteers from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including legal counsel fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, this MOU. In the event the City, its officers, employees, agents and/or volunteers are made a party to any action, claim, lawsuit, or other adversarial proceeding arising from the this MOU, and upon demand by City, Boys & Girls Clubs of Fresno County-Selma Club shall have an immediate duty to defend the City at Boys & Girls Clubs of Fresno County-Selma Club cost or at City’s option, to reimburse the City for its costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters.

B. The Parties understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this MOU and also govern the interpretation of this MOU. Any litigation concerning this MOU shall take place in the municipal, superior, or federal district court in Fresno County, California. If any action at law or suit in equity is brought to enforce or interpret the provisions of this MOU, or arising out of or relating to this MOU, the prevailing party shall be entitled to reasonable attorneys' fees and all related costs, including costs of expert witnesses and consultants, as well as costs on appeal, in addition to any other relief to which it may be entitled.

C. This MOU contains the entire understanding between the Parties relating to the September 3, 2024 Council Packet Page 47
-4-
obligations of the Parties described in this MOU. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written and pertaining to the subject of this MOU or with respect to the terms and conditions of this MOU, are merged into this MOU and shall be of no further force or effect.

Each Party is entering into this MOU based solely upon the representations set forth herein and upon each Party’s own independent investigation of any and all facts, such Party deems material.

D. If any term or provision of this MOU or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to, the extent necessary to cure such invalidity or unenforceability, and in its amended form shall be enforceable. In such event, the remainder of this MOU, or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected thereby, and each term and provision of this MOU shall be valid and be enforced to the fullest extent permitted by law.

E. This MOU may be executed in multiple counterparts, each of which shall be deemed an original, but all of which taken together shall constitute one and the same instrument.

F. The captions appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and shall have no significance in the interpretation of this MOU.

The waiver by City or Boys & Girls Clubs of Fresno County-Selma Club of any breach of any term, covenant or condition herein contained shall not be deemed to be a waiver of such term, covenant or condition or of any subsequent breach of the same or any other term, covenant or condition herein contained. No term, covenant or condition of this MOU shall be deemed to have been waived by City or Boys & Girls Clubs of Fresno County-Selma Club unless in writing.

G. Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance of the exercise by any Party of any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such Party of any of all of such other rights, powers or remedies.

H. The person or persons executing this MOU on behalf of each Party represents and warrants that he/she has the authority to execute this MOU on behalf of that Party and has the authority to bind that Party to the performance of its obligations hereunder.

September 3, 2024 Council Packet Page 48
-5-

7. Insurance Requirements:

This MOU shall not be executed by CITY, and Boys & Girls Clubs of Fresno CountySelma Club is not entitled to any rights hereunder, unless certificates of insurance and letter of endorsement that the following provisions have been complied with, are filed with CITY.

A. Boys & Girls Clubs of Fresno County-Selma Club shall obtain and maintain General Liability insurance, including Sexual Abuse and Molestation coverage, with limits no less than Two Million Dollars ($2,000,000) per occurrence and Two Million Dollars ($2,000,000) aggregate.

B. The certificate of insurance shall be accompanied by an Additional Insured Endorsement, including the City of Selma, its officers, officials, agents, employees and volunteers as additional insureds.

8. Relationship of Parties:

It is understood that this MOU is by and between two (2) independent entities and is not limited to, and shall not be construed to, create the relationship of agent, servant, employee, partnership, joint venture, or any other similar association. Both parties further agree that Boys & Girls Clubs of Fresno County-Selma Club shall not be entitled to any benefits to which CITY employees are entitled, including, but not limited to, overtime, retirement benefits, leave benefits or worker’s compensation. Boys & Girls Clubs of Fresno County-Selma Club shall be solely responsible for the acts or omissions of its agents, officers, employees, assignees and subcontractors.

9. Compliance with Applicable Laws and Licensure Requirements:

Boys & Girls Clubs of Fresno County-Selma Club agrees to comply with all local, state and federal laws and regulations applicable to Boys & Girls Clubs of Fresno County-Selma Club hereunder. Boys & Girls Clubs of Fresno County-Selma Club further agrees to comply with all applicable local, state and federal licensure and certification requirements, including, but not limited to employees and adults working directly with you and fingerprints on file, etc.

September 3, 2024 Council Packet Page 49
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IN WITNESS WHEREOF, the City and Boys & Girls Clubs of Fresno County-Selma Club have caused this Memorandum of Understanding to be executed as of the Effective Date. “CITY” “Organization Name”
CITY OF SELMA Boys & Girls Clubs of Fresno County-Selma Club By: By:

Scott Robertson, Mayor Diane Carbray, President/CEO
Boys & Girls Clubs of Fresno County-Selma Club
ATTEST:

Reyna Rivera, City Clerk
Approved as to Form:

Megan Crouch, City Attorney
September 3, 2024 Council Packet Page 50
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Exhibit A.

City of Selma’s MOU Application for Funding
Agency Name:

Mailing Address:

Contact Person: Title:

Amount of Funding Request for Funding: $ Fiscal Year: ______ Please provide a description of proposal for which you are seeking funding. _____ .

September 3, 2024 Council Packet Page 51
-8-
How are you developing a plan for sustainability, including diversification of funding sources, in order you’re your proposal to on without reliance on future City funds. . ____________________________________________________________ _____ .

If your organization is awarded funds, how will you use them to leverage additional grants, contributions or community support? .

September 3, 2024 Council Packet Page 52
-9-
Comments:
_____ .

I declare under penalty of perjury under the laws of the State of California that the above statements and all attachments are true and correct.

Printed Name:

Signature: Date:

Submit the Application To:

City of Selma
City Hall
1710 Tucker Street
Selma, CA 93662
September 3, 2024 Council Packet Page 53
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Exhibit B.

Quarterly and Final Summary Report

1. Due Dates:

Quarterly reports are due one (1) month after the end of each quarter. Quarterly reports will be based on CITY fiscal year quarters. The table below shows each fiscal year quarter and the report due dates. Boys & Girls Clubs of Fresno County-Selma Club must submit a quarterly report for each quarter in which the contract is active. The Final Summary Report is due one (1) month after completion of the contract term.

Quarter Dates Included Date Report Due to CITY

1. July 1 through September 30 October 31

2. October 1 through December 31 January 31

3. January1 through March 31 April 30

4. April 1 through June 30 July 31
Final Report One month after term end

2. Submission of Reports:

All reports should be emailed to [email protected] or sent by U.S. mail to the following address:

Selma City Hall
Attention: Amy Smart
1710 Tucker Street
Selma, CA 93662
September 3, 2024 Council Packet Page 54
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Exhibit C.

Quarterly and Final Report Form
Organization Name:_______________________________________ Report Date:___________ Contact Name:__________________________________________Phone:__________________ Please attach a narrative report addressing the items outlined in Section I below. Feel free to attach any other relevant materials or reports.

1. Quarterly Narrative (please attach a maximum of 1 page, exclusive of attachments) A, Results/Outcomes

1. Please describe the organizations activities, programs and services completed and total numbers served or reached.

2. What difference did City funding make in our community and for the population you are serving? Please discuss evidence of effect (e.g., community indicators, outcomes, etc.). If you have evaluation materials that document outcomes and impacts of your work, feel free to attach them.

3. Describe any unanticipated impacts of receiving City funding, positive or negative, not already described above

2. Final Summary Report (please attach a maximum of 2 pages, exclusive of attachments) A. Lessons Learned

1. Describe what you learned based on the results/outcomes you reported in Section A above and what, if any, changes you will make based on your results/outcomes.

2. What overall improvements has your organization seem as a result of receiving City funding?
September 3, 2024 Council Packet Page 55
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Exhibit D.

Budget Report Form

1. Budget Narrative
a. Please attach a budget and narrative of the organization that outlines the revenue and expenditures and how the City funds will be used. Please include budget of the organization as it relates to the request for funds.

September 3, 2024 Council Packet Page 56
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
________________________________________________________________________________ ITEM NO: E.

SUBJECT: Consideration of a Resolution Awarding Contract to R.J. Berry Jr., Inc. for the Selma Sidewalk Connectivity Phase II Project (CDBG 23651) _________________________________________________________________________________ BACKGROUND: The County of Fresno receives an annual allocation of Community Development Block Grant (CDBG) grant funds from the federal government Department of Housing and Urban Development (HUD). The County makes a portion of these grant funds available to each of its participating cities based on the same HUD formula by which the County receives its funding. Each City participating in the County’s CDBG program is invited to submit activity proposals for its portion of CDBG grant funds. The five participating cities include the cities of Fowler, Kerman, Kingsburg, Reedley and Selma.

On October 3, 2022, the Council approved the Application for the Selma Sidewalk Connectivity Phase II (“Project”) for Fiscal Year 2023-2024 CDBG funds through Resolution 2022-96R. The proposed Project included concrete improvements in the public right-of-way to provide continuous sidewalk and accessible access as depicted in the City of Selma Active Transportation Plan for Prioritized Sidewalk and Intersection Improvements. The various areas of work are bounded by Yerba Street to the north, Skelton Street to the east, Valley View Street to the south, and Van Horn Street to the west.

The Community Development Division of the Fresno County Department of Public Works and Planning approved the Application and provided $242,504 for the City of Selma’s annual CDBG allocation, along with $129,525 from the City’s unused balance of prior year CDBG allocations. The total funding provided through CDBG Funds from Fresno County will be $372,029. Plans, Specifications, and an Engineers Estimate for the Project were prepared by Yamabe & Horn Engineering, Inc.

The funding agreement between Fresno County and the City of Selma was approved by Council on October 16, 2023, through Resolution No. 2023-94. The agreement was fully executed on November 28, 2023, as Agreement No. 23-640.

DISCUSSION: The Project was advertised for public bidding in the Hanford Sentinel and circulated in the local builders’ exchanges. Bids for the Project were opened on August 8, 2024. The bid results were as follows:

Contractor Bid
Amount
R.J. Berry Jr., Inc. $198,155.00
Don Berry Construction, Inc. $207,251.00
Dave Christian Construction Co., Inc. $236,000.00
Engineers Estimate $250,000.00
September 3, 2024 Council Packet Page 57
The bids were analyzed, and it was determined that R.J. Berry Jr., Inc. submitted the lowest responsive and responsible base bid. The Fresno County Department of Public Works and Planning reviewed the bid summary, low bidder’s proposal, and final advertised plans and specifications and approved awarding the project to R.J. Berry Jr., Inc. Staff recommends that Council award the contract to R.J. Berry Jr., Inc.

FISCAL IMPACT:

The estimated cost for the construction phase of the project is $252,655, as detailed below:
• Construction............................................................................... $198,155.00 • Construction Contingency ............................................................ $20,000.00 • Construction Management/Inspection/Testing/Admin ................ $34,500.00 The Project budget included in the Agreement totaled $372,029. The budget was allocated as follows: $265,500 for Construction, $79,500 for Design & Construction Engineering, and $27,029 for Contingency, permits, and miscellaneous costs. The estimated cost for the Project is under the budgeted amount of CDBG funds. If there are unused funds available from CDBG, staff recommends that they be allocated to the next available fiscal year. ______________________________________________________________________________ RECOMMENDATION: Approve Resolution awarding construction contract to R.J. Berry Jr., Inc. for the Selma Sidewalk Connectivity Phase II Project in the amount of $198,155.00; approving a 10% construction contingency for potential change orders in the amount of $20,000 for this project; and authorize the City Manager to sign contract documents on behalf of the City.
______________________________________________________________________________ ______/s/_______________________________ 08/23/2024____________________ David Horn Date
City Engineer
______/s/_______________________________ 08/23/2024____________________ Jerome Keene Date
Deputy City Manager
_________/s/_____________________________ 08/23/2024____________________ Fernando Santillan Date
City Manager
September 3, 2024 Council Packet Page 58
RESOLUTION NO. 2024-__

A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF SELMA, CALIFORNIA AWARDING CONTRACT FOR
THE CDBG PROJECT NO. 23651 SELMA SIDEWALK

CONNECTIVITY PHASE II PROJECT
WHEREAS, the City of Selma has received funding through the Community Development Block Grant (CDBG); and,
WHEREAS, the plans and specifications for the Project were prepared by Yamabe & Horn Engineering, Inc., and approved by the City Engineer; and, WHEREAS, the project has been advertised and bids have been received on the project; and, WHEREAS, the bids were opened on Thursday, August 8, 2024; and, WHEREAS, Staff analyzed all bids received and determined the bid from R.J. Berry Jr., Inc. to be the lowest responsive and responsible base bid; and, WHEREAS, Staff received authorization from Fresno County Public Works and Planning to award the project to R.J. Berry Jr., Inc.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Selma hereby finds, determines, and declares the following:

1. The above recitals are true and correct;

2. The contract for the CDBG Project No. 23651 Selma Sidewalk Connectivity Phase II Project is awarded to R.J. Berry Jr., Inc., at a cost of $198,155.00;

3. Approve a 10% Construction Contingency in the amount of $20,000.00;

4. Authorize the City Manager to execute contract documents.

5. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

6. Effective Date. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

The foregoing Resolution was approved and adopted at a regular meeting of the City Council of the Cityof Selma held on the 3
rd day of September, 2024 by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
(Signatures on following page)
September 3, 2024 Council Packet Page 59
____________________________
Scott Robertson
Mayor
ATTEST:
_______________________________
Reyna Rivera
City Clerk
September 3, 2024 Council Packet Page 60
September 3, 2024 Council Packet Page 61
September 3, 2024 Council Packet Page 62

VALLEY VIEW AVE

VAN HORN ST

SKELTON ST

YERBA ST
0 100 200
Feet
ma_SidewalkRepair.aprx Path: F:\2022\22-232\GIS\22-232_Selma_SidewalkRepair\22-232_Sel 2023-2024 CDBG Application
Yerba - Valley View - Skelton - Van Horn
Curb Ramp Sidewalk Repair
September 3, 2024 Council Packet Page 63
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
______________________________________________________________________________ ITEM NO: F.

SUBJECT: Consideration of a Resolution Approving Maintenance Agreement with Comcast to Provide Ethernet Network Interface between City of Selma to City of Parlier
______________________________________________________________________________ BACKGROUND: The City of Selma currently provides dispatch radio communications for the Parlier Police Department. Motorola Solutions is in the process of installing a voting receiver (repeater) in the City of Parlier to improve communications between Parlier PD and Selma PD. This upgrade will not only enhance radio communication between both agencies but will also extend radio coverage for Selma Police Officers, particularly in areas northwest and east of the City of Selma. This upgrade is crucial for ensuring reliable communication between Selma Police Officers and the Selma Police Department’s Communications Center.

DISCUSSION: The Selma Police Department is requesting a maintenance agreement with Comcast which will provide Ethernet Network connection (Fiber Network) between the Parlier and Selma towers for a secured network. This connectivity will bolster radio communications infrastructure between both cities to provide reliable radio communications for Selma Police Officers patrolling the streets of Selma, ensuring quicker response times, clarity, and reliable contact with the Selma PD communications center. Currently, both cities have contracted with Comcast to provide internet services, thus allowing for a seamless connection without the need for additional equipment or construction costs.

FISCAL IMPACT: The cost for this maintenance agreement through Comcast is $371.90 monthly, for an annual total of $4,462.80. This amount is not budgeted in the Fiscal Year 2024- 2025 under Maintenance Agreements, therefore additional funds are being requested to pay for this cost from the general fund. The staff are requesting General Fund 100, Department 2100, Account 600.400.000 (Maintenance Agreements) be increased by $4,462.80 to complete the execution of this contract for the first year. Future payments will also be included in future years' budgets under this fund and account. This expense will be offset by the automatic 5% fee increase on February 1, 2025, as part of the Selma, Parlier dispatch services contract. This fee increase will generate an additional $9,500 in revenues.
_____________________________________________________________________________ RECOMMENDATION: Adopt Resolution approving maintenance agreement with Comcast for Ethernet Network connection.
______________________________________________________________________________ ___________/s/______________________ _08/21/2024_______ Tim Cannon, Acting Chief of Police Date
__________ /s/_______________________ 08/21/2024________ Fernando Santillan, City Manager Date
September 3, 2024 Council Packet Page 64
RESOLUTION NO. 2024 – __

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA, APPROVING AND AUTHORIZING THE CITY MANAGER TO

EXECUTE AN AGREEMENT WITH COMCAST TO FOR ETHERNET NETWORK WHEREAS, the agreement with Comcast will ensure there is Ethernet Network connection between Selma and Parlier; and
WHEREAS, this maintenance agreement will ensure Fiber network between the radio tower located in the City of Parlier and the tower in the City of Selma have ongoing fiber connect; and
WHEREAS, this connection will not only enhance radio connection between Selma and Parlier but will improve radio communication with Selma and Parlier Officers.

WHEREAS, the maintenance agreement provides that the City of Selma will pay an estimated monthly cost of $371.90 within the current fiscal year; and WHEREAS, the City of Selma is authorizing the City Manager to execute an agreement with Comcast for the purpose of providing maintenance Ethernet Network; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Selma as follows:

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

SECTION 2. The City Manager is hereby authorized to execute the agreement and all necessary documents and make all necessary expenditures related to the same on behalf of the City.

SECTION 3. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word, or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words, or parts thereof of the Resolution or their applicability to other persons or circumstances.

PASSED, APPROVED AND ADOPTED this 3
rd day of September 2024, by the
following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
(Signatures on following page)
September 3, 2024 Council Packet Page 65
______________________
Scott Robertson, Mayor
ATTEST:
_____________________
Reyna Rivera, City Clerk
September 3, 2024 Council Packet Page 66

Page 1 of 7 ends

MSA ID#: Ca-269662-bgisi SO ID#: Account Name:

Primary Contact: Rene Garza Billing Account Name
Title:

Billing Name
(3rd Party Accounts) Address 1:

Address 1: 1935 E Front St Billing Contact: Address 2:

Address 2: Title: City:

City: Selma Phone: State:

State: CA Cell: Zip Code:

Zip: 93662 Fax: Tax Exempt:

Phone: (559) 896-2525 Email:

Cell:

Fax:

Email: [email protected]
Service Term (Months): 36
SUMMARY OF SERVICE CHARGES*
Current Monthly Recurring Charges: $0.00 Total Standard Installation Fees: $0.00 Current Trunk Services Monthly Recurring Charges: $0.00 Total Trunk Services Standard Installation Fees: $0.00 Total Current Monthly Recurring Charges (all Services): $0.00 Total Standard Installation Fees (all Services): $0.00 Change Monthly Recurring Charges: $302.00
Change Trunk Services Monthly Recurring Charges: $0.00 Total Custom Installation Fee:

Change Monthly Recurring Charges (all Services): $302.00 Total Monthly Recurring Charges: $302.00
Total Trunk Services Monthly Recurring Charges: $0.00
Total Monthly Recurring Charges (all Services): $302.00 SUMMARY OF MONTHLY EQUIPMENT FEES* Current Services Equipment Fee Monthly Recurring Charges: $0.00 Current Trunk Services Equipment Fee Monthly Recurring Charges: $0.00 Current Equipment Fee Monthly Recurring Charges (All Services): $0.00 Change Services Equipment Fee Monthly Recurring Charges: $69.90 Change Trunk Services Equipment Fee Monthly Recurring Charges: $0.00 Change Equipment Fee Monthly Recurring Charges (All Services): $69.90 Total Service Equipment Fee Monthly Recurring Charges $69.90 Total Trunk Service Equipment Fee Monthly Recurring Charges $0.00 Total Equipment Fee Monthly Recurring Charges (All Services) $69.90 By signing below, Customer acknowledges, agrees to and accepts the terms and conditions of this Sales Order.

Signature: (1) Signature: (2) Sales Rep:

Name: (1) Name: (2) Sales Rep E-Mail:

Title: (1) Title: (2) Region:

Date: (1) Date: (2) Division:
• Customer is solely responsible for programming its telephone system to map each telephone number and extension to the correct location, and for updating the telephone system as necessary to reflect moves or additions of stations.
• Customer 911 calls may be sent to an emergency call center where an agent will ask for the caller’s name, telephone number, and location, and then will contact the local emergency authority.

By purchasing Comcast voice services, you are giving Comcast Business permission to request a copy of the Customer Service Record(s) from your existing carrier(s). Customer Service Records include the telephone numbers listed on the account(s) and may also include information related to services provided by such carrier(s). 93662
No
[email protected] * If Yes, please provide and attach all applicable tax exemption certificates
SUMMARY OF CHARGES (Details on following pages)
SUMMARY OF STANDARD INSTALLATION FEES*
• Failure by Customer to make updates to the Registered Service Location, including updates to restore service address to the original Registered Service Location, or failure to allot sufficient time for the Service Location update provisioning to complete may result in emergency services being dispatched to the incorrect Service Location. • Customers should call Comcast at 800-741-4141 if they have any questions or need to update the Registered Service Location in the E911 system. • The Voice Services use electrical power in the Customer’s premises. If there is an electrical power outage, 911 calling may be interrupted if back-up power is not installed, fails, or is exhausted. Voice Services that rely on a broadband connection may also be interrupted if the broadband service fails. • Calls using the Voice Services, including calls to 911, may not be completed if there is a problem with network facilities, including network congestion, network equipment and/or power failure, a broadband connection failure, or another technical problem.

COMCAST ENTERPRISE SERVICES SALES ORDER FORM
Ca-269662-bgisi-26705247 City of Selma
CUSTOMER INFORMATION (for notices)
City of Selma INVOICE ADDRESS
1935 E Front St
Rene Garza
Selma
(559) 896-2525 CA
West
SUMMARY OF CUSTOM INSTALLATION FEES*
This Comcast Enterprise Services Sales Order Form ("Sales Order") shall be effective upon acceptance by Comcast. This Sales Order is made a part of the Comcast Enterprise Services Master Services Agreement, entered between Comcast and the undersigned and is subject to the Product Specific Attachment for the Service(s) ordered herein, located at http://business.comcast.com/terms-conditions-ent, (the "Agreement") . Unless otherwise indicated herein, capitalized words shall have the same meaning as in the Agreement.

CUSTOMER USE ONLY (by authorized representative) COMCAST USE ONLY (by authorized representative) Kirby McWhorter
[email protected]
$0.00
*Note: Charges identified in the Sales Order are exclusive of maintenance and repair charges, and applicable federal, state, and local taxes, fees, surcharges and recoupments (however designated). Please refer to your Comcast Enterprise Services Master Services Agreement (MSA) for specific detail regarding such charges. Customer shall pay Comcast one hundred percent (100%) of the non-amortized Custom Installation Fees prior to the installation of Service. The existence of Hazardous Materials at the Service Location or a change in installation due to an Engineering Review may result in changes to the Custom and/or Standard Installation Fees payable by Customer.

GENERAL COMMENTS

AGREEMENT
BY SIGNING BELOW, CUSTOMER ACKNOWLEDGES THAT IT HAS READ AND UNDERSTANDS THE FOREGOING 911 NOTICE AND THE 911 LIMITATIONS OF THE VOICE SERVICES.

California
COMPANY ACKNOWLEDGES RECEIPT AND UNDERSTANDING OF THIS 911 NOTICE:

Your Comcast Business Voice Services set forth in this Sales Order (the “Voice Services”) have the following 911 limitations:
• In order for 911 calls to be properly directed to emergency services using the Voice Services, Customer must provide and maintain the correct service address information (“Registered Service Location”) for each telephone number and extension used by Customer. The Registered Service Location should also include information such as floor and office number as appropriate. • If the Voice Services are moved to, or used in, a different location without Customer providing an updated Registered Service Location, 911 calls may be directed to the wrong emergency authority, may transmit the wrong address, and/or the Voice Services (including 911) may fail altogether. Customer’s use of a telephone number not associated with its geographic location, or a failure to allot sufficient time for a Registered Service Location change to be processed, may increase these risks.

September 3, 2024 Council Packet Page 67
Account Name: Date:

MSA ID#: SO ID#:

Short Description of Service:

Service Term: 36 MONTHS
PAGE 2 of 7
Line Request Action Service(s) Tax Jurisdiction Qty Monthly One-Time 001 New Add Ethernet Network Interface - Gig E Interstate 1 $130.00 $0.00 002 New Add EPL - Basic Network Bandwidth Interstate 1 $42.00 $0.00 003 New Add Ethernet Network Interface - Gig E Interstate 1 $130.00 $0.00 004 - - - $0.00 $0.00
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050 - - - $0.00 $0.00
* Services Location Details attached Charges are Exclusive of Equipment Fees PAGE 2 SUBTOTAL: $302.00 $0.00

COMCAST ENTERPRISE SERVICES SALES ORDER FORM
Description
Solution Charges
Port
Service Location A* Service Location Z*
Ca-269662-bgisi Ca-269662-bgisi-26705247
City of Selma 6/14/2024
new epl

SERVICES AND PRICING
5 Mbps
2055 3RD ST-City of Selma / 2055
2055 3RD ST-City of Selma / 2055
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8770 S MENDOCINO AVE - City of Pa
8770 S MENDOCINO AVE - City of Pa
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September 3, 2024 Council Packet Page 68
Account Name: Date:

MSA ID#: SO ID#:

COMCAST ENTERPRISE SERVICES SALES ORDER FORM
Ca-269662-bgisi Ca-269662-bgisi-26705247
City of Selma 6/14/2024

SERVICES AND PRICING
PAGE 3 of 7
Line Request Action Service(s) Tax Jurisdiction Qty Monthly One-Time 051 - - - $0.00 $0.00
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* Services Location Details attached Charges are Exclusive of Equipment Fees PAGE 3 SUBTOTAL: $0.00 $0.00 Solution Charges
Description
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September 3, 2024 Council Packet Page 69
Account Name: Date:

MSA ID#: SO ID#:

COMCAST ENTERPRISE SERVICES SALES ORDER FORM
Ca-269662-bgisi Ca-269662-bgisi-26705247
City of Selma 6/14/2024

SERVICES AND PRICING
PAGE 4 of 7
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* Services Location Details attached Charges are Exclusive of Equipment Fees PAGE 4 SUBTOTAL: $0.00 $0.00 Description
Solution Charges
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September 3, 2024 Council Packet Page 70
Date: 6/14/2024 MSA ID#: SO ID#: Account Name:

Line State
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2 CA $34.95
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37 COMCAST ENTERPRISE SERVICES SALES ORDER FORM

SERVICE LOCATION DETAIL INFORMATION
Ca-269662-bgisi Ca-269662-bgisi-26705247 City of Selma
Location Name/Site ID Address 1 Address 2 City Zip Code Technical/Local Contact Name
Technical/Local
Contact Phone #
Technical/Local Contact Email
Address
559.297.1007 x505 [email protected]
8770 S MENDOCINO AVE - 8770 S MENDOCINO AVE PARLIER 93648 Kip Haroldsen 559.297.1007 x505 [email protected] 2055 3RD ST-City of Selma 2055 3RD ST SELMA 93662 Kip Haroldsen -
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PAGE 5 of 7
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Technical Contact On Site
(Yes/No)
September 3, 2024 Council Packet Page 71
Date: 6/14/2024 MSA ID#: SO ID#: Account Name:

COMCAST ENTERPRISE SERVICES SALES ORDER FORM

SERVICE LOCATION DETAIL INFORMATION
Ca-269662-bgisi Ca-269662-bgisi-26705247 City of Selma
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PAGE 6 of 7
Technical Contact On Site
(Yes/No)
September 3, 2024 Council Packet Page 72
Account Name MSA ID Date Generated
City of Selma Ca-269662-bgisi 7/2/2024
Date:

Email: [email protected] Zip Code: 93662
This Comcast Enterprise Services Master Services Agreement ("Agreement" or “MSA”) sets forth the terms and conditions under which Comcast Cable Communications Management, LLC and its operating affiliates ("Comcast") will provide communications and other services ("Services") to the above customer (“Customer”) and is effective as of the date of Customer’s signature below (the “Effective Date”). The Agreement consists of this Master Service Agreement Cover Page executed by Customer (this "Cover Page"), the Comcast Enterprise Services General Terms and Conditions ("General Terms and Conditions"), any written amendments to the Agreement executed by both parties ("Amendments"), each Product-Specific Attachment for the applicable Services ("PSA(s)") and each Sales Order accepted by Comcast hereunder ("Sales Orders"). In the event of any inconsistency among these documents, the order of precedence will be as follows:
(1) Amendments (if any), (2) this Cover Page, (3) PSA(s), (4) General Terms and Conditions and (5) Sales Orders. This Agreement shall be legally binding when signed by Customer and shall continue in effect until the expiration date of any Service Term specified in a Sales Order referencing the Agreement, unless terminated earlier in accordance with the Agreement.

Customer may submit Sales Orders to Comcast during the term of this Agreement ("MSA Term"). After the expiration of the initial MSA Term, Comcast may continue to accept Sales Orders from Customer under the Agreement, or require the parties to execute a new MSA.

The Agreement shall terminate in accordance with the General Terms and Conditions. The General Terms and Conditions and PSAs are located at https://business.comcast.com/terms-conditions-ent. Use of the Services is also subject to the then-current Acceptable Use Policy for High-Speed Internet Services (the "AUP") located at https://business.comcast.com/customer-notifications/acceptable-use-policy (or any successor URL), and the then-current Privacy Statement (the “Privacy Policy") located at https://business.comcast.com/privacystatement_new (or any successor URL). Comcast may update the General Terms and Conditions, PSAs, AUP and Privacy Policy from time to time upon posting to the Comcast website.

Services are only available to commercial customers in serviceable areas. Services may not be transferred without the prior written consent of Comcast as set forth in more details in the General Terms and Conditions. Minimum Service Terms are required for most Services and early termination fees may apply. Service Terms are identified in each Sales Orders, and early termination fees are identified in the applicable PSAs.

BY SIGNING BELOW, CUSTOMER AGREES TO THE TERMS AND CONDITIONS OF THIS AGREEMENT.

CUSTOMER (by authorized representative)
Signature:

Name:

Title:

Phone: (559) 646-6600 Address 2:

Cell: City: Selma
Fax: State: CA
Title: Commander Address 1: 1710 Tucker St.

MASTER SERVICES AGREEMENT (MSA)

COMCAST ENTERPRISE SERVICES
MSA Term: 60 Month

CUSTOMER INFORMATION
Primary Contact: Rene Garza Primary Contact Address Information September 3, 2024 Council Packet Page 73
Selma Police Department
Date: August 28, 2024
To: Fernando Santillan, Selma City Manager
From: Tim Cannon, Acting Chief of Police
Subject: Justification of Sole-Source for Comcast fiber contract The Selma Police Department currently provides the Parlier Police Department with contracted dispatch services. As part of these services, Motorola Solutions is in the process of upgrading a voting repeater to improve communications between the two departments. As part of these upgrades, there is a need to provide an Ethernet Network Interface between the two cities towers to provide a secure network. This connection will also bolster radio communications making both cities’ radio connections stronger and more reliable. Providing reliable radio communications is paramount to providing quality public safety services and is thus time sensitive.

Currently, both the City of Selma and the City of Parlier are contracted through Comcast to provide internet services for their respective cities. As such, both locations currently have the necessary equipment and fiber lines already installed to make these additional connections seamless and cost effective. Additionally, the Fresno County Sheriff’s Department is also contracted through Comcast for these services. Maintaining the ability to have all our law enforcement partners on the same network ensures uniform communications and prevents disruption of services in times of emergency.

Unity IT is currently unsure of the connectivity issues that would be created by attempting to go outside of this current network for these services. It would minimally require additional equipment installation at multiple sites and possible construction to ensure that the network is functional, reliable and able to provide the same trusted quality already in place with Comcast. This would significantly increase costs and create excessive delays for this project.

Sincerely,
Tim Cannon, Acting Chief of Police
September 3, 2024 Council Packet Page 74
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
_________________________________________________________________________________ ITEM NO:

SUBJECT:

Consideration of Approving Agreement Addendum No. 2 with NHA Advisors, LLC for the Continuation of Municipal Advisor Services for the City of Selma Through June 30, 2025
_________________________________________________________________________________ BACKGROUND: The City has been utilizing the services of NHA Advisors since 2010 for Municipal Advisory services. They have worked on multiple transactions on behalf of the City and its’ related entities.

The current agreement with NHA is for the term of July 1, 2019 through June 30, 2024. The proposed addendum will continue services by NHA Advisors for an additional year through June 30, 2025, to ensure continuity for the financial projects currently underway. The City will then issue a Request for Proposals (RFP) prior to the expiration of this addendum to procure a new longer-term agreement with a municipal advising firm.

Attached for Council’s consideration is Addendum No. 2 to the Professional Services Agreement with NHA Advisors, LLC, which updates the term through June 30, 2025 and maintains the same NTE (Not-to-Exceed) amount. A copy of the original agreement is also attached for Council’s reference.

FISCAL IMPACT: As City and Consultant have agreed to continue to the same Rate Schedule as noted in Agreement Addendum No. 1, the not-to-exceed per fiscal year amount of $10,000 continues with this updated Addendum No. 2.
______________________________________________________________________________ RECOMMENDATION: Approve and Authorize the City Manager to Sign the Attached Agreement Addendum No. 2 with NHA Advisors for the Continuation of Professional Financial Services for the City of Selma. _________/s/_______________ 08/27/2024
Fernando Santillan Date
City Manager
September 3, 2024 Council Packet Page 75
ADDENDUM NO. 2

TO PROFESSIONAL SERVICES AGREEMENT BETWEEN THE

CITY OF SELMA
AND

NHA ADVISORS, LLC
This Addendum No. 1 to the Professional Services Agreement between the City of Selma and NHA Advisors, LLC, (Agreement) is made and entered into effective on date noted below ("Effective Date"), by and between the City of Selma, a municipal corporation, hereinafter referred to as "City" and NHA Advisors, LLC, a California Corporation, hereinafter referred to· as "Consultant".

RECITALS
WHEREAS, City and Consultant entered into a professional services agreement for financial advising services, effective July 1, 2019 and as approved by the City Council on August 5, 2019 and extended Agreement to June 30, 2024 from City Manager’s approval of Addendum No. 1 on July 1, 2022; and
WHEREAS, the City and Consultant mutually desire to extend the sunset date of the Agreement; and
WHEREAS, the City and Consultant have agreed to continue the same Rate Schedule as noted in the original agreement; and
WHEREAS, the City and Consultant have agreed to continue the same not-to-exceed per fiscal year contract amount of $10,000 without City Manager’s express approval as detailed in the original Agreement.

NOW, THEREFORE, in consideration of the foregoing recitals, City and Consultant do hereby mutually agree as follows:

1. The End Date of the Agreement shall be amended to be June 30, 2025.

2. In all other regards, the Agreement dated July 1, 2019, without interruption, shall remain in full force and effect.

IN WITNESS WHEREOF, the parties have signed this agreement to be effective as of June 30, 2024.
(Signatures on the following page)
September 3, 2024 Council Packet Page 76

CITY OF SELMA NHA ADVISORS, LLC
a Municipal Corporation a California Corporation
BY: BY:

Fernando Santillan, City Manager Eric J. Scriven, Principal September 3, 2024 Council Packet Page 77
September 3, 2024 Council Packet Page 78
September 3, 2024 Council Packet Page 79
CHECK
NUMBER
CHECK

DATE STATUS VENDOR NAME CHECK DESCRIPTION CATEGORY AMOUNT 84847 08/07/24 Printed 4CREEKS, INC. ENG -PLAN CHECKS REVIEWS 5/31/24 PARTIAL R 2,237.95 84848 08/07/24 Printed A&M CONSULTING ENGINEERS ENG -CONSULTING SERVICES 5/31/24 (CLEAN CA-TACTICAL

URBANISM GRANT)
G 37,360.00
84849 08/07/24 Printed A&S PUMP SERVICE PW -RINGO PARK PUMP FILTER 120.00 84850 08/07/24 Printed THOMAS ABSHERE / ABSHEREHANSEN CONSULTING, LLCADMIN -ADMINISTRATIVE HEARINGS 6/20/24 1,187.50 84851 08/07/24 Printed ACTION TOWING AND DIVE TEAM PD -VEHICLE STORAGE FOR VARIOUS CASES JUNE 2024 360.00 84852 08/07/24 Printed AT&T FIN -TELEPHONE JULY 2024 45.89 84853 08/07/24 Printed AT&T ECO DEV -CVTC INTERNET 7/6-8/5/24 R 158.74 84854 08/07/24 Printed AT&T FIN -INTERNET FOR WEED & SEED 7/11/24-8/10/24 127.69 84855 08/07/24 Printed AT&T FIN -PD FIRE ALARM 7/20-8/19 382.28 84856 08/07/24 Printed AT&T FIN -TELEPHONE 6/12/24-7/11/24 57.21 84857 08/07/24 Printed AT&T FIN -TELEPHONE 6/12/24-7/11/24 95.17 84858 08/07/24 Printed AT&T FIN -TELEPHONE 6/12/24-7/11/24 200.90 84859 08/07/24 Printed AT&T MOBILITY FIN -TELEPHONE/MDT'S 6/12/24-7/11/24 1,780.94 84860 08/07/24 Printed BENNY BACA / COOL AIR SPECIALTY PW -SERVICED CITY HALL UNITS, WEED & SEED SERVICE 2,140.00 84861 08/07/24 Printed BANNER PEST CONTROL INC FIN -PEST CONTROL JULY 2024 496.00 84862 08/07/24 Printed ELIZABETH BENITEZ REC -TRIP CANCELLATION REFUND SUGAR PINE RAILROAD 20.00 84863 08/07/24 Printed LIANA J. BRIGHAM / PICTURE THIS

EMBROIDERY
PW -SUMMER SHIRTS & CAPS 7,991.44
84864 08/07/24 Printed CALIFORNIA DEPARTMENT OF TAX FIN -OUT OF STATE USE TAX 7/1/23-6/30/24 523.00 84865 08/07/24 Printed CALIFORNIA WATER SERVICE FIN -WATER SERVICE JUNE 2024 18,455.31 84866 08/07/24 Printed CASTELLANOS SERVICES PW -PRUNED TREES AT SHAFER PARK 4,999.00 84867 08/07/24 Printed CENTRAL SANITARY SUPPLY, LLC. PW -JANITORIAL SUPPLIES 585.56 84868 08/07/24 Printed CISCO SYSTEMS CAPITAL CRP FIN -PHONE SYSTEM LEASE 1,375.84 84869 08/07/24 Printed CIVICPLUS, LLC REC -RECREATION SOFTWARE 6,488.00 84870 08/07/24 Printed COBRA PROFESSIONALS, INC. HR -FSA ADMINISTRATION FEE 4/1/24-6/30/24 196.00 84871 08/07/24 Printed CODE 3 TECHNOLOGY LLC PD -LAPTOP DOCKING STATION & HARDWARE FOR PATROL VEHICLE 822.28 84872 08/07/24 Printed COLUMN SOFTWARE PBC COMM DEV -PH NOTICE NOP PF DRAFT EIR RIVER PARK PROP II 428.27 84873 08/07/24 Printed COMCAST FIN -T1 CONNECTION FROM PD TO FCSO 725.63 84874 08/07/24 Printed COMCAST FIN -INTERNET SERVICE JULY 202 821.45 84875 08/07/24 Printed COMCAST FD -INTERNET SERVICE 7/11/24-8/10/24 824.98 84876 08/07/24 Printed CONSOLIDATED ELECTRICAL PW -BULBS FOR PARKS 800.97 84877 08/07/24 Printed COUNTY OF TULARE ANIMAL SERVICESPD -SPAY & NEUTER SERVICES 220.00 84878 08/07/24 Printed CROWN SERVICES CORPORATION FD -PORT A POTTY FOR TRAINING GROUNDS 44.56 84879 08/07/24 Printed DAVE TURNEY & ASSOCIATES, LLC. PW -FORKLIFT TRAINING & CERTIFICATION 1,500.00 84880 08/07/24 Printed DELTA DENTAL OF CALIFORNIA HR -DENTAL CLAIMS 7/25/24 11,988.50 84881 08/07/24 Printed DEPARTMENT OF TRANSPORTATION PW -SIGNALS & LIGHTING APRIL-JUNE 2024 3,464.76 84882 08/07/24 Printed MATTEO DESANTIS FD -RENT 231 ROSE DEC 2024 DIFFERENCE 522.68 84883 08/07/24 Printed MARGARET EDWARDS REC -TRIP CANCELLATION REFUND SUGAR PINE RAILROAD 20.00 84884 08/07/24 Printed JAVIER EVARISTO PW -SERVICED NORTH GATE AT CORP YARD 2,332.50 84885 08/07/24 Printed FRESNO COUNTY EDC ECO DEV -CVTC MAY 2024 R 40,164.55 84886 08/07/24 Printed FRESNO COUNTY FIRE FD -MOBILE EQUIPMENT REPAIRS T111 UNIT#8513 4,705.22 84887 08/07/24 Printed FRESNO ECONOMIC OPPORTUNITIES REC -SITE SUPPLIES 113.82 84888 08/07/24 Printed FRESNO OXYGEN FD -MEDICAL OXYGEN 484.36 84889 08/07/24 Printed ERICK GALARZA FD -REIMBURSEMENT FOR DAMAGED UNIFORM PER MOU 15.00 84890 08/07/24 Printed GRIMCO, INC. PW -HP LATEX 365 LARGE FORMAT COLOR PRINTER & SOFTWARE 17,232.27 84891 08/07/24 Printed GUGU & ISHER VETERINARY INC /

SELMA PET CLINIC
PD -ANIMAL SERVICES 695.65
84892 08/07/24 Printed HENRY SCHEIN INC. FD -MEDICAL SUPPLIES 1,230.63 84893 08/07/24 Printed RAUL R HERRERA JR - ECN

POLYGRAPH & INVESTIGATIONS
HR -POLYGRAPH SERVICES 7/3/24-7/19/24 1,500.00
84894 08/07/24 Printed HOUSE OF CONCRETE INC. ECO DEV -CVTC CEMENT SUPPLIES R 439.01 84895 08/07/24 Printed HOWMEDICA OSTEONICS CORP /

STRYKER SALES
FD -LIFEPAK BATTERY REPLACEMENTS 2,807.38
84896 08/07/24 Printed JH TACKETT INC. REC -BUSINESS CARDS & LADIES SLEEVELESS POLOS 475.41 84897 08/07/24 Printed JOHNSON & WOOD CONSTRUCTION /

JWC COMMERCIAL
PW -PROGRESS PAYMENT #1 SENIOR CENTER 291,582.95
84898 08/07/24 Printed JOHNSON CONTROLS SECURITY PW -PIONEER VILLAGE SERVICE 69.21 84899 08/07/24 Printed JOHNSON CONTROLS SECURITY PW -BURGLAR ALARM UPGRADE AT PIONEER VILLAGE 1,263.43 84900 08/07/24 Printed KINGS INDUSTRIAL OCCUPATION HR -PRE EMPLOYMENT PHYSICALS & DRUG TESTS 1,832.04 84901 08/07/24 Printed WILLIAM JAY LEIST / LEIST AND

ASSOCIATES
HR -INTERNAL AFFAIRS INVESTIGATIONS 14,364.55
84902 08/07/24 Printed LES SCHWAB TIRE CENTERS FLEET -TIRE SERVICE 115.61 84903 08/07/24 Printed LEXIPOL LLC FD -ANNUAL FIRE PROCEDURES AND POLICY MANUALS 10,297.54 84904 08/07/24 Printed LIBERTY CHEVROLET PW -AUTO PARTS 240.80 84905 08/07/24 Printed LIFE-ASSIST INC. FD -MEDICAL SUPPLIES 2,782.75 84906 08/07/24 Printed MEDLINE INDUSTRIES, INC. FD -MEDICAL SUPPLIES 965.03 84907 08/07/24 Printed MID VALLEY DISPOSAL LLC PW -SWEEPER DISPOSAL JUNE 2024 2,496.00 84908 08/07/24 Printed MIRACLE PLAYSYSTEMS INC REC -PLAYGROUND EQUIPMENT AT BRENTLINGER PARK G 350,501.31 84909 08/07/24 Printed ODP BUSINESS SOLUTIONS LLC ADMIN -OFFICE SUPPLIES 716.29 84910 08/07/24 Printed PAPE MACHINERY PW -DIAGNOSTIC FEE UNIT#1516 287.50 84911 08/07/24 Printed PG&E FIN -UTILITIES JULY 2024 56,012.39

CHECK REGISTER REPORT
September 3, 2024 Council Packet Page 80
CHECK
NUMBER
CHECK

DATE STATUS VENDOR NAME CHECK DESCRIPTION CATEGORY AMOUNT

CHECK REGISTER REPORT
84912 08/07/24 Printed PG&E FIN -UTILITIES JULY 2024 183.85 84913 08/07/24 Printed PG&E FIN -UTILITIES JULY 2024 21,804.96 84914 08/07/24 Printed PG&E FIN -UTILITIES JULY 2024 1,137.58 84915 08/07/24 Printed PG&E FIN -UTILITIES JULY 2024 20.67 84916 08/07/24 Printed PIPKIN DETECTIVE AGENCY INC. HR -PRE EMPLOYMENT BACKGROUND CHECK 594.00 84917 08/07/24 Printed PITNEY BOWES BANK INC FIN -POSTAGE REFILL FOR CITY HALL 1,188.61 84918 08/07/24 Printed PRICE PAIGE & COMPANY FIN -PROFESSIONAL SERVICES JUNE 2024 2,899.00 84919 08/07/24 Printed PRINTING SYSTEMS, INC. HR -PAYROLL CHECK STOCK 205.59 84920 08/07/24 Printed JAMES RICHARD PROCTOR JR /

SHADOW LOCKSMITH
PD -GUNSAFE SERVICE CS#24-3090 300.00
84921 08/07/24 Printed PROFESSIONAL PRINT & MAIL, INC ADMIN -OFFICE SUPPLIES 967.93 84922 08/07/24 Printed QUAD KNOPF, INC. COMM SERV -PARKS MASTER PLAN 5/12/24-6/8/24, COMM DEV - STORM DRAIN MASTER PLAN 7/1-7/6/24
PARTIAL R 19,261.25
84923 08/07/24 Printed RAMOS HR CONSULTING INC HR -CLASSIFICATION & COMPENSATION STUDY 12,150.00 84924 08/07/24 Printed ROBERT HALF FINANCE & ACCOUNTINGHR -SENIOR ACCOUNTANT 7/19/24 5,920.00 84925 08/07/24 Printed RRM DESIGN GROUP COMM SERV -THOMPSON PARK PROJECT G 33,906.50 84926 08/07/24 Printed SAVING ALL CHILDREN PD -FAMILY HEALING CENTER SERVICES 1,000.00 84927 08/07/24 Printed SCHNEIDER ELECTRIC IT PD -1 YEAR ADVANTAGE ULTRA SERVICE PLAN FOR GALAXY 3500 2,313.00 84928 08/07/24 Printed TERRY SERRANO CS -TRIP CANCELLATION REFUND SUGAR PINE RAILROAD 20.00 84929 08/07/24 Printed AMY SMART CS -GRINCHMAS SPECIAL EVENT PURCHASE REIMBURSEMENT 675.57 84930 08/07/24 Printed SOUTH COUNTY VETERINARY PD -OFFICE VISIT FOR 4 DOGS 188.00 84931 08/07/24 Printed SUN LIFE HR -MONTHLY PREMIUM AUG 2024 2,308.91 84932 08/07/24 Printed SUNBELT RENTALS CS -EQUIPMENT RENTAL FOR BLOCK PARTY 7/1/24-7/3/24 2,564.15 84933 08/07/24 Printed TARGET SPECIALTY PRODUCTS PW -ROUNDUP 423.57 84934 08/07/24 Printed TEC WEST, INC. HR -ADMIN ASSIST,ACCOUNT CLERK PAYROLL CLERK 7/21/24 8,736.97 84935 08/07/24 Printed THE CRISCOM COMPANY ADMIN -LEGISLATIVE ADVOCACY AUGUST 2024 6,000.00 84936 08/07/24 Printed U.S. BANK CORPORATE PMT SYSTEM FIN -CALCARD CHARGES 6/25/24-7/22/24 PARTIAL R 93,030.17 84937 08/07/24 Printed UMPQUA BANK FIN -2015 REFI BOND 36,529.35 84938 08/07/24 Printed UNDERGROUND SERVICE ALERT PW -CA STATE REGULATORY FEE 7/1/24-6/30/25 1,161.08 84939 08/07/24 Printed VANIR CONSTRUCTION DS -THOMPSON PARK PROJECT 3/1/24-3/31/24 G 1,365.00 84940-
84941
08/07/24 Printed VESTIS PW -FIRST AID KITS/MOPS/MATS 662.29 84942 08/07/24 Printed WHITE CAP, L.P. PW -SAFETY VESTS 120.97 84943 08/07/24 Printed WILLDAN ENGINEERING BLDG -PROFESSIONAL SERVICES THROUGH 6/30/24 2,640.00 84944-
84951
08/07/24 Printed YAMABE & HORN ENGINEERING, INC COMM DEV -ENGINEERING SERVICES MAY 2024 PARTIAL R 291,426.30 TOTAL 1,466,996.97
08/06/24 CHICAGO TITLE PURCHASED PROPERTY 358-080-79 1,485,000.00 Grant: G PD State Appropriation: PDSA (457) Reimbursement: R

