CL_AGN_250512_CC_AgendaPacket_F_A1. CALL TO ORDER
2. ROLL CALL
3. PLEDGE OF ALLEGIANCE
4. PRESENTATIONS/PROCLAMATIONS/ANNOUNCEMENTS
5. APPROVE ORDER OF THE AGENDA
This is the appropriate time for the Mayor or Councilmembers to approve the agenda as is or reorder.
6. BLUE FOLDER ITEMS (SUPPLEMENTAL)
Blue folder (supplemental) items are additional back up materials to administrative reports, changes to the posted
agenda packet, and/or public comments received after the printing and distribution of the agenda packet for receive and
file.
6.A.FOR BLUE FOLDER DOCUMENTS APPROVED AT THE CITY COUNCIL
MEETING
RECOMMENDATION: Approved
7. PUBLIC COMMENT ON NON-AGENDA ITEMS
This is the appropriate time for members of the public to make comments regarding items not listed on this agenda.
Pursuant to the Brown Act, no action will take place on any items not on the agenda.
8. CONSENT CALENDAR
Business items, except those formally noticed for public hearing, or those pulled for discussion are assigned to the
Consent Calendar. The Mayor or any Councilmember may request that any Consent Calendar item(s) be removed,
discussed, and acted upon separately. Items removed from the Consent Calendar will be taken up under the "Excluded
Consent Calendar" section below. Those items remaining on the Consent Calendar will be approved in one motion. The
2 PORTUGUESE BEND ROAD
ROLLING HILLS, CA 90274
(310) 377-1521
AGENDA
Regular City Council Meeting
CITY COUNCIL
Monday, May 12, 2025
CITY OF ROLLING HILLS
7:00 PM
The meeting agenda is available on the City’s website. The City Council meeting will be live-streamed on the City’s website.
Both the agenda and the live-streamed video can be found here:
https://www.rolling-hills.org/government/agenda/index.php
Members of the public may submit written comments in real-time by emailing the City Clerk’s office at cityclerk@cityofrh.net.
Your comments will become part of the official meeting record. You must provide your full name, but please do not provide
any other personal information that you do not want to be published.
Recordings to City Council meetings can be found here: https://www.rolling-hills.org/government/agenda/index.php
Next Resolution No. 1390 Next Ordinance No. 386
CL_AGN_250512_CC_Item15C.pdf
1
Mayor will call on anyone wishing to address the City Council on any Consent Calendar item on the agenda, which has
not been pulled by Councilmembers for discussion.
8.A.APPROVE AFFIDAVIT OF POSTING FOR THE CITY COUNCIL REGULAR
MEETING OF MAY 12, 2025
RECOMMENDATION: Approve.
8.B.APPROVE MOTION TO READ BY TITLE ONLY AND WAIVE FURTHER
READING OF ALL ORDINANCES AND RESOLUTIONS LISTED ON THE
AGENDA
RECOMMENDATION: Approve.
8.C.APPROVE THE FOLLOWING MINUTES OF APRIL 28, 2025:
FINANCE/BUDGET/AUDIT COMMITTEE SPECIAL MEETING AND CITY
COUNCIL REGULAR MEETING
RECOMMENDATION: Approve as presented.
8.D.PAYMENT OF BILLS
RECOMMENDATION: Approve as presented.
8.E.ADOPT RESOLUTION NO. 1389, A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ROLLING HILLS APPOINTING NICOLAS PAPAJOHN AS CITY
ATTORNEY; AND AUTHORIZE THE CITY MANAGER TO EXECUTE ANY
DOCUMENTS NECESSARY TO IMPLEMENT THE APPOINTMENT
RECOMMENDATION: Approve as presented.
9. EXCLUDED CONSENT CALENDAR ITEMS
10. COMMISSION ITEMS
11. PUBLIC HEARINGS
12. OLD BUSINESS
13. NEW BUSINESS
13.A.FISCAL YEAR 2025/26 PROPOSED BUDGET INCLUDING FINANCE, BUDGET,
AND AUDIT COMMITTEE RECOMMENDATIONS
RECOMMENDATION: Hear a report from staff and provide staff direction on
the proposed General Fund revenues and expenditures for fiscal year 2025-
26, including the Finance, Budget, and Audit (FBA) Committee's
recommendations based on their review of the proposed budget at their
meeting held on April 28, 2025.
CL_AGN_250512_CC_AffidavitofPosting.pdf
CL_MIN_250428_FBA_F.pdf
CL_MIN_250428_CC_F.pdf
CL_AGN_250512_CC_PaymentOfBills_E.pdf
ResolutionNo1389_CityAttorneyAppointmnt_NicolasPapajohn_F.pdf
CA_AGR_250512_BBK_Amendment04_F.pdf
Attachment A - CL_AGN_250512_CC_GeneralFundBalancing_Summary.pdf
Attachment B - CL_AGN_250512_CC_Proposed_GeneralFund_Revenues.pdf
2
13.B.SELECTION OF AN AUDIT FIRM FOR THE THREE FISCAL YEARS ENDED
JUNE 30, 2025 THROUGH JUNE 30, 2027
RECOMMENDATION: That Council provide staff direction with regards to the
selection of an audit firm.
13.C.CONSIDERATION OF PROPOSED EMPLOYEE SALARY SCHEDULE AND JOB
CLASSIFICATION MODIFICATIONS
RECOMMENDATION: Approve as presented.
13.D.RECEIVE AND FILE AN UPDATE ON POTENTIAL ADDITIONAL LOCATIONS
FOR THE OUTDOOR EMERGENCY SIREN SYSTEM AND RELATED COSTS TO
IMPROVE AND ENSURE CITYWIDE COVERAGE
RECOMMENDATION: Receive and file. Provide direction to staff and HQE.
14. MATTERS FROM THE CITY COUNCIL
14.A.RECEIVE AND FILE A VERBAL UPDATE FROM THE SOLID WASTE &
RECYCLING AD HOC COMMITTEE
RECOMMENDATION: Receive and file.
15. MATTERS FROM STAFF
15.A.RECEIVE AND FILE A VERBAL UPDATE ON THE STATUS OF THE CITY HALL
CAMPUS BACKUP GENERATOR
RECOMMENDATION: Receive and file.
15.B.DECLARE A VACANCY ON THE TRAFFIC COMMISSION AND DIRECT STAFF
TO PUBLICLY NOTICE THE OPENING
RECOMMENDATION: Declare a vacancy on the Traffic Commission and
direct staff to publicly notice a vacancy for the Traffic Commission.
15.C.LETTER FOR RESIDENTS TO PROVIDE TO INSURANCE PROVIDERS
REGARDING FIRE RISK AND MITIGATION
RECOMMENDATION: Consideration and possible action to authorize the City
Mayor to work with staff in drafting a letter for Rolling Hills residents to
provide to their fire insurance providers.
