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Council Meeting: August 81 1995 Santa Monical Cal~fornia
AUG 0 8 1995
TO: Mayor and city council
FROM: city staff
SUBJECT: Recommendation to Authorize the City Manager to execute
a Contract with Dworsky Associates for Architectural
Services and the JCM Group for Project Management
Services for the Design of the Pol~ce, Flre, and
Emergency Operations Center.
INTRODUCTION
This report recommends the city Manager negotiate and execute a
contract with Dworsky Associates for Architectural serv~ces for an
amount not to exceed $800,000 and the JCH Group for ProJect
Management SerVlces for an amount not to exceed $134,000 for
preparing schematic design drawings and technlcal studies for the
POlice, Flre and Emergency Operatlons Center.
ThlS report provides background as to the history and need for such
a bUllding, previous Councll actlons on thlS project, a description
of the selection process for the ProJect Hanager and Architect
services, an outline of the scope of service for the Archltect, and
information on future actions.
BACKGROUND
During emergencies, the city of Santa Monica has a responslblllty
to protect lives and property. Santa t10n i ca needs an effective
means of managing and coordlnatlng the response of police, fire and
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AUG 0 8 1995
outside agencies involved in law enforcement and emergency
services. For many years, it has been felt that the existing
Police Department faClllt~es do not adequately provide for existing
and future Department needs. Preliminary analys~s completed ln
1990 and 1994 conf~rmed the facility's inadequacies. The 1994
analysis by RossjDrulis Architects recommended a facility for
police, Fire and Emergency Operatlons Center of approximately
114,000 square feet. Additionally, recent experience managing the
emergency response and recovery operations for the January 17, 1994
earthquake lllustrated to the city its facillty shortcomings and
highlighted the importance of centralizing and coordlnating the
activities of all publlC safety and law enforcement agencies.
After the initial needs analysls \-las completed ln 1990,
conslderatlon of the bUllding project was delayed until completlon
of the CiV1C Center Speclfic Plan (CCSP). with the approval of the
CCSP by the voters of Santa Monica l.n the June, 1994 electlon,
plans for the building could be developed since the CCSP
specifically outllnes the locat~on and design parameters of a new
police facility.
CIVIC CENTER SPECIFIC PLAN
The civic Center Speciflc Plan (CCSP), approved by the voters ln a
referendum on the June, 1994 ballot, specifically a 11 0\-1S for the
construction of a ne,., publ1.c safety bUllding of up to 120,000
square feet located east of the eXlstlng Clty Hall and north of the
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proposed Olympic Drive extension. The CCSP also states that the
project could be funded vii th a voter-approved General obllgation
bond. An extenslon of Olymplc Drlve 1.S also called for ln the
CCSP.
It lS expected that at least a portion of the Olymp1.c Drive
extenslon could be built ln conjunction with the new bUlldlng to
provide for emergency access from the build1.ng to 4th street and
the 1-10 Freeway on-ramp.
The CCSP is a multi-year plan, with two or three implementat1.on
phases over numerous years w1.th both private and publ1.c plannlng.
The proposed Police, Fire and Emergency Operations Center is just
one component of the CCSP and does not dictate or preclude the
development of other parts of the Plan. As presently envlsloned,
the building is consistent with the CCSP.
POLICE BUILDING DEFICIENCIES
The existing Santa Monica Police Department and Jail 15 located in
the east \V'lng of Clty Ha 11 . The current force occuple5
approximately 44,000 gross square feet (GSF) of space, of WhlCh
approximately 9,000 GSF is for the jail.
The orlglnal city Hall was built in the late 1930's wlth the jail
facility, but vIi thout the existing Police Department \.,rlng. The
Pollce Department was located in the north wing of Clty Hall next
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to the Jail during that tlme. In 1957, the eXlsting Police
Department Headquarters was built to house approxlmately 160
employees, and has been Police Headquarters ever since, with only
a minor addition In 1979.
Future growth in the Police Department will compound the already
crowded condltlons. In order to accommodate the future needs of
the Police Department, including the Emergency Operations Center
and dispatch, the projected needs, as part of the RossjDrulls study
l.n 1994, requ1re 105,000 GSF, which is a 61,000 GSF lncrease over
existing conditions. One of the tasks for Dworsky and Associates
will be to verify the space needs of the Department.