WIRE/EFT
September 3, 2024 Council Packet Page 81

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT ALEJANDRO ALVAREZ 6/24/2024 76 PETRO WHEELER GAS STATION FUEL 701-9200-600.257.000 56.81 ALEJANDRO ALVAREZ 6/27/2024 SHERATON GATEWAY, LA POST SLI COURSE 100-2200-610.915.000 618.39 AMY SMART 6/27/2024 AMAZON SPECIAL EVENTS 100-4100-656.905.000 147.84 AMY SMART 6/27/2024 AMAZON SPECIAL EVENTS 100-4100-656.905.000 777.17 AMY SMART 7/1/2024 AMAZON SPECIAL EVENTS 100-4100-656.905.000 646.36 AMY SMART 7/1/2024 THE HOME DEPOT SPECIAL EVENTS 100-4100-656.905.000 517.43 AMY SMART 7/1/2024 AMAZON SENIOR CENTER SUPPLIES 100-4200-600.250.000 147.11 AMY SMART 7/1/2024 COSTCO SENIOR CENTER SUPPLIES 100-4200-600.250.000 325.36 AMY SMART 7/1/2024 COSTCO SENIOR CENTER SUPPLIES 100-4200-600.250.000 108.47 AMY SMART 7/1/2024 COSTCO SENIOR CENTER SUPPLIES 100-4200-600.250.000 108.46 AMY SMART 7/1/2024 COSTCO SENIOR CENTER SUPPLIES 100-4200-600.250.000 282.01 AMY SMART 7/2/2024 AMAZON SENIOR CENTER SUPPLIES 100-4200-600.250.000 56.12 AMY SMART 7/3/2024 THE HOME DEPOT SPECIAL EVENTS 100-4100-656.905.000 495.72 AMY SMART 7/3/2024 AMAZON SENIOR CENTER SUPPLIES 100-4200-600.250.000 271.55 AMY SMART 7/3/2024 AMAZON SENIOR CENTER SUPPLIES 100-4200-600.250.000 1,697.74 AMY SMART 7/3/2024 AMAZON SENIOR CENTER SUPPLIES 100-4200-600.250.000 82.05 AMY SMART 7/3/2024 COSTCO SENIOR CENTER SUPPLIES 100-4200-600.250.000 2,603.39 AMY SMART 7/3/2024 THE HOME DEPOT SENIOR CENTER SUPPLIES 100-4200-600.250.000 1,222.76 AMY SMART 7/8/2024 AMAZON SENIOR CENTER SUPPLIES 100-4200-600.250.000 390.97 AMY SMART 7/9/2024 COSTCO SPECIAL EVENTS 100-4100-656.905.000 433.89 ANDREW GUZMAN 6/25/2024 GALL'S DUTY BELTS 100-2200-600.250.000 442.31 ANDREW GUZMAN 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 68.82 ANDREW GUZMAN 6/26/2024 76 GAS STATION FUEL 701-9200-600.257.000 101.55 ANDREW GUZMAN 6/28/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 41.13 ANDREW GUZMAN 6/28/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 58.11 ANDREW GUZMAN 6/28/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 71.67 ANDREW GUZMAN 6/28/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 39.13 ANDREW GUZMAN 7/3/2024 AMERICAN RED CROSS OPIOID ONLINE TRAINING 100-2200-610.915.000 20.00 ANDREW GUZMAN 7/3/2024 AMERICAN RED CROSS OPIOID ONLINE TRAINING 100-2200-610.915.000 20.00 ANDREW GUZMAN 7/3/2024 BJ'S EXPRESS MART GAS STATION FUEL 701-9200-600.257.000 80.67 ANDREW GUZMAN 7/6/2024 WAL-MART OFFICE SUPPLIES 100-2100-600.250.000 4.30 ANDREW GUZMAN 7/10/2024 ARCO GAS STATION FUEL 701-9200-600.257.000 60.00 ANDREW GUZMAN 7/18/2024 FEDEX POLICE/DISPATCH BACKGROUND TABS 100-2100-600.250.000 63.61 ANTHONY RIVAS 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 69.22 ANTHONY RIVAS 6/28/2024 AMAZON LAPTOP BAG 100-2550-600.250.000 72.67 ANTHONY RIVAS 7/1/2024 76 GAS STATION FUEL 701-9200-600.257.000 64.87 ANTHONY RIVAS 7/5/2024 AMAZON RETURN 100-2550-600.250.000 (72.67) ANTHONY RIVAS 7/7/2024 AMAZON LAPTOP BAG 100-2550-600.250.000 62.90 CALEB GARCIA 6/26/2024 BEST BUY, CLOVIS CA SUPPLIES 100-2100-600.250.000 492.56 CALEB GARCIA 6/26/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 66.69 CALEB GARCIA 6/26/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 23.32 CALEB GARCIA 6/27/2024 AMAZON SUPPLIES 100-2100-600.250.000 115.11 CALEB GARCIA 6/29/2024 AMAZON SUPPLIES 100-2100-600.250.000 206.14 CALEB GARCIA 6/30/2024 AMAZON SUPPLIES 100-2100-600.250.000 119.31 CALEB GARCIA 6/30/2024 AMAZON SUPPLIES 100-2100-600.250.000 145.31 CALEB GARCIA 7/11/2024 THE HOME DEPOT SUPPLIES 100-2100-600.250.000 32.18 CALEB GARCIA 7/17/2024 AMAZON SUPPLIES 100-2100-600.250.000 (119.31) US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24

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September 3, 2024 Council Packet Page 82

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
CASSY L FAIN 7/14/2024 SINCLAIR GAS STATION FUEL/TRAINING 701-9200-600.257.000 60.82 CASSY L FAIN 7/17/2024 HAMPTON INN HOTEL HOTEL/TRAINING 100-2200-610.915.000 319.77 CASSY L FAIN 7/17/2024 CHEVRON GAS STATION FUEL/TRAINING 701-9200-600.257.000 53.39 CITY OF SELMA QRT MASTER 6/24/2024 AMAZON DC111 IPAD CASE 100-2525-600.250.000 35.79 CITY OF SELMA QRT MASTER 6/25/2024 FLAGS USA FLAGS FOR HEADQUARTER 100-2500-600.250.000 181.55 CITY OF SELMA QRT MASTER 6/26/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 77.81 CITY OF SELMA SNG RES 1 6/26/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 172.84 CITY OF SELMA STATION 1 6/24/2024 ALLIANCE LAUNDRY SYSTEMS PARTS FOR EXTRACTOR 100-2525-600.250.000 82.35 CITY OF SELMA STATION 1 6/24/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 90.91 CITY OF SELMA STATION 1 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 38.29 CITY OF SELMA STATION 1 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 89.54 CITY OF SELMA STATION 1 6/25/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 85.87 CITY OF SELMA STATION 1 6/27/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 85.82 CITY OF SELMA STATION 1 6/27/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 68.95 CITY OF SELMA STATION 1 7/12/2024 WAL-MART GATORADE FOR ST 1 & 2 100-2525-600.250.000 75.80 CITY OF SELMA STATION 1 7/13/2024 ACE HARDWARE CHAINSAW PARTS 100-2525-600.250.000 210.18 CITY OF SELMA STATION 1 7/16/2024 AMAZON COFFEE MAKER ST 1 100-2525-600.250.000 58.08 CITY OF SELMA STATION 2 6/24/2024 WAL-MART STATION SUPPLIES RESTOCK 100-2525-600.250.000 139.32 CITY OF SELMA STATION 2 6/24/2024 WAL-MART STATION SUPPLIES RESTOCK 600-2600-600.250.000 69.66 CITY OF SELMA STATION 2 6/24/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 44.71 CITY OF SELMA STATION 2 6/27/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 73.79 CITY OF SELMA STATION 2 6/29/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 87.09 CITY OF SELMA STATION 2 7/2/2024 SAVE N GO FUEL 701-9200-600.257.000 17.13 CITY OF SELMA STATION 2 7/5/2024 THE HOME DEPOT PAINT AND TAPE FOR TOOLS 100-2525-600.250.000 55.73 CYNTHIA GOMEZ 6/27/2024 SHELL GAS STATION FUEL 701-9200-600.257.000 79.18 CYNTHIA GOMEZ 7/10/2024 SQUARE*AME SUPPLIES 100-2200-600.250.000 88.14 CYNTHIA GOMEZ 7/18/2024 SAM'S CLUB ENHANCEMENT CORP - SNACK BAR 800-0000-121.000.000 212.37 DANIEL DIAZ 6/26/2024 CASCADE TRAINING CPR MATERIALS 800-0000-121.000.000 46.00 DANIEL DIAZ 6/27/2024 TACKLE BOX GAS FUEL 701-9200-600.257.000 40.00 DANIEL DIAZ 6/28/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 60.00 DANIEL DIAZ 7/1/2024 WAL-MART MEDICAL SUPPLIES 600-2600-600.280.000 15.97 DANIEL DIAZ 7/12/2024 AMAZON RED TAGS 600-2600-600.250.000 108.40 EMS DIVISION 552 6/24/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 63.68 EMS DIVISION 552 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 78.98 EMS DIVISION 552 6/26/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 101.39 EMS DIVISION 552 6/27/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 105.55 EMS DIVISION 552 7/10/2024 PILOT GAS STATION FUEL 701-9200-600.257.000 66.35 EMS DIVISION 552 7/16/2024 LOVE'S GAS STATION FUEL 701-9200-600.257.000 73.49 EMS DIVISION 553 6/24/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 88.11 EMS DIVISION 553 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 111.05 EMS DIVISION 553 6/26/2024 76 GAS STATION FUEL 701-9200-600.257.000 96.29 EMS DIVISION 553 6/26/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 70.02 EMS DIVISION 553 6/26/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 75.67 EMS DIVISION 553 6/27/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 74.73 EMS DIVISION 553 6/28/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 81.21 EMS DIVISION 553 6/29/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 91.17 EMS DIVISION 553 6/29/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 30.43

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September 3, 2024 Council Packet Page 83

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
EMS DIVISION 553 7/5/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 100.53 EMS DIVISION 553 7/13/2024 PILOT GAS STATION FUEL 701-9200-600.257.000 86.52 EMS DIVISION 553 7/14/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 74.69 EMS DIVISION 553 7/14/2024 PILOT GAS STATION FUEL 701-9200-600.257.000 60.56 EMS DIVISION 554 6/24/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 63.18 EMS DIVISION 554 6/25/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 50.85 EMS DIVISION 554 6/26/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 62.61 EMS DIVISION 554 6/27/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 59.00 EMS DIVISION 554 6/28/2024 THE HOME DEPOT FACILITIES 600-2600-600.250.000 43.82 EMS DIVISION 554 6/28/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 66.78 EMS DIVISION 554 6/29/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 93.47 EMS DIVISION 554 6/30/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 44.89 FERNANDO MORAN 6/24/2024 CIRCLE K GAS STATION FUEL-UNIT #1006 701-9200-600.257.000 70.04 FERNANDO MORAN 6/24/2024 CIRCLE K GAS STATION FUEL-UNIT #719 701-9200-600.257.000 60.00 FERNANDO MORAN 6/25/2024 76 GAS STATION FUEL-UNIT #1006 701-9200-600.257.000 89.98 FERNANDO MORAN 6/25/2024 76 GAS STATION FUEL-UNIT #720 701-9200-600.257.000 72.54 FERNANDO MORAN 6/27/2024 NELSON'S ACE HARDWARE PARKS MAINTENANCE SUPPLIES 100-5300-600.360.000 156.23 FERNANDO MORAN 6/27/2024 CIRCLE K GAS STATION FUEL-UNIT #3205 701-9200-600.257.000 22.57 FERNANDO MORAN 6/27/2024 CIRCLE K GAS STATION FUEL-UNIT #502 701-9200-600.257.000 80.00 FERNANDO MORAN 6/27/2024 CIRCLE K GAS STATION FUEL-UNIT #718 701-9200-600.257.000 60.00 FERNANDO MORAN 6/27/2024 CIRCLE K GAS STATION FUEL-UNIT #720 701-9200-600.257.000 60.00 FERNANDO MORAN 7/2/2024 NELSON'S ACE HARDWARE PARKS MAINTENANCE SUPPLIES 100-5300-600.360.000 280.18 FERNANDO MORAN 7/2/2024 THE HOME DEPOT PARKS MAINTENANCE SUPPLIES 100-5300-600.360.000 50.91 FERNANDO MORAN 7/2/2024 CIRCLE K GAS STATION FUEL-UNIT #1006 701-9200-600.257.000 75.00 FERNANDO MORAN 7/2/2024 CIRCLE K GAS STATION FUEL-UNIT #719 701-9200-600.257.000 70.00 FERNANDO MORAN 7/3/2024 FRANKS TARPS PARKS MAINTENANCE SUPPLIES 100-5300-600.360.000 119.18 FERNANDO MORAN 7/8/2024 FRANKS TARPS STRAW HATS-PARKS 100-5300-600.250.000 46.47 FERNANDO MORAN 7/9/2024 THE HOME DEPOT SAW BLADES & SISAL ROPE -PARKS 100-5300-600.250.000 115.61 FERNANDO MORAN 7/10/2024 THE HOME DEPOT INDOOR FOGGER, INSECT/WASP KILLER 100-5300-600.250.000 76.79 FERNANDO MORAN 7/10/2024 NELSON'S ACE HARDWARE SOCKET SET-PARKS TOOLS 100-5300-600.305.000 34.33 FERNANDO MORAN 7/10/2024 CLEAR IMAGE POOLS CHLORINE & MURIATIC ACID-SPLASH PARK 100-5300-600.360.000 114.41 FERNANDO MORAN 7/16/2024 THE HOME DEPOT CRACK INSULATING SPRAY-PARKS 100-5300-600.360.000 4.75 FERNANDO MORAN 7/21/2024 AMAZON HEX BIT SETS-PARKS 100-5300-600.305.000 56.18 FERNANDO MORAN 7/21/2024 AMAZON ICE SCOOPER-CITY YARD ICE MACHINE 702-9300-600.250.000 24.95 FERNANDO SANTILLAN 7/8/2024 THE FRESNO BEE ELECTRONIC SUBSCRIPTION TO FRESNO BEE 100-1300-610.900.000 39.99 FERNANDO SANTILLAN 7/10/2024 ICMA ICMA ANNUAL CONFERENCE REGISTRATION FEES 100-1300-610.920.000 810.00 FERNANDO SANTILLAN 7/10/2024 HOMEWOOD SUITES/ARES HOTELS LODGING FEES FOR ICMA ANNUAL CONFERENCE 100-1300-610.920.000 1,001.41 FERNANDO SANTILLAN 7/15/2024 DROPBOX ONLINE STORAGE SUBSCRIPTION FEES 100-1300-610.900.000 19.99 FERNANDO SANTILLAN 7/24/2024 THE HABIT BURGER GRILL LUNCH MEETING WITH ASSISTANT CM 100-1300-610.133.000 38.40 FINANCE DEPARTMENT 7/15/2024 THE HOME DEPOT CVTC SUPPLIES 274-1500-600.250.000 130.06 FINANCE DEPARTMENT 7/15/2024 THE HOME DEPOT CVTC SUPPLIES 274-1500-600.250.000 1,464.51 FINANCE DEPARTMENT 7/15/2024 THE HOME DEPOT CVTC SUPPLIES 274-1500-600.250.000 1,481.34 FINANCE DEPARTMENT 7/15/2024 THE HOME DEPOT CVTC SUPPLIES 274-1500-600.250.000 21.66 FIRE ADMINISTRATION 6/26/2024 OFFICE DEPOT EMS SURVEY POSTCARDS 600-2600-600.250.000 22.55 FIRE ADMINISTRATION 6/27/2024 THE HOME DEPOT FLEA TRAPS 100-2500-600.250.000 6.48 FIRE ADMINISTRATION 7/1/2024 AMAZON PHOTO BOOTH FOR HQ 295-2500-600.250.000 148.57 FIRE ADMINISTRATION 7/10/2024 AMAZON OFFICE SUPPLIES 100-1600-600.100.000 100.73

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September 3, 2024 Council Packet Page 84

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
FIRE ADMINISTRATION 7/11/2024 FASTRAK AMBULANCE TRANSFER BRIDGE TOLL 600-2600-600.250.000 7.00 FIRE ADMINISTRATION 7/16/2024 WALGREENS PHOTO PRINT FOR HQ 100-2500-600.250.000 3.24 FIRE ADMINISTRATION 7/18/2024 AMAZON PAPER PLATES FOR HQ 100-2500-600.250.000 15.71 FIRE ADMINISTRATION 7/18/2024 WALGREENS PHOTO PRINT FOR HQ 100-2500-600.250.000 116.89 HUMBERTO SALAS 6/24/2024 CHEVRON GAS STATION FUEL 269-2100-600.257.000 41.20 HUMBERTO SALAS 6/24/2024 AMERICAN TIRE DEPOT SELMA OIL CHANGE 269-2100-600.257.000 77.42 HUMBERTO SALAS 6/24/2024 CHEVRON GAS STATION FUEL FOR SELMA UC UNIT BROWN CROWN VICTORIA 701-9200-600.257.000 53.11 HUMBERTO SALAS 6/24/2024 CHEVRON GAS STATION FUEL FOR SELMA UC UNIT SILVER IMPALA 701-9200-600.257.000 58.45 HUMBERTO SALAS 6/24/2024 CHEVRON GAS STATION FUEL FOR SELMA UNIT #1008 701-9200-600.257.000 53.84 HUMBERTO SALAS 6/24/2024 CHEVRON GAS STATION FUEL FOR SELMA UNIT #190 701-9200-600.257.000 60.00 HUMBERTO SALAS 6/24/2024 CHEVRON GAS STATION FUEL FOR SELMA UNIT #197 701-9200-600.257.000 38.32 HUMBERTO SALAS 6/27/2024 CHEVRON GAS STATION FUEL 269-2100-600.257.000 79.18 HUMBERTO SALAS 7/2/2024 CHEVRON GAS STATION FUEL 269-2100-600.257.000 79.40 JANIE VENEGAS 7/1/2024 NEOGOV 2024 IGNITE NEOGOV CONFERENCE - 2 ATTENDEES 100-1400-610.920.000 1,750.00 JEROME KEENE 7/11/2024 CONSTANT CONTACT CITY WIDE NEWSLETTER 100-1500-600.215.000 26.60 JEROME KEENE 7/17/2024 SOLANO PRESS CURTAIN'S LAND USE AD PLANNING LAW 39TH EDITION 100-3100-600.250.000 157.43 JESUS HERNANDEZ 6/24/2024 THE HOME DEPOT REPAIRS SUPPLIES - ANIMAL SHELTER 100-2400-600.250.050 154.22 JESUS HERNANDEZ 6/25/2024 CHILDS & CO (3)LOCKETS - CITY HALL LOBBY RENOVATIONS 404-0000-700.100.008 2,096.57 JESUS HERNANDEZ 6/25/2024 CIRCLE K GAS STATION FUEL-UNIT #502 701-9200-600.257.000 52.67 JESUS HERNANDEZ 6/25/2024 CIRCLE K GAS STATION FUEL-UNIT #721 701-9200-600.257.000 40.00 JESUS HERNANDEZ 6/26/2024 THE HOME DEPOT MILWAUKEE LITHIUM STARTER KIT/BLOWER 210-5400-600.305.000 324.34 JESUS HERNANDEZ 6/26/2024 THE HOME DEPOT TOOLS/TOTE/TOOL BOX/BIT SET-STREETS 210-5400-600.305.000 1,351.25 JESUS HERNANDEZ 6/26/2024 DESOTO RUBBER BASE-CITY HALL LOBBY RENOVATIONS 404-0000-700.100.008 102.53 JESUS HERNANDEZ 6/26/2024 E-BAY PASSENGER DOOR - UNIT #805 701-9200-600.256.000 844.87 JESUS HERNANDEZ 6/26/2024 CIRCLE K GAS STATION FUEL-UNIT #804 701-9200-600.257.000 40.00 JESUS HERNANDEZ 6/26/2024 CIRCLE K GAS STATION FUEL-UNIT#3205 701-9200-600.257.000 17.00 JESUS HERNANDEZ 6/27/2024 KINGS RIVER CASTING INC BENCHES-STREETS 210-5400-600.250.000 1,079.97 JESUS HERNANDEZ 6/27/2024 DESOTO RUBBER BASE-CITY HALL LOBBY RENOVATIONS 404-0000-700.100.008 83.14 JESUS HERNANDEZ 6/27/2024 PHILLIPS 66 GAS STATION FUEL - UNIT #729 701-9200-600.257.000 60.01 JESUS HERNANDEZ 6/27/2024 CIRCLE K GAS STATION FUEL-CAT TRAILER 701-9200-600.257.000 20.76 JESUS HERNANDEZ 6/27/2024 FERGUSON ENT 1179 HALF TOP GRATE 702-9300-600.370.000 28.82 JESUS HERNANDEZ 6/27/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE RESERVE BLDG 702-9300-600.370.000 132.23 JESUS HERNANDEZ 6/27/2024 NELSON'S ACE HARDWARE REPAIRS SUPPLIES-FIRE RESERVE/CITY HALL 702-9300-600.370.000 296.55 JESUS HERNANDEZ 7/2/2024 NELSON'S ACE HARDWARE HARDWARE FOR BENCHES-DOWNTOWN 210-5400-600.250.000 33.48 JESUS HERNANDEZ 7/2/2024 NELSON'S ACE HARDWARE REPAIRS FOR CITY HALL LOBBY RENOVATIONS 404-0000-700.100.008 63.93 JESUS HERNANDEZ 7/2/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE RESERVE BLDG 702-9300-600.370.000 201.52 JESUS HERNANDEZ 7/2/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE RESERVE BLDG 702-9300-600.370.000 434.12 JESUS HERNANDEZ 7/3/2024 THE HOME DEPOT NIFTY NABBERS - 4TH OF JULY 100-4100-656.905.000 129.97 JESUS HERNANDEZ 7/3/2024 THE HOME DEPOT TORX WRENCH/GRINDER POINT-STREETS 210-5400-600.305.000 48.17 JESUS HERNANDEZ 7/8/2024 THE HOME DEPOT RING DOORBELLS/BATTERY-SENIOR CENTER 100-4100-700.100.000 325.39 JESUS HERNANDEZ 7/8/2024 DESOTO RUBBER BASE-CITY HALL LOBBY RENOVATIONS 404-0000-700.100.008 66.95 JESUS HERNANDEZ 7/8/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE RESERVE BLDG 702-9300-600.370.000 62.33 JESUS HERNANDEZ 7/9/2024 VULCAN CALMAT COLD MIX 210-5400-600.360.000 670.40 JESUS HERNANDEZ 7/9/2024 USPS RETURN PACKAGE 210-5400-600.400.000 49.39 JESUS HERNANDEZ 7/9/2024 THE HOME DEPOT NON SLIP EPOXY-FIRE ADMIN RAMP 702-9300-600.370.000 357.97 JESUS HERNANDEZ 7/9/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE ADMIN 702-9300-600.370.000 200.01 JESUS HERNANDEZ 7/9/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE RESERVE BLDG 702-9300-600.370.000 27.38

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September 3, 2024 Council Packet Page 85

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
JESUS HERNANDEZ 7/10/2024 THE HOME DEPOT 6 FT TABLE FOR SIGN MAKING-STREETS 210-5400-600.250.000 99.30 JESUS HERNANDEZ 7/12/2024 NELSON'S ACE HARDWARE REPAIRS FOR CITY HALL LOBBY RENOVATIONS 404-0000-700.100.008 33.56 JESUS HERNANDEZ 7/12/2024 NELSON'S ACE HARDWARE REPAIRS SUPPLIES-FIRE RESERVE BLDG/PD 702-9300-600.370.000 62.28 JESUS HERNANDEZ 7/15/2024 THE HOME DEPOT HUSKY 194PC MECHANIC TOOL SET 210-5400-600.305.000 183.32 JESUS HERNANDEZ 7/16/2024 THE HOME DEPOT REPAIRS SUPPLIES-FIRE ADMIN 702-9300-600.370.000 2.44 JESUS HERNANDEZ 7/18/2024 THE HOME DEPOT SAFETY GLASSES 210-5400-600.250.000 51.42 JESUS HERNANDEZ 7/18/2024 THE HOME DEPOT SCREWDRIVER SET/WIRE STRIPPER 210-5400-600.305.000 91.07 JORDAN WEBSTER 7/8/2024 ARCO GAS STATION FUEL 701-9200-600.250.000 92.49 JUSTIN HOLT 6/24/2024 CIRCLE K GAS STATION FUEL FOR UNIT 1002, GAS PUMP DOWN 701-9200-600.257.000 64.63 JUSTIN HOLT 6/24/2024 CIRCLE K GAS STATION FUEL FOR UNIT 187, GAS PUMP DOWN 701-9200-600.257.000 37.00 JUSTIN HOLT 6/24/2024 CIRCLE K GAS STATION FUEL FOR UNIT 192, GAS PUMP DOWN 701-9200-600.257.000 50.00 JUSTIN HOLT 6/24/2024 CIRCLE K GAS STATION FUEL FOR UNIT 192, GAS PUMP DOWN 701-9200-600.257.000 40.00 JUSTIN HOLT 6/24/2024 CIRCLE K GAS STATION FUEL FOR UNIT 194, GAS PUMP DOWN 701-9200-600.257.000 58.82 KIZITO OKOROANYANWU 6/23/2024 STORQUEST FCRTA STORAGE SPACE 603-5500-600.400.000 495.00 KIZITO OKOROANYANWU 6/24/2024 TRUCK PRO FRESNO PURCHASE OF CLEARANCE LIGHT CONNECTOR 603-5500-600.256.000 315.57 KIZITO OKOROANYANWU 6/24/2024 TRUCK PRO FRESNO PURCHASE OF CLEARANCE LIGHT RED 603-5500-600.256.000 94.45 KIZITO OKOROANYANWU 6/24/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT# 200 603-5500-600.400.000 426.50 KIZITO OKOROANYANWU 6/25/2024 O'REILLY AUTO PARTS PURCHASE OF OIL PUMP PRT#177 603-5500-600.256.000 167.42 KIZITO OKOROANYANWU 6/25/2024 SOUTHERN TIRE MART, FRESNO PURCHASE OF TWO EL DORADO TIRES STOCK 603-5500-600.256.000 2,493.24 KIZITO OKOROANYANWU 6/25/2024 SOUTHERN TIRE MART, FRESNO PURCHASE OF TWO EL DORADO TIRES STOCK 603-5500-600.256.000 1,246.62 KIZITO OKOROANYANWU 6/26/2024 NAPA AUTO PARTS STARTER FOR ARBOC VEHICLES 603-5500-600.256.000 215.19 KIZITO OKOROANYANWU 6/26/2024 NAPA AUTO PARTS TWO STARTERS FOR ARBOC VEHICLES 603-5500-600.256.000 430.39 KIZITO OKOROANYANWU 6/27/2024 NELSON'S ACE HARDWARE SHOP TOOL FOR CNG NOZZLE O-RING REMOVAL 603-5500-600.250.000 26.02 KIZITO OKOROANYANWU 6/27/2024 NAPA AUTO PARTS FOUR FAN CLUTCH FOR ARBOC VEHICLES 603-5500-600.256.000 267.67 KIZITO OKOROANYANWU 6/27/2024 O'REILLY AUTO PARTS F FIVE THERMOSTATS FOR ARBOC VEHICLES 603-5500-600.256.000 77.56 KIZITO OKOROANYANWU 6/27/2024 CHEVROLET CADILLAC FRESNO PURCHASE OF FUSE BLOCK FOR ARBOC VEHICLES 603-5500-600.256.000 671.49 KIZITO OKOROANYANWU 6/27/2024 NAPA AUTO PARTS TEN FAN CLUTCH FOR ARBOC VEHICLES 603-5500-600.256.000 279.43 KIZITO OKOROANYANWU 6/28/2024 WAL-MART 12 POSTURAL BELTS FOR WHEELCHAIR OCCUPANT 603-5500-600.250.000 691.43 KIZITO OKOROANYANWU 6/28/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT# 176 603-5500-600.400.000 426.50 KIZITO OKOROANYANWU 7/1/2024 NAPA AUTO PARTS PURCHASE OF A/C FLUSH FOR ARBOC VEHICLES 603-5500-600.256.000 50.12 KIZITO OKOROANYANWU 7/1/2024 SOUTHERN TIRE MART, FRESNO PURCHASE OF THREE ARBOC TIRES 603-5500-600.256.000 655.50 KIZITO OKOROANYANWU 7/1/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT# 128 603-5500-600.400.000 433.00 KIZITO OKOROANYANWU 7/2/2024 AMAZON OIL EXTRACTOR 603-5500-600.250.000 195.23 KIZITO OKOROANYANWU 7/2/2024 NAPA AUTO PARTS FUEL TANK PRESSURE SENSOR FOR ARBOCS-STOCK 603-5500-600.256.000 56.76 KIZITO OKOROANYANWU 7/2/2024 O'REILLY AUTO PARTS FUEL PRESSURE SENSOR RT#172 603-5500-600.256.000 71.03 KIZITO OKOROANYANWU 7/2/2024 ASE PAYMENT FOR ASE TRAINING A/C CERTIFICATE 603-5500-600.400.000 19.00 KIZITO OKOROANYANWU 7/3/2024 NAPA AUTO PARTS 10 A/C DRIER FOR ARBOC VEHICLES- STOCK 603-5500-600.256.000 505.28 KIZITO OKOROANYANWU 7/3/2024 NAPA AUTO PARTS THREE STARTERS FOR ARBOC VEHICLE STOCK 603-5500-600.256.000 645.58 KIZITO OKOROANYANWU 7/3/2024 CHEVROLET CADILLAC FRESNO PURCHASE OF FUSE BLOCK FOR RT#158 603-5500-600.256.000 189.95 KIZITO OKOROANYANWU 7/3/2024 CUMMINS ENGINE ECN REPAIR FOR EL DORADO RT#192 603-5500-600.400.000 5,143.86 KIZITO OKOROANYANWU 7/3/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT#138 603-5500-600.400.000 433.00 KIZITO OKOROANYANWU 7/4/2024 AMAZON MANUAL FLUID EXTRACTOR 603-5500-600.250.000 195.20 KIZITO OKOROANYANWU 7/8/2024 NVB EQUIPMENT INC., FRESNO A/C RELAY BOARD FOR ARBOC VEHICLE STOCK 603-5500-600.256.000 988.57 KIZITO OKOROANYANWU 7/8/2024 NVB EQUIPMENT INC., FRESNO FIVE A/C BLOWERS REAR & 10 LOUVER REAR VENT FOR ARBOC VEHICLES STOCK 603-5500-600.256.000 893.46 KIZITO OKOROANYANWU 7/8/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT# 192 603-5500-600.400.000 433.00 KIZITO OKOROANYANWU 7/9/2024 TRUCK PRO FRESNO SUPPLIES FOR VEHICLE DETAILING 603-5500-600.256.000 236.96 KIZITO OKOROANYANWU 7/9/2024 NVB EQUIPMENT INC., FRESNO RETURNED PARTS FOR A/C RELAY BOARD 603-5500-600.256.000 (951.76)

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September 3, 2024 Council Packet Page 86

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
KIZITO OKOROANYANWU 7/10/2024 NAPA AUTO PARTS YELLOW LED LIGHT FOR ARBOC VEHICLE 603-5500-600.256.000 262.29 KIZITO OKOROANYANWU 7/10/2024 NAPA AUTO PARTS LED PLUG WIRE 603-5500-600.256.000 55.11 KIZITO OKOROANYANWU 7/10/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT# 189 603-5500-600.256.000 433.00 KIZITO OKOROANYANWU 7/10/2024 NAPA AUTO PARTS PURCHASE OF AMBER LED LIGHT 603-5500-600.256.000 54.24 KIZITO OKOROANYANWU 7/10/2024 NAPA AUTO PARTS RETURNED PART LED LIGHT 603-5500-600.256.000 (262.29) KIZITO OKOROANYANWU 7/10/2024 NAPA AUTO PARTS RETURNED PART LED LIGHT 603-5500-600.400.000 (55.11) KIZITO OKOROANYANWU 7/11/2024 NELSON'S ACE HARDWARE HOSE FOR EVAP COOLER 603-5500-600.250.000 20.60 KIZITO OKOROANYANWU 7/11/2024 NELSON'S ACE HARDWARE TWO EVAP COOLER FOR SHOP 603-5500-600.250.000 2,188.56 KIZITO OKOROANYANWU 7/11/2024 NAPA AUTO PARTS AIR BRAKE HOSE/C PAG OIL FOR ARBOC'S STOCK 603-5500-600.256.000 49.37 KIZITO OKOROANYANWU 7/11/2024 NAPA AUTO PARTS LED PLUG WIRE 603-5500-600.256.000 158.70 KIZITO OKOROANYANWU 7/12/2024 NAPA AUTO PARTS HOSE AND HOSE REEL FOR VEHICLE DETAILING 603-5500-600.250.000 306.19 KIZITO OKOROANYANWU 7/15/2024 FRONTIER FASTERS, FRESNO ASSORTED FASTENERS MONTHLY SUPPLIES 603-5500-600.250.000 119.28 KIZITO OKOROANYANWU 7/15/2024 O'REILLY AUTO PARTS WASHER FLUID 603-5500-600.250.000 21.41 KIZITO OKOROANYANWU 7/15/2024 O'REILLY AUTO PARTS 6 GALLONS OF ANTIFREEZE 603-5500-600.256.000 91.05 KIZITO OKOROANYANWU 7/15/2024 O'REILLY AUTO PARTS OIL FILTER FOR ARBOC VEHICLES 603-5500-600.256.000 30.34 KIZITO OKOROANYANWU 7/16/2024 A-1 AUTO ELECTRIC PG&E ANNUAL INSPECTION RT#193 603-5500-600.250.000 433.00 KIZITO OKOROANYANWU 7/16/2024 THERMO KING OF CENTRAL, FRESNO A/C REPAIR ON RT#193 603-5500-600.256.000 2,918.18 KIZITO OKOROANYANWU 7/16/2024 CHEVROLET CADILLAC FRESNO FUSE BOX FOR VEHICLE NO. 174 603-5500-600.400.000 569.85 KIZITO OKOROANYANWU 7/17/2024 O'REILLY AUTO PARTS TWO CASES OF OIL FILTER FOR ARBOC VEHICLES 603-5500-600.250.000 60.68 KIZITO OKOROANYANWU 7/17/2024 ACE HARDWARE TWO EVAP COOLERS FOR SHOP 603-5500-600.250.000 3,089.42 KIZITO OKOROANYANWU 7/17/2024 O'REILLY AUTO PARTS PURCHASE EL DORADO BATTERY 603-5500-600.256.000 242.02 KIZITO OKOROANYANWU 7/17/2024 ED DENA'S AUTO CENTER PAYMENT FOR A/C REPAIR OF VEHICLE RT#167 603-5500-600.400.000 1,378.32 KIZITO OKOROANYANWU 7/19/2024 A-1 AUTO ELECTRIC PG&E ANNUAL CNG TANK INSPECTION RT#116 603-5500-600.400.000 359.75 LISBETH MARTINEZ 7/1/2024 WAL-MART SENIOR MEALS 100-4500-656.895.000 111.67 LISBETH MARTINEZ 7/1/2024 AMAZON ADULT SPORTS 100-4700-656.901.000 281.80 LISBETH MARTINEZ 7/3/2024 WAL-MART SPECIAL EVENTS 100-4100-656.905.000 47.64 LISBETH MARTINEZ 7/4/2024 DOLLAR TREE SPECIAL EVENTS 100-4100-656.905.000 21.70 LISBETH MARTINEZ 7/8/2024 DOMINO'S PIZZA SENIOR MEALS 100-4500-656.895.000 219.54 LISBETH MARTINEZ 7/9/2024 WAL-MART ADULT SPORTS 100-4700-656.901.000 154.60 LISBETH MARTINEZ 7/10/2024 THE HOME DEPOT ADULT SPORTS 100-4700-656.901.000 36.27 LISBETH MARTINEZ 7/18/2024 WAL-MART SENIOR MEALS 100-4500-656.895.000 143.36 LISBETH MARTINEZ 7/22/2024 NELSON'S ACE HARDWARE SPECIAL EVENTS 100-4100-656.905.000 14.30 LISBETH MARTINEZ 7/22/2024 CLASSIC CHARTER SENIOR TRIPS 100-4200-656.900.000 (150.00) MATTHEW HUGHES 6/27/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 71.51 MATTHEW HUGHES 7/2/2024 DJI.COM DRONE PARTS - PROPELLERS 100-2100-600.250.000 37.78 MICHAEL HONN 6/24/2024 ACHILLION SPORTS (4) BASKETBALL BACKBOARD KITS-SALAZAR CENTER 100-5300-600.250.000 4,300.94 NESTOR GALVAN 6/25/2024 NELSON'S ACE HARDWARE WELDING HELMET 701-9200-600.250.000 28.59 NESTOR GALVAN 6/27/2024 CIRCLE K GAS STATION FUEL-UNIT #1005 701-9200-600.257.000 48.66 NESTOR GALVAN 7/12/2024 CALIFORNIA INDUSTRIAL RUBBER GASKET, CRIMP COUPLING - UNIT #2202 701-9200-600.256.000 357.66 NESTOR GALVAN 7/12/2024 KIMBALL SMALL TOOLS - FLEET 701-9200-600.305.000 688.36 NESTOR GALVAN 7/15/2024 SELMA COLLISION CENTER REPLACE/REPAIR LOWER & BUMPER COVER UNIT #1001 701-9200-600.400.000 930.37 NESTOR GALVAN 7/16/2024 NELSON'S POWER CENTER AIR FILTER - BACKPACK BLOWERS 701-9200-600.250.000 92.88 NICOLETTE C ANDERSEN 6/26/2024 AMAZON SAC- TABLE RUNNER 100-4300-600.250.000 40.11 NICOLETTE C ANDERSEN 6/26/2024 AMAZON SAC- EVIL DEAD BLOOD 605-4300-656.910.000 15.19 NICOLETTE C ANDERSEN 6/27/2024 THE HOME DEPOT SAC- TOOL KIT FOR CONSTRUCTION 100-4300-600.250.000 58.57 NICOLETTE C ANDERSEN 6/27/2024 THE HOME DEPOT SAC- TOOLS FOR CONSTRUCTION 100-4300-600.250.000 755.96 NICOLETTE C ANDERSEN 6/27/2024 WAL-MART SAC- JERSEY BOYS SNACK BAR 605-4300-656.910.000 148.87

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September 3, 2024 Council Packet Page 87

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
NICOLETTE C ANDERSEN 6/27/2024 SLACK SAC- MARKETING PLATFORM 605-4300-656.910.000 8.75 NICOLETTE C ANDERSEN 6/29/2024 RITE AID SAC- JERSEY BOYS BOTTLED WATER 605-4300-656.910.000 11.00 NICOLETTE C ANDERSEN 7/1/2024 SWEETWATER SOUND FOG MACHINE RECREATION 100-4100-656.910.000 506.86 NICOLETTE C ANDERSEN 7/1/2024 AMAZON REC- RETRACTABLE SENTRY STANCHION 100-4100-656.910.000 352.48 NICOLETTE C ANDERSEN 7/1/2024 AMAZON SAC- WALL AND DOOR SIGN HANGERS 100-4300-600.250.000 36.86 NICOLETTE C ANDERSEN 7/1/2024 AMAZON SAC- EVIL DEAD PROP SUPPLIES 605-4300-656.910.000 11.04 NICOLETTE C ANDERSEN 7/3/2024 AMAZON SAC - EVIL DEAD PROP SUPPLIES 605-4300-656.910.000 51.25 NICOLETTE C ANDERSEN 7/5/2024 NELSON'S ACE HARDWARE SAC- ART GALLERY SUPPLIES 605-4300-600.250.000 26.29 NICOLETTE C ANDERSEN 7/8/2024 AMAZON SAC - EVIL DEAD COSTUMES 605-4300-656.910.000 314.30 NICOLETTE C ANDERSEN 7/9/2024 AMAZON SAC- PRIME MEMBERSHIP 605-4300-600.400.000 16.26 NICOLETTE C ANDERSEN 7/9/2024 SHIEN SERVICES SAC - EVIL DEAD COSTUMES 605-4300-656.910.000 365.47 NICOLETTE C ANDERSEN 7/12/2024 AMAZON SAC - EVIL DEAD PROP SUPPLIES 605-4300-656.910.000 45.54 NICOLETTE C ANDERSEN 7/12/2024 WALGREENS SAC - FIRST AID KIT SUPPLIES 605-4300-656.910.000 86.08 NICOLETTE C ANDERSEN 7/12/2024 AMAZON SAC- EVIL DEAD COSTUME/ PROPS FABRIC 605-4300-656.910.000 29.00 NICOLETTE C ANDERSEN 7/13/2024 AMAZON SAC - EVIL DEAD PROP 605-4300-656.910.000 9.74 NICOLETTE C ANDERSEN 7/15/2024 SP ROGER GEORGE SPFX SAC - EVIL DEAD SPFX PROP SUPPLIES 605-4300-656.910.000 44.06 NICOLETTE C ANDERSEN 7/15/2024 AMAZON SAC- EVIL DEAD SPFX SUPPLIES 605-4300-656.910.000 8.08 NICOLETTE C ANDERSEN 7/15/2024 DREAMHOST SAC- WEBSITE HOSTING 605-4300-656.910.000 10.00 NICOLETTE C ANDERSEN 7/16/2024 SHEIN SAC - EVIL DEAD COSTUME SUPPLIES 605-4300-656.910.000 28.63 NICOLETTE C ANDERSEN 7/16/2024 AMAZON SAC - EVIL DEAD SPFX PROP SUPPLIES 605-4300-656.910.000 186.44 NICOLETTE C ANDERSEN 7/17/2024 SHEIN SAC - EVIL DEAD COSTUME SUPPLIES 605-4300-656.910.000 165.53 NICOLETTE C ANDERSEN 7/17/2024 AMAZON SAC- EVIL DEAD PROP 605-4300-656.910.000 52.61 NICOLETTE C ANDERSEN 7/18/2024 WAL-MART SAC- BEER GARDEN FOOD TRUCK NIGHT 605-4300-656.910.000 116.05 NICOLETTE C ANDERSEN 7/18/2024 AMAZON SAC- STAGE TAP/ OFFICE SUPPLIES/ COSTUME 605-4300-656.910.000 145.72 NICOLETTE C ANDERSEN 7/19/2024 SAVEMART SAC - BEER GARDEN WINE/ BEER AND ICE 605-4300-656.910.000 111.43 NICOLETTE C ANDERSEN 7/19/2024 AMAZON SAC - EVIL DEAD SET SUPPLIES 605-4300-656.910.000 146.42 POLICE DEPT NO 1 6/24/2024 SURF THRU CAR WASH 100-2100-600.250.000 13.00 POLICE DEPT NO 1 6/27/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 92.21 POLICE DEPT NO 1 6/28/2024 ARROWHEAD EVIDENCE SUPPLIES 100-2100-600.250.000 128.66 POLICE DEPT NO 1 7/3/2024 PETCO DOG FOOD 100-2200-600.400.700 66.96 POLICE DEPT NO 1 7/10/2024 76 GAS STATION FUEL 701-9200-600.257.000 55.81 POLICE DEPT NO 1 7/11/2024 AMAZON CELL PHONE EVIDENCE LOCKER 100-2100-600.250.000 540.21 POLICE DEPT NO 1 7/11/2024 AMAZON RETURN ITEMS 100-2100-600.250.000 (40.18) POLICE DEPT NO 1 7/11/2024 AMAZON THUMB DRIVES 100-2100-600.250.000 40.18 POLICE DEPT NO 1 7/11/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 47.81 POLICE DEPT NO 1 7/16/2024 THE PERMIT STORE PARKING FOR TRAINING 100-2200-610.915.000 13.00 POLICE DEPT NO 1 7/17/2024 EXXON GAS STATION FUEL 701-9200-600.257.000 52.03 POLICE DEPT NO 1 7/19/2024 HILTON HOTEL TRAINING 100-2200-610.915.000 1,008.76 POLICE DEPT NO 1 7/19/2024 FOUR STAR MINI MART GAS STATION FUEL 701-9200-600.257.000 53.59 RENE GARZA 6/26/2024 CHEVRON GAS STATION FUEL 701-9200-600.257.000 58.01 RENE GARZA 6/29/2024 ALASKA AIRLINES CREDIT 100-2100-610.915.000 (9.00) RENE GARZA 7/3/2024 76 GAS STATION FUEL 701-9200-600.257.000 48.45 RENE GARZA 7/7/2024 ALASKA AIRLINES CHECKED BAGGAGE 100-2100-610.915.000 35.00 RENE GARZA 7/11/2024 DOUBLETREE HOTEL LODGING 100-2100-610.915.000 568.33 RENE GARZA 7/12/2024 ALASKA AIRLINES CHECKED BAGGAGE 100-2100-610.915.000 35.00 RENE GARZA 7/12/2024 DOUBLETREE HOTEL LODGING 100-2100-610.915.000 287.47 REYNA RIVERA 6/28/2024 CANVA SUBSCRIPTION 100-1700-600.215.000 41.99

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September 3, 2024 Council Packet Page 88

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
REYNA RIVERA 7/11/2024 COLUMN PUBLIC NOTICE.COM PUBLIC BID NOTICE CDBG SIDEWALK 23651 230-5200-700.100.636 1,074.38 RICHARD FIGUEROA 6/25/2024 CIRCLE K GAS STATION FUEL N096 UNIT 1009 701-9200-600.257.000 66.50 RICHARD FIGUEROA 6/25/2024 76 GAS STATION FUEL N140 UNIT 190 701-9200-600.257.000 45.51 RICHARD FIGUEROA 6/25/2024 76 GAS STATION FUEL N152 UNIT 1008 701-9200-600.257.000 36.82 RICHARD FIGUEROA 6/26/2024 O'REILLY AUTO PARTS CAR SOAP VEHICLE MAINTENANCE 100-2200-600.250.000 10.29 RICHARD FIGUEROA 6/26/2024 76 GAS STATION FUEL N083 UNIT 1003 701-9200-600.257.000 50.77 RICHARD FIGUEROA 6/26/2024 76 GAS STATION FUEL N085 UNIT 1005 701-9200-600.257.000 60.07 RICHARD FIGUEROA 6/26/2024 76 GAS STATION FUEL N096 UNIT 1009 701-9200-600.257.000 60.00 RICHARD FIGUEROA 6/26/2024 76 GAS STATION FUEL N159 UNIT 193 701-9200-600.257.000 30.00 RICHARD FIGUEROA 6/26/2024 76 GAS STATION FUEL N150 UNIT N111 701-9200-600.257.000 47.65 RICHARD FIGUEROA 6/27/2024 PROFORCE TLR GUN LIGHTS 100-2200-600.250.000 1,487.05 RICHARD FIGUEROA 6/27/2024 CHEVRON GAS STATION FUEL N083 UNIT 1003 701-9200-600.257.000 54.09 RICHARD FIGUEROA 6/27/2024 76 GAS STATION FUEL N159 UNIT 193 701-9200-600.257.000 52.33 RICHARD FIGUEROA 6/27/2024 76 GAS STATION FUEL UNIT 191 & N111 701-9200-600.257.000 91.38 RICHARD FIGUEROA 7/2/2024 76 GAS STATION FUEL N140 UNIT 190 701-9200-600.257.000 57.01 RICHARD FIGUEROA 7/2/2024 76 GAS STATION FUEL N150 UNIT N111 701-9200-600.257.000 43.96 ROBYN LEWIS 6/26/2024 AMAZON WATER/GATORADE FOR UPCOMING WARRANT DETAIL 100-2100-600.250.000 25.60 ROBYN LEWIS 6/26/2024 SIERRA MARKET WATER/GATORADE FOR WARRANT DETAIL 100-2100-600.250.000 26.38 ROBYN LEWIS 6/27/2024 AMAZON SUPPLIES FOR CODE ENFORCEMENT 100-2100-600.250.000 121.39 ROBYN LEWIS 6/27/2024 AMAZON SUPPLIES-DISPATCH SUPERVISOR 100-2100-600.250.000 38.82 ROBYN LEWIS 6/27/2024 SAM'S CLUB SNACK BAR SUPPLIES 800-0000-121.000.000 211.88 ROBYN LEWIS 6/28/2024 AMAZON SUPPLIES-EVIDENCE 100-2200-600.250.000 27.82 ROBYN LEWIS 6/28/2024 AMAZON SUPPLIES-JAIL 100-2200-600.250.000 62.86 ROBYN LEWIS 6/28/2024 AMAZON SUPPLIES-PATROL 100-2200-600.250.000 15.98 ROBYN LEWIS 7/2/2024 USPS MAIL SUPPLIES TO CHIEF IN VIRGINIA 100-2300-600.400.000 42.95 ROBYN LEWIS 7/3/2024 AMAZON CLEANER FOR ICE MACHINE 100-2100-600.250.000 47.73 ROBYN LEWIS 7/3/2024 AMAZON FILTERS FOR ICE MACHINE 100-2300-600.250.000 266.06 RUDOLFO ALCARAZ 6/25/2024 SINCLAIR GAS STATION FUEL 701-9200-600.257.000 70.00 RUDOLFO ALCARAZ 7/7/2024 FBI RETAIL STORE SUPPLIES 100-2300-600.250.000 329.40 RUDOLFO ALCARAZ 7/16/2024 UNITED AIRLINES FLIGHT DEPARTURE 9/12/2024 100-2300-610.920.000 161.97 TERRI ROCKHOLD 6/27/2024 ELM FEED DOG/CAT FOOD 100-2400-600.400.700 163.75 TERRI ROCKHOLD 6/28/2024 SPARKLETTS SUPPLIES (H20) 100-2400-600.250.050 39.10 TERRI ROCKHOLD 6/28/2024 FLORAL PLAZA GAS STATION VAN FUEL 701-9200-600.257.000 95.39 TERRI ROCKHOLD 6/29/2024 WAL-MART SUPPLIES 100-2400-600.250.050 296.33 TERRI ROCKHOLD 6/29/2024 ELM FEED FOOD 100-2400-600.400.700 216.90 TERRI ROCKHOLD 6/29/2024 WAL-MART FOOD/KITTY LITTER 100-2400-600.400.700 65.56 TERRI ROCKHOLD 6/30/2024 AMAZON SUPPLIES (MATS) 100-2400-600.250.050 184.20 TERRI ROCKHOLD 7/1/2024 AMAZON SUPPLIES 100-2400-600.250.050 12.97 TERRI ROCKHOLD 7/1/2024 AMAZON SUPPLIES 100-2400-600.250.050 129.83 TERRI ROCKHOLD 7/1/2024 AMAZON NEEDLES 100-2400-600.400.700 28.19 TERRI ROCKHOLD 7/2/2024 SPARKLETTS SUPPLIES/H20 RENTAL 100-2400-600.250.050 7.20 TERRI ROCKHOLD 7/2/2024 SELMA CHEVRON FUEL 701-9200-600.257.000 116.28 TERRI ROCKHOLD 7/5/2024 FLORAL PLAZA GAS STATION RED TRUCK DIESEL 100-2400-600.250.050 150.02 TERRI ROCKHOLD 7/5/2024 WAL-MART CARE 100-2400-600.400.700 43.46 TERRI ROCKHOLD 7/10/2024 AMAZON SUPPLIES (LEASHES) 100-2400-600.250.050 112.76 TERRI ROCKHOLD 7/10/2024 TRACTOR SUPPLY FOOD/LITTER (CARE) 100-2400-600.400.700 185.46 TERRI ROCKHOLD 7/10/2024 FLORAL PLAZA GAS STATION VAN FUEL 701-9200-600.257.000 94.63

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September 3, 2024 Council Packet Page 89

EMPLOYEE NAME TRANSACTION DATE VENDOR NAME DESCRIPTION OF PURCHASE ACCOUNT NUMBER AMOUNT US BANK INVOICE FOR CALCARD CHARGES: 06/25/24-07/22/24
TERRI ROCKHOLD 7/11/2024 THE HOME DEPOT SUPPLIES 100-2400-600.250.050 122.36 TERRI ROCKHOLD 7/12/2024 SPARKLETTS SUPPLIES (H20) 100-2400-600.250.050 47.33 TERRI ROCKHOLD 7/13/2024 AMAZON SUPPLIES (CART) 100-2400-600.250.050 89.54 TERRI ROCKHOLD 7/13/2024 AMAZON CARE (DEWORMER) 100-2400-600.400.700 92.10 TERRI ROCKHOLD 7/14/2024 AMAZON SUPPLIES (CAT CARRIERS) 100-2400-600.250.050 114.96 TERRI ROCKHOLD 7/14/2024 AMAZON SUPPLIES (LAUNDRY BASKET) 100-2400-600.250.050 70.50 TERRI ROCKHOLD 7/14/2024 THE HOME DEPOT SUPPLIES (RACKS) 100-2400-600.250.050 281.82 TERRI ROCKHOLD 7/15/2024 ELM FEED FOOD (CARE) 100-2400-600.400.700 43.38 TERRI ROCKHOLD 7/17/2024 ELM FEED FOOD (CARE) 100-2400-600.400.700 466.32 TERRI ROCKHOLD 7/18/2024 VISTA PRINT SUPPLIES (T-SHIRTS STAFF) 100-2400-600.250.050 325.56 TERRI ROCKHOLD 7/19/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 68.64 TIM CANNON 7/2/2024 SHELL GAS STATION FUEL 701-9200-600.257.000 84.01 TIM CANNON 7/17/2024 NELSON'S ACE HARDWARE CLEANING SUPPLIES FOR BADGES 100-2200-600.250.000 39.02 ULYSSES MARAVILLA 6/24/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 50.01 ULYSSES MARAVILLA 6/24/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 50.01 ULYSSES MARAVILLA 6/26/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 50.00 ULYSSES MARAVILLA 6/26/2024 CIRCLE K GAS STATION FUEL 701-9200-600.257.000 60.00 ULYSSES MARAVILLA 6/26/2024 CIRCLE K GAS STATION FUEL - UNIT 3208 701-9200-600.257.000 17.00 ULYSSES MARAVILLA 6/26/2024 CIRCLE K GAS STATION FUEL - UNIT 727 701-9200-600.257.000 65.01 ULYSSES MARAVILLA 6/26/2024 NELSON'S ACE HARDWARE HARDWARE-BLDGS 702-9300-600.250.000 1.88 ULYSSES MARAVILLA 6/27/2024 THE HOME DEPOT 5 GAL JUG, REPELLANT, STEP STONES-STREETS 210-5400-600.250.000 135.51 ULYSSES MARAVILLA 7/2/2024 CIRCLE K GAS STATION FUEL - UNIT 702 701-9200-600.257.000 55.13 ULYSSES MARAVILLA 7/11/2024 THE HOME DEPOT DRYWALL, 5 GAL BUCKET-ANIMAL SHELTER 100-2400-600.250.000 27.46 ULYSSES MARAVILLA 7/11/2024 THE HOME DEPOT REPAIRS SUPPLIES - FIRE ADMIN 702-9300-600.370.000 66.42 ULYSSES MARAVILLA 7/11/2024 THE HOME DEPOT REPAIRS SUPPLIES - PD 702-9300-600.370.000 82.55 ULYSSES MARAVILLA 7/16/2024 DAL-TILE #134 FRESNO PUTTY SPECKLE - SALAZAR CENTER 702-9300-600.370.000 62.23 ULYSSES MARAVILLA 7/18/2024 WAL-MART OFFICE SUPPLIES 100-5300-600.250.000 47.86 ULYSSES MARAVILLA 7/18/2024 WAL-MART OFFICE SUPPLIES 702-9300-600.250.000 47.85 93,030.17

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September 3, 2024 Council Packet Page 90
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
______________________________________________________________________________ ITEM NO: 1.