Attachment C - CL_AGN_250512_CC_Proposed_FY25-26_GeneralFund_Expenditures.pdf
CL_AGN_250512_CC_PowerPoint_Presentation.pdf
Attachment A - CL_AGN_250428_CC_VasquezProposal.pdf
Attachment B - CL_AGN_250428_CC_PricePaige&Co_Proposal.pdf
Attachment A - HR_EHB_220425_Final.pdf
Attachment B - HR_Salary Survey_20250512.pdf
Attachment C - HR_Proposed Salary Schedule_20250512.pdf
Attachment D - HR_Draft Job Duties for Planning Manager and Code Compliance
Officer_Planning Technician.pdf
Attachment A - PS_SIR_250512_HQE_ProposedSirensExpansionSitesMapV2.pdf
Attachment B - PS_SIR_250512_HQE_Estimate_System Expansion.pdf
CL_AGN_250512_CC_Item13C_HQE_Email_Redacted.pdf
CL_AGN_250512_CC_Item15C_LetterForInsurance_Draft.pdf
3
16. RECESS TO CLOSED SESSION
16.A.CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
GOVERNMENT CODE SECTION 54956.9(D)(1) THE CITY FINDS, BASED ON
ADVICE FROM LEGAL COUNSEL, THAT DISCUSSION IN OPEN SESSION WILL
PREJUDICE THE POSITION OF THE CITY IN THE LITIGATION. (3 CASES) A.
NAME OF CASE: CONNIE ANDERSEN, ET AL. V. CALIFORNIA WATER
COMPANY, ET AL. (SEAVIEW CASE) CASE NO.: 24STCV20953 B. NAME OF
CASE: CITY OF ROLLING HILLS V. SCE CPUC DOCKET NO. C.24-10-008 C.
NAME OF CASE: CITY OF ROLLING HILLS V. SOCALGAS CPUC DOCKET NO.
C.24-10-009
RECOMMENDATION: None.
16.B.CONFERENCE WITH LEGAL COUNSEL - INITIATION OF LITIGATION
GOVERNMENT CODE SECTION 54956.9(D)(1) THE CITY FINDS, BASED ON
ADVICE FROM LEGAL COUNSEL, THAT DISCUSSION IN OPEN SESSION WILL
PREJUDICE THE POSITION OF THE CITY IN THE LITIGATION. (1 CASE)
RECOMMENDATION: NONE
RECOMMENDATION: None.
16.C.CONFERENCE WITH LEGAL COUNSEL - INITIATION OF LITIGATION A
CLOSED SESSION WILL BE HELD, PURSUANT TO GOVERNMENT CODE
SECTION 54956.9(C) AND (D)(4) REGARDING THE DECISION OF WHETHER
TO INITIATE LITIGATION (1 CASE)RECOMMENDATION: NONE
RECOMMENDATION: None.
17. RECONVENE TO OPEN SESSION
18. ADJOURNMENT
Next regular meeting: Wednesday, May 28, 2025 at 7:00 p.m. in the City Council
Chamber, Rolling Hills City Hall, 2 Portuguese Bend Road, Rolling Hills, California,
90274.
Notice:
Public Comment is welcome on any item prior to City Council action on the item.
Documents pertaining to an agenda item received after the posting of the agenda are available for review in
the City Clerk's office or at the meeting at which the item will be considered.
In compliance with the Americans with Disabilities Act (ADA), if you need special assistance to participate in
this meeting due to your disability, please contact the City Clerk at (310) 377-1521 at least 48 hours prior to the
meeting to enable the City to make reasonable arrangements to ensure accessibility and accommodation for
your review of this agenda and attendance at this meeting.
4
Agenda Item No.: 6.A
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: FOR BLUE FOLDER DOCUMENTS APPROVED AT THE CITY COUNCIL
MEETING
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Approved.
ATTACHMENTS:
CL_AGN_250512_CC_Item15C.pdf
5
BLUE FOLDER ITEM (SUPPLEMENTAL)
Blue folder (supplemental) items are additional back up materials to administrative reports, changes to the posted agenda packet,
and/or public comments received after the printing and distribution of the agenda packet for receive and file.
CITY COUNCIL MEETING
May 12, 2025
15C. LETTER FOR RESIDENTS TO PROVIDE TO INSURANCE PROVIDERS REGARDING
FIRE RISK AND MITIGATION
FROM: CHRISTIAN HORVATH, CITY CLERK/EXECUTIVE ASSISTANT TO THE CITY MANAGER
CL_AGN_250512_CC_Item15C.pdf
6
Agenda Item No.: 8.A
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: APPROVE AFFIDAVIT OF POSTING FOR THE CITY COUNCIL
REGULAR MEETING OF MAY 12, 2025
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Approve.
ATTACHMENTS:
CL_AGN_250512_CC_AffidavitofPosting.pdf
7
Administrative Report
8.A., File # 2777 Meeting Date: 5/12/2025
To: MAYOR & CITY COUNCIL
From: Christian Horvath, City Clerk
TITLE
APPROVE AFFIDAVIT OF POSTING FOR THE CITY COUNCIL ADJOURNED REGULAR MEETING OF
MAY 12, 2025
EXECUTIVE SUMMARY
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS
CITY OF ROLLING HILLS )
AFFIDAVIT OF POSTING
In compliance with the Brown Act, the following materials have been posted at the locations below.
Legislative Body City Council
Posting Type Regular Meeting Agenda
Posting Location 2 Portuguese Bend Road, Rolling Hills, CA 90274
City Hall Window
City Website: https://www.rolling-hills.org/government/agenda/index.php
https://www.rolling-hills.org/government/city_council/city_council_archive_agendas/index.php
Meeting Date & Time MAY 12, 2025 7:00pm Open Session
As City Clerk of the City of Rolling Hills, I declare under penalty of perjury, the document noted above was
posted at the date displayed below.
Christian Horvath, City Clerk
Date: May 9, 2025
8
Agenda Item No.: 8.B
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: APPROVE MOTION TO READ BY TITLE ONLY AND WAIVE FURTHER
READING OF ALL ORDINANCES AND RESOLUTIONS LISTED ON THE
AGENDA
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Approve.
ATTACHMENTS:
9
Agenda Item No.: 8.C
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: APPROVE THE FOLLOWING MINUTES OF APRIL 28 , 2025:
FINANCE/BUDGET/AUDIT COMMITTEE SPECIAL MEETING AND CITY
COUNCIL REGULAR MEETING
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Approve as presented.
ATTACHMENTS:
CL_MIN_250428_FBA_F.pdf
CL_MIN_250428_CC_F.pdf
10
MINUTES – FINANCE/BUDGET/AUDIT COMMITTEE MEETING
Monday, April 28, 2025
Page 1
Minutes
Rolling Hills Finance/Budget/Audit Committee
Monday, April 28, 2025
Special Meeting 6:00 p.m.
CALL TO ORDER
The Finance/Budget/Audit Committee of the City of Rolling Hills met in person on the above date at 6:02
p.m.