The eXlsting building does not provide an effective environment for
the management and coordlnation of emergencies or adminlstering the
needs of a large municipal police force. The building, as It lS
presently configured, is difficult to secure. There are multiple
access p01nts to the Clty Hall and the police wing. BaSlC spaces
for police operations are missing or shared with other functions.
When the EOC is activated, the Police Department loses use of its
squad room. The crlme lab, photo lab and technical departments are
severely underslzed and require modernlzation. The Police Property
Room 1S fllled beyond its capacity and the secure storage of
confiscated weapons and drugs is difficult. Due to lack of space,
certain administrat1ve sectlons have been moved offslte. Thls
condition fragments the administrative and management structure of
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the organization and impacts overall coordinatlon of la\",
enforcement and emergency response activities.
Existing Civic Center paths of travel for police vehlcles are
restricted. Police Department emergency vehicles have no direct
access to Fourth Street from the slte. A key element of the new
Police and Fire Emergency Operations Headquarters will be to
provlde an extension of Olympic Drive directly onto Fourth Street.
This additlonal access route wlll assist the pollce ln improving
response times for emergency calls.
The eXlstlng bUlldlng does not meet current selsmic codes or
American with Dlsabillties Act (ADA) accessibility provisions and
has antiquated and ineffective mechanical, electrlcal, plumbing and
security systems. The eXlstlng bUllding infrastructure lS costly
to operate, unrellable and a growing maintenance problem.
Structural I ADA and fire code retrofits will be necessary for the
ongoing operation of the building. Basic Police Department
automated securlty systems such as closed circuit televlslon,
vOlce-actlvated duress alarms (Jail), automated locklng systens and
normal fire and life safety warning systems are non-exlstent.
The current Santa Monica Police Department building functions as an
essentlal facllity, but lacks the structural and buildlng systems
necessary for lt to be fully-operatlonal after a major earthquake.
The eXlstlng bUlldlng requlres adequate backup power,
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communications, and data systems necessary for an essential
fac1lity. During the recent earthquake, the Police Department and
the Emergency Response teams had to rely on mob1le communications
during the first phases of the response because of building power
and communications system diff1culties.
D1sruptions of this sort to emergency communications or 911
operations are unacceptable and multiple levels of redundancy for
those systems are lack1ng or inadequate in the eX1sting facility
and are be1ng planned for the new buildlng.
The current facility also does not provlde areas for community
outreach meetings, focus groups, and publ1C interaction with the
Police Department.
The Police Department lS a satellite site of the statewide CALj1D
system. This central1zed f1ngerprlnt identificatlon database
system serves the Santa Monica Pollce Department and other regional
agenc1es. The 1D section equipment and staff are located 1n a
tight, narrow area, making it difflcult to function. Th1S
condition impacts the department's ab1l1ty to rapidly ldentlfy
individuals and qU1ckly apprehend suspects.
The existing jail 15 approximately 9,000 GSF, the second oldest in
the State, and does not meet current code requirements established
by the Board of corrections, Uniform Building Code and Americans
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with Disabillties Act ( ADA) .
The problem of inadequate space configuration, lack of space,
incorrect adjacencies and disruptive and unsafe circulation are
tYPlcal throughout the eXlsting jail. The ]all does not have a
sallyport for the safe, effective transfer of prisoners to security
vehicles. Danger of escape 1S heightened by direct llnks from the
jail to public circulation. Direct supervision of all inmates from
one central security control point does not exist, necessitating
lncreased staff observatlon of custodies. The ne,v design vlill
allow the jail to be operated more eff1.Clently, allowing more
offlcers to be ass1.gned to patrol.
The victim/witness program is not efficiently provlded for in the
eXlstlng facl11ty. The bUllding does not provide speclal areas for
private vlctim/wltness lntervievls, counsellng or assistance. The
program is compromlsed by lack of interview rooms and secure
circulation paths that are not interrupted by access to the jail.
The existing booking area is undersized, outdated and lacks basic
automated support systems.