SUBJECT: Consideration of a Resolution Accepting the Classification and Compensation Study Reports provided by Ramos HR Consulting
______________________________________________________________________________ BACKGROUND: At its meeting on December 4, 2023, City Council approved an agreement with Ramos HR Consulting to perform classification and compensation consultant services for all citywide personnel.

DISCUSSION: The primary goal of the classification and compensation study is to provide the City with a position classification and compensation system which will enhance the ability to recruit, retain and motivate quality employees, as well as ensure current position descriptions and total compensation are in-line with work assignments and expectations.

To accomplish this objective, the consultant completed the following:

1. Identified specific essential duties and responsibilities, required knowledge, skills and abilities, minimum education and experience requirements and minimum special qualifications and/or training for each position included in the study.

2. Grouped similar positions into classes of positions.

3. Developed written class specifications for each class of positions established which clearly specify and describe: (a) a general statement of duties; (b) distinguishing features of the class; (c) essential duties and responsibilities; (d) required knowledge, skills and abilities; (e) required special training and certifications; and (f) minimum physical requirements consistent with the provisions of the Americans with Disabilities Act (ADA); and

4. Developed and applied a job evaluation system which ensures internal pay equity (comparable compensation for comparable work) using factors consistent with the organizational values of the City of Selma, as well as those that reflect current job duties and requirements of the positions.

The Classification and Compensation Study is composed of two sections: Classification and Compensation. Classification provides analysis results and observations regarding the City’s classification plan, allocation of individual positions and updated class descriptions.

Compensation documents the market compensation survey, using the agreed upon fourteen comparative agencies and benchmark positions and presents the consultant’s findings and observations.

The Finalized Classification and Compensation Study reports submitted by Ramos HR Consulting is attached for Council’s consideration and adoption.

If Council votes to adopt the plan, Staff will work with the Council to update the Master Salary Schedule and implementation plan consistent with the Council’s desired compensation levels (e.g. mean, median, 60th percentile). The implementation plan and any associated changes to the current Master Salary Schedule would be presented to the City Council at a September 3, 2024 Council Packet Page 91
later meeting, which would include discussion on budgetary impacts and other fiscal considerations.

Acceptance of the Studies does not necessarily constitute adoption of the report's recommendations. It only accepts and finalizes the completed documents provided by the Ramos HR Consultant. Further discussions with Council and labor groups will take place regarding adoption and implementation of specific recommendations and salary levels analyzed in the report.

FISCAL IMPACT: The cost to execute the classification and compensation study was $155,000 in fiscal year 2023-2024. Fiscal impacts related to specific adopted Master Salary Schedule revisions will be calculated and presented at the time the implementation plan and Salary Schedule is presented to Council for approval.

RECOMMENDATION It is recommended that the City Council approve the Resolution accepting the Classification and Compensation Study provided by Ramos HR Consulting. _________/s/________________ __ _ 08/27/2024
Janie Venegas Date
Administrative Services Director
_________/s/________________ __ _ 08/27/2024
Fernando Santillan Date
City Manager
September 3, 2024 Council Packet Page 92
RESOLUTION NO. 2024 – __

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SELMA,

CALIFORNIA, ACCEPTING THE CLASSIFICATION AND COMPENSATION

STUDY PROVIDED BY RAMOS HR CONSULTING
WHEREAS, the City of Selma authorized the City Manager to execute a Professional Services Agreement (Agreement) with Ramos HR Consulting for the purpose of conducting a Classification and Compensation Study; and
WHEREAS, the City Council approves the acceptance of the Final Classification Study dated August 16, 2024, and the Final Compensation Study Report dated June 30, 2024 received by Ramos HR Consulting.

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

Section 1.The City Council finds that the above recitals are true and correct and are incorporated herein by reference.

Section 2. The City Council hereby approves the Final Classification Study attached as Exhibit A and the Final Compensation Study Report attached as Exhibit B, incorporated herein by reference.

Section 3. Severability. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

Section 4. Effective Date. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

PASSED, APPROVED, AND ADOPTED this 3
rd day of September 2024, by the following
vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
(Signatures on following page)
September 3, 2024 Council Packet Page 93
____________________________
Scott Robertson
ATTEST: Mayor
______________________________
Reyna Rivera
City Clerk
September 3, 2024 Council Packet Page 94
Private and Confidential

REVISED FINAL DRAFT

CLASSIFICATION STUDY REPORT
Prepared For
City of Selma
June 30, 2024
www.ramoshrconsulting.com
COPYRIGHT ©2024 RAMOS HR CONSULTING
September 3, 2024 Council Packet Page 95

TABLE OF CONTENTS
I. INTRODUCTION....................................................................................................................................................................................3 II. PROJECT SCOPE AND WORK PLAN.............................................................................................................................................4 III. CLASSIFICATION STUDY METHODOLOGY................................................................................................................................5 REVIEW OF CITY BACKGROUND MATERIALS.......................................................................................................................5 POSITION DESCRIPTION QUESTIONNAIRES (PDQS).........................................................................................................6 3 LEVELS OF INTERNAL PDQ REVIEW.....................................................................................................................................6 INTERVIEWS OF INCUMBENTS AND SUPERVISORS..........................................................................................................7 IV. STUDY FINDINGS BY DEPARTMENT ...........................................................................................................................................9 POSSIBLE STUDY OUTCOMES...................................................................................................................................................9 CITY MANAGER’S OFFICE ..........................................................................................................................................................10 ADMINISTRATIVE SERVICES .....................................................................................................................................................13 DEVELOPMENT SERVICES.........................................................................................................................................................17 FINANCE.......................................................................................................................................................................................... 22 FIRE DEPARTMENT......................................................................................................................................................................26 POLICE DEPARTMENT................................................................................................................................................................34 PUBLIC WORKS DEPARTMENT...............................................................................................................................................43 COMMUNITY SERVICES DEPARTMENT...............................................................................................................................52 V. PROPOSED NEW CLASSIFICATION SERIES............................................................................................................................ 57 VI. FAIR LABOR STANDARDS ACT...................................................................................................................................................58 FLSA OVERVIEW ..........................................................................................................................................................................58 FLSA ANALYSIS .............................................................................................................................................................................60 FIRE SAFETY CONSIDERATIONS..............................................................................................................................................61 POLICE DEPARTMENT CONSIDERATIONS..........................................................................................................................62 VII. FINAL SUMMARY AND NEXT STEPS.......................................................................................................................................70 APPENDIX A: POSITION DESCRIPTION QUESTIONNAIRES................................................................................................... 73 APPENDIX B: GUIDELINES AND DEFINITIONS ..........................................................................................................................84 APPENDIX C: ALLOCATION FACTORS...........................................................................................................................................88 APPENDIX D: ORGANIZATION CHARTS........................................................................................................................................89 Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 2 September 3, 2024 Council Packet Page 96
I. INTRODUCTION
Ramos HR Consulting (“Ramos HR”) was retained by the City of Selma (“City”) to conduct a citywide Classification and Compensation Study. Ramos HR has over 40 years of combined human resources experience and is committed to modernizing public sector HR. We are honored to support the City in their endeavor to modernize their classification and compensation structure.

Ramos HR used a two-phased approach starting with classification and followed by the compensation study.

Compensation study results will be reflected in a separate report. The goal of the two-phased study is to create a dynamic structure that allows the City to recruit, retain, develop, and reward employees effectively, while enhancing and streamlining City operations.

The classification study ensures an understanding of the organizational structure as it exists at the onset of the study, in this case in January 2024, and determines appropriate class levels and consistent titles across the City. Recommendations outlined in this report are intended to modernize the structure. The classification study is reviewed by the City’s senior leadership team and approved through appropriate channels. Once this step is achieved, the compensation study sets out to collect relevant data to make recommendations on sound and equitable pay practices in the City.

Ramos HR considered the City’s background and organizational culture as well as collected data by conducting industry research on classification practices in local municipalities, customizing a survey tool (PDQ and collection process) specific to the City, and completing an interview phase with City employees to validate information.

The City of Selma had 174 employees consisting of 161 full-time employees and 13 in a part-time status, operating in 74 different job classifications. Ramos HR conducted a point-in-time analysis of existing classifications and position allocations. Therefore, any changes resulting from attrition such as resignations, retirements, or new hires in the City may not be included in this final draft report. We worked closely with City management to capture and reflect added classifications, position changes, or anything different from the initial allocation records provided to Ramos HR by the City in January 2024.

The following sections contain the project scope and work plan, describe the methodologies used in data collection and analysis, and provide classification results and recommendations.

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II. PROJECT SCOPE AND WORK PLAN
Ramos HR completed the following STEPS:
• On January 4, 2024, Ramos HR met with Janie Venegas, Administrative Services Director (ASD) for an initial pre-kick-off meeting to confirm the City’s vision and expectations related to the citywide classification and compensation study and gather relevant background information. • On January 17-19, 2024, Ramos HR held one (1) virtual and three (3) onsite formal kickoff meetings with stakeholder groups. The first meeting held was for the Executive Team. One onsite meeting was for all union representatives and the remaining two (2) sessions were open to all employees. With each group, Ramos HR reviewed the scope, methodology, timeline, and study expectations, outcomes, and goals. • As a result of feedback received from City leadership and Union members, Ramos HR created a recorded video approximately 20 minutes in length describing class study objectives, position description questionnaire (PDQ) instructions, and important deadlines. Ramos HR conveyed the importance of employee participation. The ASD sent a citywide email with hyperlink to the video to all employees. • Reviewed City background materials detailed in the body of this report. Ramos HR requested additional items such as past studies, bargaining unit agreements, organizational charts, and the City’s strategic plan. We received most but not all items. Ramos HR also met with management in each department to understand the existing reporting structure and any unique circumstances. • Developed and administered a customized PDQ to all City employees starting on January 19, 2024. The PDQ review consisted of a three-tiered review process with employee, supervisor, and management input.

Each level had one (1) week to review and complete their portion of the questionnaire. • On the week of February 5, 2024, Ramos HR had virtual meetings with Department Heads to review their reporting structure, organizational culture, and any specific needs. • Ramos HR conducted 22 individual interviews and 2 group interviews with a total of 29 employees during an eight-day period from February 22 - March 6, 2024.
• Ramos HR met with the City Manager (CM), Fernando Santillan, and Administrative Services Director (ASD), Janie Venegas, to review classification allocations and the first draft report on Wednesday, April 10, 2024. • On Friday, April 12, 2024, Ramos HR received a draft organization chart of the City Manager’s direct reports (DHs), which is pending finalization by the City. The organization chart listed two positions in the Deputy City Manager classification, one for administrative services and one for economic development. • Ramos HR met with The CM and ASD again on April 17, 2024, to walk through a second revised draft report based on previous action items and requested revisions prior to distribution of report to Department Heads. • Ramos HR will produce a final draft report following distribution of this April 22, 2024 report to all Department Heads and receipt of feedback from the City. Draft recommendations require authorization from City Council and formal implementation by City administration. • Ramos HR produced a revised third draft report on April 22, 2024, and followed up with the CM and ASD to finalize new classification series.
• Ramos HR met with Department Heads on Monday, May 20, 2024, to share general classification study updates before finalizing this draft report, which will be distributed once authorized by the CM and ASD. • A draft report was submitted to the CM and ASD on May 27, 2024. City administration provided comments to Ramos HR on June 27, 2024.
• This revised final draft report was submitted to the CM and ASD on June 30, 2024.

IMPORTANT: Draft recommendations require authorization from City Council and formal implementation by City administration.

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III. CLASSIFICATION STUDY

METHODOLOGY
The first step in conducting a classification study is to learn about the organization by reviewing important City background materials that reflect past, present, and future operational guidelines. The methodologies used during each of these information collection phases are discussed below.

REVIEW OF CITY BACKGROUND MATERIALS
Ramos HR requested from the City the following background materials to become more familiar with the organizational structure and culture. Background materials provided were reviewed extensively by Ramos HR at the onset and ongoing to complete the study.

1. Past Studies relevant to this Scope of Work

2. Position Allocations or List of Existing Assignments by Department, Class Title, Bargaining Unit

3. Class Specifications/Job Descriptions

4. Memorandum of Understanding (MOU)

5. Management/Non-Represented Agreements

6. Organization Charts*

7. Adopted Budget

8. Salary Schedules

9. City’s Strategic Plan

10. Other relevant information related to the study of City positions *The City did not have organizational charts at the onset of study. Ramos HR created organization charts reflecting the recommended structure based on study findings, which requires approval.

The next step in conducting a classification study is to analyze each position classification through a process of whole job analysis and evaluation, Ramos HR conducted employee surveys and interviews to validate information.

POSITION DESCRIPTION QUESTIONNAIRES (PDQS)
To evaluate each individual position, Ramos HR developed a customized Position Description Questionnaire (PDQ) which served as the job analysis instrument. The PDQ is a questionnaire that gathers information on: essential job functions; financial responsibility; supervision given and received; decision making responsibility; knowledge, skills, and abilities; minimum education, training, and experience requirements; and essential functions according to guidelines provided by the Americans with Disabilities Act (ADA). A copy of the PDQ is included in Appendix A.

During the pre-kick off meeting, Ramos HR introduced the PDQ to the Administrative Services Director, discussed levels of review, and timeline. Although Ramos HR typically suggests at least two (2) weeks to complete each level of review, given the City’s strict timeline, it was determined that each level would be given one week to complete their section in the PDQ.

To maintain the integrity of the classification process and validate responses, the PDQ submission process included a three-tiered approach. First, incumbents in classifications responded to the PDQ. Then the participating employees’ immediate supervisors and/or managers reviewed and signed the PDQs to affirm that all pertinent information was correctly captured. Then a higher-level manager or department head performed a final review of the PDQ. It is important to note that supervisors and/or managers were allowed to provide input/comments on any information provided by the employee within the relevant section of the PDQ. However, supervisors/managers were not allowed to edit any of the PDQ content submitted by the employee.
3 LEVELS OF INTERNAL PDQ REVIEW
Employee Supervisor Department Head
The PDQs were distributed to the employees on January 19, 2024. Once completed, the employees returned their PDQs to Ramos HR. Ramos HR compiled PDQs and sent “batches” to the employee’s immediate supervisor. Incumbents supervisors then reviewed the PDQs and filled out an evaluation of the information provided by the incumbent. This process was performed to ensure the information provided by the incumbent was accurate and complete. Once the supervisor completed the review and signed the PDF, Ramos HR received notification and sent the final review to the appropriate department head. The Department Head was then allowed to comment on the information provided by the incumbent and their supervisor. By February 5, 2024, Ramos HR had received a total of 124 PDQs which resulted in 100% participation from each department. Ramos HR thoroughly reviewed each PDQ to understand the duties and responsibilities assigned to each position.

Ramos HR also compared the information obtained in the PDQs to the position’s classification specifications to identify: (1) classification specifications that needed to be updated or modified; (2) any employees that seem to be working out of class, (3) any employees that appeared to require a reasonable accommodation under the ADA to perform their job, and (4) any positions that appeared to be misclassified regarding their Fair Labor Standard Act (FLSA) status.

INTERVIEWS OF INCUMBENTS AND SUPERVISORS
Ramos HR interviewed 29 City employees over an eight-day period from February 22 through March 6, 2024.

Interviews were held both on-site and virtually and lasted 45 - 60 minutes. Ramos HR used this representative sample of employees to analyze the City’s structure and determine appropriate allocation recommendations.

Not all employees were interviewed for expediency in meeting the study’s established timeline to transition to the compensation phase next.

Group interviews included multiple incumbents in the same classification. The group collectively participated and shared information. Ramos HR facilitated the group interview to ensure all participants had a chance to contribute and no single incumbent would be allowed to utilize the majority of time alloted.

A list of incumbents who were interviewed is alphabetized by department and shown below in Table 1.

Table 1: Classification Study Interviews
Department Name Classification
1 Administrative Services Janie Venegas Administrative Services Director 2 Administrative Services Vanessa Herrera Human Resources Technician 3 Administrative Services Tracy Cabatic Account Clerk
4 City Manager’s Office Fernando Santillan City Manager 5 Community Services Liz Martinez Recreation Supervisor 6 Fire Jordan Webster Fire Chief
7 Fire Donavon Fullner Division Chief
8 Fire Samantha Sauceda Administrative Assistant
9 Police Rudy Alcaraz Police Chief
10 Police Rene Garza Commander
11 Police Cynthia Gomez Dispatch Supervisor
12 Police Robyn Lewis Administrative Assistant II
13 Public Works Michael Honn Public Works Director
14 Public Works Nestor Galvan Fleet Maintenance Supervisor 15 Public Works Frank Aguirre Gamma Equipment Mechanic
16 Public Works Jesus Hernandez Maintenance Worker III (Streets) 17 Public Works Fernando Moran Maintenance Worker III (Parks) 18 Public Works
Johan Javier Gomez, Chris Ryan,
David Arevalo,
Alejandro Gauzin, George Loera
Maintenance Worker I/II (Streets)
19 Public Works Angel Perez, Anthony Anes,
Eric Alvarez Maintenance Worker I (Parks)
Total of 29 City employees interviewed by Ramos HR
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Employees who were selected for an interview but did not or were unable to attend the meeting were:

Administrative Assistant, Public Works Department; Recreation Supervisor, Community Services Department; Transit Maintenance Manager, Transit Division; Community Services Director, Community Services Department; Executive Assistant, City Manager, Fire Department Secretary, Fire Department.

Ramos HR made multiple attempts to meet with the employees and learned some incumbents are no longer employed with the City. Any subsequent interviews that Ramos HR is able to schedule, and any findings that result from those meetings, will be added to the final draft report.

Ramos HR used the interviews to collect additional data regarding roles, tasks, scope, and supervisory responsibilities, clarify and supplement the questionnaire data. To determine which employees would be interviewed, Ramos HR took the following into consideration:
• Employees who marked on their PDQ that the job summary listed in the position’s classification specifications did not adequately describe their position’s general responsibilities. • Documented disagreements on the PDQ between employees and their supervisor and/or manager. • Positions in which either the employee or their supervisor documented on the PDQ that the employee might be working out of class.
• Unique positions in which the interviewer wanted to gather additional information.

Furthermore, Ramos HR scheduled additional follow up interviews with Department Heads and their secondin-command to gather additional data on: department culture; department trends; department vision; feedback regarding PDQ responses; and discuss unique situations. These steps were taken to ensure a solid understanding of organizational, and departmental operations, before making allocation recommendations in this report.

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IV. STUDY FINDINGS BY DEPARTMENT

POSSIBLE STUDY OUTCOMES
The PDQ review and subsequent interviews helped Ramos HR determine a classification outcome for each employee included in the study. Classification study outcomes in this report fall into one of the following categories.

NO CHANGE/MAINTAIN
The employee is performing duties consistent with their current classification.

The class specification may require minor to moderate edits based on feedback during the PDQ and interview phase. At least 80% of the essential functions of the job classification remain the same with no significant change to the scope of work and there is no need to change the class title.

RETITLE/TITLE CHANGE
The employee is performing duties consistent with their current classification.

The class specification may require minor to moderate edits based on feedback during the PDQ and interview phase. At least 80% of the essential functions of the job classification remain the same. However, a title change seems appropriate to provide a more accurate reflection of duties performed or to bring the classification title up to date with industry standards.

RECLASSIFICATION
The employee is performing duties outside of their current classification and is therefore working out-of-class. The employee should be allocated to another appropriate classification that already exists in the City’s structure.

If no appropriate class exists in the City’s current structure, the allocation recommendation likely falls into the new class category.

NEW CLASSIFICATION
The employee is performing duties inconsistent with their current classification.

The class specification may require extensive edits based on feedback during the PDQ and interview phase, which results in a need to create a new class.

More than 50% of the essential functions of the job do not remain the same or are specialized, and no existing classification in the current structure serves as an appropriate fit.

During a classification study, the PDQ and interview information collected from employees is evaluated individually and then collectively within the entire classification to assure that class specifications are reflective of work performed by incumbents allocated to a particular classification and across the organization.

Study findings and the recommended outcomes will help the City achieve a classification structure that is current, dynamic, and foundational to the entire HR life cycle.

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Administration for the City includes the City Manager’s (CM) Office, City Clerk/Public Information Officer, two Deputy City Managers, and an Executive Assistant which provide customer service to the citizens of Selma and assistance to all City departments. The CM appoints the Senior Leadership Team, herein referred to as Department Heads (DH) and oversees the activities of the department functions outlined in this report Administrative Services, Community Development, Community Services, Fire, Police, Public Works, and Transit. Ramos HR met with the CM to discuss PDQs for all direct reports. The goal was to understand the different roles and span of control of each department. Ramos HR found that all the incumbents within the CM Office were correctly classified and would remain in their current classification. Based on information gathered during the PDQ phase, Ramos HR determined all DHs would be interviewed to understand study objectives, verify PDQ responses for direct and indirect reports, discuss trends observed in each respective department, and assess existing and future operational needs. The CM conveyed during meetings with Ramos HR that administration is open to change and classification study recommendations that will help modernize City operations.

CITY MANAGER
The City Manager is a single-incumbent classification appointed by and reporting to the City Council. Ramos HR found the incumbent to be working within the scope of the City Manager job duties with oversight of the department functions outlined in this report. Ramos HR recommends minor edits to the classification specification: streamline essential functions, knowledge, skills and abilities; restructure working conditions and minimum qualifications for internal consistency.

CITY CLERK/PUBLIC INFORMATION OFFICER (PIO)
The City Clerk/PIO is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the City Clerk job duties. Ramos HR reviewed the City’s City Clerk classification specification, which lists 26 essential function statements, and recommends consolidating the essential functions to 8-10 statements.

Additionally, it is recommended to consolidate the knowledge and ability section which combined currently lists around 30 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills and abilities; restructure working conditions and minimum qualifications for internal consistency.

CITY MANAGER’S
OFFICE
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DEPUTY CITY MANAGER
The Deputy City Manager classification reports to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Deputy City Manager job duties. Ramos HR reviewed the City’s Deputy City Manager classification specification, which lists 16 essential function statements, and recommends consolidating the essential functions to 8-10 statements.

Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 48 statements which is well over the recommended 5-8 statements per subsection. The current specification was not found in NeoGov but it was shared by the Administrative Services Director.

Ramos HR recommends revising the distinguishing characteristics section as it appears the intent of that section was for a job posting not the official class specification. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency. A draft organization chart pending finalizing and provided by the City in mid-April 2024 listed two positions in the Deputy City Manager classification, one for administrative services and one for development services.

EXECUTIVE ASSISTANT TO CITY MANAGER
The City’s Executive Assistant classification is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the PDQ as well as requested a formal interview. The incumbent failed to meet with Ramos HR on two (2) different occasions. At the third attempt Ramos HR received an out of office email for a span of two (2) weeks. Ramos HR was unaware if the incumbent returned to work as efforts were not made by the incumbent to reschedule. During the April 17, 2024, meeting noted previously in this report, Ramos HR learned the incumbent is no longer an employee of the City. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. Ramos HR made recommendations for the City’s clerical series in a later section of this report under “New Class Series Considerations.”
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Table 2: Summary of Position Allocation Recommendations City Manager’s Office
Incumbent Current Classification Proposed Classification Study Outcome 1 Fernando Santillan City Manager City Manager No Change l 2 Reyna Rivera City Clerk/PIO City Clerk/PIO No Change l 3 Jerome Keene Deputy City Manager Deputy City Manager No Change l 4 Vacant Deputy City Manager Deputy City Manager No Change l 5 Vacant Executive Assistant To CM Executive Assistant To CM No Change l

CITY CLERK / PIO DEPUTY CITY
MANAGER (2)

CITY MANAGER

EXECUTIVE ASSISTANT
Proposed Organization Chart for
CITY MANAGER’S OFFICE
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Ramos HR found most of the incumbents within the Administrative Services Department were correctly classified and would remain in their current classification. Based on information gathered during the PDQ phase, Ramos HR determined four (4) incumbents would be interviewed. Throughout the interviews, common findings were regarding employees working out of class. Working out of class refers to performing the full range of duties and responsibilities allocated to an existing classification more than 50 percent of the time, while the position is not allocated to the classification in which the person currently holds. It generally means taking on tasks that fall outside the scope of one’s current job description. Following the interviews, Ramos HR met with the Administrative Services Director to discuss the City workout-of-class policy and practices.

The Director investigated previous practices, payroll records, and followed up with the employee to ensure compliance.

NEW CLASSIFICATION

ACCOUNT CLERK

RECOMMEND NEW CLASS OF PAYROLL TECHNICIAN
There is currently one incumbent allocated to the Account Clerk classification reporting to the Administrative Services Director. Ramos HR received and reviewed the submitted PDQ and also interviewed the incumbent for this study. Based on data collected during the PDQ and interview phase, Ramos HR determined the current classification specification was inconsistent with the preponderant duties being performed. More than 50% of the essential functions of the job do not remain at the same level of an Account Clerk as the preponderant duties are highly specialized, and no existing classification in the current classification structure serves as an appropriate fit. Based upon the review and analysis of the PDQ, applicable class specifications, and interview with the incumbent, it is Ramos HR recommendation that a new classification of Payroll Technician be created and the incumbent be reallocated to such position.

ADMINISTRATIVE SERVICES DIRECTOR
The Administrative Services Director is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the submitted PDQ and also interviewed the incumbent for this study. Based upon the review and analysis of the PDQ, applicable class specifications, and interview with the incumbent, Ramos HR recommends no change to the position. Human resources is the primary function with 70% of duties aligning here. The Director oversees accounts payable, payroll, and information technology functions maintained in-house whereas the majority of IT is contracted out.

ADMINISTRATIVE

SERVICES
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NEW CLASSIFICATION

CLERICAL ASSISTANT II

RECOMMEND NEW CLASS OF OFFICE ASSISTANT II
The Clerical Assistant II classification reports directly to the City Clerk. At the time of the study, no employee in the CM Office was allocated to the Clerical Assistant II classification. Therefore, no PDQ for this position was received or reviewed by Ramos HR. However, Ramos HR learned through discussions with City administration that the duties within the class remain active in the City’s structure, and the position has since been filled by the current incumbent. Ramos HR made recommendations for the City’s clerical series in a later section of this report under “New Class Series Considerations.” Ramos HR recommends abolishing the Clerical Assistant II class and reallocating the current incumbent to Office Assistant II which appears to be an appropriate and comparable level in the new series.

HUMAN RESOURCES MANAGER
This is a single-incumbent position that reports to the City Manager and is currently vacant. Therefore, no Human Resources Manager classification PDQ was received or reviewed by Ramos HR. Ramos HR reviewed the City’s Human Resources Manager classification specification and recommends moderate edits such as: streamlining essential functions, knowledge, skills, and abilities; restructuring working conditions and minimum qualifications for internal consistency.

HUMAN RESOURCES TECHNICIAN
There is currently one incumbent in the City’s Human Resources Technician classification. The incumbent reports to the Administrative Services Director. Ramos HR received and reviewed the PDQ as well as interviewed the incumbent. Ramos HR found the incumbent to be working within the scope of the Human Resources Technician job duties. Ramos HR recommends moderate edits to the classification specification:
streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency.

INFORMATION SYSTEM TECHNICIAN
There is currently one incumbent in the City’s Information System Technician classification. The incumbent reports to the Administrative Services Director. Ramos HR received and reviewed the PDQ as well as found the incumbent to be working within the scope of the Information System Technician job duties.

Ramos HR reviewed the City’s Information System Technician classification specification, which lists 20 essential function statements, and recommends consolidating the essential functions to 8-10 statements.

Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 22 statements which is well over the recommended 5-8 statements per subsection. Currently, the Information System Technician classification specification states it reports to the Director of Finance.

At the time of the study, no employees were allocated to the Information System Supervisor classification.

Ramos HR recommends updating the reporting structure to reflect the Information System Technician classification reporting to the Administrative Services Director. Ramos HR recommends moderate edits to the classification specification: update reporting structure, streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

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Proposed Organization Chart for

ADMINISTRATIVE SERVICES

PAYROLL

TECHNICIAN
HUMAN

RESOURCES

HUMAN RESOURCES

TECHNICIAN
OFFICE

ASSISTANT II

INFORMATION

TECHNOLOGY

INFORMATION SYSTEMS

TECHNICIAN
RISK

MANAGEMENT

ADMINISTRATIVE

SERVICES DIRECTOR
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Table 3 below summarizes the position allocation recommendations within Administrative Services.

Table 3: Summary of Position Allocation Recommendations City Administrative Services
Incumbent Current Classification Proposed Classification Study Outcome 1 Tracy Cabatic Account Clerk Payroll Technician New Class l 2 Janie Venegas Administrative Services
Director
Administrative Services
Director No Change l
3 Jeremiah O’leary Clerical Assistant II Office Assistant II New Class l 4 Vacant Human Resource Manager Human Resource Manager No Change l 5 Vanessa Herrera Human Resources
Technician
Human Resources
Technician No Change l
6 Patrick Hernandez Information System
Technician
Information System
Technician No Change l
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Ramos HR found incumbents within the Community Development Department were correctly classified and would remain in their current classification. Based on information gathered during the PDQ phase, Ramos HR, determined sufficient data had been gathered and employees were not selected for the interview phase.

ASSISTANT PLANNER
There is currently one incumbent in the City’s Assistant Planner classification. The incumbent reports to the Deputy City Manager. Ramos HR received and reviewed the PDQ as well as found the incumbent to be working within the scope of the Assistant Planner job duties. Ramos HR reviewed the City’s Assistant Planner classification specification and found it to have clearly defined distinguishing characteristics and required knowledge skills and abilities. Currently, the classification specification lists 19 essential function statements, which Ramos HR recommends consolidating to 8-10 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

ASSOCIATE PLANNER
There are currently no employees within the City’s Associate Planner classification. No Associate Planner classification PDQ was received or reviewed by Ramos HR. Ramos HR reviewed the City’s Associate Planner classification specification and found it to have clearly defined distinguishing characteristics and required knowledge skills and abilities. Currently, the classification specification lists 19 essential function statements, which Ramos HR recommends consolidating to 8-10 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

BUILDING INSPECTOR
The City’s Building Inspector is a single-incumbent classification reporting to the Community Development Director. At the time of the study, no employees were allocated to the Community Development Director classification therefore, the incumbent was reporting directly to the Deputy City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Building Inspector job duties. Ramos HR reviewed the Building Inspector classification specification and found it to have clearly defined distinguishing characteristics, essential functions, knowledge, skills, and abilities. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

DEVELOPMENT

SERVICES
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RETITLE/TITLE CHANGE

BUILDING/PLANNING TECHNICIAN

RECOMMEND RETITLE TO DEVELOPMENT SERVICES TECHNICIAN
The City’s Building/Planning Technician is a single-incumbent classification reporting to the Community Development Director. At the time of the study, no employees were allocated to the Community Development Director classification therefore, the incumbent was reporting directly to the Deputy City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Building/ Planning Technician job duties. Ramos HR reviewed the Building/ Planning Technician classification specification and found it to have clearly defined distinguishing characteristics, essential functions, knowledge, skills, and abilities. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. A retitle of the class to Development Services Technician is recommended to better represent the department where the position resides and to encompass the scope of work beyond building and planning duties.

CITY PLANNER
The City’s City Planner is a single-incumbent classification reporting to the Deputy City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the City Planner job duties. Currently, the classification specification lists 22 essential function statements, which Ramos HR recommends consolidating to 8-10 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions; add subsections for knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

RETITLE/TITLE CHANGE

COMMUNITY DEVELOPMENT DIRECTOR

RECOMMEND RETITLE TO DEVELOPMENT SERVICES DIRECTOR
The Community Development Director is a single-incumbent classification reporting to the Deputy City Manager. Ramos HR did not receive a PDQ for this class due to the position being vacant during the study.

Ramos HR determined through discussions with leadership to maintain the Director classification and job duties. Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

NEW CLASSIFICATION

MANAGEMENT ANALYST

RECOMMEND NEW CLASS OF ECONOMIC DEVELOPMENT MANAGER
There is currently one incumbent in the City’s Management Analyst classification. The incumbent reports to the Deputy City Manager. Ramos HR received and reviewed the PDQ, although the Management Analyst classification captures a broad scope of duties and responsibilities, the preponderant duties being performed are more specialized in nature. The major purpose of the position consists of: implementing strategies to create a business friendly environment, grow existing businesses, promote job creation, and encourage investments in Selma; serving as a liaison by facilitating communications between City departments and business owners; perform research and analytical assignments in support of Selma economic development activities; and performing research and preparing a variety of comprehensive reports, proposals, and studies regarding economic development. As such, given the specialized work being performed and no existing classification in the current classification structure serving as an appropriate fit, it is Ramos HR recommendation that a new classification of Economic Development Manager be created and the incumbent be reallocated to such position. If the City chooses to maintain the Management Analyst classification within the classification structure, Ramos HR recommends consolidating the essential functions to 8-10 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 30 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency.

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Proposed Organization Chart for

DEVELOPMENT SERVICES

BUILDING ECONOMIC

DEVELOPMENT ENGINEERING PLANNING

BUILDING

INSPECTOR

ECONOMIC

DEVELOPMENT

MANAGER
CITY

ENGINEER
CITY

PLANNER

ASSISTANT

PLANNER

DEVELOPMENT

SERVICES TECHNICIAN
(1/2 TIME)

DEVELOPMENT

SERVICES TECHNICIAN
(1/2 TIME)

DEPUTY CITY MANAGER

DEVELOPMENT

SERVICES DIRECTOR
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Table 4 below summarizes the position allocation recommendations within Development Services.

Table 4: Summary of Position Allocation Recommendations Development Services
Incumbent Current Classification Proposed Classification Study Outcome 1 Lupe Macias Assistant Planner Assistant Planner No Change l 2 Vacant Associate Planner Associate Planner No Change l 3 Matthew Cochran Building Inspector Building Inspector No Change l 4 Miriam Cruz Building/Planning Technician Development Services Technician Retitle l
5 Kamara Biawogi City Planner City Planner No Change l
6 Vacant Community Development
Director
Development Services
Director Retitle l
7 Alicia Aguirre Management Analyst Economic Development Manager New Class l
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Ramos HR found incumbents within the Community Development Department were correctly classified and would remain in their current classification. Based on information gathered during the PDQ phase, Ramos HR determined sufficient data had been gathered and employees were not selected for the interview phase.

ACCOUNTANT
There is currently one incumbent in the City’s Accountant classification. The incumbent reports to the Finance Manager. Ramos HR received and reviewed the PDQ as well as found the incumbent to be working within the scope of the Accountant job duties. Currently, the Accountant classification states it reports to the Director of Finance. At the time of the study, no employees were allocated to the Director of Finance classification and the City was actively recruiting to fill that position. Ramos HR recommends updating the reporting structure to reflect the Accountant classification reporting to the Finance Manager. Ramos HR recommends moderate edits to the classification specification: update the reporting structure, streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

ACCOUNTING TECHNICIAN
There is currently one incumbent in the City’s Accounting Technician classification. The incumbent reports to the Finance Manager. Ramos HR received and reviewed the PDQ as well as found the incumbent to be working within the scope of the Accounting Technician job duties. Ramos HR recommends moderate edits to the classification specification: update reporting structure, streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

RETITLE/TITLE CHANGE

DIRECTOR OF FINANCE

RECOMMEND RETITLE TO FINANCE DIRECTOR
At the time of the study, the Finance Director classification was vacant. The Finance Director is a singleincumbent classification reporting to the City Manager. Based on discussions with leadership, the City intends to fill the vacancy though a competitive recruitment process. The intent of the Finance Director is to direct and oversee the City’s Finance Office and ensure executive level leadership, financial, and accounting control. The classifications which will report directly to the Finance Director are listed below in the Finance section of the report.

FINANCE
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RETITLE/TITLE CHANGE

FINANCE DEPARTMENT MANAGER

RECOMMEND RETITLE TO FINANCE MANAGER
The City’s Finance Department Manager is a single-incumbent classification reporting to the City Manager or the Finance Director. At the time of the study, no employees were allocated to the Director of Finance classification and the City was actively recruiting to fill that position. Therefore, the incumbent was reporting directly to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Finance Department Manager job duties. Ramos HR reviewed the Finance Department Manager classification specification, which lists 18 essential function statements, and recommends consolidating the essential functions to 8-10 statements. Additionally, it is recommended to consolidate the knowledge and ability section which combined currently lists 21 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency.

GRANTS MANAGER
This is a single-incumbent position allocated to the City Manager’s office. There is currently no employee within the Grants Manager classification. No Grants Manager classification PDQ was received or reviewed by Ramos HR. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency.

SENIOR ACCOUNTANT
There are currently no employees within the City in the Senior Accountant classification. No Senior Accountant classification PDQ was received or reviewed by Ramos HR. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

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Proposed Organization Chart for

FINANCE

FINANCE DIRECTOR

FINANCE MANAGER

ACCOUNTING ACCOUNTANT

TECHNICIAN

SENIOR ACCOUNTANT GRANTS MANAGER
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Table 4 below summarizes the position allocation recommendations within Community Development.

Table 5: Summary of Position Allocation Recommendations Finance
Incumbent Current Classification Proposed Classification Study Outcome 1 Andrea Gonzalez Accountant Accountant No Change l
2 Inez Navarro Accounting Technician Accounting Technician No Change l 3 Vacant Director of Finance Finance Director Retitle l 4 Jacob Del Cid Finance Department
Manager Finance Manager Retitle l
5 Vacant Grants Manager Grants Manager No Change l
6 Vacant Senior Accountant Senior Accountant No Change l Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 25 September 3, 2024 Council Packet Page 119
FIRE

DEPARTMENT
Ramos HR found most of the incumbents within the Fire Department were correctly classified and would remain in their current classification. Prior to completing the PDQ phase, Ramos HR scheduled a meeting with the Fire Department Division Chief to gain a general understanding of the department, the reporting structure, current allocations, and vacancies. Based on information gathered during the PDQ phase, Ramos HR determined four (4) incumbents would be interviewed. After collecting PDQs, Ramos HR had two (2) individual follow-up interviews with the Division Chief and Fire Chief. The interviews served as a method to gather additional data on: departmental trends on recruitment and retention; organizational culture; vision and goals for the department; and any recent changes to the classification, department, or agency structure that may impact the department.

NEW CLASSIFICATION

ADMINISTRATIVE ASSISTANT

RECOMMEND NEW CLASS OF SENIOR ADMINISTRATIVE ASSISTANT
There is currently one incumbent within the Fire Department allocated to the City’s Administrative Assistant classification. The incumbent reports directly to the Fire Chief and supports the Fire Division Chiefs. Ramos HR received and reviewed the submitted PDQ and interviewed the incumbent for this study. After analyzing the data collected through the PDQ, incumbent interview, and interview with the Fire Chief, it was determined the preponderant duties being performed were outside the scope of work of an Administrative Assistant. It is Ramos HR’s recommendation that a new classification of Executive Assistant be created, and the incumbent be reallocated to such position. Ramos HR reviewed the current Administrative Assistant classification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 30 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 31 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. Ramos HR made recommendations for the City’s clerical series in a later section of this report under “New Class Series Considerations.”
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CAPTAIN
There are currently three incumbents in the City’s Fire Department Captain classification and three vacancies.

The incumbents report directly to the Division Chief. At the time of the study, the department was actively recruiting for the Captain vacancies and were concluding their interview phase in the recruitment process.

Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of the Captain’s job duties. Although the Department had recently updated their classification specification, Ramos HR also reviewed it and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 22 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 31 statements which is well over the recommended 5-8 statements per subsection. Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

NEW CLASSIFICATION

DEPUTY FIRE CHIEF

RECOMMEND NEW CLASS OF DEPUTY FIRE CHIEF
Ramos HR recommends creating a new Deputy Fire Chief classification to accommodate changes in the department, organizational structure, additional responsibilities, succession planning, and overall professional growth. The recommendation is based on the workload and span of control observed during the PDQ and interview phase. As a result, Ramos HR surveyed several of the City’s comparator agencies to analyze size of budgets, volume of incidents, inspections, and EMS calls amongst and in relation to City competitors in the established labor market. The results support creation of a new level to achieve operational efficiency and career ladder for retention purposes.

Specifically, the new class would enable the City as follows:
• Allow the Chief to implement a strategic vision around the evaluation and updating of Fire policies and procedures.
• A Deputy Chief would serve as second in command and handle the day-to-day operational needs of lower level administrative tasks.
• The three divisions chiefs could go to the Deputy for operational questions. • Potential to manage and minimize staff burnout, injuries, and workers compensation claims with improved scheduling and distribution of duties.

Ramos HR recommends the classification and will develop the classification specification but has not allocated an employee into the position. Should the City choose to adopt the new classification, the position should be filled via the recruitment and selection process.

RETITLE/TITLE CHANGE

DIVISION CHIEF

RECOMMEND RETITLE TO BATTALION CHIEF
There are currently three incumbents in the City’s Fire Department Division Chief classification. The incumbents report directly to the Fire Chief. At the time of the study, one Division Chief was on Administrative Leave. Ramos HR received and reviewed the PDQs of the two active Division Chiefs as well as found the incumbents to be working within the scope of the Division Chief job duties. One (1) Division Chief was selected for the interview phase of the process and Ramos HR had a follow-up conversation regarding reporting structure, required certifications, and overall departmental-specific questions. Ramos HR also reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 22 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 20 statements which is well over the recommended 5-8 statements per subsection. Ramos HR confirmed the intent of the department is to continue having three (3) Division Chiefs therefore, it is recommended to remove single-incumbent reference in the classification specification. Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications, titling protocols, and recommend best practices based on compliance and industry standards. The intent of a Battalion Chief is to serve as the highestranking officer on-duty on a 24-hour basis. Serving in an administrative management capacity, a Battalion Chief ensures effective day-to-day operations within the Fire Department. A Battalion Chief may oversee scheduling, staffing, training, logistics, special assignments, and serve as Incident Commander in addition to having a 24/7 operational readiness. Therefore, it is Ramos HR recommendation to retitle the current Division Chiefs to Battalion Chief for consistency with industry standards and for accurate representation of duties being performed. Lastly, it is Ramos HR’s recommendation to complete moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

EMERGENCY MEDICAL TECHNICIAN (EMT)
There are currently six incumbents in the City’s Fire Department EMT classification. The incumbents report directly to a designated Captain and Division Chief. Ramos HR received and reviewed the PDQs as well as found the incumbents to be working within the scope of the EMT job duties. Although the Department had recently created their classification specification, Ramos HR also reviewed it and recommends restructuring the format for internal consistency. Additionally, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications, titling protocols, and recommend best practices based on compliance and industry standards. It is Ramos HR recommendation to retitle the current NonSafety EMT to Single Role EMT for consistency with industry standards and for accurate representation of duties being performed.

EMERGENCY MEDICAL SERVICES (EMS) SUPERVISOR
Per City’s request, EMS Supervisor was excluded from the classification study given the City had recently developed and received approval for the classification specification. There is currently one incumbent within the City’s Fire Department EMS Supervisor classification. Ramos HR did not receive a PDQ from the current incumbent. Although the Department had recently created their classification specification, s. Ramos HR reviewed the City’s EMS Supervisor classification specification, which lists 28 essential function statements, and recommends consolidating the essential functions to 8-10 statements. Although the knowledge and ability statements are fewer, listing 10-12 per section, they are still over the recommended maximum of 5-8 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

ENGINEER
There are currently ten incumbents in the City’s Fire Department Engineer classification. The incumbents report directly to a designated Captain. Ramos HR received and reviewed the PDQs as well as found the incumbents to be working within the scope of the Fire Engineer job duties. Ramos HR also reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 16 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 22 statements which is well over the recommended 5-8 statements per subsection. Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

FIRE CHIEF
The Fire Chief is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Fire Chief job duties. Ramos HR reviewed the City’s Fire Chief classification specification, which lists 30 essential function statements, and recommends consolidating the essential functions to 8-10 statements.

Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 24 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends removing the “description” section as it appears the intent of that section was for a job posting not the official class specification. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency.

NEW CLASSIFICATION

FIRE DEPARTMENT SECRETARY

RECOMMEND NEW CLASS OF OFFICE ASSISTANT I
There is currently one incumbent within the City’s Fire Department Secretary classification. On a part-time status, the incumbent reports directly to the Fire Chief and supports the Fire Division Chiefs. Ramos HR received and reviewed the submitted PDQ and requested an interview with the incumbent. At the time of the interview phase, the incumbent was on a leave of absence, therefore, was unable to meet for an interview. Ramos HR discussed the nature of the job, intent of the position, and preponderant duties of the incumbent with the Fire Chief. It is Ramos HR’s recommendation, the City abolish the Fire Department Secretary classification and instead create a broad series of office assistant class levels and titles pending review and authorization from City leadership to proceed with clearly defined distinguishing characteristics.

Doing so will allow career growth and development as well as streamline City operations. Ramos HR made recommendations for the City’s clerical series in a later section of this report under “New Class Series Considerations.”
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FIRE MARSHALL
The Fire Marshall is a single-incumbent classification reporting to the Fire Chief. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Fire Marshall job duties. Ramos HR reviewed the City’s Fire Marshall classification specification, which lists 28 essential function statements, and recommends consolidating the essential functions to 8-10 statements.

Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 34 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

FIREFIGHTER
There are currently six incumbents in the City’s Fire Department Firefighter classification. The incumbents report directly to a designated Captain. At the time of the study, one Firefighter was on a leave of absence.

Ramos HR received and reviewed the PDQs of the five active Firefighters as well as found the incumbents to be working within the scope of the Firefighter job duties. Ramos HR also reviewed the classification specification and recommends clearly defining the distinguishing characteristics, level of work being performed, as well as consolidating the essential functions to 8-10 statements; the current classification specification lists 17 statements. Additionally, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards. Lastly, it is Ramos HR’s recommendation to complete moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

PARAMEDIC
There are currently seven incumbents in the City’s Fire Department Paramedic classification and five vacancies. The incumbents directly report to a designated Captain and Division Chief. At the time of the study, the department was actively recruiting for Paramedic vacancies and were concluding the interview phase in the recruitment process. Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of Paramedic job duties. Given the active recruitment, the Department had recently updated their classification specification, Ramos HR also reviewed it and recommends adding a distinguishing characteristics section; restructure working conditions, knowledge, skills and abilities section, and minimum qualifications for internal consistency. Additionally, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications, titling protocols, and recommend best practices based on compliance and industry standards. It is Ramos HR recommendation to retitle the current Non-Safety Paramedic to Single Role Paramedic for consistency with industry standards and for accurate representation of duties being performed.