ROLL CALL
Members Present: Black, Mayor Pieper
Members Absent: None
Staff Present: Karina Bañales, City Manager
Robert Samario, Finance Operations Lead Consultant
Christian Horvath, City Clerk / Executive Assistant to the City Manager
1. CALL TO ORDER
2. ROLL CALL
3. PUBLIC COMMENT ON NON-AGENDA ITEMS – NONE
4. CONSENT CALENDAR
4.A. APPROVE AFFIDAVIT OF POSTING FOR THE SPECIAL FINANCE/BUDGET/AUDIT
COMMITTEE MEETING OF APRIL 28, 2025
Motion by Councilmember Black, seconded by Mayor Pieper to approve Consent Calendar. Motion carried
unanimously with the following vote:
AYES: Black, Mayor Pieper
NOES: None
ABSENT: None
5. DISCUSSION ITEMS
5.A. RECEIVE AND FILE FISCAL YEAR 2025/2026 PROPOSED GENERAL FUND REVENUE
PROJECTIONS AND EXPENDITURES BY DEPARTMENT
Presentation by Finance Operations Lead Consultant Samario
Motion by Mayor Pieper, seconded by Councilmember Black to receive and file. Motion carried unanimously
with the following vote:
AYES: Black, Mayor Pieper
NOES: None
ABSENT: None
6. ITEMS FROM THE FINANCE BUDGET AUDIT COMMITTEE – NONE
11
MINUTES – FINANCE/BUDGET/AUDIT COMMITTEE MEETING
Monday, April 28, 2025
Page 2
7. ITEMS FROM STAFF – NONE
8. ADJOURNMENT : 6:40 P.M.
The meeting was adjourned at 6:40 p.m on April 28, 2025. The next regular meeting of the
Finance/Budget/Audit Committee is to be determined beginning at 6:00 p.m. in the City Council Chamber at
City Hall, 2 Portuguese Bend Road, Rolling Hills, California. It will also be available via City’s website link at:
https://www.rolling-hills.org/government/agenda/index.php
All written comments submitted are included in the record and available for public review on the City website.
Respectfully submitted,
____________________________________
Christian Horvath, City Clerk
Approved,
____________________________________
Jeff Pieper, Mayor
12
MINUTES – CITY COUNCIL MEETING
Monday, April 28, 2025
Page 1
Minutes
Rolling Hills City Council
Monday, April 28, 2025
Regular Meeting 7:00 p.m.
1. CALL TO ORDER
The City Council of the City of Rolling Hills met in person on the above date at 7:00 p.m. Mayor Pieper
presiding.
2. ROLL CALL
Councilmembers Present: Mirsch, Wilson, Black , Dieringer, Mayor Pieper
Councilmembers Absent: None
Staff Present: Karina Bañales, City Manager
Christian Horvath, City Clerk / Executive Assistant to the City Manager
Robert Samario, Finance Operations Lead Consultant
Pat Donegan, City Attorney
3. PLEDGE OF ALLEGIANCE – City Attorney Donegan
4. PRESENTATIONS / PROCLAMATIONS / ANNOUNCEMENTS – NONE
5. APPROVE ORDER OF THE AGENDA
Staff recommended pulling Item 13C from consideration on this Agenda.
Motion by Councilmember Mirsch, seconded by Councilmember Black to approve the order of the agenda
with Item 13C removed. Motion carried unanimously with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
6. BLUE FOLDER ITEMS (SUPPLEMENTAL)
Motion by Councilmember Mirsch, seconded by Councilmember Black to receive and file Blue Folder Item
13B. Motion carried unanimously with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
7. PUBLIC COMMENT ON NON-AGENDA ITEMS – NONE
8. CONSENT CALENDAR
8.A. APPROVE AFFIDAVIT OF POSTING FOR THE CITY COUNCIL REGULAR MEETING OF APRIL
28, 2025
8.B. APPROVE MOTION TO READ BY TITLE ONLY AND WAIVE FURTHER READING OF ALL
ORDINANCES AND RESOLUTIONS LISTED ON THE AGENDA
13
MINUTES – CITY COUNCIL MEETING
Monday, April 28, 2025
Page 2
8.C. APPROVE THE FOLLOWING CITY COUNCIL MINUTES: APRIL 14, 2025 REGULAR MEETING
8.D. PAYMENT OF BILLS
8.E. REPUBLIC SERVICES RECYCLING TONNAGE AND COMPLAINT REPORTS FOR MARCH 2025
8.F. ADOPT RESOLUTION NO. 1388 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ROLLING HILLS ADOPTING THE GENERAL SERVICES AGREEMENT BETWEEN THE CITY OF
ROLLING HILLS AND THE COUNTY OF LOS ANGELES AND APPROVE RENEWAL OF LOS
ANGELES COUNTY GENERAL SERVICES AGREEMENT
8.G. APPROVE PROPOSED CONTRACT UPDATES WITH THE LOS ANGELES COUNTY
DEPARTMENT OF PUBLIC HEALTH AND AUTHORIZE THE CITY MANAGER TO EXECUTE THE
AGREEMENT
8.H. APPROVE A LETTER TO THE LOS ANGELES COUNTY BOARD OF SUPERVISORS
REQUESTING ACTION REGARDING THE LOS ANGELES COUNTY SHERIFF DEPARTMENT'S
STAFFING AND HIRING SHORTFALLS
Motion by Councilmember Black , seconded by Councilmember Mirsch to approve the Consent Calendar.
Motion carried unanimously with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
9. EXCLUDED CONSENT CALENDAR ITEMS – NONE
10. COMMISSION ITEMS – NONE
11. PUBLIC HEARINGS – NONE
12. OLD BUSINESS – NONE
13. NEW BUSINESS
13.A. RECEIVE AND FILE THE CITY OF ROLLING HILLS AUDITED ANNUAL COMPREHENSIVE
FINANCIAL REPORT FOR THE FISCAL YEAR ENDED JUNE 30, 2024
Presentation by Finance Operations Lead Consultant Samario
Motion by Councilmember Mirsch, seconded by Councilmember Wilson to receive and file. Motion carried
unanimously with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
13.B. APPROVE A PROFESSIONAL SERVICES AGREEMENT WITH VASQUEZ AND COMPANY TO
PROVIDE AUDIT SERVICES FOR THE THREE FISCAL YEARS ENDING JUNE 30, 2025, JUNE
30, 2026, AND JUNE 30, 2027 AND AUTHORIZE THE CITY MANAGER TO EXECUTE THE
AGREEMENT
14
MINUTES – CITY COUNCIL MEETING
Monday, April 28, 2025
Page 3
Presentation by Finance Operations Lead Consultant Samario
Motion by Councilmember Mirsch, seconded by Councilmember Black directing staff to continue th e item,
ask the City’s current audit provider to prepare a proposal as timely as possible, and return to the City Council
at the next meeting or as soon thereafter. Motion carried unanimously with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
13.C. RECIEVE AND FILE AN UPDATE ON POTENTIAL ADDITIONAL LOCATIONS FOR THE
OUTDOOR EMERGENCY SIREN SYSTEM TO IMPROVE AND ENSURE CITYWIDE COVERAGE
Item was pulled from Consideration.