FIRE ADMINISTRATION DEFICIENCIES
The recent Northrldge Earthquake highlighted the dlsadvantages of
the Fire Department operatlng out of three different locations away
from City Hall~ the Police Department, and the Emergency Operations
Center. Coordination activities are less effectlve due to the
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physlca1 separatlon of functions. Portlons of these offlces are
also totally inaccessible to persons with disabilities and contain
basic mechanical, electrical, plumbing and communications systems
deficiencies.
The existing space in the present administratlon bUllding is
inadequate for an updated Fire Admlnlstration office which should
include centralized administratlon services, central dispatch,
paramedic coordination, resource management and flre prevention
activities. A beneflt of centralizing these functions would
include coordinated emergency response operations to the community
from a location in which key players can work together with
adequate space and systems, as vlell as one stop serVlces for the
public.
The new bUlldlng will provlde an opportunlty to develop an
integrated, state-of-the-art communlcatlons system for all
emergency response agencies. Additionally, the faclllty will allow
for better inter-divlsion communication, simplify staff meetings
and maximize use of staff and resources for the city.
DISPATCH CENTER
The eXlstlng Pollce and Flre Dlspatch Centers are located in t"m
separate bUlldlngs ln the Clty and do not provide dlrect backup to
each other. Locatlng a coordlnated police/fire central dlspatch
center within one building will lncrease the effectiveness of the
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city's emergency management system.
The lack of a modern, state-of-the-art coordinated dlspatch system
during the recent earthquake led to an inoperable 911 emergency
phone system for the Fire Department, and required them to drive
around the City to patrol for flres lmmediately after the
earthquake. A new faclllty would provide an opportunity to develop
an lntegrated, state-of-the-art communications system for all
emergency response agencies. This strategy will also allO\..; for
sharing of support spaces and the elimination of redundancies
inherent in the operatlon of two separate dispatch centers.
EMERGENCY OPERATIONS CENTER
The current Santa 110nica Emergency Operations Center (EOC) is
located in the existlng Pollce Department basement, and doubles as
the Police Squad Room. When the EOC 15 activated, the Pollce
Department loses lts only department-wide brleflng room at a tlrne
when it is the most necessary. In additlon, the existlng EOC lacks
computerized support systems necessary for automated emergency
management planning and response, and does not have backup
emergency power or uninterrupted power sources.
Although the Clty successfully responded to the recent earthquake,
the absence of modern communlcation and support systems was very
apparent. The Pollce Department recelved emergency phone calls
through thelr emergency mobile van for hours after the earthquake.
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The Northridge Earthquake also demonstrated that Santa Mon1ca needs
a dedicated emergency operat1ons center designed not only for
coordinating responses, but also for prolonged recovery, planning
and tra1ning operations. The proposed EOC will prov1de these
services, including up-to-date communications, data and building
systems, and be constructed utilizing the most modern seismic
design criteria.
BENEFITS OF NEW FACILITY
The nevi Police, F1re and Emergency operations Center v1111
signif1cantly enhance public safety for the following reasons:
0 Centralized Police and Fire fac11it1es will provide
better public safety coordination and operation.
0 New 911 emergency system w1ll be located in one facility
for all emergencies.
0 Improved emergency response times.
0 Provide the community with a state-of-the-art facil1ty 1n
order to respond to future disasters.
0 New fac1l1ty \>1111 be better able to w1thstand a major
earthquake.
0 Better access for the publ1C to Police and Fire services.
PREVIOUS COUNCIL ACTION
On August 2, 1994 the city Councl1 cons1dered p1aclng a $33 million
bond on the November, 8 1994 ballot to fund the Police, F1re and
Emergency Operation Center building. Instead, the Councll dlrected
City Staff to proceed w1th the design of the fac1l1ty wlth the
possibility of p1ac1ng a bond measure on the November, 1996 ballot.
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PROJECT MANAGEMENT SELECTION
The city determined that a project of this s~zel length of
schedulel and complexity would benefit from the hlring of a project
management firm to provide technical and management expertise.
This is a very common practlce for projects of this Slze. city
staff also felt it would help to have the recommended flrm assist
in the selection of the architect team.
The city released a Request for Proposal (RFP) for Project
Management Services on March 15, 1995, and announced the
availability of the RFP through the AlA "Greensheet" and the F.W.