EMERGENCY MEDICAL

SERVICES

ADMINISTRATION OPERATIONS FIRE PREVENTION

BATTALION CHIEF

EMS SUPERVISOR CAPTAIN

SINGLE ROLE

PARAMEDICS

ENGINEER

SINGLE ROLE
EMT’S

FIREFIGHTER
Proposed Organization Chart for

FIRE DEPARTMENT
OFFICE

ASSISTANT I

SENIOR ADMINISTRATIVE

ASSISTANT

FIRE MARSHALL

FIRE CHIEF

DEPUTY FIRE CHIEF
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Table 6 below summarizes the position allocation recommendations within the Fire Department.

Table 6: Summary of Position Allocation Recommendations Fire Department
Incumbent Current Classification Proposed Classification Study Outcome 1 Samantha Sauceda Administrative Assistant Senior Administrative Assistant New Class l
2 Vacant Does not currently exist Deputy Fire Chief New Class l 3 Daniel Diaz EMS Supervisor EMS Supervisor ** No Change l 4 Elsy Arana EMT EMT No Change l
5 Frank Deanda EMT EMT No Change l
6 Jonathan Davila EMT EMT No Change l
7 Justin Arroyo EMT EMT No Change l
8 Lana Kosila EMT EMT No Change l
9 Leo Montoya EMT EMT No Change l
10 Albert Rodriguez Fire Captain Fire Captain * No Change l 11 Deborah Rowe Fire Captain Fire Captain No Change l
12 Joey Frankmore Fire Captain Fire Captain * No Change l 13 Matthew Begines Fire Captain Fire Captain No Change l 14 Matthew Peters Fire Captain Fire Captain No Change l 15 Jordan Webster Fire Chief Fire Chief No Change l
16 Kelli Tellez Fire Department Secretary Office Assistant I New Class l 17 Donavon Fullner Fire Division Chief Battalion Chief Retitle l 18 Jesse Gomez Fire Division Chief Battalion Chief Retitle l 19 Paul Demmers Fire Division Chief Battalion Chief Retitle l 20 Ceasar Luna Fire Engineer Fire Engineer No Change l
21 Edward Colegio Fire Engineer Fire Engineer No Change l 22 Gerald Reeser Fire Engineer Fire Engineer No Change l 23 Jan Johnson Fire Engineer Fire Engineer No Change l
24 Jason Gray Fire Engineer Fire Engineer No Change l
25 Jordan Pyzer Fire Engineer Fire Engineer No Change l 26 Zach Johnson Brasuell Fire Engineer Fire Engineer No Change l 27 Daniel Anthony Rivas Fire Marshall Fire Marshall No Change l 28 Andrew Rangel Firefighter Firefighter No Change l
29 Austin Martins Firefighter Firefighter No Change l
30 Erick Galarza Firefighter Firefighter No Change l
31 Jake Karam Firefighter Firefighter No Change l
32 Joe Ruiz III Firefighter Firefighter No Change l
33 Skylar Kirchner Firefighter Firefighter No Change l
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34 Albert Gomez Paramedic Paramedic No Change l
35 Carrie Boundy Paramedic Paramedic No Change l
36 Christopher Cisneros Paramedic Paramedic No Change l 37 David (DJ) McLelan Paramedic Paramedic No Change l
38 Jonathan Sardisco Paramedic Paramedic No Change l
39 Josh Mitchell Paramedic Paramedic No Change l
40 Kevin Delfin Paramedic Paramedic No Change l
41 Michael Martinez Paramedic Paramedic No Change l
42 Travis Hughes Paramedic Paramedic No Change l
* At the time of classification study J. Frankmore and A. Rodriguez were promoted from Fire Engineer to Fire Captain. ** At the time of classification study D. Diaz was promoted from Paramedic to EMS Supervisor.

DEPARTMENT
Ramos HR found most of the incumbents within the Police Department were correctly classified and would remain in their current classification. Prior to completing the PDQ phase, Ramos HR scheduled a meeting with the Police Department Chief to gain a general understanding of the department, the reporting structure, current allocations, and vacancies. Based on information gathered during the PDQ phase, Ramos HR determined five (5) incumbents would be interviewed. After collecting PDQs, Ramos HR had two (2) additional follow-up interviews with the Police Chief. The interviews served as a method to gather additional data on: departmental trends on recruitment and retention; organizational culture; vision and goals for the department; and any recent changes to the classification, department, or agency structure that may impact the department.

NO CHANGE/ABOLISH THROUGH ATTRITION

ADMINISTRATIVE ASSISTANT II

RECOMMEND ABOLISH AND RECLASS LATER TO SENIOR ADMINISTRATIVE

ASSISTANT
There is currently one incumbent within the Police Department allocated to the City’s Administrative Assistant II classification. The incumbent reports directly to the Police Chief and supports Commanders.

Ramos HR received and reviewed the submitted PDQ with limited information and decided to interview the incumbent for this study. Although 45 minutes were allocated for the interview very limited information was received despite multiple probing attempts. Ramos HR followed up with the Administrative Services Director to obtain the Administrative Assistant II classification specification and no records were found. Consequently, Ramos HR scheduled a follow-up interview with the Police Chief to discuss the preponderant duties being performed as well as level of complexity, the intent of the position, departmental vision, and goals. Based on the limited information provided and subsequent data gathered, Ramos HR recommends to maintain the single-incumbent classification for now and abolish the classification specification through attrition. At that time, Ramos HR recommends for the department to recruit at the Senior Administrative Assistant level in the new proposed clerical series discussed later in this report.

ANIMAL SERVICES DIRECTOR
Per City’s request, Animal Services was excluded from the classification study given the City had recently developed and received approval for the classification specifications. At the time of the study, incumbents within Animal Services had been in their positions for less than one (1) month. The Animal Services function resides in the Police Department.

There is currently one incumbent within the City’s Animal Services Director classification. Ramos HR did not receive a PDQ from the current incumbent. At the time of the study, the classification specification had recently been created and approved within the previous six (6) months.

ANIMAL SERVICES MANAGER
Per City’s request, Animal Services was excluded from the classification study given the City had recently developed and received approval for the classification specifications. At the time of the study, incumbents within Animal Services had been in their positions for less than one (1) month. The Animal Services function resides in the Police Department.

There is currently one incumbent within the City’s Animal Services Manager classification. Ramos HR did not receive a PDQ from the current incumbent. At the time of the study, the classification specification had recently been created and approved within the previous six (6) months. Ramos HR reviewed the City’s Animal Services Manager classification specification, which lists 24 essential function statements, and recommends consolidating the essential functions to 8-10 statements. Although the knowledge and ability statements are fewer, listing 8-12 per section, they are still over the recommended maximum of 5-8 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

ANIMAL SERVICES OFFICER
Per City request, Animal Services was excluded from the classification study given the City had recently developed and received approval for the classification specifications. At the time of the study, incumbents within Animal Services had been in their positions for less than one (1) month. The Animal Services function resides in the Police Department.

There is currently one incumbent within the City’s Animal Services Officer classification. Ramos HR did not receive a PDQ from the current incumbent. At the time of the study, the classification specification had recently been created and approved. Ramos HR reviewed the City’s Animal Services Officer classification specification and recommends consolidating the essential functions to 8-10 statements. The current classification specification lists 21 statements. Although the knowledge and ability statements are fewer, listing 9-14 per section, they are still over the recommended maximum of 5-8 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

ANIMAL SERVICES TECHNICIAN
Per City’s request, Animal Services was excluded from the classification study given the City had recently developed and received approval for the classification specifications. At the time of the study, incumbents within Animal Services had been in their positions for less than one (1) month. The Animal Services function resides in the Police Department.

There is currently two incumbents within the City’s Animal Services Technician classification. Ramos HR did not receive a PDQ from the current incumbents. At the time of the study, the classification specification had recently been created and approved within the previous six (6) months.

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CADETS
There are currently three incumbents in the City’s Police Department Cadet classification and two vacancies.

Ramos HR received and reviewed the PDQs of the three active Cadets as well as found the incumbents to be working within the scope of the Cadet job duties. Ramos HR also reviewed the classification specification and recommends clearly defining the distinguishing characteristics, level of work being performed, as well as consolidating the essential functions to 8-10 statements; the current classification specification lists 15 statements. Additionally, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards. It is Ramos HR recommendation to complete moderate edits to the classification specification:
change formatting for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

CODE ENFORCEMENT OFFICER I
At the time of the study, no employees were allocated to the Code Enforcement Officer I classification. No Code Enforcement Officer I classification PDQ was received or reviewed by Ramos HR. Ramos HR reviewed the City’s Code Enforcement Officer I classification specification and recommends moderate edits such as: streamlining essential functions, knowledge, skills and abilities; restructuring working conditions and minimum qualifications for internal consistency.

CODE ENFORCEMENT OFFICER II
At the time of the study, no employees were allocated to the Code Enforcement Officer II classification. No Code Enforcement Officer II classification PDQ was received or reviewed by Ramos HR. Ramos HR reviewed the City’s Code Enforcement Officer II classification specification and recommends moderate edits such as: streamlining essential functions, knowledge, skills and abilities; restructuring working conditions and minimum qualifications for internal consistency.

COMMANDER
There are currently two incumbents in the City’s Police Commander classification. The incumbents report directly to the Police Chief. Ramos HR received and reviewed the PDQs of the two Police Commanders as well as found the incumbent to be working within the scope of the Commander job duties. One (1) Commander was selected for the interview phase of the process and Ramos HR had follow up conversations regarding reporting structure, departmental assignments, and overall departmental specific questions. Ramos HR also reviewed the classification specification and recommends clearly defining distinguishing characteristics and the level of work being performed; consolidating the essential functions to 8-10 statements; the current classification specification lists 33 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 22 statements which is well over the recommended 5-8 statements per subsection. Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

COMMUNITY SERVICES OFFICER
At the time of the study, no employees were allocated to the Community Services Officer classification. No Community Services Officer classification PDQ was received or reviewed by Ramos HR. Ramos HR reviewed the City’s Community Services Officer classification specification and recommends moderate edits such as: streamlining essential functions, knowledge, skills and abilities; restructuring working conditions and minimum qualifications for internal consistency.

CRIME ANALYST
There is currently one incumbent in the City’s Police Department Crime Analyst classification. The incumbent reports to a designated Sergeant. At the time of the study, the department had recently created the Crime Analyst position and the incumbent had been in her role for less than one (1) month. Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of the Crime Analyst job duties. Although the Department had recently created their classification specification, Ramos HR also reviewed it and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 24 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 44 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification:
streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

NEW CLASSIFICATION

DEPUTY POLICE CHIEF

RECOMMEND NEW CLASS OF DEPUTY POLICE CHIEF
Ramos HR considered recommending creation of a Deputy Police Chief classification for consistency in the public safety groups. The Police Department currently operates with a $9 million budget making it one the largest departments in the City. It may be operationally strategic and beneficial to create a deputy level when the City’s budget can support the added level. Similarly, a deputy level could accommodate changes in the department, organizational structure, additional responsibilities, succession planning, and overall professional growth. After discussion with City leadership it was determined not to proceed with this option currently. This summary is included should the City choose to adopt the new classification and develop the class specification in the future. Ramos HR recommends filling new classifications, especially at the management level, via the recruitment and selection process for equity and morale purposes, not as a reclassification of a current incumbent.

NEW CLASSIFICATION

DISPATCH SUPERVISOR

RECOMMEND NEW CLASS OF POLICE ADMINISTRATIVE SUPERVISOR There is currently one incumbent within the Police Department allocated to the City’s Dispatch Supervisor classification. The incumbent reports directly to a designated Commander. Ramos HR received and reviewed the submitted PDQ and interviewed the incumbent for this study. The data collected through the PDQ and interview phase support the incumbents claims of working both as a Dispatch and Records Supervisor. Ramos HR followed up with the Administrative Services Director to obtain the Dispatch Supervisor classification specification and no records were found. Consequently, Ramos HR scheduled a follow-up interview with the Police Chief to discuss the preponderant duties being performed as well as level of complexity, the intent of the position, departmental vision and goals. Given the nature of each function being performed by one position, Ramos HR initially recommended that the duties be divided into two different classifications of Dispatch Supervisor and Police Records Supervisor or a Clerk at a lead level (e.g. Lead Police Clerk). After considering the department size, budget, departmental vision and goals, it is Ramos HR recommendation to create one broad classification of Police Administrative Supervisor to allow for cross functionally. Should the Police Department decide to combine the Police Dispatch Supervisor/Records Supervisor classification Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 37 September 3, 2024 Council Packet Page 131
and create a broad Police Administrative Supervisor classification based on the City’s existing structure and unique needs, it is Ramos HR recommendation that the salary range for the position be fully analyzed during the compensation phase doing so would align with the City’s objectives to retain quality employees, provide salaries commensurate with assigned duties, and maintain a competitive position with other comparable government agencies.

POLICE CHIEF
The Police Chief is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Police Chief job duties. Ramos HR reviewed the City’s Police Chief classification specification, which lists 21 essential function statements, and recommends consolidating the essential functions to 8-10 statements.

Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards.

Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

POLICE CLERK I
There are currently two incumbents in the City’s Police Clerk I classification. The incumbents report to the Dispatch Supervisor. Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of the Police Clerk I job duties. Ramos HR reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 15 statements. Additionally, Ramos HR recommends making Police Clerk I and Police Clerk II as flexibly staffed classifications. Flexible-staffing is used to designate classifications in a promotional series in which both the entry and journey level classes are assigned the same kinds of duties, the difference being the range of duties performed, the level of skill required, and the amount of supervision received.

Flexible-staffing will allow the Police Department to hire at the lower level class in the series, provide on-thejob training, and to promote to the next higher level in the series through a non-competitive certification process once the full range of duties are being performed. More importantly, doing so will support the City’s efforts to improve recruitment and retention efforts as well as increase internal growth and development opportunities. Lastly, Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

POLICE OFFICER
There are currently twenty-eight incumbents in the City’s Police Officer classification and two vacancies.

The incumbents report directly to a Designated Sergeant. At the time of the study, the department was actively recruiting for the Police Officer vacancies and were reviewing applications on an ongoing basis.

Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of the Police Officer job duties. Ramos HR reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 22 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 31 statements which is well over the recommended 5-8 statements per subsection.

Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards.

PROPERTY EVIDENCE TECHNICIAN
At the time of the study, there was one incumbent allocated to the Property Evidence Technician classification.

Yet, Ramos HR received notification from the department and the Administrative Services Director that the incumbent would not be participating in the study therefore, no Property Evidence Technician classification PDQ was received or reviewed by Ramos HR. Additionally, there were no records of the Property Evidence Technician classification specification.

SAFETY DISPATCHER I
There are currently eight incumbents in the City’s Safety Dispatcher I classification. The incumbents report to the Dispatch Supervisor. Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of the Safety Dispatcher I job duties. Ramos HR reviewed the classification specification and recommends removing the description section as it appears the intent was for a job posting and not the formal classification specification. Additionally, Ramos HR recommends consolidating the knowledge, skills and abilities sub sections to 5-8 statements; the current classification specification lists 30 statements. Lastly, Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

SAFETY DISPATCHER II
There are currently no incumbents in the City’s Safety Dispatcher II classification. The classification exists in the City structure and would report to the Dispatch Supervisor. Ramos HR reviewed the classification specification and recommends removing the description section as it appears the intent was for a job posting and not the formal classification specification. Additionally, Ramos HR recommends consolidating the knowledge, skills and abilities sub sections to 5-8 statements; the current classification specification lists 30 statements. Lastly, Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency

SERGEANT
There are currently six incumbents in the City’s Police Sergeant classification. The incumbents report to a designated Commander. Ramos HR received and reviewed the PDQs as well as found the incumbent to be working within the scope of the Sergeant job duties. Ramos HR also reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 33 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 22 statements which is well over the recommended 5-8 statements per subsection. Furthermore, Ramos HR researched mandated state requirements and local municipalities to determine minimum qualifications and recommend best practices based on compliance and industry standards. Ramos HR recommends moderate edits to the classification specification:
streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

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K-9 OFFICERS

CODE ENFORCEMENT

OFFICERS

COMMUNITY SERVICES

OFFICERS

SCHOOL RESOURCES

OFFICER

RECORDS CLERKS

PROPERTY EVIDENCE

TECHNICIAN

COMMANDER

POLICE CHIEF

ADMINISTRATIVE

ASSISTANT II
Proposed Organization Chart for

POLICE DEPARTMENT

ANIMAL SERVICES

MANAGER

ANIMAL SERVICES

DIRECTOR

COMMANDER

PATROL DETECTIVES

DETECTIVE SERGEANT

DETECTIVES

DISPATCH

ANIMAL SERVICES

OFFICER

ANIMAL SERVICES

OFFICER

ANIMAL SERVICES

TECHNICIAN

POLICE ADMINISTRATIVE

SUPERVISOR

DISPATCHERS

POLICE SERGEANT

POLICE OFFICERS

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Table 7 below summarizes the position allocation recommendations within the Police Department.

Table 7: Summary of Position Allocation Recommendations Police Department
Incumbent Current Classification Proposed Classification Study Outcome 1 Robyn Lewis Administrative Assistant II Administrative Assistant II** No Change l 2 Teri Rockhold Animal Services Director Animal Services Director No Change l 3 Sally Breyer Animal Services Manager Animal Services Manager No Change l 4 Angyla Brumn Animal Services Officer Animal Services Officer No Change l 5 Joshua Madrigal Animal Services Technician Animal Services Technician No Change l 6 Maya Nunez-Tellez Animal Services Technician Animal Services Technician No Change l 7 Carlos Acevez Cadets Cadets No Change l
8 Isaac Nogalez Cadets Cadets No Change l
9 Teagyn Greer Cadets Cadets No Change l
10 Timothy Cannon Commander Commander No Change l
11 Rene Garza Commander Commander No Change l
12 Kassandra Martinez Crime Analyst Crime Analyst No Change l 13 Cynthia Gomez Dispatch Supervisor Police Administrative Supervisor New Class l
14 Alan Jones Evidence Technician/
Special Project Manager
Evidence Technician/
Special Project Manager No Change l
15 Alexia Gonzalez Officer Officer No Change l
16 Anthony Aguilar Officer Officer No Change l
17 Anthony High Officer Officer No Change l
18 Caleb Michael Garcia Officer Officer No Change l
19 Carlos Romero Officer Officer No Change l
20 Christian Cano Officer Officer No Change l
21 Christian Guizar Officer Officer No Change l
22 Cory Lynch Officer Officer No Change l
23 Dwayne McPherson Officer Officer No Change l
24 Gilbert Gonzales Officer Officer No Change l
25 Humberto Salas Officer Officer No Change l
26 Jacob Pumarejo Officer Officer No Change l
27 Jeffrey Lewis Officer Officer No Change l
28 Jesus Luna Officer Officer No Change l
29 John Carlos Mendez Officer Officer No Change l
30 John Hernandez Officer Officer No Change l
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31 Johnnie Cerda Officer Officer No Change l
32 Jonathan Chacon Officer Officer No Change l
33 Lance Pearce Officer Officer No Change l
34 Matthew Hughes Officer Officer No Change l
35 Robbie Campbell Officer Officer No Change l
36 Rodrigo Rescalvo Officer Officer No Change l
37 Samuel Nevarez Officer Officer No Change l
38 Steven Mares Officer Officer No Change l
39 Vincent Intakeo Officer Officer No Change l
40 Wyatt Gorman Officer Officer No Change l
41 Xochitl Martinez Officer Officer No Change l
42 Zachary Shannon Officer Officer No Change l
43 Rudy Alcaraz Police Chief Police Chief No Change l
44 Tina Maldonado Police Clerk I Police Clerk I No Change l 45 Toni Frank Police Clerk I Police Clerk I No Change l 46 Debbie Gomez Property Evidence Technician Property Evidence Technician No Change l 47 Denise Guadarrama Safety Dispatcher I/II Safety Dispatcher I/II No Change l 48 Kendra Steffen Safety Dispatcher I/II Safety Dispatcher I/II No Change l 49 Lacie Cates Safety Dispatcher I/II Safety Dispatcher I/II No Change l 50 Maryann Yanni Safety Dispatcher I/II Safety Dispatcher I/II No Change l 51 Mia Vasquez Safety Dispatcher I/II Safety Dispatcher I/II No Change l 52 Paula Hull Safety Dispatcher I/II Safety Dispatcher I/II No Change l 53 Roxsen Lopez Safety Dispatcher I/II Safety Dispatcher I/II No Change l 54 Alejandro Alvarez Sergeant Sergeant No Change l
55 Andrew Guzman Sergeant Sergeant No Change l
56 Frank Santillan Sergeant Sergeant No Change l
57 Justin Holt Sergeant Sergeant No Change l
58 Richard Figueroa Sergeant Sergeant No Change l
59 Cassy Fain Sergeant Sergeant No Change l
* Ramos HR recommends maintaining the single-incumbent classification and abolish the class specification through attrition. At that time, the department may consider recruiting at an Executive Assistant level. Please refer to the Administrative Assistant II summary above.

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Ramos HR has met with the Public Works Director multiple times during the course of this study to gain a general understanding of the department, the reporting structure, current allocations, and vacancies. Based on information gathered during the PDQ phase, Ramos HR determined fourteen (14) incumbents would be interviewed. After collecting PDQs, Ramos HR, had follow up discussions with the Director to gather additional data on: departmental trends on recruitment and retention; organizational culture; vision and goals for the department; and any recent changes to the classification, department or agency structure that may impact department.

Throughout the incumbent interviews and discussions withe the Director, common findings were employees working out of class as well as working in a cross functional capacity. Additionally, Ramos HR found the data gathered during both the PDQ and interview phase supported claims of incumbents working out of class.

Ramos HR met with the Administrative Services Director to discuss the City work-out-of-class policy and practices and alert of potential liabilities. The Director investigated previous practices, payroll records, and followed up with the employees to ensure compliance.

While conducting this study, Ramos HR learned the Public Works department is experiencing operational and morale challenges due to a lack of clarity in classification titles, levels, roles and responsibilities. The department had an extended period of time (years) with the Director and Supervisor classifications remaining vacant resulting in employees wearing multiple hats and some apparently working out of class in supervisory capacities and discussed later in this report. The new Director has been in the role for less than six months, and communicated a desire to restructure the department by using resources available to better serve the City.

During the PDQ interviews, Public Works employees expressed they do not have a clear career path in the existing structure based on how duties have been distributed for several years. There is a critical need to define the job family’s scope of work, titles, levels, duties, and appropriate distribution of responsibilities to help streamline departmental operations and improve morale.

Pay concerns were also raised, however, Ramos HR clarified that any compensation matters will be handled separately during the subsequent compensation phase of this study.

PUBLIC WORKS

DEPARTMENT
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PUBLIC WORKS DIRECTOR
The Public Works Director is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Public Works job duties. Ramos HR reviewed the City’s Public Works classification specification, which lists 21 essential function statements, and recommends consolidating the essential functions to 8-10 statements. At the time of the study, the Director had less than three (3) months in his position therefore, Ramos HR did not interview the incumbent to gather data on his specific role. Rather, Ramos HR, scheduled multiple calls with the incumbent to understand the departmental structure and individual positions within the department. Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

ADMINISTRATIVE ASSISTANT
There is currently one incumbent within the Department of Public Works allocated to the City’s Administrative Assistant classification. The incumbent reports directly to the Public Works Director and provides professional level departmental support. Ramos HR received and reviewed the submitted PDQ and requested an interview with the incumbent for this study. At the time of the interview phase, the incumbent was on a leave of absence, therefore, was unable to attend the scheduled interview. After analyzing the data collected through the PDQ and interview with the Director of Public Works, it was determined the preponderant duties being performed were outside the scope of work of an Administrative Assistant. It is Ramos HR recommendation that a new classification of Executive Assistant be created, and the incumbent be reallocated to such position. Ramos HR reviewed the current Administrative Assistant classification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 30 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 31 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. Ramos HR made recommendations for the City’s clerical series in a later section of this report under “New Class Series Considerations.”

CUSTODIAN
There is currently one incumbent within the City’s Custodian classification. Ramos HR did not receive a PDQ from the current incumbent. Ramos HR recommends moderate edits to the classification specification:
streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

EQUIPMENT MECHANIC I
There is currently one incumbent in the City’s Equipment Mechanic I classification. The incumbent reports to the Fleet Maintenance Supervisor. Ramos HR received and reviewed the PDQ and requested an interview with the incumbent for this study. Ramos HR determined the incumbent was working within the scope of the Equipment Mechanic I job duties. Ramos HR reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 19 statements. Additionally, Ramos HR recommends making Equipment Mechanic I and Equipment Mechanic II as flexibly staffed classifications. Flexible-staffing is used to designate classifications in a promotional series in which both the entry and journey level classes are assigned the same kinds of duties, the difference being the range of duties performed, the level of skill required, and the amount of supervision received. Flexiblestaffing will allow the Department of Public Works to hire at the lower level class in the series, provide onthe-job training, and to promote to the next higher level in the series through a non-competitive certification process once the full range of duties are being performed. More importantly, doing so will support the City’s efforts to improve recruitment and retention efforts as well as increase internal growth and development opportunities. Lastly, Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

FLEET SERVICES COORDINATOR
The Fleer Services Coordinator is a single-incumbent classification reporting to the Transit Maintenance Manager. At the time of the study the Transit Maintenance Manager classification was vacant therefore, the incumbent listed the City Manager as his direct supervisor. Ramos HR received and reviewed the submitted PDQ and requested an interview with the incumbent. The incumbent did not respond to the interview request. Based on the information gathered in the PDQ, Ramos HR found the incumbent to be working within the scope of the Fleet Services Coordinator job duties. Ramos HR reviewed the City’s Fleet Services Coordinator classification specification, which lists 15 essential function statements, and recommends consolidating the essential functions to 8-10 statements. Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

FLEET MAINTENANCE SUPERVISOR
The Fleet Maintenance Supervisor is a single-incumbent classification reporting to the Director of Public Works. Ramos HR received and reviewed the PDQs and requested an interview with the incumbent for this study. Ramos HR found the incumbent to be working within the scope of the Fleet Maintenance Supervisor job duties. Ramos HR also reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 30 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 22 statements which is well over the recommended 5-8 statements per subsection. Furthermore, Ramos HR researched local municipalities to determine minimum qualifications and recommend best practices based on industry standards. Ramos HR recommends moderate edits to the classification specification:
streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

MAINTENANCE WORKER I
There are currently 17 incumbents in the City’s Maintenance Worker I classification. The incumbents report to the Maintenance Worker III. Ramos HR received and reviewed the PDQs, selected five (5) incumbents to be interviewed, and found most incumbents were working within the scope of the Maintenance Worker I job duties. Table 6, below, demonstrates which employees Ramos HR is recommending be reclassified.

Ramos HR reviewed the classification specification and recommends maintaining one general classification series for all Maintenance Workers rather than creating two or three specialized/narrow series. Additionally, Ramos HR recommends making Maintenance Worker I and Maintenance Worker II as flexibly staffed classifications. Flexible-staffing is used to designate classifications in a promotional series in which both the entry and journey level classes are assigned the same kinds of duties, the difference being the range of duties performed, the level of skill required, and the amount of supervision received. Flexible-staffing will allow the Department of Public Works to hire at the lower level class in the series, provide on-the-job training, and to promote to the next higher level in the series through a non-competitive certification process once the full range of duties are being performed. More importantly, doing so will support the City’s efforts to improve recruitment and retention efforts as well as increase internal growth and development opportunities. Lastly, Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

MAINTENANCE WORKER II
There are currently two incumbents in the City’s Maintenance Worker II classification and one vacancy. The incumbents report to the Maintenance Worker III. Ramos HR received and reviewed the PDQs, selected one (1) incumbent to be part of the interview phase, as well as found them to be working within the scope of the Maintenance Worker II job duties. Ramos HR reviewed the classification specification and recommends maintaining one general classification series for all Maintenance Workers rather than creating two or three specialized/narrow series. Additionally, Ramos HR recommends making Maintenance Worker I and Maintenance Worker II as flexibly staffed classifications. Flexible-staffing is used to designate classifications in a promotional series in which both the entry and journey level classes are assigned the same kinds of duties, the difference being the range of duties performed, the level of skill required, and the amount of supervision received. Flexible-staffing will allow the Department of Public Works to hire at the lower level class in the series, provide on-the-job training, and to promote to the next higher level in the series through a non-competitive certification process once the full range of duties are being performed. More importantly, doing so will support the City’s efforts to improve recruitment and retention efforts as well as increase internal growth and development opportunities. Lastly, Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

RETITLE/TITLE CHANGE

MAINTENANCE WORKER III

RECOMMEND RETITLE TO LEAD MAINTENANCE WORKER
There are currently two incumbents in the City’s Maintenance Worker III classification. The incumbents report to the Director of Public Works. At the time of the study, one Maintenance Worker III was on a leave of absence. Ramos HR received and reviewed the PDQs of both incumbents and selected both for the interview phase of the process. Ramos HR asked questions regarding their individual duties, reporting structure, and overall departmental specific questions. Ramos HR found the incumbents were working outside the scope of the Maintenance Worker III job duties.

The current Maintenance Worker III incumbents are recommended for reclassification to the proposed new Maintenance Supervisor classification listed in this report.

A well-defined class series with room for growth in the organization will address the operational needs of the department long-term. Ramos HR recommends maintaining the Maintenance Worker III and retitling to Lead Maintenance Worker to distinguish it from the I-II flexibly staffed levels in the class series. The Maintenance Worker I/II/III would remain broad classes in the series with cross functionality to meet City needs.

Lastly, Ramos HR recommends to complete moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. The class specification will include language to identify the position provides work direction to other staff members and may provide backup field supervision as needed. However, there will be a clear distinction that personnel decisions such as hiring, firing, promoting and performance evaluations will not be a function of the class moving forward.

NEW CLASSIFICATION

MAINTENANCE SUPERVISOR

RECOMMEND NEW CLASS OF MAINTENANCE SUPERVISOR
The Public Works Department has three major maintenance functions: Building, Streets, and Parks maintenance. The goal of this study is to define a classification structure to meet the operational needs of the three major functional areas based on the existing distribution of duties.

Based on evidence collected during the study, Ramos HR recommends creation of a Maintenance Supervisor classification with clearly defined distinguishing characteristics from the Maintenance Worker III (recommended for a retitle to Lead) by highlighting three specialized functional areas of oversight under one broad class specification. Rather than create three separate specialized class specifications, one job description and pay grade will be easier for the City to maintain. Many of the duties with more frequency require providing work direction and participating in performance management steps that involves direct input on employee evaluations even if signed off by a higher-level manager.

The class specification will distinguish the work as a supervisory class and the new next higher level in the Maintenance Worker I/II/III series to effectively handle regular field supervision and operate in a specialized manner over an assigned unit. The supervisory class will be directly involved in personnel decisions such as hiring, firing, promoting, and may handle performance evaluations even if signed off by management.

RETITLE/TITLE CHANGE

PUBLIC WORKS SUPERVISOR

RECOMMEND RETITLE TO PUBLIC WORKS MANAGER
At the time of the study one incumbent was extended an offer and accepted to join the City under the Public Works Supervisor classification reporting to the Director of Public Works. Ramos HR did not receive and consequently did not review a PDQ from the current incumbent.

Given the nature of the assigned responsibilities Ramos HR reviewed the scope of work, span of control, and level of responsibility and considered creating a Deputy Director level. After discussions with City management, it was determined a deputy level was not needed. However, the creation of field supervisory roles in maintenance creates compression in terms of tilting protocol amongst levels.

Ramos HR recommends maintaining the Public Works Supervisor classification and retitling it to more appropriately reflect the scope of work and responsibility performed and expected of the incumbent. The intent of the position is to handle administrative and budgetary functions. The role serves as backup to the Public Works Director and provides management level support to departmental operations.

Under general direction from the Public Works Director, the incumbent performs highly responsible managerial work for the Parks, Streets, and Building divisions within the Department of Public Works. The classification will be distinguished from the Maintenance Supervisor in that the position will have greater level of professional knowledge and broader span of control.

TRANSIT MAINTENANCE MANAGER
The Transit Maintenance Manager is a single-incumbent position allocated to the Transit Division. There is currently no employee within the Transit Maintenance Manager classification. No Transit Maintenance Manager classification PDQ was received or reviewed by Ramos HR. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency.

TRANSIT MECHANIC III
There is currently one incumbent within the City’s Transit Mechanic III classification. Ramos HR did not receive a PDQ from the current incumbent. Ramos HR reviewed the City’s Transit Mechanic III classification specification and recommends the City: consolidate essential functions, knowledge, skills, and abilities; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency. Ramos HR was unable to locate classification specifications for Transit Mechanic I and II.

Ramos HR recommends developing a series which clearly defines distinguishing characteristics for career progression.

Ramos HR presented to City administration the option to abolish Transit Mechanic I and II and maintain the level III classification as the sole class. The level III class would be retitled to Transit Mechanic (no numeral value) with the scope of work and minimum qualifications maintained at the highest level. City administration shared past recruitment struggles and the need to maintain the level III titling to attract the right candidate pool.

TRANSIT SHUTTLE DRIVER
There are currently two incumbents within the City’s Transit Shuttle Driver classification. Ramos HR did not receive a PDQ from the current incumbents. Ramos HR reviewed the City’s Transit Shuttle classification specification and recommends the City: reformat the essential functions, knowledge, skills, and abilities for internal consistency; correct grammatical errors, restructure working conditions and minimum qualifications for internal consistency. Table 10 below summarizes the position allocation recommendations within the Transit Division.

ADDITIONAL CONSIDERATIONS FOR PUBLIC WORKS
Subsequent to the initial data gathering through PDQs and employee interviews, Ramos HR scheduled a meeting with City administration to discuss a proposed structure within Public Works and offer multiple solutions to address low morale and increase retention. City administration pointed out that the department was recently fully staffed and additional time is needed to gauge operations before the creation of additional levels can be considered.

On April 12th, Ramos HR scheduled a follow up call with the Public Works Director to discuss departmental structure and incumbents current responsibilities. Ramos HR confirmed, at the time of the study, the preponderance of duties being performed by the Maintenance Worker III incumbents were related to supervision duties. Should the City choose to not reclassify the employees to Maintenance Supervisor, Ramos HR recommends opening a case to review the extent and duration of working-out-of-class and determine if back pay is warranted.

PUBLIC WORKS

MANAGER

PUBLIC WORKS

DIRECTOR
Proposed Organization Chart for

PUBLIC WORKS DEPARTMENT

ADMINISTRATIVE

ASSISTANT

TRANSIT MAINTENANCE

MANAGER

FLEET MAINTENANCE

SUPERVISOR

EQUIPMENT

MECHANIC

MAINTENANCE

WORKER I/II

LEAD MAINTENANCE
WORKER

MAINTENANCE

SUPERVISOR

MAINTENANCE

SUPERVISOR

LEAD MAINTENANCE
WORKER

FLEET SERVICE

COORDINATOR

CUSTODIAN MAINTENANCE

WORKER I/II

MAINTENANCE

WORKER I/II

TRANSIT

MECHANIC III

TRANSIT SHUTTLE
DRIVER

PARKS STREETS BUILDING

MAINTENANCE

PUBLIC WORKS FLEET TRANSIT

INSPECTOR
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Table 8 below summarizes the position allocation recommendations within the Public Works Department.

Table 8: Summary of Position Allocation Recommendations Public Works Department
Incumbent Current Classification Proposed Classification Study Outcome 1 Sylvia Luna Administrative Assistant Administrative Assistant No Change l 2 Frank Aguirre Gama Equipment Mechanic I Equipment Mechanic I No Change l 3 Nestor Galvan Fleet Maintenance Manager Fleet Maintenance Manager No Change l 4 Kizito Okoroanyanwu Fleet Services Coordinator Fleet Services Coordinator No Change l 5 Alejandro Gauzin Maintenance Worker I Maintenance Worker I No Change l 6 Angel Tamayo Perez Maintenance Worker I Maintenance Worker I No Change l 7 Anthony Anes Maintenance Worker I Maintenance Worker II Reclass l 8 Chris Ryan Maintenance Worker I Maintenance Worker II * No Change l 9 Eric Alvarez Maintenance Worker I Maintenance Worker I No Change l 10 Francisco Pimentel Maintenance Worker I Maintenance Worker I No Change l 11 George Loera Maintenance Worker I Maintenance Worker I No Change l 12 Ivan Molina Maintenance Worker I Maintenance Worker I ** No Change l 13 Johan Gomez Maintenance Worker I Maintenance Worker I No Change l 14 Jose Zavala Maintenance Worker I Maintenance Worker I No Change l 15 Raul Resendez Maintenance Worker I Maintenance Worker I No Change l 16 Rey Trinidad Maintenance Worker I Maintenance Worker I No Change l 17 Robert Alvarez Maintenance Worker I Maintenance Worker I No Change l 18 Robert Cisneros Maintenance Worker I Maintenance Worker I No Change l 19 Cory Rasussen Maintenance Worker II Maintenance Worker II No Change l 20 Daniel Ragatz Maintenance Worker II Maintenance Worker II No Change l 21 David Arevalo Maintenance Worker II Maintenance Worker II No Change l 22 Francisco Canela Maintenance Worker II Maintenance Worker II No Change l 23 Fernando Moran Maintenance Worker III Maintenance Supervisor New Class l 24 Jesus Hernandez Maintenance Worker III Maintenance Supervisor New Class l 25 Michael Honn Public Works Director Public Works Director No Change l 26 Ulises Maravilla Public Works Supervisor Public Works Manager Retitle l 27 Darl Head Transit Mechanic III Transit Mechanic III No Change l 28 Humberto Espinoza Transit Mechanic III Transit Mechanic III No Change l 29 Janie Gonzalez Transit Shuttle Driver Transit Shuttle Driver No Change l 30 Joseph Orta Transit Shuttle Driver Transit Shuttle Driver No Change l * At the time of classification study C. Ryan was promoted from Maintenance Worker I to Maintenance Worker II. ** At the time of classification study I. Molina was promoted from Custodian to Maintenance Worker I.

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Prior to completing the PDQ phase, Ramos HR scheduled a meeting with the Community Services Director to gain a general understanding of the department, the reporting structure, current allocations, and vacancies.

The Director did not attend the initial meeting nor responded to Ramos HR communications to reschedule the meeting. Based on information gathered during the PDQ phase, Ramos HR determined three (3) incumbents would be interviewed. Only one (1) incumbent responded to Ramos HR request to participate in the interview phase of the study. Based on the interview and data gathered through the PDQ phase Ramos HR determined incumbents were correctly classified.

ADMINISTRATIVE ASSISTANT
There is currently one incumbent within the Recreation Department allocated to the City’s Administrative Assistant classification. The incumbent reports directly to the Community Services Director and provides administrative level departmental support. Ramos HR received and reviewed the submitted PDQ and determined the incumbent was working within the Administrative Assistant job duties. Ramos HR reviewed the current Administrative Assistant classification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 30 statements. Additionally, it is recommended to consolidate the knowledge, skills, and ability section which combined currently lists 31 statements which is well over the recommended 5-8 statements per subsection. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

COMMUNITY SERVICES DIRECTOR
The Community Services Director is a single-incumbent classification reporting to the City Manager. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Community Services Director job duties. Ramos HR reviewed the City’s Community Services Director classification specification, which lists 20 essential function statements, and recommends consolidating the essential functions to 8-10 statements. Ramos HR recommends moderate edits to the classification specification: reformat for internal consistency; streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency.

COMMUNITY

SERVICES

DEPARTMENT
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NEW CLASSIFICATION

RECREATION ARTS AIDE

RECOMMEND NEW CLASS OF COMMUNITY SERVICES AIDE
Ramos HR received and reviewed a PDQ for an incumbent stating to be classified as a Recreation Arts Aid.

Ramos HR emailed the Administrative Services Director to gain clarification on the incumbents classification and overall position as Ramos HR could not find a classification specification under that title. On March 29th, the Administrative Services Director responded to the email stating the incumbent was listed as a part-time employee on payroll yet, as a Community Services Aide on her personnel action form. No record of that classification is listed under the master salary schedule and no record of that classification specification was found. Although limited information was provided, given the size of the department, it is Ramos HR recommendation that the City consider creating a broad series for the entire Community Services Department.

Doing so, will allow for greater management flexibility, cross functionality, fewer class specifications to manage, and overall streamline City operations. Should the Community Services Department decide to create a broad series the existing Recreation Arts Aid would be reallocated to Community Services Aide.

RETITLE/TITLE CHANGE

RECREATION COORDINATOR

RECOMMEND RETITLE TO COMMUNITY SERVICES COORDINATOR
There is currently one incumbent in the City’s Recreation Coordinator classification and one vacancy. The incumbent reports to the Recreation Supervisor. Ramos HR received and reviewed the PDQ as well as found the incumbent to be working within the scope of the Recreation Coordinator job duties. Ramos HR also reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 18 statements. Ramos HR recommends moderate edits to the classification specification: streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. Although the incumbent is performing duties within the scope of the Recreation Coordinator classification, it is Ramos HR recommendation the City consider creating a broad series for the entire Community Services Department. Doing so, will allow for greater management flexibility, cross functionality, fewer class specifications to manage, and overall streamline City operations. Should the Community Services Department decide to create a broad series the existing Recreation Coordinator would be retitled to Community Services Coordinator.

RETITLE/TITLE CHANGE

RECREATION SUPERVISOR

RECOMMEND RETITLE TO COMMUNITY SERVICES SUPERVISOR
There are currently two incumbents in the City’s Recreation Supervisor classification. The incumbents report to the Community Services Director. Ramos HR received and reviewed the PDQs and requested an interview with both incumbents. Although only one incumbent responded to the request, enough information was gathered to determine the incumbents were working within the scope of the Recreation Supervisor job duties. Ramos HR also reviewed the classification specification and recommends consolidating the essential functions to 8-10 statements; the current classification specification lists 16 statements. As well as, updating the distinguishing characteristics to remove any reference to the classification being a single-incumbent classification. Ramos HR recommends moderate edits to the classification specification:
streamline essential functions, knowledge, skills, and abilities; restructure working conditions and minimum qualifications for internal consistency. Although the incumbents are performing duties within the scope of the Recreation Supervisor classification, it is Ramos HR recommendation the City consider creating a broad series for the entire Community Services Department. Doing so, will allow for greater management flexibility, cross functionality, fewer class specifications to manage, and overall streamline City operations. Should the Community Services Department decide to create a broad series the existing Recreation Supervisor would be retitled to Community Services Supervisor.

RETITLE/TITLE CHANGE

SENIOR CENTER ACTIVITIES COORDINATOR

RECOMMEND RETITLE TO COMMUNITY SERVICES COORDINATOR
The Senior Center Activities Coordinator is a single-incumbent classification reporting to the Recreation Supervisor. Although Ramos HR received and reviewed the submitted PDQ, as well as found the incumbent to be working within the scope of the Senior Center Activities Coordinator job duties it is Ramos HR recommendation the City consider creating a broad series for the entire Community Services Department.

Doing so, will allow a more accurate representation of the broad services the department provides as well as; allow for greater management flexibility, cross functionality, fewer class specifications to manage, and overall streamline City operations. Should the Community Services Department decide to create a broad series the existing Senior center Activities Coordinator would be reallocated to the Community Services Coordinator classification.

SPORTS FIELD MAINTENANCE WORKER
The Sports Field Maintenance Worker is a single-incumbent classification reporting to the Recreation Supervisor. Ramos HR received and reviewed the submitted PDQ as well as found the incumbent to be working within the scope of the Sports Field Maintenance Worker job duties. Ramos HR reviewed the Sports Field Maintenance Worker classification specification and recommends clearly identifying and defining distinguishing characteristics, essential functions, minimum qualifications, as well as required knowledge, skills and abilities.

COMMUNITY SERVICES

SUPERVISOR

COMMUNITY SERVICES

SUPERVISOR

CULTURAL ARTS RECREATION SENIOR SERVICES SPORTS

COMMUNITY SERVICES

DIRECTOR

ADMINISTRATIVE

ASSISTANT
Proposed Organization Chart for

COMMUNITY SERVICES DEPARTMENT

COMMUNITY SERVICES

COORDINATOR

COMMUNITY SERVICES
AIDE

COMMUNITY SERVICES

COORDINATOR

COMMUNITY SERVICES
AIDE

SPORTS FIELD

MAINTENANCE WORKER
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Table 9 summarizes the position allocation recommendations within the Community Services Department.

Table 9: Summary of Position Allocation Recommendations Community Services Department
Incumbent Current Classification Proposed Classification Study Outcome 1 Jennifer Cortez Administrative Assistant Administrative Assistant No Change l 2 Amy Smart Community Services
Director
Community Services
Director No Change l
3 Elisa Allison Recreation Arts Aide Community Services Aide New Class l 4 Samantha Valles Recreation Arts Aide Community Services Aide New Class l 5 Brian Davis Recreation Coordinator Community Services Coordinator Retitle l
6 Liz Martinez Recreation Supervisor Community Services Supervisor Retitle l
7 Nicolette Andersen Recreation Supervisor Community Services Supervisor Retitle l
8 Rubie Torres Senior Center Activities
Coordinator
Community Services
Coordinator Retitle l
9 Juan Avila Sports Field Maintenance
Worker
Sports Field Maintenance
Worker No Change l
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V. PROPOSED NEW CLASSIFICATION
SERIES
Ramos HR reviewed the City’s existing structure and observed that the clerical classifications do not appear to be consistent, and no career ladder exists. Ramos HR recommends the creation of a clerical series to provide a clear path for promotion, which would help with recruitment and retention efforts in the City. The following options resulted from discussions with City administration.

OPTION A (RAMOS HR - ORIGINAL RECOMMENDATION):

This option below was the first series considered and recommended by Ramos HR. The series consists of four levels. The four levels would include an entry-level flexibly staffed class (two levels), journey-level, and advanced journey-level. Ramos HR considered allocations of administrative support staff in larger safety departments (Fire and Police administration) at the executive level.

Office Assistant
I/II (Flex)
Administrative
Assistant
Executive
Assistant
OPTION B (CITY HR - POST RECOMMENDATION):

City administration responded to Ramos HR’s recommendation by proposing a class series with additional levels. The option consisted of six levels and would include an entry-level flexibly staffed class (two levels), journey-level (two levels), advanced journey level, and expert level.

The Senior Administrative Assistant would be allocated to larger safety departments (Fire and Police administration) and the executive level would be allocated to the City Manager’s office only. Ramos HR advised City administration that creating two levels in the Administrative Assistant class, if treated as the journey-level for career progression purposes, is an uncommon practice and may result in requests for the same from other department heads.

Office
Assistant I/II
Administrative
Assistant I/II
Executive
Assistant
Senior Administrative
Assistant
OPTION C (COMBINATION - FINAL RECOMMENDATION):

This option has five levels in the series. The five levels would include an entry-level flexibly staffed class (two levels), journey-level, advanced journey level, and expert level. The Executive Assistant will remain a singleincumbent classification in the City Manager’s Office only.

Office Assistant
I/II
Administrative
Assistant
Senior
Administrative
Assistant
Executive
Assistant
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VI. FAIR LABOR STANDARDS ACT
The United States Congress enacted the Fair Labor Standards Act (FLSA) in 1938 to eliminate labor conditions injurious to the health and efficiency of workers, as well as unfair methods of competition based on such conditions. The act contains provisions that cover minimum wage, child labor, equal pay, and several other employment practices.

FLSA OVERVIEW
On April 23, 2024, the U.S. Department of Labor (DOL) announced a final rule, Defining and Delimiting the Exemptions for Executive, Administrative, Professional, Outside Sales, and Computer Employees. The final rule updates and revises the regulations issued under section 13(a)(1) of the FLSA implementing the exemption from minimum wage and overtime pay requirements for executive, administrative, and professional employees.

The final rule will increase the standard salary level and the highly compensated employee total annual compensation threshold on the rule’s effective date on July 1, 2024, and on January 1, 2025. The DOL’s final rule also provides for future updates of these levels every three years to reflect current earnings data as represented in the tables below.

Date Standard Salary Level Highly Compensated Employee Total Annual Compensation Threshold
Before July 1, 2024 $684 per week (equivalent to $35,568 per year)
$107,432 per year, including at least $684
per week paid on a salary or fee basis.

July 1, 2024 $844 per week (equivalent to $43,888 per
year)
$132,964 per year, including at least $844
per week paid on a salary or fee basis.

January 1, 2025 $1,128 per week (equivalent to $58,656 per year)
$151,164 per year, including at least $1,128
per week paid on a salary or fee basis.

July 1, 2027, and
every 3 years
thereafter
To be determined by applying to available
data the methodology used to set the
salary level in effect at the time of the
update.

To be determined by applying to available
data the methodology used to set the
salary level in effect at the time of the
update.

Section 13(a)(1) of the FLSA provides an exemption from both minimum wage and overtime pay for employees employed as bona fide executive, administrative, professional as categories under the law that apply to the City. Section 13(a)(1) and Section 13(a)(17) also exempt certain computer employees. However, the City contracts out the majority of its information technology function with an in-house Information Technology Technician classification reporting to the Administrative Services Director. This class does not meet the exemption consideration thresholds.

To qualify for exemption, employees generally must meet certain tests regarding their job duties and be paid on a salary basis at not less than $684* per week. Job titles do not determine exempt status. In order for an exemption to apply, an employee’s specific job duties and salary must meet all the requirements of the DOL’s regulations. Below are three categories and definitions for each category considered as part of the City’s FLSA analysis.

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Executive Exemption Administrative Exemption
To qualify for the executive employee exemption, all
of the following tests must be met:

The employee must be compensated on a salary
basis (as defined in the regulations) at a rate not
less than $684* per week;
The employee’s primary duty must be managing the
enterprise, or managing a customarily recognized
department or subdivision of the enterprise;
The employee must customarily and regularly direct
the work of at least two or more other full-time
employees or their equivalent; and
The employee must have the authority to hire or
fire other employees, or the employee’s suggestions and recommendations as to the hiring, firing, advancement, promotion or any other change of
status of other employees must be given particular
weight.
“Primary duty” means the principal, main, major or
most important duty that the employee performs.
“Management” includes, but is not limited to, activities such as interviewing, selecting, and training of employees; setting pay rates and hours of work;
planning and directing the work of employees; appraising employees’; handling employee complaints and grievances; disciplining employees; controlling
the budget; and monitoring or implementing legal
compliance measures.
“Customarily recognized department or subdivision”
distinguishes between a collection of employees
assigned from time to time to a specific job or
series of jobs and a unit with permanent status and
function.
“Customarily and regularly” means greater than
occasional but less than constant; and does not
include isolated or one-time tasks.