14. MATTERS FROM THE CITY COUNCIL – NONE
15. MATTERS FROM STAFF
15.A. DISCUSS THE CITY HALL ADA IMPROVEMENT PROJECT REMAINING OPTIONS AS
PRESENTED ON MARCH 24, 2025 AND PROVIDE DIRECTION FOR STAFF
Presentation by City Clerk / Executive Assistant to the City Manager Horvath
Public Comment: Melissa McNabb
Motion by Mayor Pieper, seconded by Councilmember Wilson to move forward with finalizing Los Angeles
County Building & Safety plan check process and accept receipt of stamped plans if less than a cost of
$2,000; If costs are more than $2,000, return to City Council for further direction. Motion carried unanimously
with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
15.B. RECEIVE AND FILE CODE ENFORCEMENT QUARTERLY REPORT FOR THE FIRST QUARTER
OF 2025 (JANUARY 1 TO MARCH 31)
Presentation by City Manager Bañales
Motion by Councilmember Black, seconded by Councilmember Wilson to receive and file. Motion carried
unanimously with the following vote:
AYES: Mirsch, Wilson, Black, Dieringer, Mayor Pieper
NOES: None
ABSENT: None
16. RECESS TO CLOSED SESSION – 8:09 P.M.
16.A. CONFERENCE WITH LABOR NEGOTIATOR: GOVERNMENT CODE SECTION 54957.6
CITY NEGOTIATOR: MAYOR PIEPER
UNREPRESENTED EMPLOYEE: CITY MANAGER
15
MINUTES – CITY COUNCIL MEETING
Monday, April 28, 2025
Page 4
16.B. PUBLIC EMPLOYEE PERFORMANCE EVALUATION: PURSUANT TO GOVERNMENT CODE
SECTION 54957 TITLE: CITY ATTORNEY
16.C. PUBLIC EMPLOYEE APPOINTMENT: GOVERNMENT CODE SECTION 54957 TITLE: CITY
ATTORNEY
16.D. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION GOVERNMENT CODE
SECTION 54956.9(D)(1) THE CITY FINDS, BASED ON ADVICE FROM LEGAL COUNSEL,
THAT DISCUSSION IN OPEN SESSION WILL PREJUDICE THE POSITION OF THE CITY IN
THE LITIGATION. (3 CASES)
A. NAME OF CASE: CONNIE ANDERSEN, ET AL. V. CALIFORNIA WATER COMPANY, ET AL.
(SEAVIEW CASE) CASE NO.: 24STCV20953
B. NAME OF CASE: CITY OF ROLLING HILLS V. SCE CPUC DOCKET NO. C.24-10 -008
C. NAME OF CASE: CITY OF ROLLING HILLS V. SOCALGAS CPUC DOCKET NO. C.24-10 -
009
16.E. CONFERENCE WITH LEGAL COUNSEL - INITIATION OF LITIGATION GOVERNMENT CODE
SECTION 54956.9(D)(1) THE CITY FINDS, BASED ON ADVICE FROM LEGAL COUNSEL, THAT
DISCUSSION IN OPEN SESSION WILL PREJUDICE THE POSITION OF THE CITY IN THE
LITIGATION. (1 CASE) RECOMMENDATION: NONE
17. RECONVENE TO OPEN SESSION – 8:49 P.M.
18. ADJOURNMENT: 8:49 P.M.
The meeting was adjourned at 8:49 p.m. on April 28, 2025. The next regular meeting of the City Council is
scheduled to be held on Monday, May 12 , 2025 beginning at 7:00 p.m. in the City Council Chamber at City
Hall, 2 Portuguese Bend Road, Rolling Hills, California. It will also be available via City’s website link at:
https://www.rolling-hills.org/government/agenda/index.php
All written comments submitted are included in the record and available for public review on the City website.
Respectfully submitted,
____________________________________
Christian Horvath, City Clerk
Approved,
____________________________________
Jeff Pieper, Mayor
16
Agenda Item No.: 8.D
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: PAYMENT OF BILLS
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Approve as presented.
ATTACHMENTS:
CL_AGN_250512_CC_PaymentOfBills_E.pdf
17
18
19
Agenda Item No.: 8.E
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: ADOPT RESOLUTION NO. 1389, A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF ROLLING HILLS APPOINTING NICOLAS
PAPAJOHN AS CITY ATTORNEY; AND AUTHORIZE THE CITY
MANAGER TO EXECUTE ANY DOCUMENTS NECESSARY TO
IMPLEMENT THE APPOINTMENT
DATE:May 12, 2025
BACKGROUND:
The City Attorney is appointed by the City Council and provides legal advice to the City. The
City contracts with the law firm Best Best & Krieger, LLP (BBK) to provide legal services.
DISCUSSION:
BBK City Attorney Patrick Donegan has departed for an opportunity to serve in-house as an
Assistant City Attorney with the City of Laguna Beach and recommended the appointment of
Nicolas Papajohn, also from BBK as the new City Attorney.
Mr. Papajohn is a member of BBK's Municipal Law practice group. He advises cities and other
public agencies on a wide variety of municipal law issues, including Land Use, Planning &
Zoning, the Brown Act, the Public Records Act, and the Political Reform Act. Nick enjoys
working with public clients on a daily basis and helping them navigate complex and ever-
evolving legal issues impacting local government.
Nick has dedicated his entire legal career to representing public agencies. Prior to joining
BBK, Nick was a senior associate at a California-based municipal law firm, where he
represented cities and special districts throughout the State. He also gained valuable
experience previously working in-house as legal counsel for an Orange County public agency.
Born and raised in Orange County, Nick and his wife live in Irvine with their daughters. In his
spare time, Nick enjoys woodworking, stand-up paddleboarding, and movie nights with his
family.
20
FISCAL IMPACT:
None
RECOMMENDATION:
Approve as presented.
ATTACHMENTS:
ResolutionNo1389_CityAttorneyAppointmnt_NicolasPapajohn_F.pdf
CA_AGR_250512_BBK_Amendment04_F.pdf
21
Resolution No. 1389
1
RESOLUTION NO. 1389
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ROLLING HILLS, APPOINTING NICOLAS
PAPAJOHN AS CITY ATTORNEY
THE CITY COUNCIL OF THE CITY OF ROLLING HILLS, CALIFORNIA,
RESOLVES AS FOLLOWS
SECTION 1. The City Council finds as follows:
A. Michael Jenkins was appointed as the City Attorney by the City
Council in 1982.
B. In 2018, Mr. Jenkin’s then law firm Jenkins & Hogin, LLP merged
with Best Best & Krieger, LLP (“BBK”), and with the City’s consent, BBK began
providing City Attorney services to the City.
C. As Mr. Jenkins sought to retire and maintain an emeritus role with
BBK, the City Council appointed Patrick Donegan of BBK as City Attorney in
December of 2022.
D. In April of 2025, Mr. Donegan departed from BBK to take an
opportunity to serve in-house as an Assistant City Attorney for the City of Laguna
Beach.
E. The City Council desires to continue utilizing the legal services of
BBK and appoint Nicolas Papajohn of BBK as City Attorney in Mr. Donegan’s
stead.
SECTION 2. The foregoing recitals are true and correct and incorporated
herein by this reference.