Dodge Report. Close to 100 requests for the RFP were received by
the city.
18 proposals were received in response to the Project Manager RFP.
A city staff selection committee comprised of representatives from
the Fire, Police, Environmental and Public Works, and Planning and
Community Development Departments along with the City Manager's
office reviewed the proposals and made a selectlon of 6 firms for
lnterviews. The six interviewed firms included:
Construction Cost Services
CMTS/Kitchell, a Joint Venture
CRSS
HarrlS and Assoclates
The JC}'[ Group
The Nello Group
After intervietvs, and extenslve reference checks, the commlttee
chose the JCM Group to provlde proJect management services. The
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JCM Group was selected for the followlng reasons:
0 Experlence in managing similar complex projects,
including the recently completed Culver city Hall and
Culver city Fire station #2.
0 Breadth of experience within the flrm covering a wide
range of technical expertise on issues that may arise
during the project.
In additlon, the JCM Group assisted in the archltect selection
process through reference checks and technical evaluations. Their
expertlse was valuable ln analyzing the architect firm's
experiences in cost control and quality of productlon documents,
among other issues.
ARCHITECT SELECTION
On February 28, 1995 the city released a Request for Qualifications
(RFQ) for architect services. The American Institute of Archltects
lIGreensheet" was used to announce the release of the RFQ. Over 100
RFQ's were sent to architect firms who expressed an lnterest in the
project, lncludlng numerous Santa Monica firms.
The City received 32 statements of qualifications from interested
architect firms and their project teams. The same City selection
committee analyzed the submitted qualifications, and selected a
short-list of four flrms for further analysis. The four firms
were:
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Dworsky Assoclates
Ekona/Roma Architects, a Joint Venture
Meyer and Allen Assoclates
Rosser/Nadel Architects, a JOlnt Venture
The four short-listed firms were provided wlth a supplemental
questionnaire which included numerous detailed questions regarding
production quality, cost control, cost proposal, and staffing
commitments, among other things.
In add1tlon, the selection conrnlttee vislted a recently constructed
police faclllty for each of the four flrms, wlth tours headed by
representatlves of the archltect flrms, and held interviews wlth
each of the four flrms. Extensive reference checks \vere also
completed, focuslng on the firm's experience with pollce, flre or
emergency serVlces facllltles.
Based upon the collected informatlon, the selection committee 1S
recommending that Dworsky Associates be selected for the following
reasons:
0 Experlence deslgning pollce facllities, including the
recently completed Alhambra, Lymvood Regional, and Nev...ton
Area public safety facilities.
0 42 years experience designing and constructing public
sector facil1tles, with an emphasis on publ1C safety
facilities.
0 Staff experience deslgn1ng pollce and public facillties,
with relevant experlence from top-level management
through production-level staff.
0 Excellent history of qual1ty and cost control on publlC
projects.
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0 Excellent des~gn strength, w~th Mehrdad Yazdan1 as the
project designer who has a distingu1shed portfolio of
design award proJects.
Also on the Dworksy Associates team are a number of sub-consultants
to assist them 1n the preparation of the techn1cal stud~es. The
sub-consultants include John A. Martin Associates for structural
engineering, Levine Seegal Assoc~ates for mechanical eng~neering,
Patsaouras Associates for Electrical Engineer~ng, Transtech Systems
for Communications, Ruth and Going for Program Validation, C . tV .
Cook for civil englneer~ng and site design, Law Crandall for
geotechnical analysis, Killefer Flammang Purt1ll for architect
production and interior design, Chris Joseph & Associates for
environmental review, and Kaku ASSoc1ates for traffic eng~neer1ng.
In addition, the project is subject to the percent for arts
requirement. city staff feels it 1S most appropriate to include an
artist's input early in the scheMatic design process as opposed to
accommodating the percent for arts requ~rement after design of the
facility. This allows for more creat~ve opportunities to meet the
arts requirement, and ~s favored by both the art and arch~tecture
communlties. The city is 1n the process of selecting an artist to
work collaboratively Hith the arch~tect team, \v i th a select~on
committee including the Police and Fire Ch~efs, local artists, the
proJect deslgner and City staff.