Supervising two or more other employees” means
two full-time employees or their equivalent. For example, one full-time and two half-time employees are equivalent to two full-time employees.

To qualify for the administrative employee
exemption, all of the following tests must be met:

The employee must be compensated on a salary or
fee basis (as defined in the regulations) at a rate not less than $684* per week;
The employee’s primary duty must be the
performance of office or non-manual work directly
related to the management or general business
operations of the employer or the employer’s
customers; and
The employee’s primary duty includes the exercise
of discretion and independent judgment with
respect to matters of significance.

Work “directly related to management or general
business operations” includes, but is not limited
to, work in functional areas such as tax; finance;
accounting; budgeting; auditing; insurance; quality
control; purchasing; procurement; advertising;
marketing; research; safety and health; personnel
management; human resources; employee benefits;
labor relations; public relations; government
relations; computer network, Internet and database
administration; legal and regulatory compliance;
and similar activities.
“Matters of significance” refers to the level of
importance or consequence of the work performed.
https://www.dol.gov/agencies/whd/
fact-sheets/17b-overtime-executive
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Highly compensated employees performing office or non-manual work and paid total annual compensation of $107,432 or more (which must include at least $684* per week paid on a salary or fee basis) are exempt from the FLSA if they customarily and regularly perform at least one of the duties of an exempt executive, administrative or professional employee identified in the standard tests for exemption.

Pertinent to this study, the FLSA contains language that requires employers to pay overtime to an employee at the rate of one and one-half the employee’s regular rate of pay for all hours worked over designated weekly unless said employee qualifies for an exemption. This overtime pay requirement cannot be waived by agreement between the employer and employee, although the employer can choose to pay overtime to an employee even though the employee qualifies for exemption under the law. In other words, an agency may choose to err on the side of caution and pay overtime if the exemption status is highly contested with sound evidence by bargaining groups or an employee.

The most common overtime exemptions are Executive, Professional, Administrative, and Computer Professional. For Professional, Administrative, and Executive exemptions, employees must be paid on a salary basis and must regularly exercise of discretion and independent judgment with respect to matters of significance. This is key to the determination of exempt status as even very highly paid salaried positions may be overtime eligible if they do not exercise sufficient independent judgment and discretion. Computer professionals performing certain types of computer functions may be paid a on an hourly basis if the hourly rate meets a minimum threshold per hour based on current guidelines, which update on July 1st over the next few calendar years as represented in the table above. Paid on a Salaried Basis (or exempt status) means the employee receives the same rate of pay regardless of hours worked.

Ramos HR looks at factors such as the extent of an employee’s discretion in performing work, independent judgment, and authority to make an independent choice, free from immediate direction or supervision. Other factors to consider include, but are not limited to:
• Whether the employee has authority to formulate, affect, interpret, or implement management policies or operating practices.
• Whether the employee carries out major assignments in conducting the operations of the business. • Whether the employee performs work that affects business operations to a substantial degree. • Whether the employee has authority to commit the employer in matters that have significant financial impact.
• Whether the employee has authority to waive or deviate from established policies and procedures without prior approval.

The exercise of discretion and independent judgment must be more than the use of skill in applying wellestablished techniques, procedures or specific standards described in manuals or other sources.

FLSA ANALYSIS
Ramos HR evaluated the City’s classifications to determine if the current exempt/non-exempt assigned to each classification is consistent with the FSLA criteria described above and found that various classifications may be overtime exempt based on information provided and collected during the classification study PDQ collection and incumbent interviews. Additionally, one group required further analysis based on special designations under FLSA.

According to the Department of Labor (DOL) Fact Sheet #8: Law Enforcement and Fire Protection Employees Under the Fair Labor Standards Act (FLSA) | U.S. Department of Labor (dol.gov): Fire protection personnel include firefighters, paramedics, emergency medical technicians, rescue workers, ambulance personnel, or hazardous materials workers who:

1. Are trained in fire suppression;

2. Have the legal authority and responsibility to engage in fire suppression;

3. Are employed by a fire department of a municipality, county, fire district, or State; and

4. Are engaged in the prevention, control and extinguishment of fires or response to emergency situations where life, property, or the environment is at risk.

There is no limit on the amount of nonexempt work that an employee employed in fire protection activities may perform. So long as the employee meets the criteria above, he or she is an employee “employed in fire protection activities” as defined in section 3(y) of the FLSA.

Law enforcement personnel are employees who are empowered by State or local ordinance to enforce laws designed to maintain peace and order, protect life and property, and to prevent and detect crimes; who have the power to arrest; and who have undergone training in law enforcement.

Employees engaged in law enforcement activities may perform some nonexempt work which is not performed as an incident to or in conjunction with their law enforcement activities. However, a person who spends more than 20 percent of the workweek or applicable work period in nonexempt activities is not considered to be an employee engaged in law enforcement activities under the FLSA.

FIRE SAFETY CONSIDERATIONS

BATTALION CHIEF
The City’s Fire Department Division Chief classification (recommended for retitle to Battalion Chief) is “employed in fire protection activities” as defined in section 3(y) of the FLSA yet performs administrative functions. Ramos HR analyzed this case further to understand the extent of involvement in administrative functions versus incident response.

As noted previously in this report, there are currently three incumbents in the Division Chief (Battalion Chief) classification. The incumbents report directly to the Fire Chief and in the existing departmental structure serve as the highest-ranking officer on-duty on a 24-hour basis. Serving in a management capacity, a Division Chief (Battalion Chief) ensures effective day-to-day operations within the Fire Department. A Battalion Chief may oversee scheduling, staffing, training, operations, special assignments, and serve as Incident Commander in addition to having a 24/7 operational readiness.

Ramos HR evaluated the classification to determine if the current non-exempt designation is appropriate within FLSA criteria. To do so, Ramos HR performed both a salary basis test and primary duties test. Under the FLSA definitions, the Division Chief classification may qualify for an Executive Exemption or Administrative Exemption. However, given the nature of the position, Ramos HR considered important provisions commonly referred to as the First Responder Regulations which state that first responders are entitled to overtime pay and cannot be considered under the Executive or Administrative Exemption regardless of rank or pay.

Although the Division Chief (Battalion Chief) serves as a management-level sworn classification and has responsibility for day-to-day operations of the Fire Department, their primary responsibility is to serve as Shift Commander and have 24-hour readiness to respond to emergency calls and perform emergency response activities. The Division Chief (Battalion Chief) does not exercise discretion as to whether to respond to an incident. Instead, these Battalion Chiefs are required to respond to all incidents when more than one engine is needed; assume incident command; and perform work such as preventing, controlling, or extinguishing fires. Therefore, Ramos HR recommends that the Division Chief (Battalion Chief) classification remain nonexempt.

FIRE MARSHAL
The City’s Fire Department Fire Marshal classification is a single incumbent management-level sworn classification. The incumbent reports directly to the Fire Chief and has overall responsibility for planning, organizing, and directing the fire prevention and investigation duties within the Fire Department.

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Ramos HR evaluated the classification to determine if the current non-exempt designation is appropriate within FLSA criteria. To do so, Ramos HR performed both a salary basis test and primary duties test. Under the FLSA definitions, the Fire Marshal classification may qualify for an Executive Exemption or Administrative Exemption. However, to be overtime exempt, the position must meet all the requirements of the FLSA’s overtime exemption.

As noted above, to qualify for an Executive Exemption an employee must customarily and regularly direct the work of at least two or more other full-time employees or their equivalent. This requirement is not satisfied as in the existing structure, the Fire Marshal does not have any direct reports.

Furthermore, Ramos HR considered the Administrative Exemption and concluded that although the Fire Marshal performs work independently with minimal supervision, the employee does not exercise discretion and independent judgment with respect to matters of significance. Instead, the Fire Marshal interprets and enforces applicable laws, codes, and ordinances related to fire and life safety. Additionally, plan review and inspections are performed within an established process using set guidelines and regulations. Therefore, Ramos HR recommends that the Fire Marshal classification remain non-exempt.

POLICE DEPARTMENT CONSIDERATIONS

POLICE COMMANDER
The City’s Police Department has a Police Commander classification filled by two incumbents. One Police Commander is responsible for overseeing the Police Operations Division which has oversight responsibilities of: Patrol encompassed of both Sergeants and Police Officers; K-9 Officers, Code Enforcement Officers, Community Services Officers, and Dispatch. The other Police Commander is responsible for overseeing the Police Support Services which has consists of: Detectives, School Resources Officers, and Records.

Ramos HR analyzed the City’s Police Commander classification to understand the preponderant duties of the position and determine if the current non-exempt designation was appropriate within FLSA criteria.

Both incumbents submitted PDQs and Ramos HR interviewed one incumbent. Through both data collection methods, Ramos HR learned, the classification is responsible for planning, organizing, and supervising the work of subordinate staff; conducting internal affair investigations; assuming administrative managementlevel duties involving budgets, developing policies and procedures, and personnel action.

Under the FLSA definitions, the Police Commander classification qualifies for both the executive exemption and the administrative exemption and, therefore, should be classified as an exempt position.

DISPATCH SUPERVISOR (POLICE ADMINISTRATIVE SUPERVISOR)
The Police Department’s Dispatch Supervisor classification is a single incumbent supervisory-level classification. The incumbent reports directly to the Police Commander.

As noted previously in the report, the data collected through the PDQ and interview phase supported the incumbents claims of working both as a Dispatch and Records Supervisor. Consequently, Ramos HR scheduled a follow-up interview with the Police Chief to discuss the preponderant duties being performed as well as level of complexity, the intent of the position, departmental vision, and goals.

Following the data collection, Ramos HR determined creating a new class of Police Administrative Supervisor would be more appropriate for accurate representation of the primary duties being performed. Additionally, Ramos HR evaluated the classification to determine if the current non-exempt designation is appropriate within FLSA criteria. The classification is responsible for mentoring, training, and evaluating the work of both Dispatchers and Records Clerks; ensuring staffing levels for Dispatch and Records; testing administration; and assisting department management with matters of progressive discipline and employee relations.

Under the FLSA definitions, the Dispatch Supervisor (Police Administrative Supervisor) classification qualifies for the administrative exemption and, therefore, should be classified as an exempt position.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
1 Accountant Misc MidMgmt Non-Exempt Exempt
The classification is responsible for
performing professional-level supervisory
and accountant work. Duties include, but
are not limited to: financial analysis and
auditing work; preparing a variety of highly
specialized reports; analyzing expenditures;
and maintaining accurate financial records.

In the current structure, the classification
reports to the Director of Finance; exercises
discretion and independent judgment with
respect to matters of significance; and
performs professional-level work within the
Accounting functional area. Under the FLSA
definitions, the classification qualifies for
an administrative exemption and, therefore,
should be classified as exempt.
2 City Clerk/PIO Misc MidMgmt Non-Exempt Exempt
The classification is responsible for
directing, coordinating, and overseeing the
day-to-day activities of the City Clerk’s
Office. Duties include, but are not limited
to: preparing, attending, and facilitating
City Council meetings; coordinating
elections and legal requirements; responds
to Public Records Act Requests; and
ensuring the City’s online presence is
current and relevant. This is a single
position classification reporting to the
City Manager. The position is responsible
for the day to day activities of the City
Clerk’s Office; exercises discretion and
independence in judgment while providing
executive assistance to the City Manager
and handling confidential and sensitive
matters. Under the FLSA definitions, the
classification qualifies for an administrative
exemption and, therefore, should be
classified as exempt.
3 Dispatch
Supervisor
(Police
Administrative
Supervisor)
Police MidMgmt Non-Exempt Exempt
The primary duty of the Police
Administrative Supervisor is the
performance of office or non-manual work.

Given the independent nature of the work
and the amount of discretion exercised, it
is Ramos HR opinion that the classification
should be classified as exempt. Further
analysis is provided above, within this
section of the report.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
4 Finance
Department
Manager
Misc MidMgmt Non-Exempt Exempt
The primary duty of the Finance Manager is
supervising staff, managing departmental
budget and expenditures, and managing
the day-to-day operations within the
Finance Department. Specific duties
include: resolving financial discrepancies;
reviewing and providing guidance in daily
processing of activities; researching and
analyzing fiscal data and information; and
participating in annual City audits. The
employee customarily and regularly directs
the work of two full-time employees;
on own authority determines long-term
strategic planning objectives; and makes
recommendations for goal and objectives
development and implementation. Under
the FLSA definition, the classification
qualifies for an administrative exemption
and, therefore, should be classified as
exempt.
5 Fire Captain Fire Mid-Mgmt Non-Exempt Non-Exempt
The primary responsibility of this
classification is to serve as a First
Responder. Under First Responder
Regulations, employees serving as a first
responder are entitled to overtime pay and
cannot be considered under an overtime
exemption. Regardless, under the FLSA
definitions, the Fire Captain classification
would not qualify for the administrative
exemption and, therefore, should remain
classified as non-exempt.
6 Fire Division
Chief
(Battalion
Chief)
Fire Mid-Mgmt Non-Exempt Non-Exempt
The primary responsibility of this
classification is to serve as Shift
Commander and have 24-hour readiness
to respond to emergency calls and
perform emergency response activities.

Under FLSA definitions, the Battalion Chief
classification would not qualify for either
an executive or administrative exemption
and, therefore, should remain classified as
non-exempt. Further analysis is provided
above, within this section of the report.
7 Fire Marshal Fire Mid-Mgmt Non-Exempt Non-Exempt
The Fire Marshal does not exercise
discretion an independent judgment
with respect to matters of significance
and, therefore, would not qualify for
an administrative exemption based on
FLSA guidelines. Ramos HR recommends
maintaining the classification in a nonexempt FLSA status. Further analysis is provided above, within this section of the
report.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
8 Fleet
Maintenance
Supervisor
Misc MidMgmt Non-Exempt Non-Exempt
Although the Fleet Maintenance
Supervisor is responsible for the planning,
organizing, and directing the activities
of the Fleet Maintenance Division within
the department of Public Works, the
incumbent spends about 80% of their time
repairing the equipment of two major City
departments - Fire and Police Department.

The position requires independent
judgment and exercises discretion.

However, the employees primary duty
consists of manual work and has oversight
responsibility of one full-time employee,
Equipment Technician, therefore, should
remain classified as non-exempt.
9 Human
Resources
Manager
Misc MidMgmt Non-Exempt Exempt
At the time of the study, the Human
Resources Manager classification was
vacant. Although Ramos HR did not receive
a PDQ for this classification, Ramos HR
reviewed the existing job description
which details the classification is a singleincumbent position reporting directly to the City Manager. Ramos HR confirmed
with the Administrative Services Director,
the position would report directly to
her - if filled. The preponderant duties
include the development, implementation,
and supervision of the City’s human
resources program; administering the
classification and compensation, workers
compensation, and employee relations
functions; incumbents are expected to
exercise a high-level of discretion and
independent judgment with respect to
matters of significance. Therefore, under
the FLSA definition, the classification would
qualify for the administrative exemption;
Ramos HR recommends classifying the
classification as overtime exempt.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
10 Management
Analyst
(Economic
Development
Manager)
Misc MidMgmt Non-Exempt Exempt
As detailed earlier in the report, Ramos HR
recommends the current Management
Analyst be reallocated to a new
classification of Economic Development
Manager. The incumbent performs
specialized professional work within
the Development Services Department.

Specific duties consist of: Implementing
strategies to create a business friendly
environment, grow existing businesses,
promote job creation, and encourage
investments in Selma; serving as a liaison
by facilitating communications between
City departments and business owners;
and performing research and analytical
assignments in support of Selma economic
development activities. The incumbent
exercises discretion and independent
judgment throughout their course of work.

Under the FLSA definition, the classification
would qualify for the administrative
exemption and, therefore, should be
classified as exempt.
11 Police
Commander
Police MidMgmt Non-Exempt Exempt
The primary duty, the Police Commander
classification performs is administrative
in nature and consist of managing their
assigned divisions. Under the FLSA
definitions, the Police Commander
classification would qualify for both the
executive and administrative exemption,
therefore, should be classified as an
exempt position. Further analysis is
provided above, within this section of the
report.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
12 Police
Sergeant
Police MidMgmt Non-Exempt Non-Exempt
Although the Police Sergeant classification
has administrative/supervisory-level
responsibilities, the primary responsibility
of this classification is to patrol the
City of Selma and, therefore, serve as a
First Responder. Under First Responder
Regulations, employees serving as a
first responder are entitled to overtime
pay and cannot be considered under an
overtime exemption. Regardless, under
the FLSA definitions, the Police Sergeant
classification would not qualify for the
administrative exemption and, therefore,
should remain classified as non-exempt.
13 Principal
Planner
Misc MidMgmt Non-Exempt Exempt
At the time of the study, the Principal
Planner classification was vacant. Although
Ramos HR did not receive a PDQ for this
classification, Ramos HR reviewed the
existing job description which details
the classification is a single-incumbent
position reporting directly to the Director
of Community Development. The current
reporting structure under the Planning
Division, consists of the City Planner,
Assistant Planner, and one Development
Services Technician (.5 FTE). Based on
the job description, the Principal Planner
performs advanced professional level
planning work; performs environmental
reviews; develops, modifies and
maintains zoning and city ordinances;
and reviews requests for permitting.

Should the City wish to maintain the
Principal Planner classification, it is Ramos
HR recommendation to classify the
classification as overtime exempt.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
14 Public Works
Supervisor
(Public Works
Manager)
Misc MidMgmt Non-Exempt Exempt
As stated previously in the report, at
the time of the study one incumbent
was extended an offer and accepted
to join the City under the Public Works
Supervisor classification reporting to
the Director of Public Works. Ramos
HR did not receive and consequently
did not review a PDQ from the current
incumbent. After conducting multiple
interviews with the Public Works Director,
gaining understanding of the needs of
the Department, and learning about the
preponderant duties being performed,
Ramos HR recommended retitling the
classification to Public Works Manager.

Primary duties consist of performing highly
responsible managerial work; the position
is not responsible for any field work; has
regular responsibility for directing the work
of at least two full-time employees; and
requires the use of independent judgment
with respect to matters of significance.

Under the FLSA definition, the classification
would qualify for both the executive and
administrative exemption, therefore, should
be classified as exempt.
15 Recreation
Supervisor
Misc MidMgmt Non-Exempt Exempt
In the current structure, the classification
of Community Services Supervisor, consists
of two incumbents. One incumbent has
direct responsibility over the Cultural Arts
Program and the other incumbent has
direct responsibility over the Recreation,
Sports, and Senior Nutrition Program.

Duties consist of overseeing staff and
assigned programs; evaluating the
program to determine their success and
effectiveness; professional administrative
responsibilities such as budget preparation
and development, analytical research
for grants and other sources of funding;
and developing marketing content and
information. Under the FLSA definition,
the classification would qualify for the
administrative exemption and, therefore,
should be classified as exempt.

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Table 10: Summary of FLSA Status Recommendations
Classification Bargaining
Group
Current FLSA
Status
Recommended
FLSA Status Analysis
16 Transit
Maintenance
Manager
Misc MidMgmt Non-Exempt Exempt
At the time of the study, the Transit
Maintenance Manager classification was
vacant. Consequently, Ramos HR did
not receive a PDQ for this classification.

Ramos HR reviewed the existing job
description which details the classification
is a single-incumbent position reporting
directly to the Director of Public Works. The
positions primary responsibility consist
of directly supervising Transit Mechanics,
Shuttle Drivers, and Vehicle Detailers.

Based on the job description, the Transit
Maintenance Manager is responsible
for maintaining fleet in accordance with
Federal, State, and local requirements
and standards; conducting personnel
actions such as recruitment, selection,
orientation, staff evaluations, corrective
action, documentation, and termination
of staff; and develops, trains, and mentors
staff through training. The positions
primary responsibility does not consist of
manual work and is expected to exercise
independent judgment and initiative.

Under the FLSA definition, the classification
would qualify for both, the executive and
administrative exemption and, therefore,
should be classified as exempt.

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VII. FINAL SUMMARY AND NEXT STEPS
At the time of the study, the City had 174 employees consisting of 161 full-time employees and 13 in a parttime status, operating in 74 different job classifications. Ramos HR examined the results for all classifications included in the study. Specifically, Ramos HR reviewed a total of 74 class specifications and 124 PDQs. At least five (5) of the classifications did not have a current incumbent: Clerk Assistant, Code Enforcement Officer I/II, Community Development Director, Community Service Officer, and Finance Director. Hence, Ramos HR did not receive any PDQs for these positions and relied on Department Manager input on the duties for vacant positions. Additionally, Ramos HR interviewed 29 City employees.

For most classifications, the City class specifications appear to accurately reflect the job titles, job duties, required KSAs, and minimum qualifications of the positions. Many of the class specifications were recommended for edits to streamline the number of duty statements that seemed redundant in some cases and make minor modifications to add or reflect some duties. Any suggested changes were included in the individual classification discussion above.

As the results below show, most incumbents (85%) were found to be working within their assigned classification. Ramos HR identified a few cases of employees working out of class as represented in the tables by department and the final summary table below.

Table 11: Classification Outcomes Summary Results
Department # Employees No Change Retitle Reclass New Class City Manager’s 4 4
Administrative
Services 6 4 2
Development
Services 7 4 2 1
Finance 6 4 2
Fire 42 36 3 3
Police 59 58 1
Public Works 30 26 1 1 2
Community Services 9 3 4 2
Total 163 139 12 1 11
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Ramos HR learned during the PDQ interview with the Administrative Services Director that the City is moving to adopt positions that are “flexibly allocated” across the City in their new personnel rules. The rules were scheduled to be presented at a City Council meeting in March 2024. A summarization of the policy indicates movement to the next level class in the series is permissible if a performance evaluation is conducted, the supervisor recommends movement upward, and the recommendation is authorized at appropriate levels.

Therefore, an employee may start as level I and with an “exceptional performance or service evaluation” be allowed to move to level II. Prior to the new personnel rules, an employee had to max out in their assigned level I pay range before moving to level II. Under the new rules, they must meet all the requirements and rationale based on service performance.

One theme observed during City interviews was the need to differentiate between the purpose of a classification study to determine allocation recommendations and performance management. Ramos HR consulted DHs on performance management techniques and clarified the class study looks at positions, duties, and long-term needs of a classification, not individual employee performance. This helped redirect the focus to analyzing current operational needs with long-term City needs and the future in mind. The graphic below depicts factors not included as part of the analysis in a classification study.

As we strive to make recommendations as part of this classification study that will allow the City to effectively recruit, retain, and maintain its budgeted positions and enhance overall operations, the next steps include the following components.
 Modernize classification specifications with appropriate titles; distinguishing characteristics; duties; knowledge, skills, and abilities; licenses, certifications, driving requirements; and physical requirements in compliance with the Americans with Disabilities Act (ADA). Ramos HR also did not identify any ADA issues associated with the current City classifications and is including standard language in the revised class specifications.
 Determine appropriate exempt and non-exempt designation under the Fair Labor Standards Act. Ramos HR will identify any positions that would warrant a change of FLSA exempt or non-exempt status.

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The United States Congress enacted the Fair Labor Standards Act in 1938 to eliminate labor conditions injurious to the health and efficiency of workers, as well as unfair methods of competition based on such conditions. The act contains provisions that cover minimum wage, child labor, equal pay, and several other employment practices. Pertinent to this study, the FLSA contains language that requires employers to pay overtime to an employee at the rate of one and one-half the employee’s regular rate of pay for all hours worked over designated weekly unless said employee qualifies for an exemption. This overtime pay requirement cannot be waived by agreement between the employer and employee, although the employer can choose to pay overtime to an employee even though the employee qualifies for exemption under the law. The most common overtime exemptions are Executive, Professional, Administrative, and Computer Professional. This will be analyzed and presented in the compensation phase of the study.  Review of City’s total compensation and agree upfront to select/define the elements that will be collected in the total compensation survey tool. Some examples include Base Pay, Educational Incentive Pay, Special Assignment Pay, Certification Pay, Employee Retirement Contribution, Health Insurance (Medical, Dental, and Vision), Longevity, Bilingual skills, Wellness, Deferred Compensation contributions, Retiree Medical Contribution, Uniform Allowance, Accrual Rates, and recommendations by Ramos HR.  A matrix explaining comparative data points used to analyze City salary and total compensation with market salary and total compensation data.
 Provide a comprehensive evaluation of every job classification within the City to determine relative worth within the organization for internal equity and to establish pay ranges.

This draft report provides detailed information concerning the scope of the project, the methodology used to complete the classification study, as well as the results of the study. Ramos HR met with DHs to walk through allocation recommendations for each department prior to producing this final draft to the City.

Should the City require any further information, have questions and/or comments with respect to this report, please do not hesitate to contact the Project Manager, Jennifer Ramos, at [email protected].

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APPENDIX A: POSITION DESCRIPTION

QUESTIONNAIRES
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APPENDIX B: GUIDELINES AND

DEFINITIONS

STANDARD CLASSIFICATION FACTORS
To develop classification/allocation recommendations, each position is first analyzed based on the nature of work performed. The nature of work refers to the occupation, profession, or subject matter field in which each position falls. Positions are initially grouped according to the broad occupational nature of their overall functions, responsibilities, similarities in their employment requirements and the purposes for which they exist. Positions that perform work of a similar nature are considered in the same “job family.” Common examples are clerical, technical, professional, supervisor, and manager job families discussed further in the Nature of Work section below. Within each job family, the level of the position is then determined by evaluating it against the following allocation factors:
• Decision Making - This consists of (a) the decision-making responsibility and degree of independence or latitude that is inherent in the position, and (b) the impact of the decisions (i.e., within their department and/or agency wide).
• Scope and Complexity - This defines the breadth and difficulty of the assigned function or program responsibility inherent in the classification.
• Contact with Others Required by the Job - This reviews (a) the types of contacts, and (b) the purpose of the contacts.
• Supervision Received and Exercised - This describes the level of supervision received from others and the nature of supervision provided to other workers. It relates to the independence of action inherent in a position and the types of classifications supervised trade, clerical, technical, professional, sworn, etc.). • Knowledge, Skills, and Abilities - This defines the knowledge, skills, and abilities necessary to successfully perform assigned job duties.

These factors were carefully and consistently applied during the analysis of each position included in the scope of the study. Not every factor will be as pertinent to all positions and each factor is analyzed in accordance with the importance of that allocation factor to the kind of job under study. A chart of different colored text
Description automatically generated with medium confidence during a desk audit, information is collected from employees and each case is evaluated individually. The objective is to determine whether the incumbent’s duties are reflective of their current classification or another classification and to justify reclassification where appropriate. The technique involves evaluating the extent (Basic – Moderate – Advanced) to which the incumbent is performing each allocation factor below.

WHOLE-JOB ANALYSIS
For purposes of this study, IOP used a whole-job analysis approach. This approach compares jobs with one another on the basis of an overall evaluation of difficulty or performance. The entire position, including the skills required, the decision-making authority, the scope, the magnitude of work, and the accountability for results, is compared as a whole to other positions. In addition, the overall scope of work (or whole job) is used to determine consistency in titling protocol across departments and allocation to appropriate levels by looking at the holistic impact citywide.

BROAD AND NARROW CLASSIFICATIONS
Key to the City’s classification structure is the judicious use of broad and narrow classification concepts. It is easy to determine that several positions belong to the same class when the duties are identical. However, in practice, the duties and responsibilities of positions need not be identical to be placed in a common classification. Classification plans generally establish classifications based on a determination of “sufficient similarity.” However, within an individual organization, sufficient similarity can be interpreted to coincide with the goals and philosophy of the organization. For example, a broad interpretation recognizes positions that share a core set of classification factors but accepts substantial variation between positions resulting in varied assignments within each broad classification. In contrast, a narrow interpretation might create separate narrow classifications to address such variations.

The City’s study involves comparison of positions in the broad clerical and technical support class series to determine whether allocation to the specialized (more narrow) paraprofessional operational support class series is appropriate.

POINT IN TIME ANALYSIS
A classification study primarily captures the essential nature of positions at a single point in time. Therefore, recommendations cannot be based upon all possible future changes, particularly in a rapidly changing environment where organizational needs, technologies, and skill requirements are continuously evolving.

Overall, the proposed classification structure, the levels of work, and the functional areas identified should provide a strong foundation for the City’s future classification needs in a dynamic workplace.

PREPONDERANCE OF DUTIES
Classification studies often find that positions are assigned a wide range of duties and that incumbents have various levels of responsibility at any one time. Therefore, the positions must be analyzed based on their preponderant duties. Preponderance is a measure of importance, and the most preponderant duties of a position are those that support the primary purpose of the position. Sometimes the most time-consuming duties of a position are preponderant (e.g., 51% or more); however, consideration must sometimes be given to the responsibility and complexity of certain duties that do not occupy most of the incumbent’s time. Overall, the determination of preponderance is a judgment call based on a consistent set of allocation factors applied fairly and equitably across the classification structure.

SUFFICIENT SIMILARITY
Within an individual organization “sufficient similarity” can be broadly or narrowly interpreted. A broad interpretation recognizes positions that share a core set of classification factors, but accepts substantial variation between positions, resulting in broad classes. In contrast, a narrow interpretation might create separate narrow classes to address such variations.

LEVEL OF WORK, NOT VOLUME OF WORK
Position classification reflects the level of work performed by an employee and is generally independent of volume. For example, if one employee processes double the work of another, yet the percentages of time spent on those tasks and other duties are comparable, a single classification should be appropriate for both positions. In fact, study questionnaires do not ask for, and the consultants do not consider, the relative productivity of employees when evaluating positions. Likewise, classifications are not distinguished by the amount of time spent by incumbents on tasks, or the volume of work assigned to positions, since problems of excessive workload are properly solved by redistributing work or adding employees, and not by creating new classifications.

CLASSIFICATION OF THE POSITION, NOT THE EMPLOYEE
Position classifications should be consistent regardless of who holds the position. As such, a classification study should classify positions, not the incumbents to the positions. Furthermore, a classification system should not consider the capabilities of individual employees or the efficiency and effectiveness of an incumbent. The classification system should not measure of how well an incumbent performs in the position but, rather, it should assess the actual duties assigned to the employee. Thus, classification is not a tool to reward individual achievement, nor should classifications be created simply to reward length of service.

POSITION VERSUS CLASSIFICATION
Position and classification are two words that are often thought of as interchangeable but, in fact, have very different meanings. In a classification plan, a position is assigned a group of duties and responsibilities performed by one person. Sometimes the word “job” is used in the place of position. In contrast, a classification may contain only one position (single-incumbent position), or may consist of a number of positions. When there are several positions assigned to one classification, it means that the same title is appropriate for each position because the scope, level, job duties, and responsibilities of each position assigned to the classification are sufficiently similar (but not necessarily identical); the same core knowledge, skills, abilities, and other requirements are appropriate for all positions; and the same salary range is equitable for all positions.

CLASSIFICATION VERSUS ALLOCATION
Classification is the process of identifying and describing the various kinds of work in an organization and grouping similar positions together based on job family, classification series, and classification distinctions.

Allocation is more specifically tied to the placement and/or budgeting of positions within an organization.

Thus, agencies may allocate a position within an organization based on the results of the classification analysis for that position.

NATURE OF THE WORK
The overall nature of the work being performed provides the basis for establishing job families and helps group positions according to their overall functions and responsibilities. Classifications in a job family usually have similarities in their employment requirements that may support career progression. However, classes in the same job family may still require different levels of education, experience, skill, effort, or responsibility.

These categories are described as follows:
• “CLERICAL/ADMINISTRATIVE” CLASSIFICATIONS are responsible for general office and/ or secretarial support work such as document production/processing, filing, reception, calendar maintenance, scheduling, and data entry. Typically, incumbents use a basic knowledge of office procedures, combined with basic reading, writing and arithmetic skills. The broad Office Assistant and Senior Office Assistant classification series falls under this category. • “TECHNICAL” CLASSIFICATIONS describe work that requires specialized skills, knowledge, and abilities typically acquired through practical experience. Positions at the technician level typically require incumbents to have, at a minimum, a high school diploma or GED equivalency, combined with college level courses or possession of technical certification. The specialized Administrative Specialist and Senior Administrative Specialist classification series falls under this category. • “PROFESSIONAL” CLASSIFICATIONS typically describe work that is analytical in nature, requiring incumbents to possess sufficient knowledge and skill to analyze problems, evaluate and identify alternatives, and recommend/implement actions/solutions; such knowledge is usually obtained through possession of a four-year college degree and/or a highly specialized advanced type of training.

The two series studied as part of these desk audits are considered feeder classifications into professional level classifications within the Water and Power and Public Works departments.

CLASSIFICATION JOB FAMILY LEVELS
Within each classification series, there may be a classification at every level or only at selected levels. The levels within a job family reflect the organization and should be tailored to the City’s needs and priorities.

All categories are described below. However, only the journey-level and advanced journey-level apply to the desk audit considerations included in this report.

ENTRY-LEVEL CLASSIFICATIONS are designed to provide an on-the-job training opportunity to an employee who has limited or no directly related work experience and is not yet performing the full range of work assigned to the journey-level class. In some cases, positions limited in scope or basic duties may be permanent entry-level classes.

JOURNEY-LEVEL CLASSIFICATIONS recognize positions that perform the full range of tasks typically assigned to positions in the job family. A journey-level position requires incumbents to be fully competent in performing assigned duties.

ADVANCED JOURNEY-LEVEL CLASSIFICATIONS describe positions with specialized and/or advanced duties beyond the journey level of the series.

Incumbents may also serve as a lead. Leads are typically responsible for providing oversight to a group of at least three lower-level staff while performing the dayto-day work themselves. The designation of “Senior” may be used for an advanced level classification and/or to denote lead duties.

SUPERVISOR-LEVEL CLASSIFICATIONS describe full, first-line supervisory positions that plan, assign, supervise, and formally review the work of subordinates; assist in program development and management; and assume responsibility for a variety of personnel actions in such areas as performance evaluation, training, selection, transfers, approval of leave, and recommending disciplinary measures.

Supervisors may assist in budget development and administration related to assigned functions or programs. Most “working” supervisors also spend a substantial portion of their time performing the more difficult and complex work of the section or unit. At least 50% or more of time in the role should be designated to supervisory responsibility and duties.

MANAGER-LEVEL CLASSIFICATIONS describe positions with full responsibility for planning, organizing, directing staff, and controlling a major unit or division within a department. Managers are also responsible for the strategic planning and budget oversight for assigned functions and/or operations of a department. Budget control is typically the responsibility of higher-level managers.

The designation of “Manager” usually denotes the responsibility of leading and managing multiple City employees often in varying class levels within an assigned area (i.e., trade, clerical, technical, professional, sworn, etc.).

EXECUTIVE MANAGER-LEVEL CLASSIFICATIONS describe positions with full responsibility for staffing through direct and indirect reports, oversight of multiple units or divisions within a department, management and strategic planning of all department activities, projects, and budgets; as well as, working with other City departments to forecast, plan for, and coordinate services provided to internal and external customers. The designation of “Director,” “Assistant Director,” or “Chief” may be used for an executive manager level classification. entry journey advanced supervisor manager ex
entry journey advanced supervisor manager executive
journey advanced supervisor manager executive
advanced supervisor manager executive
supervisor manager executive
manager executive
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ALLOCATION FACTORS
During a classification study, information is collected from employees and evaluated first individually, then collectively within the entire classification, to assure that class specifications are reflective of work performed by incumbents allocated to a particular classification.

Scope of Responsibility - purpose of work and level of core duties performed regularly.

Knowledge Required - nature of job related competencies, knowledge, skills, and abilities needed to perform the job.

Level of Complexity - nature of assignment, not volume of work performed.

Budgetary responsibility – financial oversight of a program, division, department, or school.

Supervision given/received – number of direct/indirect reports to determine span of control.

Decision Making - authority level, degree of autonomy, and impact of decisions.

Minimum Qualifications – experience and education threshold to effectively recruit employees and showcase career ladders.

Services provided – specialized or generalized contributions and work products.

Contacts - Nature of the people and conditions or purpose of contacts made in course of work.

Consequence of Error - Impact of work product or services.

Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
Basic Moderate Advanced
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APPENDIX C: ALLOCATION FACTORS
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APPENDIX D: ORGANIZATION CHARTS
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Organization Chart for
CITY MANAGER’S OFFICE

CITY CLERK / PIO DEPUTY CITY
MANAGER (2)

CITY MANAGER

ADMINISTRATIVE SERVICES

PAYROLL

TECHNICIAN
HUMAN

RESOURCES

HUMAN RESOURCES

TECHNICIAN
OFFICE

ASSISTANT II

INFORMATION

TECHNOLOGY

INFORMATION SYSTEMS

TECHNICIAN
RISK

MANAGEMENT

ADMINISTRATIVE

DEVELOPMENT SERVICES

BUILDING ECONOMIC

DEVELOPMENT ENGINEERING PLANNING

BUILDING

INSPECTOR

ECONOMIC

DEVELOPMENT

MANAGER
CITY

ENGINEER
CITY

PLANNER

ASSISTANT

PLANNER

DEVELOPMENT

SERVICES TECHNICIAN
(1/2 TIME)

DEVELOPMENT

SERVICES TECHNICIAN
(1/2 TIME)

DEPUTY CITY MANAGER

DEVELOPMENT

FINANCE

FINANCE DIRECTOR

FINANCE MANAGER

ACCOUNTING ACCOUNTANT

TECHNICIAN

FIRE DEPARTMENT

EMERGENCY MEDICAL

SERVICES

ADMINISTRATION OPERATIONS FIRE PREVENTION

BATTALION CHIEF

EMS SUPERVISOR CAPTAIN

SINGLE ROLE

PARAMEDICS

ENGINEER

SINGLE ROLE
EMT’S

FIREFIGHTER
OFFICE

ASSISTANT I

SENIOR ADMINISTRATIVE

ASSISTANT

FIRE MARSHALL

FIRE CHIEF

POLICE DEPARTMENT
K-9 OFFICERS

CODE ENFORCEMENT

OFFICERS

COMMUNITY SERVICES

OFFICERS

SCHOOL RESOURCES

OFFICER

RECORDS CLERKS

PROPERTY EVIDENCE

TECHNICIAN

COMMANDER

POLICE CHIEF

ADMINISTRATIVE

ASSISTANT II

ANIMAL SERVICES

MANAGER

ANIMAL SERVICES

DIRECTOR

COMMANDER

PATROL DETECTIVES

DETECTIVE SERGEANT

DETECTIVES

DISPATCH

ANIMAL SERVICES

OFFICER

ANIMAL SERVICES

OFFICER

ANIMAL SERVICES

TECHNICIAN

POLICE ADMINISTRATIVE

SUPERVISOR

DISPATCHERS

POLICE SERGEANT

POLICE OFFICERS

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Proposed Organization Chart for

PUBLIC WORKS DEPARTMENT

PUBLIC WORKS

MANAGER

PUBLIC WORKS

DIRECTOR

ADMINISTRATIVE

ASSISTANT

TRANSIT MAINTENANCE

MANAGER

FLEET MAINTENANCE

SUPERVISOR

EQUIPMENT

MECHANIC

MAINTENANCE

WORKER I/II

LEAD MAINTENANCE
WORKER

MAINTENANCE

SUPERVISOR

MAINTENANCE

SUPERVISOR

LEAD MAINTENANCE
WORKER

FLEET SERVICE

COORDINATOR

CUSTODIAN MAINTENANCE

WORKER I/II

MAINTENANCE

WORKER I/II

TRANSIT

MECHANIC III

TRANSIT SHUTTLE
DRIVER

PARKS STREETS BUILDING

MAINTENANCE

PUBLIC WORKS FLEET TRANSIT

COMMUNITY SERVICES DEPARTMENT

COMMUNITY SERVICES

SUPERVISOR

COMMUNITY SERVICES

SUPERVISOR

CULTURAL ARTS RECREATION SENIOR SERVICES SPORTS

COMMUNITY SERVICES

DIRECTOR

ADMINISTRATIVE

ASSISTANT

COMMUNITY SERVICES

COORDINATOR

COMMUNITY SERVICES
AIDE

COMMUNITY SERVICES

COORDINATOR

COMMUNITY SERVICES
AIDE

SPORTS FIELD

COMPENSATION STUDY

FINAL REPORT
August 16, 2024
www.ramoshrconsulting.com
COPYRIGHT ©2024 RAMOS HR CONSULTING
September 3, 2024 Council Packet Page 192
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 2

To achieve this, Ramos HR proposed a labor market of fourteen (14) comparable agencies to collect and analyze compensation data. The survey agencies are cities located in Central California that comprise the City’s local labor market: Atwater, Clovis, Dinuba, Fresno, Hanford, Kerman, Kingsburg, Lemoore, Los Banos, Madera, Reedley, Sanger, Tulare, and Visalia.

This Final Draft Total Compensation Report contains the project scope and work plan, describes the methodologies utilized in data collection and analysis, and provides the results. The data for this report was collected beginning May 2024.

Agency-wide averages and classification specific results are summarized in subsequent sections of this report. Survey results for each classification are presented in Appendix A. In addition, other benefits and premium pay elements of interest to the City were collected and are summarized in Section X and details are presented in Appendix B.

II. PROJECT SCOPE AND WORK PLAN
Ramos HR completed the following steps:
• On January 4, 2024, Ramos HR met with Janie Venegas, Administrative Services Director (ASD), serving as the City’s Internal Project Manager for the classification and compensation study. • Ramos HR confirmed the City’s vision and expectations related to the scope of work and discussed the proposed project timeline, resources, and participants; gathered relevant historical data; and discussed internal shared drives for optimal communication, data sharing, and organization. • From January 2024 to May 2024, Ramos HR conducted a citywide classification study to ensure that current classification concepts and accurate job descriptions would be used for job matching the city’s benchmarks to the labor market during the compensation study. • Ramos HR reviewed City background materials and requested additional items such as past compensation study reports. We received a Financial Policy detailed below and an Excel spreadsheet with the City’s salary structure completed and proposed by the previous consultant in 2022. • Ramos HR met with management in each department to understand the existing reporting and compensation structure, including salary related practices, trends, challenges, and concerns. • Ramos HR met with the City Manager (CM), Fernando Santillan, and ASD Venegas, to review ongoing classification study updates before customizing the compensation study survey instruments.

Unforeseen delays led to a compressed timeline for the compensation study. The first draft of results and recommendations were submitted by the city’s requested deadline of June 1, 2024. • Results and recommendations in this final draft total compensation report, reflect ongoing discussions with City administration. All data collected and represented, along with the initial salary recommendations, were objectively analyzed and independently compiled by Ramos HR. • The CM and ASD commented on the draft total compensation report. Ramos HR responded to the comments and requested edits.

IMPORTANT: Compensation results and recommendations require authorization from the City Council and formal implementation by City Administration.

METHODOLOGY
Ramos HR requested the City background materials below to understand past, present, and future operational guidelines and relevant financial policies.

REVIEW OF CITY BACKGROUND MATERIALS

1. Past Studies relevant to this Scope of Work

2. Budget and Allocation Documents

3. List of all Active and Inactive Classifications

4. Classification Specifications:

5. Memorandum of Understanding (MOU) Agreements
• Misc. Mid-Management
• Public Works
• Secretarial/Technical/Clerical
• Fire Fighters Association
• Fire Mid-Management
• Police Mid-Management

6. Selma Master Salary Schedule

7. Personnel Rules and Regulations

8. Benefits Summaries
• Safety Employees
• Non-Safety Employees

9. Organization Charts*

10. Financial Policy
*Ramos HR created and proposed charts in the Final Draft Classification Report submitted separately to the City subsequent to these compensation findings.

To complete the total compensation study, Ramos HR set out to learn about the City by completing the following tasks.

1. Reviewed City background materials including classification specifications, salary schedules, position control documents, organizational charts, memorandum of understanding (MOU), salary resolutions, and budget documents.

2. Developed a data collection method and survey instrument as represented in the Appendix of this report and titled the Ramos HR Command Center and individual datasheets for each benchmark class with data collection.

3. Determined that the most expeditious way of obtaining data was to gather as much information as possible from online sources and then follow-up with the surveyed agency to validate data and complete missing information.

4. Researched salary data from the respective labor market agencies, including salary schedules, classification specifications, budgets, MOU and relevant documents where available.

5. Ramos HR followed up with agencies to request further information or clarification on job matching and budgeted position allocations.

6. Prepared and delivered via email a draft report for client review and comment on June 1, 2024, and an updated version via email on June 4, 2024.

7. This final draft report addresses comments and feedback provided by the City on June 27, 2024.

IV. PARAMETERS OF STUDY
The first step in conducting a compensation study is to determine the basic parameters for the survey. These parameters included:
• Point-in-time Analysis
• Confirmation of the labor market position
• Labor market agencies (comparable agencies)
• Survey classifications (benchmark classes)
• Survey scope and data collection
Point-in-time Analysis
All classification and compensation studies require a point-in-time analysis, which means selecting a snapshot (or point in time) of the organization. This step is typically done at the onset of the study and requires choosing a date to measure all data points against and make recommendations. This is done for consistency in application of study principles.

For example, salary data could be reflected as of the beginning of a fiscal year or date of bargaining agreements or simply the start of a month so that all salary schedules and MOUs can be analyzed consistently, meaning as of the same date.

Similarly, employee allocation data can vary and evolve from beginning, during, and the end of a study when report submission occurs. Ramos HR recognizes organizations are dynamic and change during the course of a study due to attrition and other factors.

The total compensation study point-in-time analysis began following major outcomes from the classification study in April 2024. The salary comparisons outlined in this report were made in relation to the City’s existing structure while factoring in Ramos HR recommendations detailed in this report.

September 3, 2024 Council Packet Page 196
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 6 At the beginning of the study, Ramos HR was provided with the following list of allocations, per department and division.

City Of Selma
Position Allocation Detail Provided to Ramos HR
Department / Division Approved FY 23/24
CITY COUNCIL 5.00
Mayor 1.00
Mayor Pro Tem 1.00
Council Members 3.00
CITY MANAGER 2.00
City Manager 1.00
Executive Assistant to the CM 1.00
HUMAN RESOURCES 3.40
Deputy City Manager 0.50
Administrative Services Director 0.90
Human Resources Manager 1.00
Human Resources Technician 1.00
ECONOMIC DEVELOPMENT 1.00
Management Analyst 1.00
FINANCE 6.50
Deputy City Manager 0.50
Finance Director 0.00
Finance Department Manager 1.00
Senior Accountant 1.00
Grants Manager 1.00
Accountant 1.00
Accounting Technician 1.00
Account Clerk 1.00
CITY CLERK 2.00
City Clerk/PIO 1.00
Clerical Assistant II 1.00
POLICE SUPPORT 12.00
Commander 1.00
Sergeant - Detective 1.00
Officer (Detective) 5.00
Police Clerk I 2.00
Property Evidence Technician 1.00
Crime Analyst 1.00
Part-Time EE 1.00
September 3, 2024 Council Packet Page 197
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 7 City Of Selma
Position Allocation Detail Provided to Ramos HR
Department / Division Approved FY 23/24
ANIMAL SERVICES 2.00
Animal Services Manager 1.00
Animal Services Office 1.00
POLICE OPERATIONS 47.00
Commander 1.00
Sergeant 5.00
Officer 25.00
Code Enforcement Officer I/II 2.00
Community Service Officer 1.00
Dispatch Supervisor 1.00
Safety Dispatcher I/II 7.00
Part-Time EE 5.00
POLICE ADMINISTRATION 2.00
Police Chief 1.00
Administrative Assistant 1.00
FIRE ADMINISTRATION 1.75
Fire Chief 0.50
Administrative Assistant 0.25
Part-Time EE 1.00
FIRE OPERATIONS 19.50
Division Chief 1.50
Captain 3.00
Engineer 9.00
Firefighter 6.00
FIRE PREVENTION 1.00
Fire Marshall 1.00
AMBULANCE 23.50
Fire Chief 0.50
Administrative Assistant 0.50
Division Chief 1.50
Captain 3.00
Paramedic 9.00
EMT 9.00
Part-Time EE 2.00
September 3, 2024 Council Packet Page 198
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 8 City Of Selma
Position Allocation Detail Provided to Ramos HR
Department / Division Approved FY 23/24
PLANNING 3.83
Deputy City Manager 0.33
City Planner 1.00
Associate Planner 1.00
Building/Planning Technician 0.50
Assistant Planner 1.00
Part-Time EE 0.00
BUILDING 1.84
Deputy City Manager 0.34
Building Inspector 1.00
Building/Planning Technician 0.50
Part-Time EE 0.00
RECREATION 1.47
Community Services Director 0.32
Administrative Assistant 1.00
Recreation Supervisor 0.15
Recreation Coordinator 0.00
Part-Time EE 0.00
SENIOR CENTER 0.80
Community Services Director 0.10
Recreation Supervisor 0.20
Recreation Coordinator 0.50
CULTURAL ARTS 2.18
Community Services Director 0.18
Recreation Supervisor 1.00
Part-Time EE 1.00
SENIOR NUTRITION 1.65
Community Services Director 0.15
Recreation Supervisor 0.50
Part-Time EE 1.00
RECREATION - SPORTS 1.90
Community Services Director 0.25
Recreation Supervisor 0.15
Recreation Coordinator 0.50
Part-Time EE 1.00
ENGINEERING 0.58
Deputy City Manager 0.33
Administrative Assistant 0.25
September 3, 2024 Council Packet Page 199
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 9 City Of Selma
Position Allocation Detail Provided to Ramos HR
Department / Division Approved FY 23/24
PUBLIC WORKS - PARKS 11.25
Public Works Director 0.50
Public Works Supervisor 0.50
Administrative Assistant 0.25
Maintenance Worker III 1.00
Maintenance Worker I/II 9.00
Part-Time EE 0.00
PUBLIC WORKS - STREETS 9.50
Public Works Director 0.50
Public Works Supervisor 0.50
Administrative Assistant 0.50
Maintenance Worker III 1.00
Maintenance Worker I/II 7.00
TRANSIT 7.00
Transit Maintenance Manager 1.00
Fleet Service Coordinator 1.00
Transit Mechanic III 2.00
Transit Shuttle Driver 2.00
Part-Time EE 1.00
FLEET 2.25
Fleet Maintenance Manager 1.00
Equipment Mechanic 1.00
Administrative Assistant 0.25
BUILDING MAINTENANCE 5.00
Maintenance Worker I/II 4.00
Custodian 1.00
DATA PROCESSING (IT) 1.10
Information System Technician 1.00
Administrative Services Director 0.10
GRAND TOTAL 174.00
Full-time Employees 161.00
Part-time Employees 13.00
September 3, 2024 Council Packet Page 200
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 10 Labor Market Position
Ramos HR typically provides a labor market data analysis based on the median or mean of the market depending on client preference and customization of the survey tool for each study. Ramos HR is able to customize survey tools and report recommendations based on an organization’s compensation philosophy or practices, which may include market positions of the 60th, 70th, or 75th percentile. Salary setting is a combination of factors that considers internal and external equity as noted below.