SECTION 3. Nicolas Papajohn is hereby appointed City Attorney for the
City of Rolling Hills.
SECTION 4. That all previous Resolutions appointing the City Attorney are
hereby repealed.
SECTION 5. This Resolution shall take effect immediately upon its
passage.
SECTION 6. The City Clerk shall certify to the passage and adoption of
this resolution and enter it into the book of original resolutions.
.
22
Resolution No. 1389
2
PASSED, APPROVED, AND ADOPTED this 12th day of May, 2025
______________________________
MAYOR
JEFF PIEPER
ATTEST:
___________________________
CHRISTIAN HORVATH
CITY CLERK
23
Resolution No. 1389
3
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) §§
CITY OF ROLLING HILLS )
The foregoing Resolution No. 1389 entitled:
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ROLLING HILLS, APPOINTING NICOLAS PAPAJOHN AS
CITY ATTORNEY
was approved and adopted at a regular meeting of the City Council on the 12th
day of May, 2025, by the following roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
___________________________
CHRISTIAN HORVATH
CITY CLERK
24
CA_AGR_250512_BBK_Amendment04
AMENDMENT TO AGREEMENT FOR LEGAL SERVICES
This Amendment to Agreement for Legal Services (“Amendment”) is
entered into by and between the City Rolling Hills, a municipal corporation (“Rolling
Hills”) and the law firm of Best Best & Krieger, LLP (“BBK”) as of May 12, 2025.
RECITALS
A. Rolling Hills and Jenkins & Hogin LLP (“J&H”) entered into an Agreement for
Legal Services (“Agreement”) as of March 1, 2001, by the terms of which J&H
was engaged as an independent contractor to perform city attorney services and
Michael Jenkins was designated as the City Attorney.
B. The Agreement was assigned to the law firm of Best Best & Krieger as of April 1,
2018.
C. The City Council appointed Patrick T. Donegan as City Attorney to succeed
Michael Jenkins in closed session at its adjourned regular meeting of November
29, 2022 and authorized the City Manager to execute a corresponding
amendment to the Agreement designating Patrick T. Donegan as City Attorney
on December 13, 2022.
D. The City Council appointed Nicolas Papajohn as City Attorney to succeed Patrick
Donegan in closed session at its adjourned regular meeting of April 28, 2025 and
authorized the City Manager to execute a corresponding amendment to the
Agreement designating Nicolas Papajohn as City Attorney.
NOW, THEREFORE, in consideration of the foregoing, the Agreement is
amended as follows:
1. Section 2 of the Agreement entitled “Designation of City Attorney” is
amended in its entirety to read as follows:
“Nicolas Papajohn is designated as City Attorney for the City. The City
Council may change the designation of City Attorney at any time without
amendment to this Agreement. The parties understand and agree that
BBK may, from time to time, utilize other attorneys within the firm to assist
the designated City Attorney in the performance of this Agreement.”
Except as above modified, in all other respects the Agreement, as previously
amended, is hereby reaffirmed in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this Amendment to
Agreement for Legal Services to be executed as of the day and year first above written.
25
CA_AGR_250512_BBK_Amendment04
BEST BEST & KRIEGER, LLP
CITY OF ROLLING HILLS
By
KARINA BAÑALES
CITY MANAGER
ATTEST:
CHRISTIAN HORVATH
CITY CLERK
26
Agenda Item No.: 13.A
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ROBERT SAMARIO, FINANCE DIRECTOR
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: FISCAL YEAR 2025/26 PROPOSED BUDGET INCLUDING FINANCE,
BUDGET, AND AUDIT COMMITTEE RECOMMENDATIONS
DATE:May 12, 2025
BACKGROUND:
Over the last few months, the City of Rolling Hills has been working on developing the
proposed budget for fiscal year 2025/26. On April 14, 2025, staff presented an overview of the
proposed General Fund expenditure budget for fiscal year 2025/26. As recommended by staff,
the Council approved forwarding the item to the FBA Committee for a more detailed
discussion of staff's proposed expenditures.
Pursuant to the Council-approved budget calendar, the FBA Committee convened on April 28,
2025, to review the most recent General Fund proposed expenditure budget, including staff-
recommended adjustments to certain line-item accounts relative to the current year budget.
Staff will be presenting the FBA Committee's recommendations for Council consideration.
DISCUSSION:
Update to General Fund Revenues (Attachment A)
On March 10, 2025, Staff presented preliminary General Fund revenue projections for the next
fiscal year. Since then, staff analyzed key revenues based on additional revenues received
through March 31, 2025, to determine if an adjustment to the projections is warranted.
Although all revenues will continue to be monitored, staff recommends lowering the overall
General Fund revenue projections by $49,286. This is essentially due to a reduction of
approximately $59,000 to projections for property taxes based on revenues received through
March 31, 2025. As such, total Fiscal Year 2025/26 projected revenues are now $2,679,259.
Adjustments to Baseline Budget for Salaries & Benefits
The City's Employee Handbook and Personnel Policy Manual provides for an increase to
salaries of up to 3.5% based on the CPI. Actual CPI exceeded the 3.5% and thus staff added
27
these increases to the budgeted costs. It also includes a 3% merit increase and a 1.5% one-
time bonus. Note that in previous fiscal years, staff included a 5% merit increase provision;
however, this was reduced to 3% based on the actual merit increases in prior years.
Staff also adjusted the amounts budgeted for the various benefits provided to City employees,
including health insurance, social security, and CalPERS pension contributions, based on new
rates and changes to personnel. Overall, benefits increased by approximately $24,000;
however, the amount budgeted in fiscal year 2024-25 for Group Insurance was understated by
approximately $11,000.
Proposed Changes to Status Quo Expenditures (Attachment B)
Since the March 10, 2025, City Council meeting where preliminary revenue and expenditure
projections were presented, staff has analyzed each line-item expenditure account and
developed a "proposed" budget for the next fiscal year. The proposed budget reflects many
adjustments to line items based on a continuing analysis and increased understanding of
costs, with some accounts increasing and some decreasing from the baseline budget for next
fiscal year. In total, however, expenditures are $8,203 lower than the baseline budget.
Highlights of the changes are provided below.
01-890 Consulting Fees (Project Management) - This account was reduced by $25,000 to
reflect the fact that most of the project management costs are charged directly to the
appropriate capital project in the CIP Fund.
05-810 Annual Audit - This account was increased by $9,000 based on the pending contract
approval with a new auditor. However, this may be impacted by Council's decision on the
audit contract to be heard at this meeting.
15-890 - On Call Inspection Services - Reduced by $7,500 to align with updated projections.
25-830 - Law Enforcement - Staff added $15,750 to this account based on a notice from L.A.
County Sheriff that their contract will increase by 4.39%.
25-837 - Wildlife Mitigation & Pest Control - Reduced by $10,000 due to the contractor for
coyote services going out of business.
65-895 - Insurance - Increased by $15,000 based on the expected, what appears to be an
underestimated, FY 24-25 budget, and an expected increase in insurance premiums.
65-917 - Emergency Preparedness - Reduced by $8,000 based on expected costs next
fiscal year.