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SCOPE OF SERVICES
The Dworsky team will have the following summarized scope of
service over the next n~ne month period:
0 Update and f~nalize programming study based upon 1990
analysis and 1994 Ross/Drulis analysis. This will
provide the final needs assessment and s~ze of the
facil~ty.
0 Prepare technlcal studies, includ~ng soil geotechnlcal!
seismic analysis! survey of proposed site! CiVll
engineering reVle"" of storm dra~ns with state of
California and County of Los Angeles! and prelimlnary
design of Olympic Drlve extension.
0 Schematic design of the new facility! including size!
he1.ght, adJacencies, layout, and exterior deslgn.
0 Detailed cost estimate of construction cost for use in
ballot measure.
0 Begln preparation of Environmental Impact Report (EIR) .
There will not be enough time to conplete the EIR in this
tlme period, but documentation of the technical studies
is lnportant for incluslon ln the EIR.
0 Public education regardlng the new faclllty, includlng
presentatlons to Clty Council and other city Boards and
Commlsslons as needed.
The JCM Group will have the following scope of serVlces over the
next nine months:
0 Develop a Project Hanagement structure! lncludlng a
Master Schedule, communicatlon mechanlsms, and deflning
roles and responsibilities.
0 Evaluate adjacency requirements and space plans.
0 Prepare conceptual cost estimate and proJect budget.
0 Develop lndependent schematlc design cost estlmate.
0 Assess Value Englneerlng alternatives, reVle,,, architect's
estimates, and analyze long term costs.
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0 Admlnlster archltect's contract and monitor design
process.
0 Analyze slte use and accessibility issues, utilities,
infrastructure, and relationships to adJacent facllities
and projects.
TIMING OF KEY EVENTS
If the City Councll approves the recommendation in this staff
report, work can begin on the programming, technical studles and
schematic deslgn by the end of August, 1995, with the tasks
completed by the end of May, 1996.
If the city Council chooses to place a bond measure on the
November, 1996 ballot to fund the construction of the facility,
action will have to be taken by August, 1996. The cost of
construction, and the ballot measure, will not be known until
completion of the schematlc deslgn process, since the schematlc
design process is the approprlate manner to provide an accurate
cost estimate for the facillty. city staff v'li 11 return to the
Council before August, 1996 for a discusslon on flnancial
alternatlves once an accurate cost of the facility is known.
BUDGET/FINANCIAL IMPACT
The total cost for Dworsky and Associates is not to exceed
$800,000. Hmvever, $40,000 of that cost is for the prellmlnary
design of new Olympic Drive, WhlCh the Clty has funds budgeted in
the Capital ImproveMent Progran from Propositlon C local return
monies for thls purpose ln account # 402-20096-99619.
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The total cost for the JCM Group for project management services is
not to exceed $134,000.
For a project of this size, and w1th numerous unresolved and
unforeseen issues, 1t 1S 1mportant to have a cont1ngency for both
the architect and project management teams. In addition, this
contingency will include the cost of an artist's involvement in the
schematic design process, an evaluation of effective energy
efficiency measures, and any unforeseen issues, including analysis
of potent1al lmpacts to the Pico/Kenter storm draln which runs
underneath the site. The contingency is $204,000.
The total not to exceed amount for archltect fees, project
management fees, and contlngencies is $1,138,000, wlth $40,000
belng funded from Proposltlon C funds. At lts August 2, 1994
meeting, the city council appropriated $740,000 for schematic
design to account # 01-730-304-20095-8900-99058. The City Council
needs to appropriate an additional $358,000 from the PubllC Safety
Facility Reserve to account # 01-730-304-20096-8900-99058 to cover
the $1,098,000 costs outllned above (excluding the $40,000 covered
by Proposition C funds).
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RECOMMENDATION
It is recommended that the city Council:
1. Authorize the City Manager to negotiate and execute a contract
with Dworsky and Associates for architectural services for an
amount not to exceed $800,000;
2. Authorlze the Clty Manager to negotiate and execute a contract
with the JCM Group for $134,000 for project management
services;
3. Approve all required budget actions outllned above; and
4. Authorize the city Manager to lssue any necessary change
orders to complete addltlonal work ln conformance "nth the
Administratlve Instructlons on change orders.