MARKET MEDIAN
The labor market median, which is described as the “middle” of the market, is the data point at which half of the complete range of data is higher (excluding the City’s data), and half of the complete range of data is lower (excluding the City’s data). The median is arguably the most stable market data point.

The market median is a common position, particularly in smaller data sets, because the data is less likely to be skewed by high and low payers in the market.

The high and low payers are considered outliers that typically skew data. Using this approach generally results in less competitive pay practices since salaries fall in the middle of an established labor market, and does not account for a competitive edge in attracting talent.

To obtain the market comparison for each classification, when there are a low number of comparable matches on which to compare, the median is typically used because it is less affected by outliers than the mean (i.e., arithmetic average) and considered a more stable measure.

MARKET MEAN
The labor market mean is the average of all data points collected as job matches in the labor market in comparison to the City’s benchmark class. The salary values are calculated and the sum of all salaries collected is divided by the number of matches to calculate the mean (i.e., arithmetic average). In contrast to the median, data represented as the market mean is more likely to be skewed by high and low payers.

MARKET 60TH PERCENTILE
Government agencies looking to lead the labor market, rather than meet or lag the labor market, strive to achieve compensation alignment above the market median or midpoint. This compensation strategy typically targets data considerations at the 60th percentile or above. These competitive pay practices involve additional weight given to supervisor/subordinate differentials, recruitment/retention efforts, trends of high turnover, and other internal equity factors.

Ramos HR confirmed with the City Manager and Administrative Services Director that the survey results for this study should include 60th percentiles to align with City fiscal policy and past practice.
60 September 3, 2024 Council Packet Page 201
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 11 Past Practice
The City last conducted a citywide compensation study in 2022. Ramos HR did not receive a formal report outlining the previous consultant’s compensation study methodology. Rather, we received an Excel spreadsheet with the City’s salary structure, which included labor market data collected in the previous study and salary setting rationale (i.e. “benchmark class,” “10% above benchmark,” “10% below benchmark”). Ramos HR observed that the spreadsheet contained salary differentials. Ramos HR inferred the salary standards previously applied to assess and propose current recommendations to the City.

Pay Philosophy
The City’s Fiscal Policy (amended in 2022) requires frequent evaluation of compensation to ensure competitiveness with the market. Ramos HR confirmed with City Administration that in the previous 2022 compensation study, the 60th percentile was used to set the Master Salary Schedule.

Ramos HR factored in the City’s past practice and customized the 2024 compensation study survey instrument to include the 60th percentile. All data sheets containing job matches and labor market results reflect the 60th percentile in addition to the median and mean.

City Policy
Below is a key information from the City’s most current Fiscal Policy Resolution No. 2022 –50r. The City Council of the City of Selma rescinded Resolution No. 2019-56r and passed, approved, and adopted amended financial policies at a regular meeting on June 20, 2022. Details of the policy applicable to the compensation study are noted below.

SECTION 3.16. COMPENSATION. The City of Selma will strive to maintain competitive market level compensation to our employees. The City of Selma will continue to conduct comparison pay and benefit studies with surrounding cities.

The City of Selma will strive to maintain competitive market level compensation to our employees. The City of Selma will continue to conduct comparison pay and benefit studies with surrounding cities.

In determining “market level” compensation the City takes into consideration: 1) The general state of the economy; 2) the cost-of-living, measured by the Fresno County Urban Wage Earners and Clerical Workers Consumer Price Index; 3) the City’s ability to pay; and, 4) an evaluation of the “survey average” from “standard comparison cities”.

The policy goes on to describe in using a market survey of similar positions in comparable cities, the City is committed to paying the simple average of the surveyed cities. The intent of the policy is for employees not to lead the group, nor be last in the market, but they will always be competitive.

The financial policies also define fair compensation and acknowledge that it helps assure quality candidates for Selma, California jobs and provides stability for the City’s labor relations environment. The policy goes on to address the logical consequence of this philosophy is that when resources are scarce, the City will continue to pay competitive wages. However, the City may lag the survey average or must employ fewer people or reduce other line-item expenses to maintain a sustainable and well-balanced budget.

In addition, the City follows a philosophy of “pay for performance.” The City’s labor agreements outline a preference for performance-based pay versus longevity-based pay. Rather than use a system that pays more simply for years of service, this system aims to financially reward those who perform at significantly greater levels than others. The combination of the dual commitment to use “market level” compensation and “pay for performance” helps assure a continuation of high-quality employees and a rational framework for compensation.

While recruitment and retention issues are important, Ramos HR recognizes the City’s need to carefully assess affordability of study results and the financial sustainability of implementation.

September 3, 2024 Council Packet Page 202
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 12 Labor Market Agencies
Determining an appropriate labor market involves applying the selection criteria outlined below.

AGENCY SIZE – In general, agencies that employ relatively similar numbers of employees may have similar economic demographics. Since it is rare to find agencies that are exactly the same, the goal is to provide a balanced mix of larger and smaller agencies, thereby minimizing the “skewing” effect when either of these are used exclusively.

GEOGRAPHIC PROXIMITY – When establishing a labor market, it is important to consider the geographic proximity of potential agencies, since they may be competitors in the recruitment market.

If there are not enough agencies within the local market to conduct a study, then the geographic area may be expanded to include cities in other closer counties that are similar in other aspects.

INDUSTRY – In general, agencies that provide the same types of services are more likely to have similar types of job classifications and typically recruit from the same application pool.

COMPETING AGENCIES – Information regarding the agencies that the City frequently competes with for talent (i.e. has lost employees to or recruited employees from) is also useful in selecting the labor market agencies.

Proposed List of Comparator Agencies
Ramos HR set out to research the City’s existing labor market practices. We learned that the 2022 citywide compensation study consisted of 19 labor market agencies including school districts, a large county, and other cities incomparable to Selma.

The first step was to determine if comparator agencies were clearly outlined and negotiated in bargaining unit agreements. If so, adjustments to the list of agencies would be more restrictive and require negotiations to alter or establish a new labor market.

Ramos HR sought to understand the historical relevance and past practice of using certain comparator agencies. Ramos HR asked about the extent bargaining groups would be open to change or committed to using certain agencies. Ramos HR confirmed the labor market was not established in any of the City’s MOU and no major restrictions existed, and therefore, recommended a new labor market.

Ramos HR performed a labor market analysis by reviewing the potential agencies for comparability to the City in terms of organizational size (number of employees and size of budget), types of positions within the agency, services performed by the agency, and the average cost of wages. Ramos HR assembled a list of 12 potential comparator agencies.

In February 2024, Ramos HR met with the City Manager and Administrative Services Director to discuss which agencies to include in the study. Five agencies from the past study were eliminated due to lack of like services (school districts) and size (County of Fresno).

Comparator Agencies Selected
The following 14 agencies were deemed appropriate for the salary survey portion of the study:

Atwater Lemoore
Clovis Los Banos
Dinuba Madera
Fresno Reedley
Hanford Sanger
Kerman Tulare
Kingsburg Visalia
September 3, 2024 Council Packet Page 203
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 13 V. SURVEY CLASSIFICATIONS
The survey benchmark classifications for the study are presented below, with the 34 classifications in alphabetical order. Summary descriptions for all survey benchmark classifications were based on the current job description provided by the City and accounted for ongoing discussions with City Administration and proposed updates by Ramos HR during the Classification Study phase.

Factors for Selecting Benchmark Classes
Typically, journey level classes are more likely to exist at comparator agencies, especially if the agency has varying number of levels in a classification series or job family. Journey level data collection methods allow Ramos HR to make salary recommendations upward and downward in the reporting structure of a class series by applying standard salary setting guidelines and rules.

Another strategy is to survey classes with multiple incumbents for the widest impact to employees. For example, if a class series has one incumbent in the journey level, it may be beneficial to the City to survey the entry or advanced class in the series if there is a significantly higher number of incumbents in those classes.

Another concept to carefully consider is ensuring data collection of classifications across departments to “spread the wealth” or distribute representation equitably. If the study is limited to a certain number of benchmarks, say 35 benchmarks for 150 classifications, it is best to spread the benchmarks across the organization rather than survey a majority in one work group or job family only. This provides the perception of fairness and equity. This balanced approach also allows salary considerations to be mindful of operations within a job family and across the entire organization.

Typically, it is not recommended to survey management classes or entry-level (bookend) classifications only.

If looking to make salary recommendations using pay differentials, bookend classifications could result in driving salaries upward/downward (outliers) unnecessarily. It is also good practice when feasible to survey at least one classification per job family and single-incumbents in smaller organizations who perform specialized work or work broader in scope. Surveying classes with multiple incumbents typically yields the best results in terms of sufficient data collection.

TABLE 1: Proposed Benchmark List
Benchmark Classification
Administrative Services Director Finance Manager
Deputy City Manager Fire Chief
Accounting Technician Firefighter
Administrative Assistant Fleet Services Coordinator
Animal Services Officer Grants Manager
Associate Planner Human Resources Technician
Building Planning Technician (Community Development Technician) Information System Technician City Clerk/PIO Maintenance Worker II
City Manager Paramedic (Single-Role)
Code Enforcement Officer II Police Chief
Community Development Director Police Clerk I
Community Services Director Police Officer
Management Analyst (Economic Development Manager) Public Works Director Emergency Medical Technician (EMT) Public Works Supervisor (Public Works General Manager) Equipment Mechanic I Recreation Coordinator (Community Services Coordinator) Executive Assistant Safety Dispatcher I
Finance Director Sergeant
Fire Division Chief (Battalion Chief) Supervising Safety Dispatcher (Police Administrative Supervisor) Fire Engineer Transit Mechanic III
September 3, 2024 Council Packet Page 204
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 14 VI. DATA COLLECTION METHODS
Job Matching to Comparable Classifications
When conducting a salary survey, the intent is to provide general market trends by comparing various allocation factors in relation to each other, such as the span of control, duties and responsibilities, knowledge, and skill and ability requirements to determine whether these are comparable enough to utilize as a job match.

With a balanced labor market and the use of whole job analysis, it is reasonable to assume that while some matches will have slightly higher responsibilities and some matches will have slightly lower responsibilities, the overall scope of duties and responsibilities of the combined matches will be balanced.

In the process of matching comparable classifications from other agencies, Ramos HR does not only rely on classification specifications, titles, or minimum qualifications alone. Ramos HR references position control documents to verify the job match is an active classification, and where available, to specifically identify which classification, and level of classification, perform the duties of the City’s classification.

This verification approach is particularly relevant to non-supervisory, non-management classifications where there are multi-level classifications within the series matched from the other agencies. In addition, budgets or other fiscal tools facilitating series progression through multiple levels may provide greater flexibility in the use of the classification structure than is evident in the content of the classification specification. To the extent possible, Ramos HR identifies the operational use of a classification in determining job matches.

To obtain the salary information of the comparable agencies, Ramos HR first attempted to locate the information online from the agency websites. Most agencies had salary information that was available online. Ramos HR then attempted to contact the remaining agencies to solicit their participation in the salary survey portion of this study.

Ramos HR set out to match the City’s job classifications to other agency classifications focusing on: the title of their matching classification; the degree to which their classification matched the City’s classification based on the comparable agency’s perception of which position had more responsibility; the number of incumbents in that classification; and the salary information.

Not all the comparison agencies had the same classifications as the City. For information obtained online, Ramos HR reviewed the agency job descriptions to identify the most applicable classification to use for comparison purposes. For those classifications that had promotional series (e.g., Accountant I and II) where the incumbent can be promoted directly from the I to the II level, like the City’s flexible staffing policy, Ramos HR used the II classification for the salary survey.

Ramos HR used the classification that was the best job match. At the request of the City, Ramos HR used the salary maximum of each agency’s classifications for comparison to the City’s classifications.

The salary information collected by Ramos HR from the comparable agencies is located in Appendix A.

September 3, 2024 Council Packet Page 205
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 15 Required Number of Comparables
Ramos HR best practice is that benchmark positions must have a minimum of three (3) job matches to be analyzed. In most studies, it is common to have some classes for which limited market data exists. There are many reasons a benchmark class may not have enough comparable data including:
• Differences in the delivery of services
• Differences in span of control
• Differences in organizational structure
• Differences in operational size
• The classification is not commonly found in other agencies Insufficient Data
Insufficient data means there are fewer than three job matches in the labor market. This study resulted in only two classifications with insufficient data to make a statistically sound determination. Emergency Medical Technician (EMT) and Community Services Director resulted in two of the three required job matches and. However, the classifications appear to be trending above the labor market, EMT at almost 20% above, therefore; both classifications should remain unchanged until sound private sector or comparable data outside the established market can be analyzed, validated, and considered further.

VII. NUMERICAL VALUES &

CALCULATIONS
Number values in this report are represented as positive or negative and reflect different outcomes in labor market trends. Definitions with explanations are included below to prevent confusion and make data interpretation more clear and easier to understand in subsequent portions of this report.

Within the Tables with labor market results:
• A positive number value means the City’s salary is above the market.

A salary data point above, ahead, or leading in the market typically has to move downward to meet the market.

In this case, a salary decrease may be considered. Rarely are decreases to employee salaries implemented. It is more common for salary ranges to be frozen until the range aligns with the market. • A negative number value means the City’s salary is below the market.

A salary data point below, behind, or lagging in the market typically has to move upward to meet the market, and if implemented, is considered a salary increase. Salary impacts are negotiated and depend on the City’s ability to financially sustain the changes.

To further clarify what “+” and “-” mean in the table of this report.

Positive values indicate the Selma salary range is above the labor market data point (median, mean, 60th).

Negative values indicate the Selma salary range is below the labor market data point (median, mean, 60th).

Therefore, positive values are leading in the market and negative values are lagging the market and may or may not be adjusted. It is not common practice to reduce employee salaries. However, a salary range may be frozen and allowed to catch up to the market over time. Typically, incumbents in a pay range above the market, are grandfathered into their existing range with no negative impact to pay.

Calculations The formula used to calculate the percent (%) difference in this report was: SUM: (Max-Min)/ Min or as an example ($100,000 - $80,000)/ $80,000, which is equal to a 25% difference.

September 3, 2024 Council Packet Page 206
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 16 TABLE 2: City Percent (%) Above/Below Labor Market Points by Classification Benchmark Classification # of
matches
Base Salary
City Annual
Maximum
Market
Median
City % to
Market
Median
Market
Mean
City % to
Market
Mean
Market
60th Percentile
City % to
Market
60th
Administrative Services Director 9 $160,260 $153,053 4.50% $161,938 -1.05% $153,578 4.17% Accounting Technician 9 $54,898 $57,972 -5.60% $57,506 -4.75% $60,329 -9.89% Administrative Assistant 11 $57,123 $59,515 -4.19% $58,375 -2.19% $59,906 -4.87% Animal Services Officer 8 $58,200 $58,801 -1.03% $60,640 -4.19% $58,886 -1.18% Associate Planner 9 $85,040 $88,836 -4.46% $90,633 -6.58% $89,844 -5.65% Building Planning Technician
(Community Development Technician) 13 $61,697 $62,529 -1.35% $63,045 -2.18% $63,775 -3.37% City Clerk/PIO 8 $104,850 $111,270 -6.12% $109,810 -4.73% $121,752 -16.12% City Manager 9 $197,000 $219,969 -11.66% $231,078 -17.30% $228,000 -15.74% Code Enforcement Officer II 8 $70,229 $73,344 -4.44% $70,465 -0.34% $74,552 -6.15% Community Development Director 8 $142,619 $161,074 -12.94% $158,782 -11.33% $166,643 -16.84% Community Services Director 2 $124,346 $112,105 9.48% $112,105 9.84% $115,642 7.00% Deputy City Manager 8 $172,299 $185,933 -7.91% $185,522 -7.67% $190,083 -10.32% Management Analyst
(Economic Development Manager) 6 $86,108 $84,909 1.39% $90,025 -4.55% $87,796 -1.96% Emergency Medical Technician (EMT) 2 $54,898 $44,294 19.32% $44,294 19.32% $44,579 18.80% Equipment Mechanic I 4 $56,945 $71,172 -24.98% $69,022 -21.21% $71,319 -25.24% Executive Assistant 5 $72,261 $81,079 -12.20% $79,363 -9.83% $84,403 -16.80% Finance Director 10 $142,619 $170,022 -19.21% $170,875 -19.81% $175,190 -22.84% Finance Manager 6 $120,360 $115,342 4.17% $115,345 4.17% $117,165 2.65% Fire Chief 9 $149,035 $176,617 -18.51% $185,980 -24.79% $191,535 -28.52% Fire Division Chief (Battalion Chief) 8 $130,425 $142,687 -9.40% $140,696 -7.87% $145,207 -11.33% Fire Engineer 9 $89,466 $91,584 -2.37% $94,415 -5.53% $96,346 -7.69% Firefighter 9 $81,333 $83,604 -2.79% $84,232 -3.56% $83,949 -3.22% Grants Manager 6 $78,002 $81,402 -4.36% $85,879 -10.10% $86,196 -10.51% Fleet Services Coordinator 5 $83,156 $83,064 0.11% $83,748 -0.71% $86,217 -3.68% Human Resources Technician 9 $63,199 $62,784 0.66% $62,424 1.23% $64,147 -1.50% Information System Technician 4 $71,341 $70,908 -0.61% $72,481 -1.60% $72,542 -1.68% Maintenance Worker II 11 $55,488 $55,145 0.62% $55,752 -0.48% $56,577 -1.96% Paramedic (Single-Role) 4 $65,041 $48,119 26.02% $50,422 22.48% $48,436 25.53% Police Chief 14 $170,888 $186,664 -9.23% $185,164 -8.35% $192,065 -12.39% Police Clerk I 12 $46,648 $51,000 -9.33% $50,806 -8.91% $52,072 -11.63% Police Officer 14 $83,993 $83,216 0.93% $86,636 -3.15% $88,750 -5.66% Public Works Director 11 $129,503 $156,836 -21.11% $156,227 -20.64% $164,730 -27.20% Public Works Supervisor
(Public Works General Manager) 7 $92,712 $90,947 1.90% $98,681 -6.44% $97,327 -4.98% Recreation Coordinator
(Community Services Coordinator) 8 $59,490 $62,623 -5.27% $66,048 -11.02% $66,053 -11.03% Safety Dispatcher I 10 $57,233 $62,220 -8.71% $63,555 -11.05% $66,514 -16.22% Sergeant 7 $104,992 $109,152 -3.96% $107,002 -1.91% $114,405 -8.97% Supervising Safety Dispatcher
(Police Administrative Supervisor) 8 $76,311 $77,863 -2.03% $80,845 -5.94% $80,194 -5.09% Transit Mechanic III 4 $69,599 $61,200 12.07% $61,192 12.08% $63,792 8.34% September 3, 2024 Council Packet Page 207
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 17 VIII. BASE SALARY RESULTS
Summary of Labor Market Trends
As represented on the previous page in “Table 2: City Percent (%) Above/Below Labor Market Points by Classification,” when comparing the 60th percentile column only, five benchmark classes (equivalent to 15%) are above the labor market.

When comparing the 60th percentile column only, 29 benchmark classes (equivalent to 85%) are behind the labor market.

The 29 cases behind the labor market indicate:
* 12% or 4 cases are Priority 1 (High) due to being significantly behind = 16% - 25% or more lag in the market. * 38 % or 13 cases are Priority 2 (Mid) due to being moderately behind = 6%-15% lag in the market. * 35 % or 12 cases are Priority 3 (Low) due to being slightly behind = less than 5% lag in the market.

Labor market trends in this report indicate the majority of City classifications require further consideration for increases depending on the City’s financial ability to address employee pay.

PRIORITY 1 (HIGH) Significantly behind = 16% - 25+% lag in the market PRIORITY 2 (MID) Moderately behind = 6%-15% lag in the market PRIORITY 3 (LOW) Slightly behind = less than 5% lag in the market

ABOVE THE LABOR MARKET
• City Clerk/PIO
• City Manager
• Community Development Director
• Executive Assistant
• Equipment Mechanic I
• Finance Director
• Fire Chief
• Public Works Director
• Safety Dispatcher I
• Accounting Technician
• Associate Planner
• Code Enforcement Officer II
• Deputy City Manager
• Fire Division Chief (Battalion Chief)
• Fire Engineer
• Grants Manager
• Police Chief
• Police Clerk I
• Police Officer
• Dispatch Supervisor (Police
Administrative Supervisor)
• Recreation Coordinator (Community
Services Coordinator)
• Sergeant
• Administrative Assistant
• Animal Services Officer
• Building Planning Technician
(Community Development Technician)
• Management Analyst (Economic
Development Manager)
• Firefighter
• Fleet Services Coordinator
• Human Resources Technician
• Information System Technician
• Maintenance Worker II
• Public Works Supervisor (Public Works
General Manager)
• Administrative Services Director
• Community Services Director
• Emergency Medical Technician (EMT)
• Finance Manager
• Paramedic (Single-Role)
• Transit Mechanic III
September 3, 2024 Council Packet Page 208
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 18 Summary of Findings Based on 60th Percentile

1. Administrative Services Director had nine matches in the labor market. The annual salary is currently above the market median by 4.5% and 60th percentile 4.17%. The market mean is slightly below, but as previously noted in this report, the market median is a more stable statistical data point.

2. Accounting Technician had nine matches in the labor market. The annual salary is behind the labor market and every category between 5.6% and 9.89% salary. Determination will have to be made based on the career ladder and potential other impacts in the class series.

3. Administrative Assistant had 11 matches in the labor market. The annual salary is behind the labor market anywhere from 2.19% 4.19%. Ramos HR will consider the new clerical series recommended in the class study report when assigning a salary range and pay grade.

4. Animal Services Officer had eight matches in the labor market. The annual salary is trending behind the labor market from 1.03% to 4.19% depending on the data point observed. The Animal Services division was created less than one year ago with the creation and implementation of the new division in the Police Department with new class specifications and salaries set in that series.

5. Associate Planner had nine matches in the labor market. The annual salary is trending behind the labor market by 4.46% to 6.58%. The planner series will be evaluated when making any salary determinations for this class.

6. Building Planning Technician (Community Development Technician) recommended for a retitle to community development resulted in 13 matches in the labor market. The annual salary is trending behind the market from 1.35% to 3.37%. Ramos HR considers salary grades assigned to the Technician level throughout the city for consistency in pay setting.

7. City Clerk/PIO resulted in eight matches in the labor market. The annual salary is trending below the labor market median by 6.12%. The percent above the market is reduced if considering the city’s 60th percentile pay philosophy.

8. City Manager resulted in all fourteen matches in the labor market. The annual maximum salary is trending

11.66% to 17.30% below the labor market. Based on the criteria and priority listed above this classification would be considered a Priority 1 (High) for review consideration.

9. Code Enforcement Officer II resulted in eight matches in the labor market. The annual salary is .34% to 6.15% behind the labor market. Depending on the market point used for determinations, being that this is a level two position consideration will be given to the class series when making any salary recommendations.

10. Community Development Director resulted in eight matches in the labor market. The annual maximum salary is trending 11.33% to 16.84% below the labor market.

11. Community Services Director resulted in insufficient data with only two matches in the labor market.

With limited data it is currently trending 7.00% to 9.84% above the labor market. This classification may be overpaid, however, greater data may be available if the City considers agencies outside of the established labor market. Many agencies have other divisions such as Park Maintenance reporting into this classification.

12. Deputy City Manager had eight matches in the labor market. The annual salary is currently behind the labor market in every category between 7.67% to 10.32%. Based on the results of the City Manager salary study, a pay differential may be more appropriate.

13. Management Analyst (Economic Development Manager) resulted in six matches in the labor market. This is a broad management analyst classification that is recommended to retitle to a specialized economic development role. The annual salary is above the labor market by 1.39% according to the median. When using the mean, it is behind the labor market from 1.96% to 4.55%.

14. Emergency Medical Technician (EMT) resulted in insufficient data with only two matches in the labor market. With limited data it is currently trending 18.8% to 19.32% above the labor market. This classification may be overpaid, however, limited data is available in general and private sector salary data may have to be considered in the future.

15. Equipment Mechanic I resulted in four matches the labor market. The annual salary is currently trending behind the labor market from 21.21% to 25.24% in the 60th percentile. This classification is experiencing one of the highest lags in the market and should be looked at carefully, especially since it is in a series with the numerical value. Salary consideration will be given to the entire series.

16. Executive Assistant resulted in five matches. The annual maximum salary is currently behind the labor market in every category 9.83% to 16.80%. Consideration should be given to the entire administrative series to establish proper differentials.

17. Finance Director resulted in ten matches in the labor market. The annual salary is currently behind the labor market in every category 19.21% to 22.84%.

18. Finance Manager resulted in six matches in the labor market. The annual salary is currently trending above the labor market anywhere from 2.65% to 4.17%.

19. Fire Chief resulted in nine matches in the labor market. The current salary is 18.51% to 28.52% behind in the labor market, depending on the market point used. The class appears to be grossly underpaid in relation to other executives and should be carefully analyzed, when recommending a final salary.

20. Fire Division Chief (Battalion Chief) recommended for retitle resulted in eight matches in the labor market. The annual salary is trending 7.87% to 11.33% behind the labor market. Special consideration should be given to the Fire Department salaries due to compaction issues which is addressed later in this report.

21. Fire Engineer resulted in eight matches in the labor market. The annual salary is currently trending behind the market 2.37% to 7.69% depending on the market point used to make salary determinations for the Fire series.

22. Firefighter resulted in nine matches in the labor market. The annual salary is trending 2.79% to 3.56% behind the labor market. Careful consideration should be given to the Fire series as noted in the two cases above.

23. Grants Manager resulted in six matches in the labor market. The annual salary is trending 4.36% to

10.51% behind the labor market depending on the market point used. The manager role is a specialized position in the City Manager’s office and should be considered along with the Economic Development Manager, which also reports to that department.

24. Fleet Services Coordinator resulted in five matches in the labor market. The annual salary is trending .11% above the labor market to 3.68% behind the labor market. Consideration should be given to the Transit division and all classifications in the job family.

25. Human Resources Technician resulted in nine matches in the labor market. The annual salary is trending .66% above the labor market to 1.5% below the labor market parody should be given consideration with other Technician classes throughout the city and also in relation to the IT Technician reporting to the Administrative Services department.

26. Information System Technician resulted in four matches in the labor market. The annual salary is trending .61% above the labor market to 1.68% behind the labor market. Parity should be given consideration with other Technician levels throughout the city, as well as HR Technician in the Administrative Services department. Specialized work should be taken into consideration and industries that pay more than others.

27. Maintenance Worker II resulted in 11 matches in the labor market, which is sound data. The annual salary is trending .62% above the labor market to 1.96% behind the labor market consideration should be given to the maintenance worker series classification study recommendations to create clear differentials between the I-II-III levels. Level III is recommended for a Lead title and the recommendation to create an additional supervisory level pay differentials will be critical in this career ladder or series in this job family.

28. Paramedic (Single-Role) resulted in four matches in the labor market. The annual salary is trending

26.02% to 25.53% above the labor market discussions with management in the belief that this position may be overpaid and should be reconsidered negotiations.

29. Police Chief resulted in 14 matches at every single comparator agency. The annual salary is trending behind the market 8.35% to 12.39% depending on the market point used for salary determinations.

30. Police Clerk I resulted in 12 labor market matches. The annual salary is trending 8.91% to 11.63% behind the labor market consideration should be given to the entire classification series. For Clerk I/II, city may also consider the implications of any flexibly staffed classifications as a result of the recent policy update in March 2024 related to flexible staffing.

31. Police Officer resulted in 14 matches in the labor market. The annual salary is trending .93 above to

5.66% below the labor market. Based input from the Chief of Police the department is close, if not fully staffed, and has experienced less turnover after addressing base pay in the last compensation study.

32. Public Works Director resulted in 11 matches in the labor market. The annual salary of 129,503 is significantly behind the labor market anywhere from 21.11 to 27.2% behind the market depending on the market point used for salary determinations. This role in comparison to other executives is nearly three (3) times behind the labor market in comparison to executive counterparts. This single-incumbent position warrants careful consideration to address equity issues and prevent liability.

33. Public Works Supervisor (Public Works General Manager) recommended for a retitle resulted in seven matches in the labor market. The annual salary is trending 1.9% above the labor market to 6.44% below depending on the market date point use for salary determinations. Consideration should be given to the entire Public Works job family and career ladders in the maintenance series due to the retitling of class levels and creation of a supervisory class as part of recommendations in the class study report.

34. Recreation Coordinator (Community Services Coordinator) recommended for retitled to community services resulted in eight matches in the labor market. The annual salary is trending 5.27% to 11.03% behind the labor market.

35. Safety Dispatcher I resulted in 10 matches the labor market. The annual salary is trending 8.71% to

16.22% behind the labor market. Consideration should be given to the Dispatcher I/II series from a flexible staffing perspective. In addition, consider that the Police Administrative Supervisor single-incumbent supervisory class has been recommended, which overseas the dispatch function, and therefore, should be analyzed in relation to each other.

36. Sergeant resulted in seven matches in the labor market. The annual salary is trending 5.27% to 11.03% behind the labor market and should be addressed through special considerations for public safety classifications.

37. Supervising Safety Dispatcher (Police Administrative Supervisor) recommended for retitle resulted in eight matches in the labor market. The annual salary is trending 2.03% to 5.94% behind the labor market depending on the market point used for salary considerations. As noted above, look at the dispatcher series in relation to the supervisory function.

38. Transit Mechanic III was considered for a retitle to Senior Transit Mechanic in a series, but was maintained with the Roman numeral three to designate a higher level role and assist with recruitment efforts. The salary survey resulted in four matches in the labor market. The annual salary is trending 8.34 to 12.08 above the labor market, which may be due to the level three designation. Transit Mechanic I and II are currently vacant and not being utilized by the City. Level III designation is primarily for recruitment purposes.

September 3, 2024 Council Packet Page 211
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 21 IMPORTANT: Multiple executives are approximately 20% behind the labor market and some above that with two single-incumbent classifications closer to lagging in the market by 30%. This often creates pay disparity or compaction with direct reports, and from a morale standpoint decreases the incentive to take on increasingly complex duties and responsibilities typical of management level roles. These positions are exempt and typically require long hours. The City may consider rewarding unique cases, highly specialized work, or compaction issues with the 60th percentile data point on a triaged priority basis. The key is to balance consistency and equity throughout the structure.

Once these job matches and data points are reviewed by the City and the final draft report accepted by the City, Ramos HR can finalize building out a salary structure using pay differentials and standardized practices noted later in this report.

Executive Management Considerations One of the 14 labor market agencies, City of Fresno, shares their executive contracts on-line. Ramos HR found their transparency to be helpful. Unfortunately, most agencies, including Fresno County, do not have their executive contracts posted on-line. In these cases, Ramos HR relied on NEOGOV salary data readily available on-line and contacted the labor market agencies human resources departments for assistance in gathering data.

Here are the links to executive contracts found on-line:

City of Atwater - Interim City Manager Employment Agreement City of Fresno - All Executive Contracts
City of Kerman - City Manager Employment Agreement
City of Lemoore - Interim City Manager Employment (Page 62) City of Sanger - City Manager Employment Agreement
City of Visalia - Department Head Compensation & Benefit Summary The data sheets in the appendix provide a general overview of pay practices and benefits offered to executive roles in the labor market.

September 3, 2024 Council Packet Page 212
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 22 IX. PUBLIC SAFETY SALARIES
Ramos HR conducted extensive research in the City’s established labor market to understand total compensation practices for local safety. Ramos HR reviewed certification, education, FLSA hours, premium pay, holiday pay, and more in the labor market, and more importantly, worked with Administrative Services staff to understand existing internal payroll practices.

Ramos HR learned there are salary compaction issues between exempt and non-exempt classes, and opportunities to better define and interpret pay provisions in Fire MOU. They warrant being fully investigated, defined, and addressed to avoid compounded pay or unnecessary overpayment. In anticipation of having to address salary considerations in a different way to modernize practices and resolve concerns, we compiled targeted recommendations for safety.

Police Department Considerations
Ramos HR met with the Police Chief multiple times to discuss the classification study allocations and learn any relevant background about departmental operations. We learned that the Police Department addressed multiple salary concerns during the 2022 compensation study. Since then, the Police Department has actively been recruiting and filling vacancies with reduced turnover and better retention. The Chief commented that the salary adjustments in 2022 helped with staffing and stabilizing departmental operations. There did not appear to be major concerns around high vacancies, high turnover, and excessive overtime pay. In comparison, the Fire Department has endured significant challenges in all of these categories – high vacancies, high turnover, excessive overtime pay, and leaves of absence due to injuries and other factors. Ramos HR looked into the matter accordingly based on observed trends in the public safety groups.

Fire Department Considerations
As Ramos HR worked through the compensation study, a significant pay compaction issue was identified between the rank of Fire Chief and Fire Division Chief (Battalion Chief).

The Fire Chief is a management classification that is exempt from overtime pay and additional incentives such as premium and certification pay. Currently, the range for Fire Chief is between $116,772.48 and $149,034.56.

The Fire Division Chief, reports directly to the Fire Chief, is a non-exempt classification eligible for overtime and several additional incentives such as education, certification, and premium pay for EMT and Paramedic certifications. The Fire Division Chief salary range is between $101,173.41 and $130,425.12. As agreed upon within the Fire Mid-Management MOU, Division Chiefs may be compensated for additional incentives such as: obtaining and maintaining certifications, capped at an additional 25%, education incentives that are capped at an additional maximum of 7% above base pay, premium pay for EMT certification, capped at an additional 6% after five years of service, and up to 12% for a Paramedic certification after nine years of service. With the pay incentives listed above, at five (5) years of service, the range would be adjusted to $147,713.18 to $190,420.68.

Other points worth addressing are:

In addition to incentive pay, Division Chiefs are compensated for FLSA and Holiday Pay • For payroll purposes, the 14-day standard work period is paid out as follows:
112 regular hours (56 regular hours/week)
12 FLSA hours paid out at straight time (6 FLSA hours per week) (312 hours per year) totaling between $10,840.01 to $13,974.48 per year.
• Per the Personnel Rules and Regulations, Fire Division Chiefs receive a total of 13 holidays (312 hours per year) totaling $10,840.01 to $13,974.48 per year.

September 3, 2024 Council Packet Page 213
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 23 Although, the Fire Chief, is eligible for 96 hours of Administrative Leave and is also entitled to 16 observed holidays they do not add value to the base salary.

With the addition of FLSA and holiday pay, for the Fire Division Chief classification, the ranges for each would be as follows:

Fire Chief Fire Division Chief
$116,772.48 to $149,034.56 $122,853.43 to $158,373.36
With the addition of all the incentives mentioned above: certification pay, education incentive, premium pay, FLSA and holiday pay, for Fire Division Chief, the ranges for each would be as follows:

Fire Chief Fire Division Chief
$116,772.48 to $149,034.56 $169,393.20 to $218,368.92
Below is a representation of the salary study results for Fire Chief and Fire Division Chief in respect to the market median, mean, 60th percentile.

Fire Chief - Salary Study Results Fire Division Chief - Salary Study Results Median is -18.51% below market Median is -9.40% below market Mean is -24.79 % below market Mean is -7.87 % below market 60th is -28.52% below market 60th is -11.33% below market Additionally, the salary study results show that the Fire Chief classification has the largest deficit amongst all benchmarks surveyed to meet all market points, meaning the position is grossly underpaid in the labor market. In addition, City of Selma Executive Team counterparts range from 3.29% (above) the market to around 10% behind (below) the market making this position more than three times behind in comparison to most counterparts.

Fire Department Recommendations
Option 1: Consider a 20% separation between the ranks to adjust the range for Fire Chief to $203,271.83 to $262,042.70 (this accounts for certification, education, FLSA, premium and holiday pay) Option 2: Consider a 15% separation between the ranks to adjust the range for Fire Chief to $194,802.17 to $251,124.25 (this accounts for certification, education, FLSA, premium and holiday pay) Although it is standard practice to compare one base salary against another base salary, due to the uniqueness in Public Safety, particularly within the Fire Department, it is Ramos HR recommendation to consider some of the total compensation elements provided to the Fire Division Chiefs, which significantly increase their salary, and account for an appropriate pay differential for the Fire Chief. Doing so, would resolve both internal pay equity issues and compaction within direct reports. Given the Fire Chief’s current employment agreement, Ramos HR recommends placement into step 1 of the new salary range.

IMPORTANT: Ramos HR recommends a thorough analysis of the City of practices, policies, and procedures in the implementation or interpretation of incentive pay within the Fire Department.

Pay inequality at the executive level amongst peers, pay compaction issues within the Fire career ladder amongst rank and file, and noticeably high employee turnover in the department through the duration of study alerted Ramos HR that further review and strategic solutions are needed to stabilize staffing levels and modernize the department organizational structure and operations long-term.

SUMMARIES
In addition to the base salary and total compensation data presented in the datasheets provided within Appendix A, Ramos HR presents additional benefit information for all Public Safety surveyed classifications displayed in table format in Appendix B.

A summary of each table is provided below:

Table B-1: Safety: Bilingual Pay and Longevity Pay
• All fourteen (14) agencies offer bilingual pay. For agencies offering a fixed dollar amount, the range varies from $1,000 to $3,000/YR. For agencies offering a percentage of employee’s compensation, the range varies 2.5% to 5%.
• Eight (8) agencies provide longevity compensation. Typical milestones are 10, 15, 20 years of service.

Table B-2: Safety: Medical, Dental, and Vision Employer Contributions; Life Insurance; and Uniform Allowance
• Contributions related to medical, dental and vision are based on the most expensive plan for each coverage offered for employee and dependents (family) coverage. • All agencies provided Medical, Dental, and Vision (or a Cafeteria flat dollar amount). Employer contributions for medical coverage varied from 60-90%. Two (2) agencies provide 100% coverage for employee + family vision and dental coverage.
• All agencies provide basic employee life insurance to all employees. Nine (9) agencies offer life insurance at a set dollar amount or the employees annual salary depending on bargaining unit.

Five (5) agencies reference providing life insurance to employees, but amount or percentage was not readily accessible. Ramos HR made three (3) subsequent attempts to obtain information, but agencies did not participate.
• All agencies provide a uniform allowance. Non-Sworn classification allowance ranges from $400 to $900/YR. The uniform allowance for classifications under the Fire Department ranges from $500 to $1,500/YR. One agency does not provide a uniform stipend for the Fire Department, but they provide, maintain, and replace uniforms at the discretion of the Fire Chief. The uniform allowance for sworn members of the Police Department ranges from $1,000 to $1,500/YR.

Table B-3: Safety: Vacation Accrual Practices
• Vacation accrual rates for years one (1), five (5), ten (10), and twenty (20) are displayed for all nonsworn and sworn personnel. • Five (5) agencies allow a cash-out option, typically a maximum of two (2) weeks.

Table B-4: Safety: Sick Leave, Holiday, Floating Holiday, Other Leave Policies • Sick leave accrual rates are displayed for all non-sworn and sworn personnel. • Most agencies provide 96 hours with some granting Fire Department personnel 144 hours. One agency provides 130 hours of sick leave for non-sworn and sworn personnel within the Police Department and 200 hours for Fire Department personnel.

September 3, 2024 Council Packet Page 215
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 25 • Several agencies allow conversion to vacation, comp time, or cash-out upon retirement policies. • Four agencies provide 1-2 floating holidays.
• Most agencies provide Management Leave to Mid-Management and Management sworn personnel.

Table B-5: Safety: Certification Pay, Education Incentive, Tuition Reimbursement • Thirteen (13) agencies offer certification pay for sworn personnel at either a set dollar amount or a percentage of base salary.
• Twelve (12) agencies offer education incentives, for higher education, for all employee groups at either a set dollar amount or a percentage of base salary. • Eight (8) agencies offer tuition reimbursement for employees pursuing higher education. Benefit ranges from $1,000 to $3,000.

XI. OTHER PAY CONSIDERATIONS
Because a compensation plan is developed through the analysis of external market data and internal relationships, the absence of sufficient labor market data for a particular classification does not mean that no salary recommendation can be developed, since many salary recommendations are ultimately based upon internal equity with other classes.

Public Works Internal Equity Example
As an example, Ramos HR will leverage the three benchmark classes surveyed in the Public Works job family to serve as key considerations for salary recommendations within the entire series. .

The PW Director is next after the Fire Chief as the most underpaid executive in the City (25%+ behind the labor market). This has to be carefully considered in relation to the series. Below is an example of all levels and the types of rationale that can be applied.
• PW General Manager (Retitle)
Rationale: set 30% below PW Director range
• PW Maintenance Supervisor (New)
Rationale: set 20% below PW General Manager range
• Maintenance Worker, Lead (Retitle)
Rationale: set 15% below Supervisor range
• Maintenance Worker I (Flex)
Rationale: set 15% below Lead range
• Maintenance Worker II (Flex)
Rationale: set level II 10% above level I range
As noted this is meant to serve as an example only to show the types of other pay considerations that Ramos HR factors into recommendations for an updated salary structure withing each job family and classification series that exist in the City.

September 3, 2024 Council Packet Page 216
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 26 Ramos HR sought to clarify and further understand the City’s existing pay structure and practices. • How are salary ranges established?
• How are step increments calculated?
• Are there set percent differences from minimum to maximum salary? • Are there any other compensation policies or practices to consider? City Administration referred Ramos HR to the previous consultant’s work from 2022, which was represented primarily in a spreadsheet with salary ranges and steps.

Ramos HR recommends the City establish set differentials in class series. The goal is to achieve more consistency and establish a 10 – 15% differential between the classes.

As an example, Management Analyst to Senior Management Analyst may be set with a 10% spread (pay differential) between levels because the scope is close in nature. Whereas the difference between a Senior Management Analyst to the advanced journey-level Principal Management Analyst may be set at 15% or above because the scope and complexity of the third level is greater.

Internal Salary Equity Review
The final component of this study will be to set the internal salary differentials within job families and make salary recommendations based on the City’s direction and approval to use the market or 60th percentile as the primary source with other salary options for unique or special cases. The difference between the classification levels was calculated in relation to the lower classification.

For example, if an entry level position is paid $50,000 and the journey level position is paid $60,000, then the difference is 20% ($60,000 - $50,000/$50,000 = 20%); i.e., the journey level position is 20% higher than the entry level position.

Typically, the recommended internal percentage differentials between classifications within a job family or series, based on standard industry practices are as follows:
• 10% differential between levels of non-supervisory classifications, such as entry, journey, and advanced journey levels.
• 10% to 15% differential between supervisory classifications and the highest classification supervised. • 20+% differential between management classifications and supervisory classifications in the same job family or classification series.

Whereas the above differentials are recommended based on best practices, practical considerations such as the number of levels within a classification series, market data collected for classifications within the same series, and the City’s current internal alignments also must be taken into consideration.

To avoid salary compaction/compression between levels and to provide an incentive for employees to be promoted to the next higher level, Ramos HR recommends a minimum 7.5 to 10% differential when possible for consistency.

Other Historical Information About Implementation
Ramos HR learned that the City added Step “F” to salary schedule as a result of the 2022 study. This resulted in the need to assess appropriate placement of employees in the new salary ranges with additional step increments.

September 3, 2024 Council Packet Page 217
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 27 Below are a few rules that Ramos HR understood occurred as part of that process:
• Employees in step A, B, C would move to “new” step A unless it would result in a pay cut then they would go up to the step where they would receive an increase. • Step D was set at step C placement for progression within the range. • If an employee had been maxed out for 5+ years they would automatically be moving into step “E”.

City Administration believed that process seemed the most fair and equitable. Ramos HR acknowledged these changes (increase to range and new range progression placements) likely helped address some pay equity matters and allowed for growth in the range over time.

XII. NEXT STEPS
This final report provides detailed information concerning the scope of the project, the methodology used to complete the total compensation study, as well as the results of the study that show where the City is positioned in comparison to the labor market.

Should you require any further information or have questions and comments with respect to this report, please do not hesitate to contact the Project Manager, Jennifer Ramos, at [email protected].

September 3, 2024 Council Packet Page 218
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 28 Accounting Technician - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Accounting Tech $47,761.26 $60,918.52 HS/GED + 3 YRS 2 City of Clovis No Match
3 City of Dinuba Accounting Tech I $42,880.00 $52,140.00 4 City of Fresno Accounting Tech $48,264.00 $57,972.00 12 college units in Accounting 5 City of Hanford Accounting Tech I $51,804.00 $62,964.00 AA + 1 YR 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Accounting Tech $51,516.00 $65,760.00 HS/GED + 2 YRS 10 City of Madera Accounting Tech I $32,966.16 $42,071.28 HS/GED + 1 YR 11 City of Reedley Accounting Tech I $44,358.00 $53,918.00 HS/GED + 1 YR 12 City of Sanger No Match
13 City of Tulare Accounting Tech I $49,284.84 $49,906.04 HS/GED + 1 YR 14 City of Visalia Accounting Tech $57,198.84 $71,908.20 3 YRS Accounting Exp Accounting Technician
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $49,025.02 $54,898.49 HS + 1 YR
Median $48,264.00 $57,972.00 HS + 2 YRS 5.60%
Mean $47,337.01 $57,506.45 HS + 3 YRS 4.75%
60th Percentile $49,080.67 $60,329.22 AA + 1 YR 9.89%
APPENDIX A: BENCHMARK DATA SHEETS
September 3, 2024 Council Packet Page 219
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 29 Accounting Technician - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay
1 City of Atwater Human Resources Tech I $100 MO
1/2 the cost
(Tuition, Books,
Fees)
15-19YRS: 2%
20+YRS 3%
2 City of Clovis Personnel Technician
3 City of Dinuba Human Resources Tech I
4 City of Fresno No Match $100 MO
Vacation: 48 HRS
in excess of 240
HRS
5 City of Hanford Human Resources Tech 5% stipend Vacation: 10 days per YR
$5,000(BA, MA,
PhD) $100,000 10 YRS: 5%
6 City of Kerman Human Resources Tech
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Human Resources Tech I $50,000
10 City of Madera Human Resources Tech
Level 3: $100 MO
Level: 4-5: $150
MO Level 6: $ 200
MO
Sick: 1% a YR
for each year of
service up to a
max of 30% for
30 YRS
$2,400 YR $25,000
11 City of Reedley Human Resources Tech
$80 MO Speaking
or $100 Speak,
Read, Write
$50,000
10 YRS: 5%
15 YRS: 7.5% 20
YRS: 10%
12 City of Sanger Human Resources Tech
13 City of Tulare No Match $50 MO
Vacation: 4
weeks to pay for
out of pocket
medical expenses (Annually)
$2500 YR $20,000
14 City of Visalia No Match $900 YR
Sick Leave hours
over 480 hours at
40% of the employee's pay rate
$1,500 YR $30,000
September 3, 2024 Council Packet Page 220
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 30 Administrative Assistant - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Administrative Assistant I $36,341.51 $46,382.00 HS/GED + 2YRS 2 City of Clovis Administrative Assistant $67,140.00 $81,641.00 BA + 3YRS 3 City of Dinuba Administrative Assistant I $48,840.00 $59,340.00 4 City of Fresno Administrative Clerk I $33,564.00 $40,116.00 HS/GED 5 City of Hanford Administrative Assistant $49,284.00 $59,916.00 HS/GED + 2YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Administrative Assistant I $41,003.00 $52,331.00 HS/GED + 2YRS 9 City of Los Banos Administrative Assistant $52,152.00 $66,564.00 HS/GED + 3YRS 10 City of Madera Administrative Assistant $40,231.68 $51,348.24 HS/GED + 4YRS 11 City of Reedley Administrative Assistant $48,963.00 $59,515.00 HS/GED + 3YRS 12 City of Sanger No Match
13 City of Tulare Administrative Assistant $49,284.84 $59,906.04 HS/GED + 3YRS 14 City of Visalia Administrative Assistant $51,758.28 $65,067.44 HS/GED + 3YRS Administrative Assistant
Benchmark Classification
11 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $44,311.75 $57,123.36 HS + 3 YRS
Median $48,963.00 $59,515.00 HS + 2 YRS 4.19%
Mean $47,142.03 $58,375.16 HS + 3 YRS 2.19%
60th Percentile $49,284.00 $59,906.04 HS + 4 YRS 4.87%
September 3, 2024 Council Packet Page 221
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 31 Administrative Assistant - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay
1 City of Atwater Human Resources Tech I $100 MO
1/2 the cost
(Tuition, Books,
Fees)
15-19YRS: 2%
20+YRS 3%
2 City of Clovis Personnel Technician $100 MO
Tuition, fees, and
books at Cal
State Fresno
$50,000
3 City of Dinuba Human Resources Tech I $70 MO Vacation: 80 HRS in excess of 120 HRS $1,000 YR
4 City of Fresno No Match $100 MO Sick Leave: 48 HRS in excess of 240 HRS 5 City of Hanford Human Resources Tech 5% stipend Vacation: 80 HRS per YR $5,000 YR 10 YRS: 2% 15
YRS: 3% 20 YRS:
5%
6 City of Kerman Human Resources Tech
7 City of Kingsburg No Match
8 City of Lemoore No Match 1.5% for Spanish
$750 YR Lover Division $1500 YR
Upper Division
9 City of Los Banos Human Resources Tech I $50,000
10 City of Madera Human Resources Tech
Level 3: $100 MO
Level: 4-5: $150
MO Level 6: $ 200
MO
Sick: 1% a YR for each year
of service up to a max of
30% for 30 YRS
$2,400 YR $25,000
11 City of Reedley Human Resources Tech
$80 MO Speaking
or $100 Speak,
Read, Write
$50,000
10 YRS: 5% 15
YRS: 7.5% 20
YRS: 10%
12 City of Sanger Human Resources Tech
13 City of Tulare No Match $50 MO
Vacation: 4 weeks to pay
for out of pocket medical
expenses (Annually)
$2500 YR $20,000
14 City of Visalia No Match $900 YR
Sick Leave hours over 480
hours at 40% of the employee's pay rate$1,500 YR $30,000 September 3, 2024 Council Packet Page 222
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 32 Administrative Services Director - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater HR Director $111,418.20 $142,200.99 BS + 10 2 City of Clovis No Match
3 City of Dinuba Administrative Services Director $110,016.00 $133,740.00 4 City of Fresno Director of Personnel Services $143,496.00 $226,536.00 BS + 5 5 City of Hanford HR Manager $118,320.00 $143,376.00 BS + 5 6 City of Kerman No Match Low match/level @ HR Officer
7 City of Kingsburg No Match Broad Scope: Asst. City Manager/ Admin Services Director 8 City of Lemoore No Match Broad Scope: Asst. City Manager/ Admin Services Director 9 City of Los Banos HR Director $119,916.00 $153,108.00 BS + 5 10 City of Madera Director of HR $121,807.92 $155,457.38 BS + 5 11 City of Reedley No Match
Broad Scope: Director of
Finance and Admin Services.