75-892 - IT Services - Increased by $9,000 due to an increase in fees from the IT service
provider. Based on comments and questions about this from the FAB Committee, staff have
reached out to Forum and will be meeting later this month to discuss. Staff will make any
potential revisions to the final budget presented on June 9, 2025.
75-932 - Area Management - Reduced by $7,860 to align the budget with the agreement.
Updated General Fund Balancing (Attachment C)
28
Based on the updated revenue projections and the proposed expenditures, the General Fund
is projected to have a budgeted operating surplus of 59,264. Note that no provision has been
made for any potential capital projects, which would be funded from reserves.
Review by the FBA Committee
Staff presented the same schedules to the FBA Committee on April 28, 2025. The FBA
Committee did not recommend any adjustments; however, they asked staff to provide more
details on certain accounts. These are provided below.
1. Account Numbers 01-716 and 15-716 (Group Insurance). Based on further analysis
based on the Committee's request, we determined that the proposed amounts were
inaccurate and have been corrected. As adjusted, the increase in Group Insurance for
Administration (01-716) of $9,546 is due to several factors: (1) a change by the
Management Analyst to a more expense plan, of which the City covers the majority,
resulting in an increased cost of $6,316; (2) the updated projected cost for the
Administrative Assistant for FY 2024-25 was based on a single person because the
position was vacant. It was filled by employee with a family, which increased the cost by
$10,900; (3) an increase to premiums of almost $4,000. Note that the budgeted increase
was only $9,546 because the current budget was overstated by approximately $11,000.
Although the costs for Group Insurance for Planning (15-716) are expected to increase
slightly next, the current year budget is overstated leading to a budget reduction of
$5,130.
2. Account 15-750 - Dues and Subscriptions. The increase of $5,620 covers the
subscription cost of a GIS System. This was previously provided by L.A. County, but
they have discontinued the service. Staff is working with vendors on new pricing, but is
currently using the previous 2-year subscription amount until finalized. This account,
which now totals $17,290, includes: $2,340 for Bluebeam Studio Prime Plan Review
System, $7,250 for iWorQ used for permit tracking and payment processing, $1,250 for
potentially integrating Bluebeam with iWorQ, and $1,500 for professional association
dues. Staff is also computing cost structures for Bluebeam integration and will finalize in
the coming weeks, which may actually be lower than projected.
3. Account 75-892 - IT Services. This account is where we account for contracted
information technology services provided by Forum. We have been averaging $5,950
per month for their services, which includes a rate increase effective January 1, 2025.
The $ 5,750 equates to $71,500 on an annualized basis. Thus, staff proposed increasing
the budget by $9,000 to $72,000.
FISCAL IMPACT:
None.
RECOMMENDATION:
Receive, consider, and provide direction to staff regarding the Finance Committee's
recommended adjustments to the proposed fiscal year 2025/26 General Fund expenditures.
ATTACHMENTS:
Attachment A - CL_AGN_250512_CC_GeneralFundBalancing_Summary.pdf
Attachment B - CL_AGN_250512_CC_Proposed_GeneralFund_Revenues.pdf
Attachment C - CL_AGN_250512_CC_Proposed_FY25-26_GeneralFund_Expenditures.pdf
29
CL_AGN_250512_CC_PowerPoint_Presentation.pdf
30
ATTACHMENT A
FY 2025-26
Adopted Amended Prelim Proposed
Budget Budget Projections Budget
Operating Revenues 2,596,685$ 2,596,685$ 2,715,321$ 2,679,259$
Operating Expenditures 2,576,708 2,623,299 2,455,198 2,619,635
Operating Surplus (Deficit)19,977 (26,614) 260,123 59,624
Capital Transfers - 825,881 250,000 -
Surplus (Deficit) - Total 19,977$ (852,495)$ 10,123$ 59,624$
FY 2024-25
CITY OF ROLLINGS HILLS
Fiscal Year 2025-26 Updated Balancing
General Fund
31
ATTACHMENT B
Preliminary Updated Preliminary Updated
Adopted Projections Projections Projections Projected
Budget FY 2024-25 FY 2024-25 FY 2025-26 FY 2025-26
1,500,750$ 1,500,750$ 1,443,744$ 1,560,780$ 1,501,494$
10,000 15,000 15,000 15,000 15,000
64,890 60,000 60,000 62,400 62,400
1,000 - - - -
280,545 284,574 284,574 290,265 290,265
400,000 450,000 450,000 450,000 450,000
10,000 10,000 10,000 10,000 10,000
25,000 30,000 30,000 30,000 30,000
300 300 300 300 300
13,000 13,000 13,000 13,000 13,000
4,000 4,000 4,000 4,000 4,000
3,000 3,000 3,000 3,000 3,000
69,000 69,000 69,000 69,000 69,000
1,200 1,800 1,800 1,800 1,800
140,000 160,000 160,000 150,000 160,000
44,000 40,000 40,000 44,000 44,000
6,000 - 1,000 - 1,000
401 Property Taxes
405 Sales Taxes
410 Property Transfer Tax
415 Other Taxes
420 Motor Vehicle In Lieu
440 Building & Other Permits
441 C&D Permits
450 Variance, Planning & Zoning
455 Animal Control Fees
460 Franchise Fees
480 Fines & Traffic Violations 482
Cost Recovery - Publications 600
RHCA Lease Revenue
650 Public Safety Aug Fund
670 Interest on Investments
671 PARS Earnings
675 Miscellaneous Revenue
699 Transfers In - Refuse Fund 24,000 24,000 24,000 24,000 24,000
TOTALS 2,596,685$ 2,666,424$ 2,609,418$ 2,728,545$ 2,679,259$
CITY OF ROLLING HILLS
FY 2025-26 Updated Revenue Projections
General Fund
32
ATTACHMENT C
FY 2025-26 Staff