Prepared by: Lynne C. Barrette, Assistant city Manager
Suzanne Frick, Planning and Communlty Development
Director
James T. Butts Jr., Police Chief
Richard Bridges, Flre Chief
Paul Casey, Asslstant to the Dlrector
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RESOLUTION NO 8929
(CITY COUNCIL SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF SANTA MONICA AUTHORIZING THE CITY MANAGER
TO EXECUTE AN AMENDMENT TO THE
MEMORANDUM OF UNDERSTANDING WITH THE
LEGAL SUPPORT STAFF ASSOCIATION OF SANTA MONICA
WHEREAS, the City admlnlstratlon and representatives of the Legal
Support Staff AssocIation of Santa MOnica have met and conferred under the terms
of Ordinance No 801 (CCS) and have reached agreement on an amendment to the
current Memorandum of Understanding covenng the wages, hours and other terms
and conditIons of employment, and
WHEREAS, Section 2 06 of Ordinance No. 801 (CeS) of the City of
Santa Monica requires preparation of a written Memorandum of Understanding,
including any amendments to said Memorandum of Understanding, between the
adminIstration and employees If an agreement can be reached, and
WHEREAS, Section 2 06 of Ordinance No 801 (CCS) further provides
that any such Memorand um of Understanding, and any amendments to saId
Memorandum of Understanding, shall not be binding unless and until presented to the
governing body for determinatIon, and
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WHEREAS, the purpose of the Memorandum of Understanding, and any
amendments to said Memorandum of Understanding, IS to promote and provIde
harmOniOus relations, cooperation, and understanding between the City and the legal
Support Staff ASSOc18tlon of Santa MOnica,
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA
MONICA DOES RESOLVE AS FOllOWS'
- Section 1 The CIty Councli of the CIty of Santa MOnica does hereby
approve and authOrIZe the City Manager to execute the amendment to the
Memorandum of Understanding executed by the legal Support Staff ASSOCiation of
Santa Monica, a copy of which IS attached hereto
Section 2 The City Clerk shall certify to the adoption of thiS Resolution,
and thenceforth and thereafter {he same shall be In full force and effect.
APPROVED AS TO FORM
It..~
ES MOUTRIE
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MODIFICATION TO THE
MEMORANDUM OF UNDERSTANDING
BETWEEN
CITY OF SANTA MONICA, CALIFORNIA
AND
LEGAL SUPPORT STAFF ASSOCIATION OF SANTA MONICA
WHEREAS the Memorandum of Understanding between the CIty of Santa MOnica and
the legal Support Staff AssociatIOn of Santa Monica has been In effect since July 1. 1994.
and
- WHEREAS, Section 1 03 (Term of Agreement), SectlQn 202 (Salaries) and
SectIOn 2 05 (Bllmgual Compensation) of saId Memorandum of Understandmg provIded for the
reopening of the Memorandum of Understanding with regard to a modification of salaries and
the prOVISion regarding bilingual compensation as of July 1, 1995.
NOW, THEREFORE, both parties to the Memorandum of Understanding between the
CIty of Santa Momca and the Legal Support Staff ASSOcIation of Santa MonIca agree to
modify the eXisting Memorandum of UndersTanding to add the follOWing language to the end
of Subsection A of Section 2 02 (Salaries)
(3) Effective July 1, 1995, the salary ranges for the job classIfIcations covered by
this MOU shall be Increased by two percent (2%) and shall be as follows'
Legal ASSistant $3.060 - $3,778
Consumer Affairs SpeCialist $3,283 - $4,053
Office Administrator $3,795 - $4,687
Lega[ Secretary $3,037 - $3,749
Legal Administrative Staff ASSistant $3.795 - $4.687
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and to replace Sectloll 205 (Blllllgual CompensatIon) with the following language
Qualified employees who meet the crltena set forth herern shall receive a bilingual skill
pay of $50 00 per month To receIve bllmg ual pay the following cntena must
be met
(1 ) The employee must be assigned to speak or translate a language In
additIon to EnglIsh ThIS may Include specialized communlcatlon
skills such as sign language
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(2) An employee must regularly utilize such skills during the course of
htSiher duties or upon request of City management
(3) To become qualified, an employee must be certified as qualified
through examinatIon admInistered by the Personnel Department
(4l Recertification of thiS skili may be required from time to time through
examinatIOn aDministered by the Personnel Department
An employee who has not been certified and qualified and IS not receiving
bilmgual skill pay will not be requIred to utdlze thiS skill except on an occasIOnal basis
If an employee qualifies for bIlingual bonus for Span.lsh an.d is required to regularly use
said skill dunng what are determined by the Personnel Department to be emergency
or emergency-related SituatiOns, he/she shall receive an additional $50 00 per month,
for a total of $100 00 per month
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.