Responsibilities consist of managing and directing Utility Billing and serving as City Treasurer.
12 City of Sanger No Match
Broad Scope: Admin Services
Director has IT & Finance
oversight. City Clerk has HR
oversight.
13 City of Tulare HR Director $125,872.80 $152,999.04 BS + 5 14 City of Visalia Administrative Services Director $149,613.24 $188,087.76 BS + 5 Administrative Services Director
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $124,320.00 $160,260.00 BS + 1 YR
Median $120,861.96 $153,053.52 BS + 5 YRS -4.50%
Mean $125,057.52 $161,938.15 BS + 5 YRS 1.05%
60th Percentile $122,620.90 $153,577.88 BS + 10 YRS -4.17% September 3, 2024 Council Packet Page 223
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 33 Animal Services Director - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater HR Director $111,418.20 $142,200.99 BS + 10 2 City of Clovis No Match
3 City of Dinuba Administrative Services Director $110,016.00 $133,740.00 4 City of Fresno Director of Personnel Services $143,496.00 $226,536.00 BS + 5 5 City of Hanford HR Manager $118,320.00 $143,376.00 BS + 5 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos HR Director $119,916.00 $153,108.00 BS + 5 10 City of Madera Director of HR $121,807.92 $155,457.38 BS + 5 11 City of Reedley Director of Finance and Administrative Services $128,263.00 $155,905.00 BS +5 12 City of Sanger No Match
13 City of Tulare HR Director $125,872.80 $152,999.04 BS + 5 14 City of Visalia Administrative Services Director $149,613.24 $188,087.76 BS + 5 Animal Services Director
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $124,320.00 $160,260.00 BS + 1 YR
Median $121,807.92 $153,108.00 BS + 5 YRS -4.46%
Mean $125,413.68 $161,267.80 BS + 5 YRS 0.63%
60th Percentile $125,059.82 $154,987.50 BS + 10 YRS -3.29% September 3, 2024 Council Packet Page 224
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 34 Animal Services Officer - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Animal Control Officer $64,152.00 $77,976.00 AA +2 YR 3 City of Dinuba Animal Control Officer $45,096.00 $54,792.00 HS 4 City of Fresno Animal Resource Officer II $47,472.00 $57,012.00 HS + 1 YR 5 City of Hanford No Match
6 City of Kerman Animal Control $48,528.00 $65,028.00
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley Animal Control Officer $48,468.00 $58,913.00 HS + 2 YRS 12 City of Sanger Animal Control Officer $44,256.00 $53,796.00 HS + 1 YR 13 City of Tulare Animal Services Officer $48,311.28 $58,722.24 HS + 1 YR 14 City of Visalia Animal Control Officer $46,835.16 $58,879.32 HS + 2 YRS Animal Services Officer
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $45,600.00 $58,200.00 HS + 2 YRS + Cert 1 YR Median $47,891.64 $58,800.78 HS + 1 YR 1.03%
Mean $49,139.81 $60,639.82 HS + 2 YRS 4.19%
60th Percentile $48,342.62 $58,886.06 AA + 2 YRS 1.18%
September 3, 2024 Council Packet Page 225
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 35 Animal Services Officer - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay
1 City of Atwater No Match
2 City of Clovis Animal Control Officer $1,200/YR
"Max 96 hrs/YR
After EE accumulates 192
hrs - tiered approach:
#sick hrs used preceding 12
mo/ # cashout hrs available
/ % cash-out:
0 / 96 / 50%
0-8 / 88 / 45%
8-16/ 80 / 40%
16-24/ 64/ 35%
24-32/ 56 / 30%
32-40/ 48 / 25%"
3 City of Dinuba Animal Control Officer $840/YR
"104 HRS/YR
If 500 hrs add 16 hrs
If 1000 hrs add 32 HRS"
Annual Salary
4 City of Fresno Animal Resource Officer II $1200/ YR 96 HRS Annual Salary 5 City of Hanford No Match
6 City of Kerman Animal Control 2.50%
"Must complete 5 YOS for
cashout eligibility at termination
6-15 YRS: 40%
16-20 YRS: 75%
20+: 90%"
"$50/mo - AA
$75/mo - BS" $25,000
"$100/mo @ 10+
YRS
$200/mo @15
+YRS
$300/mo@20+
YRS"
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley Animal Control Officer $1200/YR 96 HRS "4% AA 7% BS" $50,000
12 City of Sanger Animal Control Officer 5%
"0-2: 70 HRS
2-5: 82 HRS
5-10: 108 HRS
10-15: 118 HRS
15+: 130 HRS"
"2.5% AA
5% BS" $10,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
13 City of Tulare Animal Services Officer $600/YR 96 HRS $20,000 14 City of Visalia Animal Control Officer
September 3, 2024 Council Packet Page 226
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 36 Associate Planner - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Animal Control Officer $87,708.00 $106,608.00 BS + 2 YRS 3 City of Dinuba Animal Control Officer
4 City of Fresno Animal Resource Officer II $68,256.00 $82,908.00 BS + 6 mo 5 City of Hanford No Match $74,124.00 $90,096.00 BS + 2 YRS 6 City of Kerman Animal Control $63,828.00 $85,536.00
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos No Match $75,336.00 $96,156.00 HS + 2 YRS 10 City of Madera No Match $60,286.98 $76,932.18 BS + 2YRS 11 City of Reedley Animal Control Officer $70,913.00 $86,196.00 BS + 3 YRS 12 City of Sanger Animal Control Officer
13 City of Tulare Animal Services Officer $73,085.40 $88,835.76 BS + 2 YRS 14 City of Visalia Animal Control Officer $81,480.00 $102,433.44 BS + 1 YR Associate Planner
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $65,967.19 $85,039.92 BS + 3 YRS
Median $73,085.40 $88,835.76 BS + 1 YRS 4.46%
Mean $72,779.71 $90,633.49 BS + 2 YRS 6.58%
60th Percentile $73,916.28 $89,843.95 BS + 3 YRS 5.65%
September 3, 2024 Council Packet Page 227
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 37 Building/Planning Technician - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Building Permit Tech I $43,171.44 $55,098.91 HS + 1 YR 2 City of Clovis Permit Technician $62,172.00 $75,576.00 HS + 3 YRS 3 City of Dinuba Planning Technician $44,160.00 $53,700.00 1 YR or BS 4 City of Fresno Plans and Permit Technician $63,900.00 $76,848.00 HS + 2 YRS 5 City of Hanford Development Services Technician $52,320.00 $63,600.00 AA + 2 YRS 6 City of Kerman Building Permits Clerk $48,276.00 $64,692.00 7 City of Kingsburg Community Development Administrative Assistant $49,967.00 $60,720.00 HS + 4 YRS
8 City of Lemoore Building Permit Technician $41,413.00 $52,855.00 HS + 2 YRS 9 City of Los Banos Planning Technician $50,520.00 $64,476.00 HS + 2 YRS 10 City of Madera Permit Technician $40,444.56 $51,627.42 HS + 2 YRS 11 City of Reedley Building Permit Technician $51,442.00 $62,529.00 HS + 1 YR 12 City of Sanger No Match
13 City of Tulare Permit Technician $51,290.88 $62,344.20 AA + 2 YRS 14 City of Visalia Planning Technician $60,069.96 $75,517.56 BS + 1 YR Building Planning Technician
Benchmark Classification
13 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $47,859.89 $61,697.36 AA + 1 YR
Median $50,520.00 $62,529.00 HS + 2 YRS 1.35%
Mean $50,703.60 $63,044.93 HS + 4 YRS 2.18%
60th Percentile $51,321.10 $63,775.20 AA + 2 YRS 3.37%
September 3, 2024 Council Packet Page 228
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 38 City Clerk/PIO - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
Low Match/Level @ Assistant City Clerk/Records.

That class is a mid-mgmt
level and performs technical
support.
2 City of Clovis City Clerk $101,316.00 $123,144.00 BA + 3 YRS 3 City of Dinuba No Match City Clerk/ HR Director
scope is too broad
4 City of Fresno Senior Deputy City Clerk $104,572.00 $125,606.00 Flexibility Staffed. Senior
level performs independently and has City
Council responsibilities.
5 City of Hanford City Clerk $82,692.00 $100,512.00 BS + 4 YRS 6 City of Kerman No Match
City Clerk / Executive Assistant not a good match
because emphasis is on
administrative support to
executives
7 City of Kingsburg City Clerk $102,336.00 $124,390.00 HS + 4 YRS 8 City of Lemoore No Match
City Clerk / Executive Assistant not a good match
because emphasis is on
administrative support to
executives
9 City of Los Banos No Match
Low match/level: Assistant
City Clerk/HR Analyst provides technical administrative support at the discretion of HR Director. 10 City of Madera City Clerk $73,251.36 $93,503.02 HS +5 YRS September 3, 2024 Council Packet Page 229
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 39 City Clerk/PIO
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary % Difference to Market Position Selma Class $81,333.99 $104,849.64
Median $89,887.56 $111,270.18 6.12%
Mean $89,622.81 $109,809.55 4.73%
60th Percentile $97,519.49 $121,752.38 16.12%
11 City of Reedley City Clerk $73,040.00 $88,781.00 HS +5 YRS 12 City of Sanger No Match
City Clerk/ Deputy Personnel Director. Scope too
broad.
13 City of Tulare Chief Deputy City Clerk $83,204.76 $101,135.88 BS + 4 YRS 14 City of Visalia CHIEF DEPUTY CITY CLERK $96,570.36 $121,404.48 City Clerk is a dual role with CM
September 3, 2024 Council Packet Page 230
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 40 City Manager - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater City Manager $164,084.54 $209,418.08 BA + 5 YRS, MPA desirable 2 City of Clovis City Manager $256,092.00 $311,268.00 BA + 5 YRS, MPA desirable 3 City of Dinuba City Manager $162,408.00 $195,084.00
4 City of Fresno City Manager $217,908.00 $299,616.00 BA + 5 YRS, MPA desirable 5 City of Hanford City Manager $188,856.00 $229,560.00 MA + 8 YRS 6 City of Kerman City Manager $182,328.00 $221,760.00
7 City of Kingsburg City Manager $218,178.00 Unspecified, majority vote 8 City of Lemoore City Manager $157,802.00 $201,400.00 BA + 7 YRS, DH experience, MPA desirable
9 City of Los Banos City Manager $187,584.00 $240,108.00 BA + 6 YRS, MPA desirable 10 City of Madera City Manager $166,014.42 $211,882.32 BA + 5 YRS (2 YRS as DH), MPA desirable
11 City of Reedley City Manager $216,658.00 BA + 6 YRS, MPA desirable 12 City of Sanger City Manager $170,194.00 $212,760.00 BA + 6 YRS, MPA desirable 13 City of Tulare City Manager $191,888.04 $233,241.12
14 City of Visalia City Manager $234,159.00
City Manager
Benchmark Classification
14 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $124,320.00 $197,000.00 BA + 5 YRS, MPA desirable Median $182,328.00 $219,969.00 BA + 5 YRS, MPA desirable 11.66% Mean $185,923.55 $231,078.04 BA + 6 YRS, MPA desirable 17.30% 60th Percentile $187,584.00 $228,000.00 MA + 8 YRS 15.74% September 3, 2024 Council Packet Page 231
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 41 Code Enforcement Officer II - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba Code Enforcement Officer II $51,288.00 $62,400.00 HS + 2 YR 4 City of Fresno Community Revitalization Specialist $65,220.00 $78,684.00 60 units + 2 YRS 5 City of Hanford Code Compliance Officer $60,144.00 $73,104.00 HS + 2 YRS 6 City of Kerman Code Enforcement Official $51,648.00 $69,216.00 7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Code Enforcement Officer $57,660.00 $73,584.00 HS + 3 YRS 10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Senior Code Enforcement Officer $36,216.00 $44,016.00 HS + 2 YRS 13 City of Tulare Code Enforcement Officer $64,517.76 $78,421.56 HS + 2 YRS 14 City of Visalia Code Enforcement Officer $67,051.08 $84,294.00 AA + 3 YRS Code Enforcement Officer II
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $54,478.04 $70,228.97 HS + 2 YRS
Median $58,902.00 $73,344.00 HS + 2 YRS 4.44%
Mean $56,718.11 $70,464.95 HS + 3 YRS 0.34%
60th Percentile $61,018.75 $74,551.51 AA + 3 YRS 6.15%
September 3, 2024 Council Packet Page 232
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 42 Code Enforcement Officer II - Total Compensation Elements Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay
1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba Code Enforcement Officer II $840/YR
"104 HRS/YR
If 500 hrs add 16 hrs
If 1000 hrs add 32 HRS"
Annual Salary
4 City of Fresno Community Revitalization Specialist $1200/YR 96 HRS Annual Salary 5 City of Hanford Code Compliance Officer 5% 96 HRS $10,000 "2% @ 10 YRS
3% @ 15 YRS
5% @ 20 YRS"
6 City of Kerman Code Enforcement Official $600/YR
"80 HRS
6-15 YRS may cash out
40%
16-20 YRS may cash out
75%
20+ may cash out 100%"
$25,000
"2.5% @ 15 YRS

2.5% @ 20 YRS
(total 5%)"
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Code Enforcement Officer $1,800/YR 96 HRS "$100/mo - AA
$175/mo- BS
$225/mo-MS"
$50,00 Only for retirees
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Senior Code Enforcement Officer 5%
"0-2: 70 HRS
2-5: 82 HRS
5-10: 108 HRS
10-15: 118 HRS
15+: 130 HRS"
"2.5% AA
5% BS" $10,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
13 City of Tulare Code Enforcement Officer $600/YR 96 HRS $20,000 14 City of Visalia Code Enforcement Officer
September 3, 2024 Council Packet Page 233
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 43 Community Development Director - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
Dual Role: Deputy CM and
Com Dev Director matched
at Deputy CM. Will not
match at this level to eliminate repetitive data points and inflating at this level.
2 City of Clovis Director of Planning and Development
Services $182,976.00 $222,420.00 BS + 5 YRS
3 City of Dinuba No Match High Level @ City Engineer.

Low Level @ Planner II
4 City of Fresno No Match
Broad Scope: Department is
responsible for Homeless Services, Homeless Assistance, Parking Services, Historic
Preservation Division
5 City of Hanford Community Development Director $135,996.00 $165,312.00 BS + 7 YRS 6 City of Kerman Community Development Director $80,604.00 $108,024.00 7 City of Kingsburg Community Development Director $129,029.00 $156,836.00 BS + 3 YRS 8 City of Lemoore Community Development Director $101,406.00 $129,423.00 BS + 6 YRS 9 City of Los Banos Community and Economic Development Director $156,396.00 $194,712.00 BS + 5 YRS 10 City of Madera No Match
Broad Scope: Responsible
for Civil Engineering, Water,
Waste Water, Streets and
Transportation Division
September 3, 2024 Council Packet Page 234
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 44 Community Development
Director
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $111,744.00 $142,619.40 BS + 5 YR
Median $132,512.50 $161,074.00 12.94%
Mean $128,486.44 $158,781.54 11.33%
60th Percentile $137,092.10 $166,642.66 16.84%
11 City of Reedley No Match
Broad Scope: Responsibilities include -planning,
building inspection, housing,
code enforcement, engineering, public works, water,
wastewater, streets, and
refuse collection services
and activities
12 City of Sanger Community Development Director $100,008.00 $121,560.00 13 City of Tulare Community Development Director $141,476.52 $171,965.28 BS + 5 YRS 14 City of Visalia No Match
Broad Scope: Planning and
Community Preservation Director - oversees Engineering Department: planning, design, construction, and
inspection of public capital
infrastructure projects &
Neighborhood Preservation
September 3, 2024 Council Packet Page 235
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 45 Community Services Director - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
Low Match/Level: Highest
level is Recreation Supervisor
2 City of Clovis No Match
Broad Scope: General
Services Director oversees
Community Services, Senior
Services, Transit, Recreation,
HR, Risk
3 City of Dinuba No Match Broad Scope: Parks Maintenance 4 City of Fresno No Match
Broad Scope: Director of
Parks, After School, Recreation, Community Services
5 City of Hanford No Match
Broad Scope: Park and
Community Services
Director. Park Maintenance
division oversight
6 City of Kerman Community Services Director $70,440.00 $94,416.00 7 City of Kingsburg Community Services Director $106,781.00 $129,793.00 BS + 1 YR 8 City of Lemoore No Match Broad Scope: Parks and
Recreation Director
9 City of Los Banos No Match Broad Scope: Parks and
Recreation Director
10 City of Madera No Match
Broad Scope: Director of
Parks and Community
Services
September 3, 2024 Council Packet Page 236
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 46 Community Services Director
Benchmark Classification
2 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $97,428.00 $124,346.28 BS + 4 YR
Median $88,610.50 $112,104.50 -9.84%
Mean $88,610.50 $112,104.50 -9.84%
60th Percentile $92,244.60 $115,642.20 -7.00%
11 City of Reedley No Match
Broad Scope: Class responsible for building services,
airport, recreation, senior
citizens, cultural and social
service programs, and parks
and landscaped areas
12 City of Sanger No Match
Reference to a Recreation
and Community Services
Director however, in Recreation Budget it is not a budgeted position. Highest level is a Recreation Supervisor.
13 City of Tulare No Match
Broad Scope: Com. Svc
Director has oversight for
various divisions including
planning, acquisition, construction, and maintenance
of parks, landscaping, street
medians, street trees, open
spaces, and trails, and the
activities and operations
of the Library as well as
providing oversight for the
City's recreation programs
and activities including the
Senior Center.
14 City of Visalia No Match
Broad Scope: Parks and
Recreation Director divisions include arks and
Urban Forestry, Recreation,
Facilities and Animal Care
Services.

September 3, 2024 Council Packet Page 237
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 47 Deputy City Manager - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater "Deputy City Manager/
Community Development Director" $189,381.46
"BA+ 5 YRS, Typically would
not be a match but given
the current structure at
Selma will leave as is."
2 City of Clovis Deputy City Manager $182,484.00 BA+ 5 YRS, MA desirable 3 City of Dinuba Assistant City Manager $132,408.00
4 City of Fresno Deputy City Manager $192,888.00 BS +4 YRS, MA Desirable. 5 City of Hanford Deputy City Manager $201,708.00 BS +4 YRS, 5 YRS municipal experience
6 City of Kerman No Match Class does not exist in their structure
7 City of Kingsburg No Match
Broad Scope: Asst. City
Manager/ Admin Services
Director
8 City of Lemoore No Match
Broad Scope: Asst. City
Manager/ Admin Services
Director
9 City of Los Banos No Match Class does not exist in their structure
10 City of Madera No Match Class does not exist in their structure
11 City of Reedley Assistant City Manager $177,253.00 BA + 6 YRS, MPA desirable 12 City of Sanger No Match
Broad Scope: Asst. City
Manager/ Admin Services
Director
September 3, 2024 Council Packet Page 238
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 48 Deputy City Manager
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $135,000.00 $172,298.70 BA + 5 YRS
Median $148,548.45 $185,932.73 BA + 4 YRS 7.91%
Mean $147,959.61 $185,522.43 BA + 5 YRS 7.67%
60th Percentile $148,993.25 $190,082.77 BS + 6 YRS 10.32% 13 City of Tulare Assistant City Manager $180,759.60 BA + 5 YRS (3 YRS mgmt) 14 City of Visalia Assistant City Manager $227,297.40 BS + 5 YRS September 3, 2024 Council Packet Page 239
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 49 Management Analyst (Economic Development Manager) - Base Compensation Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Management Analyst $92,508.00 $112,440.00 BS + 5 YRS 3 City of Dinuba No Match
4 City of Fresno Economic Development Analyst $86,352.00 $105,192.00 BS + 4 YRS 5 City of Hanford No Match
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Management Analyst $68,791.00 $87,796.00 BA + 2 YRS 9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley Management Analyst $61,148.00 $74,325.00 BA + 1 YR 12 City of Sanger Management Analyst $64,476.00 $78,372.00 BA + 1 YR 13 City of Tulare Management Analyst $67,479.84 $82,022.16 BA + 2 YRS 14 City of Visalia
Economic Development Manager
Benchmark Classification
6 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $66,796.03 $86,108.40 BS + 3 YRS
Median $68,135.42 $84,909.08 BS + 2 YRS -1.39%
Mean $73,459.14 $90,024.53 BS + 4 YRS 4.55%
60th Percentile $68,791.00 $87,796.00 BS + 5 YRS 1.96%
September 3, 2024 Council Packet Page 240
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 50 Emergency Medical Technician (EMT) - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford No Match
6 City of Kerman No Match
7 City of Kingsburg Non-Safety EMT $45,718.40 $45,718.40 HS + 6mo, EMT I cert, CPR 8 City of Lemoore No Match
9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Non-Safety EMT $35,276.80 $42,868.80 HS + 6mo, EMT I cert, BLS, Medical Examiner's Card
13 City of Tulare No Match
14 City of Visalia No Match
Emergency Medical Technician
(EMT)
Classification Insufficient Data
2 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $43,014.40 $54,898.49 HS + 2 YRS
Median $40,497.60 $44,293.60 HS + 2 YRS -19.32%
Mean $40,497.60 $44,293.60 HS + 3 YRS -19.32%
60th Percentile $41,541.76 $44,578.56 AA + 3 YRS -18.80% September 3, 2024 Council Packet Page 241
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 51 Equipment Mechanic I - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Equipment Service Worker $58,560.00 $71,172.00 Informal education to assure the ability to read and
write +2YRS
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford No Match
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Equipment Mechanic I HS/GED 2+YRS
9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley Equipment Mechanic $52,640.00 $63,985.00 HS/GED supplemented by
the completion of a mechanical apprenticeship +3YRS
journey level experience
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Equipment Mechanic $57,198.84 $71,908.20 2 YRS gas and diesel powered equipment + Class B DL Equipment Mechanic I
Benchmark Classification
4 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $44,173.35 $56,944.94 HS + Some Exp
Median $57,198.84 $71,172.00 Some Edu & 2 YRS 24.98%
Mean $56,132.95 $69,021.73 HS + 2 YRS 21.21%
60th Percentile $57,471.07 $71,319.24 HS + 3 YRS 25.24% September 3, 2024 Council Packet Page 242
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 52 Equipment Mechanic I - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay
1 City of Atwater No Match
2 City of Clovis Equipment Service Worker
Tuition, fees,
and books
at Cal State
Fresno
$50,000
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford No Match
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Equipment Mechanic I 1.50%
9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley Equipment Mechanic $85 MO
Upon completion 5% in
addition to
base salary
$50,000
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Equipment Mechanic $800 YR
Sick Leave hours over
480 hours at 40% of the
employee's pay rate
$1,500 YR $30,000
September 3, 2024 Council Packet Page 243
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 53 Executive Assistant - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Executive Assistant $46,364.70 $59,174.41 HS + 4 YRS 2 City of Clovis Executive Assistant $76,104.00 $92,508.00 BS + 5 YRS 3 City of Dinuba No Match Low Match/Level @ Admin
Asst II
4 City of Fresno Executive Assistant to the
City Manager $59,676.00 $89,388.00 HS + 3 YRS
5 City of Hanford No Match
Level does not exist in org
structure. W/in CM only
City Clerk, Comm. Relations
Manager, and HR Division.

Admin Asst level too low.
6 City of Kerman No Match
Broad Scope: City Clerk
/ Executive Assistant
although emphasis is on
administrative support to
executives the classification
has responsibility of City
Clerk duties.
7 City of Kingsburg No Match Low Match/Level @ Management Assistant 8 City of Lemoore Executive Assistant $63,527.00 $81,079.00 AA +5 YRS 9 City of Los Banos No Match Low Match/Level @ Admin
Clerk II
September 3, 2024 Council Packet Page 244
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 54 Executive Assistant
Benchmark Classification
5 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $56,054.36 $72,261.05 AA + 5 YRS
Median $61,416.00 $81,079.00 HS + 3 YRS 12.20%
Mean $61,417.54 $79,362.68 BS + 5 YRS 9.83%
60th Percentile $62,260.40 $84,402.60 BS + 5 YRS 16.80% 10 City of Madera No Match Broad Scope: Administrative
Analyst
11 City of Reedley No Match
Broad Scope: Emphasis on
support for City Clerk's office
(mgmt responsibility for City
Clerk compliance)
12 City of Sanger Executive Assistant to the
City Manager $61,416.00 $74,664.00
13 City of Tulare No Match
Low Match/Level @ Department Assistant II or Senior
Admin Asst
14 City of Visalia No Match
Different org structure/
series. Senior Admin Asst
higher MQ and comp than
Admin Asst Confidential
September 3, 2024 Council Packet Page 245
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 55 Finance Director - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Finance Director $117,495.58 $149,957.44 BS + 5 YRS 2 City of Clovis Finance Director $182,976.00 $222,420.00 BS + 5 YRS 3 City of Dinuba No Match Low match/level @ Finance/
Budget Services Manager
4 City of Fresno Controller $143,496.00 $226,536.00 BS + 5 YRS 5 City of Hanford Finance Director $144,360.00 $175,476.00 BS + 7 YRS 6 City of Kerman Finance Director $75,336.00 $96,156.00 7 City of Kingsburg Finance Director $129,029.00 $156,836.00 BS + 4 YRS 8 City of Lemoore Finance Director $109,808.00 $140,146.00 BS + 5 YRS 9 City of Los Banos Finance Director $157,560.00 $201,180.00 BS + 5 YRS 10 City of Madera Director of Financial Services $129,313.60 $165,043.58 BS + 5 YRS 11 City of Reedley No Match
Broad Scope: Director of
Finance and Admin Services.

Responsibilities include Payroll and HR
September 3, 2024 Council Packet Page 246
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 56 Finance Director
Benchmark Classification
10 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $111,744.00 $142,619.40 BA + 5 YRS
Median $136,404.80 $170,021.77 BS + 6YRS 19.21%
Mean $133,334.72 $170,875.10 BS + 5 YRS 19.81%
60th Percentile $143,686.80 $175,190.38 BS + 7 YRS 22.84% 12 City of Sanger No Match
Broad Scope: Admin
Services Director has IT &
Finance oversight.
13 City of Tulare Chief Financial Officer (Finance Director) $143,973.00 $174,999.96 BS + 6 YRS 14 City of Visalia No Match Broad Scope: Finance and IT Director
September 3, 2024 Council Packet Page 247
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 57 Finance Manager - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Finance Operations Manager $75,429.99 $96,269.91 BS + 6 YRS 2 City of Clovis No Match
3 City of Dinuba Finance/Budget Services Manager $89,292.00 $108,540.00 4 City of Fresno No Match
5 City of Hanford Finance Manager $101,904.00 $123,876.00 BS +5 YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Finance Manager $91,802.00 $117,165.00 BS + 5 YRS 9 City of Los Banos No Match
10 City of Madera Financial Services Manager $88,946.52 $113,519.90 BS + 4 YRS 11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Finance Manager $105,554.52 $132,699.00 BS + 5 YRS Finance Manager
Benchmark Classification
6 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $93,365.87 $120,360.24 BS + 5 YRS
Median $90,547.00 $115,342.45 BS + 5 YRS -4.17%
Mean $92,154.84 $115,344.97 BS + 5 YRS -4.17%
60th Percentile $91,802.00 $117,165.00 BS + 5 YRS -2.65% September 3, 2024 Council Packet Page 248
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 58 Fire Chief - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Fire Chief $186,648.00 $226,872.00 BS + 10 YRS 3 City of Dinuba Fire Chief $110,016.00 $133,740.00
4 City of Fresno Fire Chief $191,400.00 $263,172.00 BS + 5YRS 5 City of Hanford Fire Chief $141,516.00 $172,020.00 BS + 8 YRS 6 City of Kerman No Match
7 City of Kingsburg Fire Chief $142,376.00 $173,059.00 AA+ 5 YRS 8 City of Lemoore No Match
9 City of Los Banos Fire Chief $152,976.00 $195,264.00 BS + 5 YRS 10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Fire Chief $111,000.00 $134,928.00
13 City of Tulare Fire Chief $145,303.32 $176,617.44 HS + 7 YRS 14 City of Visalia Fire Chief $171,179.88 $198,146.04 BS + 8 YRS Fire Chief
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $116,772.48 $149,034.56 BS + 5 YRS
Median $145,303.32 $176,617.44 BS + 6 YRS 18.51%
Mean $150,268.36 $185,979.83 BS + 7 YRS 24.79%
60th Percentile $151,441.46 $191,534.69 BS + 8 YRS 28.52% September 3, 2024 Council Packet Page 249
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 59 Battalion Chief - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Battalion Chief $144,780.00 $175,968.00 BS +5 YRS, CPR, EMT-D,
Chief Fire Officer Cert or
completion of task book
3 City of Dinuba Fire Battalion Chief $98,628.00 $119,868.00 4 City of Fresno Fire Battalion Chief $114,756.00 $169,524.00 BS + 4 YRS 5 City of Hanford Battalion Chief $106,908.00 $129,948.00 BS + 5 YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Assistant Fire/ Battalion Chief $112,032.00 $142,968.00 BS + 4 YRS 10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Fire Division Chief $74,640.00 $90,720.00 13 City of Tulare Fire Division Chief $117,158.40 $142,406.76 AA + 8 YRS 14 City of Visalia Fire Battalion Chief $122,627.76 $154,162.68 BS + 2 YRS Battalion Chief
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $101,173.41 $130,425.12 HS + 6 YRS + Certs
Median $113,394.00 $142,687.38 AA + 8 YRS 9.40%
Mean $111,441.27 $140,695.68 BS + 2 YRS 7.87%
60th Percentile $115,236.48 $145,206.94 BS + 4 YRS 11.33% September 3, 2024 Council Packet Page 250
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 60 Battalion Chief - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 1 City of Atwater No Match
2 City of Clovis Battalion Chief 50% - Buy
Back $200K $1,500 /YR
3 City of Dinuba Fire Battalion Chief
4 City of Fresno Fire Battalion Chief $1,200/YR 144 HRS "1 x Annual
salary rounded
to nearest
thousandth
($150,000
Maximum)"
9% $1,500 / YR
5 City of Hanford Battalion Chief 5% 168 HRS
"$150 for 30
college units in
Fire Science
AA or BS $40/
month"
5% @ 10 YRS

7.5% base salary/mo for Chief
Officer
$1,200/YR
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Assistant Fire/ Battalion Chief
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Fire Division Chief
13 City of Tulare Fire Division Chief
2% Company
Officer or Fire
Officer Education Rqmt
3% Chief Fire
Officer or Chief
Fire Officer
Education
$900/YR
14 City of Visalia Fire Battalion Chief City pays 100%
no stipend
September 3, 2024 Council Packet Page 251
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 61 Fire Engineer - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Fire Engineer $94,320.00 $114,648.00
30 College Units, 2 YRS, EMT 1
Cert, Apparatus Driver 1A and
1B cert
3 City of Dinuba Engineer / Paramedic $80,100.00 $97,368.00 4 City of Fresno Firefighter Specialist $80,496.00 $118,932.00 HS + 3 YRS, Fire Marshal Driver
Operator IA/IB; Firefighter II,
Acting Engineer
5 City of Hanford Fire Engineer $73,248.00 $89,040.00 HS + 3YRS, EMT I 6 City of Kerman No Match
7 City of Kingsburg Fire Engineer/ Paramedic $60,605.00 $73,661.00 HS +3 YRS, Firefighter II, Instructor I or EMS Instructor, Driver Operator IA IB
8 City of Lemoore No Match
9 City of Los Banos Fire Engineer $79,644.00 $94,128.00 HS + 2 YRS, Firefighter I, EMT 1 Cert
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Engineer $58,704.00 $71,364.00 HS + 2 YRS, EMT 1A 13 City of Tulare Fire Engineer $72,671.52 $88,332.60 HS + 2 YRS, Firefighter I/II, EMT I Cert or EMT - P, Driver Operator
14 City of Visalia Fire Engineer $83,835.96 $105,216.48 HS + 3 YRS, EMT I Fire Engineer
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $69,400.82 $89,466.30 HS + 2 YRS; EMT 1A
Median $76,446.00 $91,584.00 HS + 2 YRS; EMT; Certs 2.37% Mean $75,440.56 $94,415.26 HS + 2 YRS; EMT 1A 5.53%
60th Percentile $79,814.40 $96,345.70 HS + 3YRS, EMT I 7.69% September 3, 2024 Council Packet Page 252
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 62 Fire Engineer - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 1 City of Atwater No Match
2 City of Clovis Fire Engineer $1,200 33% - Buy
Back
"2.5% added to
base for AA
additional

2.5% for BA/
BS"
$25,000.00 $1,500 $1,500.00
3 City of Dinuba Engineer/ Paramedic $900 144HRS Sick
Leave Annual Salary $750 $700
4 City of Fresno Firefighter Specialist $1,200.00 144 HRS Sick leave
"$100/mo - AA
$150/mo - BS
$250/mo - MA"
"1.5% of top
step of Captain
rank for having
all cert: Hazard,
Firefighter I/II,
Rescue System
I, Confined
Space, Driver
Operator IA/IB
2% of top step
of Captain
rank for Fire
Officer, and/or
Fire Instructor I, Training
Instructor, and/
or Fire Investigator I

2.5% of top
step of Captain
rank for Fire
Instructor
III, TO, Fire
Investigator II,
Fire-Arson
3% top step of
Captain rank
for Executive
Fire Officer,
Chief Officer"
$1,500.00
5 City of Hanford Fire Engineer 5% 168 HRS
"$150 for 30
college units in
Fire Science
AA or BS $40/
month"
5% @ 10 YRS
"2.5% of base
salary/month
for Firefighter 2
5% of base
salary/month
pay Company
Officer"
$1,200/YR
September 3, 2024 Council Packet Page 253
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 63 Fire Engineer - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 6 City of Kerman No Match
7 City of Kingsburg Fire Engineer/ Paramedic 2.50% 120 HRS "2.5% - AA
5% - BS

7.5% - Master's"
"One-time
lump sum
payments:
$500 - 6th YR
$1,000 - 11th
YR
$1,500 - 16th
YR
$2,000 - 21st
YR
$2,500 - 26th
YR"
"2.5% Fire Officer Cert from
CSFM

2.5% Chief Officer Cert from
CSFM"
$1,000/YR
8 City of Lemoore No Match
9 City of Los Banos Fire Engineer $1,800/YR 134.4 HRS
"$100/mo - AA
$175/mo- BS
$225/mo-MS"
"$50/ MO Firefighter II
$100/mo Fire
Officer Cert
CSFM"
$700/YR
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Engineer 5% 200 HRS "5%- AA
5% BS" $10,000.00
"2.5% at 10 YRS
and 2.5% at 15
YRS
Max 5 %"
"11%Paramedic
5% for each
additional Cert
- Company
Officer, Hazard,
or AS, BS not
to exceed 15%"
$450.00
13 City of Tulare Fire Engineer 2% 134.4 HRS
"1.5% - 30 College Units

2.5% of top
step of Captain
rank for Fire
Instructor
III, TO, Fire
Investigator II,
Fire-Arson
3% top step of
Captain rank
for Executive
Fire Officer,
Chief Officer"
$1,500.00
5 City of Hanford Fire Engineer 5% 168 HRS
"$150 for 30
college units in
Fire Science
AA or BS $40/
month"
5% @ 10 YRS
"2.5% of base
salary/month
for Firefighter 2
5% of base
salary/month
pay Company
Officer"
$1,200/YR
September 3, 2024 Council Packet Page 256
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 66 Firefighter - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 6 City of Kerman No Match
7 City of Kingsburg Fire Engineer/ Paramedic 2.50% 120 HRS "2.5% - AA
5% - BS

7.5% - Master's"
"One-time
lump sum
payments:
$500 - 6th YR
$1,000 - 11th
YR
$1,500 - 16th
YR
$2,000 - 21st
YR
$2,500 - 26th
YR"
"2.5% Fire Officer Cert from
CSFM

2.5% 60 College Units
5% BS"
"2% Company
Officer or Fire
Officer Education
5% Lead Fire
Investigator
5% Paramedic
Cert"
$900/YR
14 City of Visalia Fire Engineer City pays 100%
no stipend
September 3, 2024 Council Packet Page 257
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 67 Grants Manager - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba Fiscal Analyst II $63,024.00 $76,608.00 BS + 2 YRS 4 City of Fresno Grant Writer $62,340.00 $75,432.00 BS + 1 YR 5 City of Hanford
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Management Analyst $68,791.00 $87,796.00 BS + 2YRS 9 City of Los Banos No Match
10 City of Madera Grant Administrator $88,946.00 $113,519.90 BS + 3 YRS 11 City of Reedley Senior Management Analyst $70,913.00 $86,196.00 BS + 3 YRS 12 City of Sanger Grants Manager $62,304.00 $75,720.00 BS + 3 YRS 13 City of Tulare No Match
14 City of Visalia No Match
Grants Manager
Benchmark Classification
6 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $61,704.00 $78,001.60 BS + 3 YRS
Median $65,907.50 $81,402.00 BS + 1 YR 4.36%
Mean $69,386.33 $85,878.65 BS + 2 YRS 10.10%
60th Percentile $68,791.00 $86,196.00 BS + 3 YRS 10.51% September 3, 2024 Council Packet Page 258
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 68 Transit Fleet Services Coordinator - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Fleet Maintenance Leadworker $78,084.00 $94,920.00 HS + 5 YRS + Certs 3 City of Dinuba No Match
4 City of Fresno Fleet Operations Specialist $59,976.00 $72,204.00 AA + 2 YRS 5 City of Hanford Fleet Supervisor $63,840.00 $77,604.00 AA + 4 YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Fleet Maintenance Coordinator $65,076.00 $83,064.00 HS + 2 YRS + Class B 10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Fleet Maintenance Supervisor $72,342.84 $90,946.56 5 YRS Transit Fleet Services
Benchmark Classification
6 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $64,505.96 $83,156.22 HS + 5 YRS
Median $65,076.00 $83,064.00 HS + 2 YRS -0.11%
Mean $67,863.77 $83,747.71 AA + 2 YRS 0.71%
60th Percentile $67,982.74 $86,217.02 AA + 4 YRS 3.68%
September 3, 2024 Council Packet Page 259
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 69 Human Resources Technician - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Human Resources Tech I $50,638.22 $64,628.63 AA + 2YRS 2 City of Clovis Personnel Technician $72,432.00 $88,044.00 BA + 2YRS 3 City of Dinuba Human Resources Tech I $45,984.00 $55,932.00 4 City of Fresno No Match
5 City of Hanford Human Resources Tech $55,536.00 $67,512.00 AA + 2YRS 6 City of Kerman Human Resources Tech $46,848.00 $62,784.00 7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Human Resources Tech I $50,520.00 $64,488.00 HS/GED + 2YRS 10 City of Madera Human Resources Tech $37,717.20 $48,132.48 HS/GED + 5YRS 11 City of Reedley Human Resources Tech $48,963.00 $59,515.00 HS/GED + 4YRS 12 City of Sanger Human Resources Tech $41,784.00 $50,784.00 HS/GED + 4YRS 13 City of Tulare No Match
14 City of Visalia No Match
HR Technician
Benchmark Classification
9 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $49,025.02 $63,199.36 15 Units + 2 YRS
Median $48,963.00 $62,784.00 HS + 2 YRS -0.66%
Mean $50,046.94 $62,424.46 HS + 4 YRS -1.23%
60th Percentile $50,208.60 $64,147.20 AA + 2 YRS 1.50%
September 3, 2024 Council Packet Page 260
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 70 Human Resources Technician - Total Compensation Elements Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay
1 City of Atwater Human Resources Tech I $100 MO 15-19YRS: 2% 20+YRS 3%
2 City of Clovis Personnel Technician
Sick Leave: 50%
of a calendar
year’s unused
accrual based
on usage after
an accumulation of 20 days
Tuition, fees,
and books
at Cal State
Fresno
$200,000 for
EE and $10,000
for Dependents
3 City of Dinuba Human Resources Tech I $70 MO
Vacation: 80
HRS in excess
of 120 HRS
$1,000 YR
4 City of Fresno No Match
5 City of Hanford Human Resources Tech 5% stipend Vacation: 10 days per YR $5,000 $50,000 10 YRS: 5%
6 City of Kerman Human Resources Tech $50 MO Sick: 40 HRS per YR Tuition 15 YRS: 2.5% 20 YRS: 2.5%
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Human Resources Tech I $50,000
10 City of Madera Human Resources Tech
Level 3: $150
MO Level: 4-5:
$200 MO Level
6: $ 250 MO
Sick: 1% a YR
for each year of
service up to a
max of 30% for
30 YRS
$2,400 YR
MA: 5% base
pay PhD: $7%
base pay
$25,000.00
11 City of Reedley Human Resources Tech
12 City of Sanger Human Resources Tech 5% of base pay Vacation: 60 HRS per YR Tuition
13 City of Tulare No Match
14 City of Visalia No Match
September 3, 2024 Council Packet Page 261
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 71 Information System Technician - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis Information Technology Tech $60,588.00 $73,632.00 AA +2 YRS 3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford Computer Tech $56,100.00 $68,184.00 AA +2 YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Information Technology Tech $63,504.00 $81,060.00 HS/GED +6 MO 10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Computer Tech $53,333.76 $67,049.04 AA + 2 YRS Information System Technician
Benchmark Classification
4 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $55,340.81 $71,341.20 BA + 3 YRS
Median $58,344.00 $70,908.00 BS + 1 YR -0.61%
Mean $58,381.44 $72,481.26 BS + 2 YRS 1.60%
60th Percentile $59,690.40 $72,542.40 BS + 3 YRS 1.68%
September 3, 2024 Council Packet Page 262
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 72 Information System Technician - Total Compensation Elements Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay
1 City of Atwater No Match
2 City of Clovis Information Technology Tech $100 MO Tuition, Fees, Books
$50,000 EE &
$10,000 Dependants
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford Computer Tech 5% stipend Vacation: 10 days per YR
$5,000
(BA, MA, PhD) $100,000 10 YRS: 5%
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Information Technology Tech $50,000 10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Computer Tech $900 YR
Sick Leave
hours over 480
hours at 40% of
employee's pay
rate
$1,500 YR $30,000
September 3, 2024 Council Packet Page 263
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 73 Maintenance Worker II - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Parks Maintenance Worker II/Street
Maintenance Worker II $44,240.10 $56,462.83 HS + 2 YRS
2 City of Clovis No Match
3 City of Dinuba Grounds Maintenance Worker II $44,160.00 $53,700.00 HS + "formal experience" 4 City of Fresno Parks Maintenance Worker II $46,704.00 $56,748.00 HS + 2 YRS 5 City of Hanford Parks, Street MW II
6 City of Kerman Public Works Maintenance Worker II $44,136.00 $59,136.00 7 City of Kingsburg Maintenance Worker II $44,008.00 $53,476.00 HS + 1 YR 8 City of Lemoore Maintenance Worker II $40,195.00 $51,301.00 HS + 2 YRS 9 City of Los Banos Maintenance Worker II $49,368.00 $63,012.00 HS + Class B 10 City of Madera No Match
11 City of Reedley Maintenance Worker II $44,284.00 $53,827.00 HS + 3 YRS 12 City of Sanger SP&F Worker II $43,260.00 $52,584.00
13 City of Tulare Street Maintenance Worker II $47,121.24 $57,276.24 HS + 2 YRS 14 City of Visalia No Match
Maintenance Worker II
Benchmark Classification
11 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $43,043.07 $55,487.88 HS + 4 YRS
Median $44,200.05 $55,144.92 HS + 1 YR OR Class B -0.62% Mean $44,747.63 $55,752.31 HS + 2 YRS 0.48%
60th Percentile $44,257.66 $56,576.90 HS + 3 YRS 1.96%
September 3, 2024 Council Packet Page 264
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 74 Maintenance Worker II - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Parks Maintenance Worker II/Street
Maintenance Worker II $44,240.10 $56,462.83 HS + 2 YRS
2 City of Clovis No Match
3 City of Dinuba Grounds Maintenance Worker II $44,160.00 $53,700.00 HS + "formal experience" 4 City of Fresno Parks Maintenance Worker II $46,704.00 $56,748.00 HS + 2 YRS 5 City of Hanford Parks, Street MW II
6 City of Kerman Public Works Maintenance Worker II $44,136.00 $59,136.00 7 City of Kingsburg Maintenance Worker II $44,008.00 $53,476.00 HS + 1 YR 8 City of Lemoore Maintenance Worker II $40,195.00 $51,301.00 HS + 2 YRS 9 City of Los Banos Maintenance Worker II $49,368.00 $63,012.00 HS + Class B 10 City of Madera No Match
11 City of Reedley Maintenance Worker II $44,284.00 $53,827.00 HS + 3 YRS 12 City of Sanger SP&F Worker II $43,260.00 $52,584.00
13 City of Tulare Street Maintenance Worker II $47,121.24 $57,276.24 HS + 2 YRS 14 City of Visalia No Match
Maintenance Worker II
Benchmark Classification
11 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $43,043.07 $55,487.88 HS + 4 YRS
Median $44,200.05 $55,144.92 HS + 1 YR OR Class B -0.62% Mean $44,747.63 $55,752.31 HS + 2 YRS 0.48%
60th Percentile $44,257.66 $56,576.90 HS + 3 YRS 1.96%
September 3, 2024 Council Packet Page 265
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 75 Non-Safety Paramedic - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba Single Role Paramedic $40,020 $48,648.00 HS + Paramedic license and cert; BLS
4 City of Fresno No Match
5 City of Hanford No Match
6 City of Kerman No Match
7 City of Kingsburg Non-Safety Paramedic $45,718.40 HS + 1 YR desirable 8 City of Lemoore No Match
9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger Non-Safety Paramedic $39,166.40 $47,590.40 HS + EMT-P Accreditation,
BLS, ACLS, PALS, Med
Examiners Card
13 City of Tulare Fire Fighter Trainee
(Licensed Paramedic) $49,139.88 $59,729.88 HS + Paramedic Training + Certs 14 City of Visalia No Match
Non-Safety Paramedic
Benchmark Classification
4 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $50,453.78 $65,041.20 HS + Cert
Median $40,020.00 $48,119.20 HS + Cert -26.02%
Mean $42,775.43 $50,421.67 HS + Cert -22.48%
60th Percentile $41,843.98 $48,436.48 HS + Cert -25.53% September 3, 2024 Council Packet Page 266
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 76 Police Chief - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Police Chief $150,750.41 $192,399.97 BS + 7 YRS; MGT POST 2 City of Clovis Police Chief $195,396.00 $237,516.00 BS + 5 YRS; MGT, Advanced, Sup POST
3 City of Dinuba Police Chief $114,312.00 $138,024.00
4 City of Fresno Police Chief $196,188.00 $283,392.00 BS +10 YRS 5 City of Hanford Police Chief $150,228.00 $182,604.00 BS + 5 YRS 6 City of Kerman Police Chief $97,020.00 $130,008.00
7 City of Kingsburg Chief of Police $142,376.00 $173,059.00 BS + 5 YRS 8 City of Lemoore Police Chief $122,510.00 $156,357.00 BS + 6 YRS 9 City of Los Banos Police Chief $167,040.00 $213,204.00 BS + 5 YRS 10 City of Madera Police Chief $149,441.50 $190,723.52 BS + 7YRS 11 City of Reedley Police Chief $128,263.00 $155,905.00 BS + 7YRS 12 City of Sanger Police Chief $111,000.00 $134,928.00
13 City of Tulare Police Chief $159,466.20 $193,832.76 HS + 2 YRS Cap+ 14 City of Visalia Chief of Police $178,662.48 $210,345.48 BS + 5 YRS Police Chief
Benchmark Classification
14 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $133,894.80 $170,887.56 BS + 5 YRS + POST Adv Median $149,834.75 $186,663.76 HS + 2 YRS Cap+ 9.23%
Mean $147,332.40 $185,164.20 BS + 5 YRS 8.35%
60th Percentile $150,645.93 $192,064.68 BS + 6 YRS 12.39% September 3, 2024 Council Packet Page 267
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 77 Police Clerk I - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Police Clerk I $35,625.41 $45,468.05 HS +2 YRS 2 City of Clovis Records Clerk Extra Help PT HS + 6mo
3 City of Dinuba No Match
4 City of Fresno Police Support Services Clerk $42,564.00 $51,000.00 HS +2YRS 5 City of Hanford Police Records Assistant $44,184.00 $53,700.00 HS +2 YRS 6 City of Kerman Records Clerk $41,772.00 $55,980.00
7 City of Kingsburg Police Services Technician $46,693.00 $56,746.00 HS +3 YRS 8 City of Lemoore Police Records Technician $36,388.00 $46,442.00 HS +2 YRS 9 City of Los Banos No Match
10 City of Madera Records Clerk $36,974.86 $47,197.28 HS +1 YR 11 City of Reedley Police Records Specialist $42,839.00 $52,072.00 HS +2 YRS 12 City of Sanger Records Clerk I $38,040.00 $46,236.00 HS +1 YR 13 City of Tulare Police Records Assistant $40,371.00 $49,071.12 HS 14 City of Visalia Police Records Specialist $43,713.96 $54,955.56 HS +1 YR Police Clerk
Benchmark Classification
12 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $36,185.97 $46,648.22 BS + 5 YRS
Median $41,772.00 $51,000.00 BS + 6 YRS 9.33%
Mean $40,833.20 $50,806.18 BS + 7 YRS 8.91%
60th Percentile $42,564.00 $52,072.00 BS + 8 YRS 11.63% September 3, 2024 Council Packet Page 268
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 78 Police Clerk I - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay Uniform Allowance 1 City of Atwater Police Clerk I $1,500.00 96 HRS Annual Salary "10-19 YRS - 2% above their
monthly base pay rate
20+ additional 3% for a
total of 5% above their
monthly base pay rate"
2 City of Clovis Records Clerk Extra Help PT
3 City of Dinuba No Match
4 City of Fresno Police Support Services Clerk $1200/ YR 96 HRS Annual Salary $552/YR 5 City of Hanford Police Records Assistant 5% 96 HRS $10,000 "10 YRS - 2% above base
wage
15 YRS - 3% above base
wage
20 YRS - 5% above base
wage"
$800/YR
6 City of Kerman Records Clerk 2.50%
"Must complete 5 YOS
for cashout eligibility
at termination
6-15 YRS: 40%
16-20 YRS: 75%
20+: 90%"
"$50/mo - AA
$75/mo - BS" $25,000
"$100/mo @ 10+ YRS
$200/mo @15 +YRS
$300/mo@20+ YRS"
$1,100/YR
7 City of Kingsburg Police Services Technician 2.50% 120 HRS "2.5% - AA
5% - BS