Status Quo Adjust-Baseline Proposed Increase
Budget ments Budget Budget (Decrease)
01 - CITY ADMINISTRATOR
702 Salaries -Full Time 446,916$ 6,946$ 453,862$ 453,862$ -$
705 Temporary Salaries 7,000 - 7,000 7,000 -
710 Retirement CalPERS-Employer 35,159 2,045 37,204 37,204 -
712 CalPERS Unfunded Liability - - - - -
715 Workers Compensation Insurance 9,100 - 9,100 9,100 -
716 Group Insurance 82,490 9,546 92,036 92,036 -
717 Retiree Medical 37,500 2,500 40,000 40,000 -
718 Employer Payroll Taxes 33,821 1,488 35,309 35,309 -
719 Deferred Compensation 2,239 1,902 4,141 4,141 -
720 Auto Allowance 3,600 - 3,600 3,600 -
721 Phone Allowance 2,400 - 2,400 2,400 -
740 Office Supplies 13,000 - 13,000 8,000 (5,000)
745 Equipment Leasing Costs 11,000 - 11,000 10,000 (1,000)
750 Dues & Subscriptions 14,000 - 14,000 14,822 822
755 Conference Expense 2,000 - 2,000 1,500 (500)
757 Meetings Expense 2,300 - 2,300 2,100 (200)
759 Training & Education 5,000 - 5,000 4,000 (1,000)
761 Auto Mileage 500 - 500 700 200
Department/Object Account
CITY OF ROLLING HILLS
FY 2025-26 Proposed Expenditure Budget
GENERAL FUND
1 Page: 1 33
ATTACHMENT C
FY 2025-26 Staff
Status Quo Adjust-Baseline Proposed Increase
Budget ments Budget Budget (Decrease)Department/Object Account
765 Postage 19,500 - 19,500 18,500 (1,000)
775 City Council Expense 5,000 - 5,000 7,500 2,500
776 Miscellaneous Expenses 3,000 - 3,000 1,500 (1,500)
780 Comm./Newsletters & Outreach 2,500 - 2,500 3,500 1,000
785 Codification 2,400 - 2,400 3,000 600
790 Advertising 2,400 - 2,400 2,000 (400)
795 Other Gen Admin Expense 3,300 - 3,300 3,300 -
801 City Attorney 75,000 15,000 90,000 90,000 -
802 Legal Expense - Other 3,000 - 3,000 3,000 -
803 Legal & Other Outside Legal - - - - -
804 Legal Expense -CPUC - - - - -
820 Website 6,000 - 6,000 3,900 (2,100)
850 Election Expense City Council 15,000 (15,000) - - -
890 Consulting Fees 35,000 - 35,000 10,000 (25,000)
891 Records Management 1,700 - 1,700 3,900 2,200
Total City Administrator 881,825 24,427 906,252 875,874 (30,378)
2 Page: 2 34
ATTACHMENT C
FY 2025-26 Staff
Status Quo Adjust-Baseline Proposed Increase
Budget ments Budget Budget (Decrease)Department/Object Account
05 - Finance
750 Dues & Subscriptions 4,500 - 4,500 4,500 -
810 Annual Audit 35,000 - 35,000 44,000 9,000
890 Consulting Fees 120,000 - 120,000 120,500 500
Total Finance 159,500 - 159,500 169,000 9,500
15- PLANNING & DEVELOPMENT
702 Salaries 229,464 3,056 232,520 232,520 -
703 Salaries - Part-Time 26,587 302 26,889 26,889 -
710 Retirement CalPERS-Employer 17,726 1,508 19,234 19,234 -
715 Workers Comp. Insurance 3,900 - 3,900 3,900 -
716 Group Insurance 48,107 (5,130) 42,977 42,977 -
718 Employer Payroll Taxes 19,310 690 20,000 20,000 -
719 Deferred Comp 4,681 - 4,681 4,681 -
720 Auto Allowance 1,200 - 1,200 1,200 -
721 Phone Allowance 600 - 600 600 -
761 Auto Mileage 300 - 300 300 -
750 Dues & Subscription 11,670 - 11,670 17,290 5,620
755 Conference Expense 2,000 - 2,000 3,000 1,000
759 Training & Education 1,000 - 1,000 1,000 -
776 Miscellaneous Expenses 2,000 - 2,000 2,000 -
3 Page: 3 35
ATTACHMENT C
FY 2025-26 Staff
Status Quo Adjust-Baseline Proposed Increase
Budget ments Budget Budget (Decrease)Department/Object Account
790 Publication/Advertising/Noticing 10,000 - 10,000 10,000 -
802 Legal Expenses-Other 10,000 - 10,000 10,000 -
872 Property Development-Legal Exp 37,000 - 37,000 37,000 -
875 Willdan Building 45,000 - 45,000 45,000 -
878 Build Inspect. LA County 250,000 - 250,000 250,000 -
881 Storm Water Management 90,990 - 90,990 88,000 (2,990)
884 Special Project Study & Consult.5,000 - 5,000 5,000 -
886 Code Enforcement 62,880 - 62,880 62,880 -
890 Consulting Fees (Onward)15,000 - 15,000 7,500 (7,500)
928 Traffic Engineering 5,645 - 5,645 6,000 355
Total Planning & Development 900,060 426 900,486 896,971 (3,515)
-
25 - Public Safety -
830 Law Enforcement 293,000 - 293,000 308,750 15,750
833 Other Law Enforcement Exp 4,000 4,000 8,000 2,400 (5,600)
837 Wild Life Mgmt & Pest Control 20,000 - 20,000 10,000 (10,000)
838 Animal Control Expense 6,000 - 6,000 6,500 500
Total Public Safety 323,000 4,000 327,000 327,650 650
-
65 - NON-DEPARTMENTAL -
895 Insurance & Bond Expense 40,000 - 40,000 55,000 15,000
4 Page: 4 36
ATTACHMENT C
FY 2025-26 Staff
Status Quo Adjust-Baseline Proposed Increase
Budget ments Budget Budget (Decrease)Department/Object Account
901 South Bay Comm. Organization 17,600 - 17,600 17,600 -
915 Community Recognition 8,000 - 8,000 8,000 -
917 Emergency Preparedness 77,000 - 77,000 69,000 (8,000)
Total Non-Departmental 142,600 - 142,600 149,600 7,000
75 - CITY PROPERTIES
892 IT Services 63,000 - 63,000 72,000 9,000
893 Granicus Services 8,300 - 8,300 6,600 (1,700)
894 Computer Hardware Fund 5,000 - 5,000 5,000 -
925 Utilities 60,000 - 60,000 65,000 5,000
930 Repairs & Maintenance 19,100 - 19,100 21,200 2,100
932 Area Landscaping 21,600 - 21,600 13,740 (7,860)
932 Landscaping Project - - - - -
946 Buildings & Equipment 15,000 - 15,000 15,000 -
947 Non-Building Improvements - - - 2,000 2,000
Total City Properties 192,000 - 192,000 200,540 8,540
TOTAL OPERATING EXPENDITURES 2,598,985$ 28,853$ 2,627,838$ 2,619,635$ (8,203)$
5 Page: 5 37
CITY OF ROLLING HILLS
UPDATED REVENUE PROJECTIONS AND
PROPOSED EXPENDITURES
FISCAL YEAR 2025/26
38
Purpose of Report
To briefly provide updated revenue projections for FY
2025/26
To provide line-item details of proposed General Fund
expenditures for FY 2025-26.