Except as expressly modIfied herein, all other terms and conditions set forth In the
Memorandum of Understanding between the City of Santa Monica and the Legal Support Staff
ASSociation of Santa Monica shall remain In full force and effect
IN WITNESS WHEREOF, the parties have executed this Modification to the
Memorandum of Unaerstanolng between the City of Santa Monica and the Legal Support Staff
ASSOCiatIOn of Santa Monica as of July 1, 1995
LEGAL SUPPORT STAFF ASSOCIATION CITY OF SANTA MONICA
OF SANTA MONICA
By J ~ JJ-:L-.
- JOHN JALILI
___ _0.- _ __ "" ~/_""-7---:'~_"----'
TER E Sk<BRANSFI ELD CIty Manager
LSSASM Representative
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JAiN OLSEN
i;,$SASM gepresentatlve
~~
3GDY SIL ERMAr\l
LSSASM Representative
APPROVED AS TO FORM
'!(E p111..12'J
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Adopted and approved thIS 8th of August. 1995
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Ma yor Pro T e pore (
I hereby certIfy that the foregomg ResolutIon 8929 (CCS) was duly adopted at a meetmg
of the CIty CouncIl held on the 8th of August, 1995 by the foHowmg vote
Ayes CouncIl members Abdo, Gensel. Greenberg, Holbrook, O'Connor
Noes CounCIl members None
Abstam CounCil members Ebner
Absent CouncIl members Rosen)tem
ATTEST
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City Clerk
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Clty Councll Mtg August 8, 1995 Santa Mon.:.ca, California
RESOLUTION NO. 8930 ( -ccs )
A RESO~UTION OF T~E CITY COUNCIL OF
THE CITY OF SANTA MOXICA ESTABLISHING
SALARY AND BENEFITS FOR THE
POS=TION OF CITY CLERK
THE CITY COUNCIL OF THE C=TY OF SANTA MONICA DOES ~ESOLVE AS
FO~LOWS:
SECTIO?\ =- Ma~~a Stewart 18 appolnted to the pOSltlOr. of Clty
Clerk at E-Step of t~e cU~rent salary ~ange whlen 18 $6,744/Month
(S7,2l6/~onth w~~h ~ERS} I effect.:.ve September 11, 1995
S3CTION 2. The beneflts accorded to th::.s posltlon shall be
-:he same as fo::::- the members of the Executlve Pay ?lan wlth the
exceptlon of =he merlt bonus pool.
SECTIOX' ~ Re l rr.b'~rsement of actual movlng and relocatlcn
.j costs l~ aD aMount not -:0 exceed 55,000 lS authorlzed. However, lf
the appclntee rena:'TIS lD -:he posltlOr. for less than one year, she
shall refund ~o Lhe C:.ty any amounLS pald to her pursuant to thlS
5ectlc::
SECTION 4. The Clty Clerk shall certlfy to the adoptlon of
C:'llS ResolutloD, and thencefort~ and thereafter the same shall be
l:1 ::'J~..L force and effect
_~PPROVED AS TOjFORM:
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~Ia~s2a Jpnes Mou~rle
Clty ALto~ney
Adopted and approved thiS 8th of August, 1995
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Mayor Pro Tempore
I hereby cemfy that the foregomg Resolution 8930 (CCS) was duly adopted at a meetmg
of the Cny Council held on the 8th of August, 1995 by the followmg vote
Ayes Council members Abdo, Ebner, Gerner, Greenberg, Holbrook, O'Connor
Noes CouncIl members None
Abstam CouncIl members None
Absent Council members Rosenstem
ATTEST
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City Clerk