2.5% - Master's"
"One-time lump sum
payments:
$500 - 6th YR
$1,000 - 11th YR
$1,500 - 16th YR
$2,000 - 21st YR
$2,500 - 26th YR"
$200/YR
8 City of Lemoore Police Records Technician 2.50% 96 HRS "2.5% AA 5% - BS" $850/YR
9 City of Los Banos No Match
10 City of Madera Records Clerk $3,000/YR 96 HRS
"2.5% - 60
college units
5% - BS
""compounded"""
"$25,000 -EE
AND $5,000
Dependent"
$677.04/YR
September 3, 2024 Council Packet Page 269
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 79 Police Clerk I - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay Uniform Allowance 11 City of Reedley Police Records Specialist $1200/YR 96 HRS "4% AA 7% BS" $50,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
$800/YR
12 City of Sanger Records Clerk I 5%
"0-2: 70 HRS
2-5: 82 HRS
5-10: 108 HRS
10-15: 118 HRS
15+: 130 HRS"
"2.5% AA
5% BS" $10,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
$1,250/YR
13 City of Tulare Police Records Assistant $600/YR 96 HRS $20,000 $350/YR 14 City of Visalia Police Records Specialist
September 3, 2024 Council Packet Page 270
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 80 Police Officer - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Police Officer Recruit $68,141.85 $86,968.18 HS +POST 2 City of Clovis Police Officer $96,324.00 $117,072.00 HS + POST 3 City of Dinuba Police Officer $74,220.00 $90,144.00 HS +POST 4 City of Fresno Police Officer $75,696.00 $79,464.00 HS +POST 5 City of Hanford Police Officer $73,380.00 $89,196.00 HS +POST 6 City of Kerman Police Officer $58,356.00 $78,192.00 HS +POST 7 City of Kingsburg Police Officer $65,077.00 $79,115.00 HS +POST 8 City of Lemoore Police Officer $57,510.00 $73,399.00 HS +POST 9 City of Los Banos Police Officer $80,520.00 $102,768.00 HS +POST 10 City of Madera Police Officer $58,795.88 $75,039.64 HS +POST 11 City of Reedley Police Officer $61,408.00 $74,641.00 HS + POST 12 City of Sanger Records Clerk I $62,184.00 $75,588.00 HS +POST 13 City of Tulare Police Records Assistant $74,275.44 $90,282.60 HS +POST 14 City of Visalia Police Records Specialist $80,808.00 $101,030.52 HS +POST Police Officer
Benchmark Classification
14 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $65,155.25 $83,993.24 HS + POST
Median $70,760.93 $83,216.09 HS + POST -0.93%
Mean $70,478.30 $86,635.71 HS + POST 3.15%
60th Percentile $74,052.00 $88,750.44 HS + POST 5.66%
September 3, 2024 Council Packet Page 271
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 81 Police Officer - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 1 City of Atwater Police Officer $1,500.00 96 HRS "2.5% for AA 5% BA/BS " Annual Salary
"10-19 YRS - 2% above
their monthly base
pay rate
20+ additional 3% for a
total of 5% above their
monthly base pay rate"
"2.5% POST
Intermediate
Cert
5% POST Advanced Cert"
$300
2 City of Clovis Police Officer Recruit
3 City of Dinuba Police Officer 3%
"105 Hrs of sick
2 weeks - cash
out vacation "
"2% AA
4% BA/BS
Not to exceed
4%"
Annual Salary
"Retention Pay:

2.5% for completion of
successful assignment
max 5%"
"2% Intermediate POST
4% Advanced
Cert"
750
4 City of Fresno Police Officer Recruit $1,200 / YR 96 HRS "3% BS
5% Master's or
Doc"
"5% Intermediate POST
9% advanced
POST"
$1,300.00
5 City of Hanford Police Officer 5% 96 HRS
Eligible Police Officer
shall be placed on the
next step in the range
(6 or 7) in recognition
of longevity pay.
"5% Intermediate POST

2.5% Advanced
POST"
$1,200
6 City of Kerman Police Officer 2.50%
"Must complete 5 YOS
for cashout
eligibility at
termination
6-15 YRS: 40%
16-20 YRS: 75%
20+: 90%"
"$50/mo - AA
$75/mo - BS" $25,000
"$100/mo @ 10+ YRS
$200/mo @15 +YRS
$300/mo@20+ YRS"
"2.5% Intermediate POST

2.5% Advanced
POST
Max 5%"
$1,100/YR
7 City of Kingsburg Police Officer 2.50% 120 HRS
"2.5% - AA
5% - BS

2.5% - Master's"
"One-time lump sum
payments:
$500 - 6th YR
$1,000 - 11th YR
$1,500 - 16th YR
$2,000 - 21st YR
$2,500 - 26th YR"
"2.5% Intermediate POST

2.5% Advanced
POST
Max 5%"
$1,000/ YR
September 3, 2024 Council Packet Page 272
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 82 Police Officer - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 8 City of Lemoore Police Officer 2.50% 96 HRS
"One-time lump sum
payments at the beginning of each of the
following YRS
$5,000 - 6th YR
$5,000 - 11th YR
$5,000 - 16th YR
$5,000 - 21st YR
$5,000 - 26th YR"
$1,200/YR
9 City of Los Banos Police Officer $1,800/YR 96 HRS
"$100/mo - AA
$175/mo- BS
$225/mo-MS"
Only for retirees
"$100/mo -
Intermediate
POST
$400/mo- Advanced POST"
$1,000/YR
10 City of Madera Police Officer $3,000/YR 96 HRS
"2.5% - 60
college units
5% - BS”
"$25,000 -EE
AND $5,000
Dependent"
"2.5% - Intermediate POST

2.5% Advanced
POST
$1,016.86/YR
11 City of Reedley Police Officer $1200/YR 96 HRS
"4% AA
7% BS
10% POST
Advanced and
BS"
$50,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
"4% POST
Intermediate
7% POST Advanced
10% POST
Advanced and
BS"
$1,200/YR
12 City of Sanger Police Officer 5%
"0-2: 70 HRS
2-5: 82 HRS
5-10: 108 HRS
10-15: 118 HRS
15+: 130 HRS"
"2.5% AA
5% BS" $10,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
"2.5% POST
Intermediate
Cert
5% POST Advanced Cert"
$1,500/YR
13 City of Tulare Police Officer 2.50% 96 HRS
"1.5% - Intermediate POST

2.5% - Advanced POST"
"2.5% at 5 YRS
3% at 10 YRYS

3.33% at 15 YRS
Compounded - max

8.83%"
"1.5% - Intermediate POST

2.5% - Advanced POST"
$1,100/YR
14 City of Visalia Police Officer
September 3, 2024 Council Packet Page 273
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 83 Public Works Director - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Public Works Director $129,070.16 $164,729.86 BS + 5 YRS 2 City of Clovis No Match
3 City of Dinuba Public Works Director $103,668.00 $126,012.00 4 City of Fresno Public Works Director $143,496.00 $226,536.00 BS + Exp 5 City of Hanford Public Works Director $135,996.00 $165,312.00 BS + 7 YRS 6 City of Kerman Director of Public Works $74,772.00 $100,224.00 7 City of Kingsburg Public Works Director $129,029.00 $156,836.00 BS + 7 YRS 8 City of Lemoore Public Works Director $101,406.00 $129,423.00 HS + 3 YRS 9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley Public Works Director $128,263.00 $155,905.00 BS + 5 YRS 12 City of Sanger Public Works Director $100,008.00 $121,560.00 13 City of Tulare Public Works Director $141,476.52 $171,965.28 14 City of Visalia Public Works Director $172,888.56 $199,993.92 BS + 4 YRS Maintenance Worker II
Benchmark Classification
11 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $101,472.00 $129,502.80 HS + 5 YRS
Median $129,029.00 $156,836.00 HS + 3 YRS 21.11%
Mean $123,643.02 $156,836.00 BS + 5 YRS 21.11%
60th Percentile $129,070.16 $164,729.86 BS + 7 YRS 27.20% September 3, 2024 Council Packet Page 274
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 84 Public Works Supervisor - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Public Works Superintendent $87,497.10 $111,671.32 BS + 5 YRS 2 City of Clovis No Match
3 City of Dinuba Public Works Supervisor $66,252.00 $80,496.00 4 City of Fresno No Match
5 City of Hanford Deputy Public Works Director $117,144.00 $142,392.00 BS +5 YRS 6 City of Kerman Public Works Lead Supervisor $56,628.00 $75,888.00 7 City of Kingsburg Assistant Director of Public Works $83,568.00 $101,580.00 5 YRS 8 City of Lemoore Superintendent $68,791.00 $87,796.00 HS + 6 YRS 9 City of Los Banos No Match
10 City of Madera No Match
11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Park Maintenance Supervisor $72,342.84 $90,946.56 AA + 5 YRS Public Works Supervisor
Benchmark Classification
7 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $72,648.00 $92,712.00 HS + 5 YRS
Median $72,342.84 $90,946.56 HS + 6 YRS -1.90%
Mean $78,888.99 $98,681.41 AA + 5 YRS 6.44%
60th Percentile $79,077.94 $97,326.62 BS + 5 YRS 4.98%
September 3, 2024 Council Packet Page 275
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 85 Recreation Coordinator - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Recreation Coordinator $46,364.70 $59,174.41 HS/GED + 2YRS +CPR Cert 2 City of Clovis Recreation Coordinator $76,872.00 $93,432.00 BA + 2YRS 3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford Recreation Coordinator $55,536.00 $67,512.00 AA + 1YR 6 City of Kerman Recreation Coordinator $49,008.00 $65,688.00 7 City of Kingsburg No Match
8 City of Lemoore Recreation Coordinator $46,666.00 $59,558.00 AA + 1YR +CPR Cert 9 City of Los Banos Recreation Coordinator i $37,728.00 $48,144.00 HS/GED +CPR Cert 10 City of Madera No Match
11 City of Reedley Recreation Coordinator $47,769.00 $58,063.00 AA + 5YRs +CPR Cert 12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Recreation Coordinator $61,099.32 $76,811.64 AA + 1YR Recreation Coordinator
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $46,147.47 $59,489.84 AA + 2 YRS
Median $48,388.50 $62,623.00 AA + 1 YR + CPR 5.27%
Mean $52,630.38 $66,047.88 AA + 5 YRS 11.02%
60th Percentile $50,313.60 $66,052.80 BA + 2 YRS 11.03% September 3, 2024 Council Packet Page 276
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 86 Recreation Coordinator - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay
1 City of Atwater Recreation Coordinator
2 City of Clovis Recreation Coordinator
Sick Leave: 50% of a
calendar year’s unused
accrual based on usage after an accumulation of 20 days Tuition, fees,
and books
at Cal State
Fresno
$200,000 for
EE and $10,000
for Dependents
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford Recreation Coordinator $5,000.00 $50,000.00 10 YRS: 2% 15
YRS: 3% 20
YRS: 5%
6 City of Kerman Recreation Coordinator
7 City of Kingsburg No Match
8 City of Lemoore Recreation Coordinator
$750 YR Lover
Division $1500
YR Upper Division
$50,000.00
9 City of Los Banos Recreation Coordinator i $50,000.00 10 City of Madera No Match
11 City of Reedley Recreation Coordinator
$80 MO Speaking or $100
Speak, Read,
Write
$50,000
10 YRS: 5% 15
YRS: 7.5% 20
YRS: 10%
12 City of Sanger No Match
13 City of Tulare No Match
14 City of Visalia Recreation Coordinator $75 MO
Sick Leave hours over
480 hours at 40% of
the employee's pay
rate
$2500 YR $30,000
September 3, 2024 Council Packet Page 277
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 87 Safety Dispatcher I - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Public Safety Dispatcher $47,669.27 $60,839.41 HS 2 City of Clovis Public Safety Dispatcher $67,344.00 $81,864.00 HS +3YRS 3 City of Dinuba Dispatcher $43,308 $52,644.00 HS +1 YR 4 City of Fresno Emergency Services Dispatcher I $60,000.00 $70,884.00 HS +1 YR 5 City of Hanford Communications Dispatcher $52,320.00 $63,600.00 HS +1 YR 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Public Safety Dispatcher $55,668.00 $71,064.00 HS 10 City of Madera Public Safety Dispatcher $41,677.48 $53,190.02 HS+1 YR 11 City of Reedley Dispatcher I/II $43,910.00 $50,832.00 HS 12 City of Sanger No Match
13 City of Tulare Public Safety Dispatcher $48,311.28 $58,722.24 HS +1 YR 14 City of Visalia Communications Operator $57,198.84 $71,908.20 HS +1 YR Safety Dispatcher I
Benchmark Classification
10 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $44,396.78 $57,232.98 BS + 5 YRS
Median $50,315.64 $62,219.71 BS + 6 YRS 8.71%
Mean $51,740.69 $63,554.79 BS + 7 YRS 11.05%
60th Percentile $53,659.20 $66,513.60 BS + 8 YRS 16.22% September 3, 2024 Council Packet Page 278
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 88 Safety Dispatcher I - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/Sick Education Incentive Life Insurance Longevity Pay
1 City of Atwater Public Safety Dispatcher $1,500.00 96 HRS Annual Salary "10-19 YRS - 2%
above their
monthly base pay
rate
20+ additional
3% for a total of
5% above their
monthly base pay
rate"
2 City of Clovis Public Safety Dispatcher
3 City of Dinuba Dispatcher $840/YR
"104 HRS/YR
If 500 hrs add 16 hrs
If 1000 hrs add 32 HRS"
4 City of Fresno Emergency Services Dispatcher I $1200/ YR 96 HRS Annual Salary 5 City of Hanford Communications Dispatcher 5% 96 HRS $10,000 "10 YRS - 2%
above base wage
15 YRS - 3%
above base wage
20 YRS - 5%
above base wage"
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Public Safety Dispatcher $1,800/YR 96 HRS "$100/mo - AA
$175/mo- BS
$225/mo-MS"
$50,000 Only for retirees
10 City of Madera Public Safety Dispatcher $3,000/YR 96 HRS "2.5% - 60 college
units
5% - BS
"$25,000 -EE
AND $5,000
Dependent"
11 City of Reedley Dispatcher I/II $1200/YR 96 HRS "4% AA 7% BS" $50,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
12 City of Sanger No Match
13 City of Tulare Public Safety Dispatcher $600/YR 96 HRS $20,000 14 City of Visalia Communications Operator
September 3, 2024 Council Packet Page 279
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 89 Sergeant - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater Police Sergeant $89,640.82 $114,406.93 HS + 5 YRS 2 City of Clovis Police Sergeant $121,344.00 $147,492.00 HS + 5 YRS 3 City of Dinuba Sergeant $90,504.00 $10,992.00 HS + 3 YRS 4 City of Fresno Police Sergeant $91,200.00 $134,808.00 HS + 5 YRS 5 City of Hanford Police Sergeant $94,116.00 $114,396.00 AA + 4 YRS 6 City of Kerman Sergeant $77,532.00 $103,908.00 HS + 3 YRS 7 City of Kingsburg Sergeant $85,081.00 $103,416.00 HS + 3 YRS 8 City of Lemoore Police Sergeant $77,515.00 $98,931.00 HS + 3 YRS 9 City of Los Banos Police Sergeant $109,956.00 $136,980.00 HS + 4 YRS 10 City of Madera Police Sergeant $80,501.98 $102,738.48 HS + 5 YRS 11 City of Reedley Police Sergeant $76,691.00 $93,219.00 HS + 3 YRS 12 City of Sanger Sergeant $75,588.00 $91,872.00 HS + 5 YRS 13 City of Tulare Police Sergeant $95,862.00 $116,520.72 HS + 4 YRS 14 City of Visalia Police Sergeant $102,796.80 $128,343.60 AA + 4 YRS Sergeant
Benchmark Classification
7 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $81,444.07 $104,991.55 HS + POST Basic
Median $90,072.41 $109,152.00 HS + 3 YRS 3.96%
Mean $90,594.90 $107,001.70 HS + 4 YRS 1.91%
60th Percentile $91,060.80 $114,404.74 HS + 5 YRS 8.97% September 3, 2024 Council Packet Page 280
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 90 Sergeant - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 1 City of Atwater Police Sergeant $1,500.00 96 HRS "2.5% for AA 5% BA/BS " Annual Salary
"10-19 YRS - 2%
above their
monthly base
pay rate
20+ additional
3% for a total
of 5% above
their monthly
base pay rate"
"2.5% POST Intermediate Cert
5% POST Advanced
Cert"
2 City of Clovis Police Sergeant
3 City of Dinuba Sergeant 3%
"105 Hrs of sick
2 weeks - cash
out vacation "
"2% AA
4% BA/BS
Not to exceed
4%"
Annual Salary
"Retention Pay:

2.5% for
completion
of successful
assignment
max 5%"
"2% Intermediate POST
4% Advanced Cert" 750
4 City of Fresno Police Sergeant $1,200 / YR 96 HRS
"3% BS
5% Master's or
Doc"
"5% Intermediate POST
9% advanced POST" $1,300.00
5 City of Hanford Police Sergeant 5% 96 HRS
Eligible Police
Sergeant shall
be placed on
the next step
in the range
(6 or 7) in
recognition of
longevity pay.
"5% Intermediate POST

2.5% Advanced POST" $1,200/YR
6 City of Kerman Sergeant 2.50%
"Must complete 5 YOS
for cashout
eligibility at
termination
6-15 YRS: 40%
16-20 YRS: 75%
20+: 90%"
"$50/mo - AA
$75/mo - BS" $25,000
"$100/mo @
10+ YRS
$200/mo @15
+YRS
$300/mo@20+
YRS"
"2.5% Intermediate
POST

2.5% Advanced POST
Max 5%"
$1,100/YR
7 City of Kingsburg Sergeant 2.50% 120 HRS
"2.5% - AA
5% - BS

2.5% - Master's"
"One-time lump
sum payments:
$500 - 6th YR
$1,000 - 11th YR
$1,500 - 16th YR
$2,000 - 21st YR
$2,500 - 26th
YR"
"2.5% Intermediate
POST

2.5% Advanced POST
Max 5%
$1,000 one-time
payment for POST
Supervisor Cert"
$1,000/YR
September 3, 2024 Council Packet Page 281
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 91 Sergeant - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay Cert Pay Uniform Allowance 8 City of Lemoore Police Sergeant 2.50% 96 HRS City pays for uniform
9 City of Los Banos Police Sergeant $1,800/YR 96 HRS
"$100/mo - AA
$175/mo- BS
$225/mo-MS"
"$150/MO POST Intermediate
$225/MO POST Advanced Cert
$275/MO POST Supervisory Cert"
$1000/YR
10 City of Madera Police Sergeant $3,000/ YR 96 HRS
"2.5% - 60
college units
5% - BS
"$25,000 -EE
AND $5,000
Dependent"
"2.5% - Intermediate
POST

2.5% Advanced POST
$1,016.86/YR
11 City of Reedley Police Sergeant $1200/YR 96 HRS
"4% AA
7% BS
10% POST
Advanced and
BS"
$50,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
"4% POST Intermediate
7% POST Advanced
10% POST Advanced
and BS"
$1,200/YR
12 City of Sanger Sergeant 5%
"0-2: 70 HRS
2-5: 82 HRS
5-10: 108 HRS
10-15: 118 HRS
15+: 130 HRS"
"2.5% AA
5% BS" $10,000
"2.5% at 10 YRS

2.5% at 15+
Max 5%"
"2.5% POST Intermediate Cert
5% POST Advanced
Cert"
$1,500/YR
13 City of Tulare Police Sergeant 2.50% 96 HRS
"1.5% - 30 College Units

2.5% - 60 College units
5% - BS"
"2.5% at 5 YRS
3% at 10 YRYS

3.33% at 15
YRS
Compounded -
max 8.83%"
"1.5% - Intermediate
POST

2.5% - Advanced
POST"
$1,100/YR
14 City of Visalia Police Sergeant
September 3, 2024 Council Packet Page 282
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 92 Supervising Safety Dispatcher - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba No Match
4 City of Fresno Emergency Services Dispatch Supervisor $81,456.00 $98,556.00 60 units + 5 YRS 5 City of Hanford Communications Dispatch Supervisor $64,476.00 $78,372.00 HS + 4 YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore Emergency Dispatch Supervisor $59,845.00 $76,380.00 HS + 2 YRS 9 City of Los Banos Dispatch Supervisor $68,532.00 $87,480.00 HS + 2 YRS 10 City of Madera Police Office Supervisor $55,111.16 $77,354.94 HS + 4YRS 11 City of Reedley Police Records and Communications
Supervisor $54,838.00 $66,656.00 HS + 3 YRS
12 City of Sanger No Match
13 City of Tulare Dispatch Supervisor $58,424.64 $71,015.52 HS + 4 YRS 14 City of Visalia Communications Supervisor $72,342.84 $90,946.56 HS + 3 YRS Supervising Safety Dispatcher
Benchmark Classification
8 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $59,195.71 $76,310.64 HS + 2 YRS
Median $62,160.50 $77,863.47 HS + 2 YRS 2.03%
Mean $64,378.21 $80,845.13 HS + 3 YRS 5.94%
60th Percentile $65,287.20 $80,193.60 HS + 4 YRS 5.09%
September 3, 2024 Council Packet Page 283
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 93 Transit Mechanic III - Base Compensation
Benchmark Agencies Comparable Position Minimum Salary Maximum Salary MQs 1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford Fleet Mechanic II $53,904.00 $65,520.00 HS/GED + 2YRS 6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Maintenance Mechanic I $44,556.00 $56,880.00 HS/GED + Class B DL with tanker endorsement and current medical certification card 10 City of Madera Mechanic III $44,016.72 $56,178.72
HS/GED + Class C, B DL & Possession of a
Master Technician Automotive Service Excellence certification and the Alternative Fuel:

Compressed Natural Gas vehicle certification
11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare Mechanic II $54,454.32 $66,189.48
HS/GED + 1YR Journey Level Exp & Class B DL
with Air Brake Endorsement + Certification
to perform repairs on air conditioning units.
14 City of Visalia No Match
Transit Mechanic III
Benchmark Classification
4 out of 14 Job Matches
Market Position
Data Collected Minimum Annual Salary Maximum Annual Salary MQs % Difference to Market Position Selma Class $53,989.64 $69,599.38 HS + 3 YRS
Median $49,230.00 $61,200.00 HS + 1 YR -12.07%
Mean $49,232.76 $61,192.05 HS + 2 YRS -12.08%
60th Percentile $52,034.40 $63,792.00 HS + 3 YRS -8.34% September 3, 2024 Council Packet Page 284
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 94 Transit Mechanic III - Total Compensation Elements
Benchmark Agencies Comparable Position Bilingual Pay Buy Back Vaca/ Sick
Education
Incentive Life Insurance Longevity Pay
1 City of Atwater No Match
2 City of Clovis No Match
3 City of Dinuba No Match
4 City of Fresno No Match
5 City of Hanford Fleet Mechanic II 5% stipend Vacation: 80 HRS per YR $5,000 YR
10 YRS: 2% 15
YRS: 3% 20
YRS: 5%
6 City of Kerman No Match
7 City of Kingsburg No Match
8 City of Lemoore No Match
9 City of Los Banos Maintenance Mechanic I $50,000
10 City of Madera Mechanic III
Level 3: $100
MO Level: 4-5:
$150 MO Level
6: $ 200 MO
Sick: 1% a YR
for each year of
service up to a
max of 30% for
30 YRS
$2,400 YR $25,000
11 City of Reedley No Match
12 City of Sanger No Match
13 City of Tulare Mechanic II $50 MO
Vacation: 4
weeks to pay
for out of
pocket medical
expenses (Annually)
$2500 YR $20,000
14 City of Visalia No Match
September 3, 2024 Council Packet Page 285
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 95 APPENDIX B: PUBLIC SAFETY

BENEFITS SUMMARY TABLES
Safety: Bilingual Pay and Longevity Pay
Benchmark Agencies Bilingual Pay Longevity Pay
City of Atwater $1,500.00
2% @ 10-19 YOS
3% @ 20 YOS
Max @ 5%
City of Clovis
Non-Sworn & Fire
Sworn Officers
$1,200 No Policy
$1,800
City of Dinuba
Non-Sworn
Fire
Police
No Policy
$840
$900
$1,800
City of Fresno $1,200 No Policy
City of Hanford 5%
2% @ 10 YOS
3% @ 15 YOS
5% @ 20 YOS
City of Kerman
Animal Services
Sworn Officers 2.50%
$100/mo @ 10+ YOS
$200/mo @ 15+ YOS
$300/mo @ 20+ YOS
Code Enforcement $600/ YR 2.5% @ 15 YOS

2.5% @ 20 YOS (total 5%)
City of Kingsburg 2.50%
One-time lump sum payment:
$500 - 6th YR
$1,000 - 11th YR
$1,500 - 16th YR
$2,000 - 21st YR
$2,500 - 26th YR
City of Lemoore 2.50%
One-time lump sum payment:
$5,000 - 6th YR
$5,000 - 11th YR
$5,000 - 16th YR
$5,000 - 21st YR
$5,000 - 26th YR
City of Los Banos $1,800 Only for retirees
City of Madera $3,000/YR No Policy
September 3, 2024 Council Packet Page 286
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 96 City of Reedley $1,200/YR

2.5% @10 YOS

2.5% @ 15+ YOS
Max 5 %
City of Sanger 5%

2.5% @10 YOS

2.5% @ 15+ YOS
Max 5 %
City of Tulare
No Policy
Non-Sworn $600/YR
Fire 2%
Police 2.50%
City of Visalia $900/YR No Policy
Safety: Medical, Dental, and Vision Employer Contributions; Life Insurance; and Uniform Allowance
Benchmark Agencies Medical/Dental/Vision Life Insurance Uniform Allowance City of Atwater
Medical:

City Pays 70% EE+Dep
Dental/Vision: 100% EE
Only
Annual Salary
No Allowance. City
supplies, maintains,
and replaces.

City of Clovis
City Pays 90% of EE+
Dep for lowest medical
plan
Non-Sworn Employer Provided* $900/YR
Fire Mid-Management $200,000 $1,500/YR
Fire $25,000
Police Annual Salary $1,500 YR
September 3, 2024 Council Packet Page 287
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 97 City of Dinuba
Annual Salary
Non-Sworn
Uniform provided
by the City. $200/YR
allowance for shoes.

Fire $700/YR
Police $750/YR
City of Fresno
Non-Sworn
City pays$12,000/YR
for medical, dental, and
vision
Annual Salary $552/YR
Fire $150,000 $1,500
Police
$150,000
$250,000 - Bomb Squad, Helicopter Pilot & Observer
$1,300
City of Hanford Medical/Dental: City
Pays 60% for EE + Fam
Vision: City pays 100%
for EE only
Non-Sworn $10,000 $800/YR
Fire Annual Salary $1,200/YR
City of Kerman
Employee:
100% for health, dental,
vision
Dependents:
70% for health,dental,
vision
$25,000 $1,100/YR
September 3, 2024 Council Packet Page 288
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 98 City of Kingsburg City covers 85% of premiums for EE + Fam for health, dental and vision
Employer Provided*
Non-Sworn $200/YR
Sworn $1,000/YR
City of Lemoore $20,520/ YR Cafeteria
Plan Employer ContributionEmployer Provided*
Non-Sworn $850/YR
Sworn $1,200/YR
City of Los Banos
City covers min required
through CalPERS Employer Provided*
Police $1,000/YR
Fire $700/YR
City of Madera
$28,068.72/YR Employer Contribution$25,000 for EE
$5,000 for Dep
Non-Sworn $677.04/YR
Sworn $1,016.86/YR
City of Reedley
$26,276.28
plus 100% for dental
and vision for EE+Fam
$50,000 $1,200/YR
September 3, 2024 Council Packet Page 289
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 99 City of Sanger
Medical:

EE pays max $45/mo for
EE only and additional
$45/mo for Dep
Dental/Vision: City covers 100% premiums for
EE + Fam
$10,000
Non-Sworn $1,250/YR
Police $1,500
Fire $450/YR
City of Tulare
City covers 85% of
premiums for EE + Fam
for medical, dental,
vision, and life insurance
premiums
Non-Sworn $20,000 $350/YR
Fire Mid-Management Annual Salary $900/YR
Fire $25,000
Police Employer Provided* $1,100/YR
City of Visalia
Non-Sworn Employer Provided $800/YR
Fire $30,000 City pays 100% no
allowance
Police Employer Provided $1,100/YR
Safety: Vacation Accrual Policies
Benchmark Agencies Year 1 Year 5 Year 10 Year 15 Vacation Cash Out
City of Atwater 80 @ 1-4 120 @ 5-9 160 @ 10+ 160 @ 10+ N/A City of Clovis 280 @ 1-4 280 @ 5-7
328 @ 8-9 328 @ 10-14 360 @ 15+ N/A
September 3, 2024 Council Packet Page 290
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 100 City of Dinuba
Up to 2 Weeks
Non-Sworn & Police 80 120 136 160
Fire 126 192 210
264
320.40 @
21+
City of Fresno
N/A
Non-Sworn 96 120 @ 5-8
135.96 @ 9
135.96 @ 10-14 135.96 @
15-19
175.92 @ 20
Police 120 128 144
160 @ 15-20
184 @ 20-25
200 @ 25-
30 224 @ 30+
Fire 144 @ 1-4 144 @ 5-9 192 @ 10-14
192 @ 15-19
240 @ 20-
29 288 @ 30
City of Hanford
Non-Sworn & Police 88 120 136 160 Up to 10 days/YR
Fire 144 192 216 240
City of Kerman
N/A
Non-Sworn & Police 112 150 @ 5-9 150 @ 10-14 150 @ 15
200 @ 16 +
Code Enforcement 80 120 @ 5-9 120 @ 10-14 120 @ 15
160 @ 16+
City of Kingsburg 96
104 @ 6
112 @ 7
120 @ 8
128 @ 9
136 @ 10
144 @ 11
152 @ 12
160 @ 13-14
160 @ 15-19
200 @ 20 N/A
City of Lemoore 88 @ 0-2
104 @ 3-4 120 @ 5-9 144 @ 10-14 152 @ 15-20 160 @ 20+ N/A September 3, 2024 Council Packet Page 291
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 101 City of Los Banos
80 HRS must
maintain minimum balance of
120
Non-Sworn & Police 80 120 @ 5-9 120 @ 10-14 160 @ 15+
Fire 112 168 @ 5-9 168 @ 10-14 230 @ 15+
City of Madera 96 120 144 160 @ 15-19
168 @ 20+ N/A
City of Reedley
96 @ 0-2
104 @ 3
112 @ 4
120 @ 5
128 @ 6
136 @ 7
144 @ 8
152 @ 9
160 @ 10+ 160 @ 15+
80 HRS must
maintain minimum balance of
120
City of Sanger
60 HRS must
maintain minimum balance of
80 Non-Sworn & Police 78 @ 0-2
104 @ 2-4 124 @ 5-9 172 @ 10 -14 220 @ 15+
Fire 154 202 250 198 @ 15+
City of Tulare
N/A
Non-Sworn 80
88 @ 5
96 @ 6
104 @ 7
112 @ 8
120 @ 9
120 @ 10 -14 160 @ 15+
Police 80
88 @ 5-6
96 @ 7
104 @ 8
114 @ 9
120 @ 10 120 @ 15 +
Fire 136
147.2 @5-6
158.40 @ 7
170 @ 8
181 @ 9
192 @ 10-14 214 @ 15+
Battalion Chief 136
147.2 @ 5
158.4 @ 6
169.6 @ 7
180.8 @ 8
192 @ 9
192 @ 10-14 248 @ 15+
September 3, 2024 Council Packet Page 292
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 102 City of Visalia
N/A
Non-Sworn & Police
80 @ 0-1
88 @ 2-3
112 @ 4
112 @ 5-8
136 @ 9 136 @ 10-14 136 @ 15 160 @ 16+
Fire
120 @ 0-1
144 @ 2-3
168 @ 4
168 @ 5-8
192 @ 9
192 @ 10-11
216 @ 12-14 240 @ 15+
Safety: Sick Leave, Holiday, Floating Holiday, Other Leave Policies Benchmark Agencies Sick Leave
Hours
Holiday
Hours “In
lieu of”
Floating
Holiday
Days
Other Leave Policy
City of Atwater 96 0 1 N/A
City of Clovis
96 0 ~ 50 % of Sick Leave may be eligible for “buy back” ~ Fire Mid Mgmt: Management Leave 78.4 HRS
Fire 200
Police 108
City of Dinuba
0 N/A
Non-Sworn 104
Police 105
Fire 144 33
City of Fresno
Non-Sworn & Police 96 0 0
Fire 144 156 Fire Mid Mgmt: Management Leave 90 HRS
City of Hanford
0 Non-Sworn
96 Police 56
Fire 168 154 Fire Mid Mgmt: Management Leave 64 HRS. 100% Eligible for “buy back” City of Kerman
Non-Sworn 80 0 N/A
Police 88
City of Kingsburg 120 0 0 Fire salaries include a 5.77% increase for in lieu of Holiday pay
City of Lemoore 96 240 0 N/A
City of Los Banos
Police 96 100 0 N/A
Fire 134.4 134.4
September 3, 2024 Council Packet Page 293
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 103 City of Madera 96 96 1 May cash out 40 HRS of holiday pay City of Reedley 96 0 2 1 day off for EE Birthday
City of Sanger
0 Non-Sworn N/A
70 @ 0-2
82 @ 2-5
108 @ 5-10
118 @ 10-15
130 @ 15+
Police 132
Fire 200 134 24 HRS of Emergency Leave/YR
City of Tulare
96 2 N/A
Non-Sworn 0
Police 96
Fire 134.4 104
Battalion Chief 145.6 134.4
City of Visalia
Non-Sworn & Police 96 0 0 N/A
Fire 144 132
Safety: Certification Pay, Education Incentive, Tuition Reimbursement Benchmark Agencies Fire Cert. Pay Police Cert. Pay Education Incentive (Monthly)
Tuition Reimbursement
(Annual)
City of Atwater N/A

2.5% POST
Intermediate
5% POST Advanced

2.5% - AA
5% - BS N/A
City of Clovis
FF: Max $1,200/YR for
Driver/Operator and Eng.

Taskbook
Eng: Max $1,500/YR for
Company Officer and
Captain Task Book
5% - AA & POST
Intermediate
5% - POST
Advanced
**Not Compounded**
FIRE: 2.5% added to
base for AA
additional 2.5% for
BA/BS
POLICE: 5% BS
9% BS and POST
Advanced
$2,000
City of Dinuba $750/YR for Company
Officer
2% POST Intermediate
4% POST Advanced
2% AA
4% BA/BS
Not to exceed 4%
$750 - AA
$1,000 - BS
September 3, 2024 Council Packet Page 294
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 104 City of Fresno

1.5% of top step of
Captain rank for having
all cert: Hazard, Firefighter I/II, Rescue System I,
Confined Space, Driver
Operator IA/IB
2% of top step of Captain rank for Fire Officer,
and/or Fire Instructor I,
Training Instructor, and/
or Fire Investigator I

2.5% of top step of
Captain rank for Fire
Instructor III, TO, Fire
Investigator II, Fire-Arson
3% top step of Captain
rank for Executive Fire
Officer, Chief Officer
**Not Compounded but
may be added to other
premium pay**
5% POST Intermediate
9% POST Advanced
**Not Compounded**
FIRE:
$100 - AA
$150 - BS
$250 - MS
POLICE:
3% - BS
5% - MS or PhD
City of Hanford 2.5% for Firefighter 2
5% for Company Officer
5% POST Intermediate

2.5% POST
Advanced
$150 for 30 College
Units in Fire Science
$40 - AA or BS
$1,000
City of Kerman N/A

2.5% POST
Intermediate

2.5% POST
Advanced
Max 5%
$50 - AA
$75 - BS
City of Kingsburg

2.5% Fire Officer

2.5% Chief Officer
Max: 20% for all Cert,
Education and Specialty
Pay

2.5% Intermediate POST

2.5% Advanced
POST
Max 5%
$1,000 one-time
payment for
POST Supervisor
Max: 15% for all
Cert, Education
and Specialty
Pay

2.5% - AA
5% - BS

7.5% - Master’s
Training and Education
may be reimbursed at
the Chief’s discretion
September 3, 2024 Council Packet Page 295
Copyright ©2024 Ramos HR Consulting | www.ramoshrconsulting.com Page 105 City of Lemoore N/A N/A N/A
$1,500 - Lower Div.

Courses
$3,000 - Upper Div.

Courses
City of Los Banos $600/ YR - Firefighter II
$1,200/YR Fire Officer
$100/mo - POST
Intermediate
$400/mo- POST
Advanced
$100 - AA
$175- BS
$225 -MS
$3,000
City of Madera N/A

2.5% - POST
Intermediate

2.5% POST
Advanced
**Compounded**

2.5% - 60 college
units
5% - BS
**Compounded**
$2,400
City of Reedley N/A
4% POST Intermediate
7% POST Advanced
10% POST Advanced and BS
4% AA
7% BS
10% POST Advanced and BS
City of Sanger
11% Paramedic
5% for each additional
relevant certification.

Max: 15% for all Cert and
Education Pay

2.5% POST Intermediate Cert
5% POST Advanced
*Compounded*
5% - AA
5% - BS
City of Tulare
2% Company Officer or
Fire Officer Education
5% Lead Fire Investigator
5% Paramedic
Max: 5% for all Cert and
Education Pay

1.5% POST Intermediate

2.5% POST
Advanced

1.5% - 30 College
Units

2.5% 60 College
Units
5% BS
$2,500
City of Visalia
3% Company Officer
2% Chief Fire Officer
Max 5%
3% - POST
Intermediate
2% - POST Advanced
1% - POST Supervisory
1% - POST Management
$1,500
September 3, 2024 Council Packet Page 296
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
__________________________________________________________________________ ITEM NO: 2.

SUBJECT: Consideration of Submitted Applications for Appointment to Downtown Business Improvement District Advisory Board
______________________________________________________________________________ BACKGROUND: The Selma City Council is responsible for appointing members to various Boards and Commissions, including the Downtown Business Improvement District (BID) Advisory Board. This board plays a crucial role in advising the City Council on issues impacting the downtown business community.

The BID Advisory Board, consisting of nine members, represents a diverse mix of businesses within the BID district. These members are selected from available applicants during the district formation process and annually during the review process. Each member serves a oneyear term, with terms staggered to ensure continuity.

The BID Advisory Board meets twice a month, on the first and third Wednesday at 5:30 PM.

These meetings are open to the public, promoting transparency and community involvement.

DISCUSSION: In January 2024, the Selma City Council voted to expand the BID Advisory Board from 7 members to 9. Currently, there are three (3) vacancies.

Name Business Name Business Type Term
Expiration
Richard Braden Jemma Management (KFC) Restaurant 1/1/2025 Charlotte Tucker Bill Tucker and Associates Real Estate and Property Management
1/1/2025
Parminder Singh London Properties Real Estate and Property Management
1/1/2025
Rosa Gonzalez Printopolis Screen Printing 10/31/2024
Nick Sahota Central Valley Engineering and
Surveying
Engineering and
Surveying Services
10/31/2024
Ramza Coury RPS Real Estate Real Estate and Property
Management
5/ 31/2025
Vacant 5/31/2025
Vacant 10/31/2025
Vacant 1/1/2025
September 3, 2024 Council Packet Page 297
In accordance with the Business Improvement District Management Plan, the Advisory Board reviewed the submitted applications and is recommending the appointment of Karanjoot Singh, from El Mercado to the term expiring on October 31, 2025. ______________________________________________________________________________ RECOMMENDATION: Staff recommends that the Council review the attached application and consider appointing the candidate to the vacant position expiring on October 31, 2025. ______________________________________________________________________________ _________/s/_______________________ 08/26/2024__________ Alicia Aguirre, Economic Development Manager Date
________/s/________________________ 08/26/2024__________ Reyna Rivera, City Clerk Date
__________/s/____________________ 08/26/2024__________
Fernando Santillan, City Manager Date
Attachments:
1) Applications Received
September 3, 2024 Council Packet Page 298

APPLI ATION
Downtown Selma BID Advisory Board
Return to: 1710 Tucker Street, Selma, CA.

Karanjoot Sfngh
ame ___________________________ _
Address 2440 McCall Ave Selma CA 93662
Phone
(mobile)
B . d
EI Mercado
usmess owne
(home/work)
-------------------------
B · ddr 2440 McCall Ave Selma CA 93662
usmess a ess _______________________ _
4 Years operated a business in Downtown Selma
C . . 1 Donating to multiple city events, cleanup of city parks ommumty mvo vement ____________________ _
Sikh Temple involvement
What knowledge and experience do you have in the following areas:

M k . d d" I do all of the marketing and branding for our stores and have ar etmg an Bran mg_____________________ _
had significant positive feedback and have grown this store exponentially. . 1
.
. Currently opening a restaurant and maintaining the low cost Downtown Rev1ta 1zatton ____________________ _
supermarket. We have a building for storage and have leased it out to a church so there could be more community upbringing. Potenially want to open more businesses here. . I have been able to budget and allocate funds for every single project or Finance ·---------------------------
renovation we have done in the last few years, while not hurting the integrity of the business to lower inventory.

September 3, 2024 Council Packet Page 299
C • S · p bl· W . Helping police omrnumty erv1ces: u 1c orks, Public Utilities, Police Department _____ _ with drinks, beverages, camera footage for any Incidents that may happen to help out.

Im hoping to be extremely involved In every portion of the city very soon.

Explain your reasons for wanting to be on this board
I have been working in Selma for 4 years and have enjoyed this city dear1y. I have been working with the chamber of commerce for the last 2 years and helping out with whatever I can to make sure they have the best events possible and participating also in the events. I want to make this city known and want to bring a hefty amount of business for the city so that we may all prosper and grow.
at this board meets once a month and you are required to attend these No
List three references giving name and phone number:

Harneet nwana
Nick Sahota
Karen Foster
07-16-24
Applicant's Signature Date
September 3, 2024 Council Packet Page 300
CITY MANAGER’S/STAFF’S REPORT
COUNCIL MEETING DATE: September 3, 2024
_________________________________________________________________________________ ITEM NO: 3.

SUBJECT: Provide Direction Regarding Potential Addition of The March For Jesus Event And Removal of the Tejano Festival from The Legacy Events List _________________________________________________________________________________ BACKGROUND:

During the July 15, 2024 Council Meeting, the City Council provided consensus to discuss the addition of the “March for Jesus” event to the Legacy Events list.

During the August 19, 2024 Council Meeting, the City Council provided consensus to discuss removing the Tejano Festival from the Legacy Events list.

DISCUSSION:

Legacy Events are defined within Chapter 5-7-19: Special Events Ordinance (Attachment A) and demonstrate consistent benefit to the local community. Additions and/or removals are subject to the discretion of the Council through revisions to the municipal code.

Legacy events are still required to meet the standards established through adoption of Chapter 5-7-19: Special Events. Legacy Events, apart from being identified for the historical contributions to raising the profile of Selma, only receive waiver of application fees associated with special event permitting. Legacy Events are still required to submit timely Special Event applications within the required timelines in order to be approved for operation.

Nothing in the above-mentioned ordinance shall entitle Legacy Events to be exempt from the application process, or any other requirements in the policy.

Staff is requesting direction from the City Council with regard to both events so a single ordinance revision can be presented for consideration at a future meeting.

FISCAL IMPACT: Adding or removing events from the Legacy Events list will impact collection of application fees associated with the events. ______________________________________________________________________________ RECOMMENDATION: Following discussion regarding these events, staff is requesting direction on whether or not to make changes to the ordinance as suggested by Council at previous meetings.
______________________________________________________________________________ ______/s/_______________________________ 08/27/2024___________________ Amy Smart Date
Community Services Director
September 3, 2024 Council Packet Page 301
______/s/_______________________________ 08/27/2024___________________ Jerome Keene Date
Deputy City Manager
______/s/_______________________________ 08/27/2024___________________ Fernando Santillan Date
City Manager
Attachments:

1. 5-7-19: Special Event Ordinance
September 3, 2024 Council Packet Page 302
5-7-19: SPECIAL EVENT FEE REDUCTION AND WAIVER REGULATIONS:
(A) Purpose: The purpose of this section is to provide an equitable means for community organizations:

1. To access fee reductions or fee waivers;

2. To establish mutually beneficial partnerships between the City and the community; and

3. To effectively control the manner in which the City provides event support via fee reductions or fee waivers;

4. Identify Legacy Events that shall be budgeted by the City of Selma annually for co-sponsorship. (B) Responsibility:

1. The number of special events the City supports with waivers or reductions will depend on the budget and operating impacts, and will vary annually. Annually, the City will allocate up to twenty-five thousand dollars ($25,000.00) to be used to waive or reduce City Service Fees required for special events. All events must occur within the year they are budgeted to occur. Unmet thresholds at the end of the year will not be carried forward to future years.

2. The City Manager may waive or reduce special event City Permit Fees up to a total of five hundred dollars ($500.00) per event after reviewing a recommendation from the Recreation Director and Finance Director, and upon a finding of eligibility pursuant to the criteria provided herein.

3. If the request exceeds five hundred dollars ($500.00) per event, or includes other City Service Fees outside of the Permit Fees mentioned above, then the request must be approved by City Council. (C) Eligible Special Events and Activities: Fee reductions and waivers are available to a variety of events including sporting, tourism, cultural, general, and major community events.

1. The following projects and organizers are ineligible:
(a) Events organized by groups or individuals that are unincorporated; (b) Private functions;
(c) Political parties and lobby groups;
(d) Recipients of any other financial or other type of assistance from the City within the same calendar year; (e) Projects or organizations who have not satisfactorily fulfilled their obligations following previous fee reductions or waivers.

2. Legacy Events Defined:
(a) "Legacy events" demonstrate consistent benefit to the local community and meet one of the following criteria:
(1) Have been held for a significant number of years while providing education to visitors regarding the historical and/or cultural heritage of residents of the City of Selma. (2) Celebrate national holidays with the residents of Selma. (3) Promote the youth of the City and/or the region at large through collaboration with local schools. (b) The following events have been identified by the City Council as Legacy Events:
(1) The Raisin Festival;
(2) 3rd of July Celebration;
(3) Band Festival;
(4) Christmas Parade;
(5) Sikh Parade;
(6) Portuguese Parade;
(7) Tejano Festival;
(8) Chamber of Commerce Annual Car Show and BBQ.
(D) Fee Reductions and Waivers: Fee reductions and waivers are for permit fees only. Direct costs including, but not limited to, staff time, and applicable overtime, are not eligible for fee waiver or reduction under this policy.

1. The following qualifications must be met to be eligible for fee reductions or waivers:
(a) The following not-for-profit organizations and non-profit entities that have a documented federal tax exempt status:
(1) 501(c)(3): Charitable, educational, religious, or scientific organizations that provide essential services or benefits to the local community.
(2) 501(c)(4): Civic leagues and social welfare organizations are typically engaged in efforts that promote the wellSeptember 3, 2024 Council Packet Page 303 being of the community.
(3) 501(c)(5): Labor and agricultural organizations provide essential support to major local industries or worker populations.
(4) 501(c)(6): Business leagues and chambers of commerce can play a key role in local economic development. If supporting business growth and stability is a local priority, these groups might receive fee waivers. (5) 501(c)(7 through 10): Social and recreational clubs, fraternal organizations, and other such societies that play a significant role in community bonding or provide essential community services. (b) Local organization presence;
(c) Organization cannot receive more than one waiver or reduction in a fiscal year; (d) Be open to the public;
(e) Raise the profile of Selma through prominent acknowledgement of its support and assistance in event marketing materials and at the event itself;
(f) Benefit the residents of Selma;
(g) Organization is required to provide a report to City Council post event.

2. Legacy Events shall be subject to provisions of this Chapter, but will be budgeted by the City of Selma annually and are not required to obtain fee waivers.

3. Legacy Events shall still be required to submit timely Special Event applications within the required timelines in order to be approved for operation. Nothing in this ordinance shall entitle Legacy Events to be exempt from the application process, or any other requirements in this policy.

4. Cost Recovery for fees for special events are based on the following:
(a) Tier 1 - One hundred percent (100%) cost recovery: First-time events that have not been reviewed by the City at any time prior to the current application.
(b) Tier 2 - Seventy five percent (75%) cost recovery: Recurring events that require some form of City services to conduct the event.
(c) Tier 3 - Fifty percent (50%) cost recovery: Recurring events that require no City services to conduct the event. (E) Other Obligations: Any reduction in or waiver of fees allowed will not affect the obligation of a permittee or event organizer to comply with the remaining qualifications, restrictions, and criteria of City policies, or to pay other costs or to provide insurance as required by City policies or ordinances. Business license, health permit, fire permit and liquor license fees will not be waived or reduced. (Ord. 2023-4, 8-7-2023; amd. Ord. 2023-5) September 3, 2024 Council Packet Page 304

Selma City CouncilSeptember 3, 2024

Selma City Council
September 3, 2024