39
UPDATED REVENUES
40
FY 2025/26
Updated
Revenue
Projections
Preliminary Updated Preliminary Updated
Adopted Projections Projections Projections Projected
Budget FY 2024-25 FY 2024-25 FY 2025-26 FY 2025-26
Property Taxes 1,500,750$ 1,500,750$ 1,443,744$ 1,560,780$ 1,501,494$
10,000 15,000 15,000 15,000 15,000
64,890 60,000 60,000 62,400 62,400
1,000 - - - -
280,545 284,574 284,574 290,265 290,265
400,000 450,000 450,000 450,000 450,000
10,000 10,000 10,000 10,000 10,000
25,000 30,000 30,000 30,000 30,000
300 300 300 300 300
13,000 13,000 13,000 13,000 13,000
4,000 4,000 4,000 4,000 4,000
3,000 3,000 3,000 3,000 3,000
69,000 69,000 69,000 69,000 69,000
Sales Taxes
Property Transfer Tax
Other Taxes
Motor Vehicle In Lieu
Building & Other Permits
C&D Permits
Variance, Planning & Zoning
Animal Control Fees
Franchise Fees
Fines & Traffic Violations
Cost Recovery - Publications
RHCA Lease Revenue Public
Safety Aug Fund 1,200 1,800 1,800 1,800 1,800
Interest on Investments 140,000 160,000 160,000 150,000 160,000
PARS Earnings 44,000 40,000 40,000 44,000 44,000
Miscellaneous Revenue 6,000 -1,000 -1,000
Transfers In - Refuse Fund 24,000 24,000 24,000 24,000 24,000
TOTALS 2,596,685$ 2,666,424$ 2,609,418$ 2,728,545$ 2,679,259$
41
GENERAL FUND EXPENDITURES
42
Proposed GF Expenditures by Department
FY 2024-25 FY 2025-26
Status Quo Baseline Proposed Proposed
Department Budget Adjustments Budget Adjustments Budget
City Administrator 881,825$ 24,427$ 906,252$ (30,378)$ 875,874$
Finance 159,500 - 159,500 9,500 169,000
Planning & Development 900,060 426 900,486 (3,515) 896,971
Public Safety 323,000 18,600 341,600 (13,950) 327,650
Non-Departmental 142,600 - 142,600 7,000 149,600
City Properties 192,000 - 192,000 8,540 200,540
Total Operations 2,598,985$ 43,453$ 2,642,438$ (22,803)$ 2,619,635$
Adopted
43
Highlights of Adjustments
Account 01-890 Consulting Fees (CIP Project Management)
Primarily being charged to capital project accounts in CIP Fund
Reduced by $25,000
05-810 Annual Audit
Increased by $9,000 to $44,000 based on potential contract with new firm
15-890 –On Call Inspection Services
Reduced by $7,500 to align with expectations
44
Highlights of Adjustments
25-830 Law Enforcement
Increased by $15,750 based on latest info from LAC (4.39%)
25-833 Other Law Enforcement
Reduced by $5,600 to align with costs for school security reimb
25-837 Wildlife Mgmt & Pest Control
Reduced by $10,000 due to contractor (Fernando) going out of business
65-895 Insurance
Increased by $15,000 to based on expected costs plus ~10%
45
Highlights of Adjustments
65-917 Emergency Preparedness
Decreased by $8,000 based on expected actuals
$20,000 for Emergency Preparedness Programming and Misc.Items
$40,000 for EOC build out (Chambers)
75-892 IT Services
Increased by $9,000 based on a rate increase by Forum and monthly average spend through 3/31/2025
75-932 Area Management
Reduced by $7,860 per agreement
46
UPDATED BALANCING
FY 2025-26
Adopted Amended Prelim Pr oposed
Budget Budget Projections Budget
Operating Revenues 2,596,685$ 2,596,685$ 2,715,321$ 2,679,259$
Operating Expenditures 2,576,708 2,623,299 2,455,198 2,619,635
Operating Surplus (Deficit)19,977 (26,614) 260,123 59,624
Capital Transfers - 825,881 250,000 -
Surplus (Deficit) - Total 19,977$ (852,495)$ 10,123$ 59,624$
FY 2024-25
47
Finance Committee Feedback
Group Insurance (Account #s 01-706 and 15-706)
Increases did not look right –too high in City Admin and much lower in Planning
Discovered that proposed budgets were not calculated correctly and have been corrected
Increase of ~$9,500 in City Admin (01-706) is due to several factors, including:
A change to a more expensive plan by a current employee
Increased premiums
Current year budget was calculated when one of the positions was vacant and using EE only
Decrease in Planning of $5,130 due to incorrect calculation of current year budget (did not reflect EE contributions)
48
Finance Committee Feedback
Dues and Subscriptions (Account # 15-750)
Requested additional information on the $5,620 increase and costs
included in the $17,290 adjusted total
$5,620 is to cover the cost of the GIS System provided by the County of Los
Angeles
Also includes the following items:
$2,340 for Bluebeam Studio Prime (Plan Check System)
$7,250 for i WorQ (Permit Tracking and POS System)
$1,250 for potentially integrating Bluebeam and iWorQ
$1,500 for professional association dues
$300 in payment processing fees for POS System
49
Finance Committee Feedback
IT Services (Account # 75-892)
Used to account for contracted IT services provided by Forum
We have been averaging $5,950 per month through March 31,
2025, including a rate increase in January.
Equates to $71,500 annualizes
Staff proposes to increase budget by $9,000 to $72,000
Staff will be looking a ways to reduce costs including other
companies
50
Recommendation
Provide staff feedback on updated revenues and proposed
expenditures, including the FBA Committee feedback
51
Next Steps
June 9, 2025 Council meeting
Prop 218 Hearing on Refuse rate increases
Potential adoption of budget and GANN Limit
June 23, 2025
If necessary, adoption of budget and GANN Limit
52
QUESTIONS/DISCUSSION
53
Agenda Item No.: 13.B
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ROBERT SAMARIO, FINANCE DIRECTOR
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: SELECTION OF AN AUDIT FIRM FOR THE THREE FISCAL YEARS
ENDED JUNE 30, 2025 THROUGH JUNE 30, 2027
DATE:May 12, 2025
BACKGROUND:
Each year, the City is required to have an audit performed on its financial statements by an
independent certified public accounting firm.
Over the last nine fiscal years, the City's annual audit has been performed by LSL, CPAs.
While the City has been pleased with their services, best practices dictate that the City change
auditors every 5-7 years. As such, two years ago, based on Council direction, the City
conducted an RFP for audit services but received no responses. Last year, the City again
conducted an RFP, which again yielded no bidders.
This year, staff reached out to several qualified firms and garnered interest in submitting a bid,
and received two bids.
This evening, staff seeks City Council direction on whether to retain the current audit firm or
rotate to a new firm.
DISCUSSION:
The City received a proposal from Vasquez & Company (Attachment A) and a second from
Price, Paige & Company (Attachment B). Both firms have extensive experience in audits of
local governments and are among the leaders in providing such services in California.
The proposed fees for the three years ending June 30, 2027, from Vasquez & Company
totaled $140,635, and from Price, Paige & Company, the fees for the same three-year period
totaled $151,696. The difference in fees amounts to $11,061 over a three-year period.
City staff presented the results of the informal RFP to the City Council at the meeting of April
28, 2025, recommending Vasquez & Company on the basis of price, since both firms are very
qualified. However, because of the increased costs relative to the current audit fees, Council
54
directed staff to solicit a quote from the City's current audit firm, LSL CPAs, to determine the
true cost of changing auditors.
LSL did provide a quote for the same three-year period, which totaled $97,650, or $32,550 per
year. Over the three-year period, this is $42,985 lower than the proposed fees from Vasquez &
Company.
While price is certainly an important factor, in this case the savings have to be weighed
against the best practice of rotating auditors periodically to ensure the appearance of
independence, to avoid the risk of complacency, and to the encourage a "fresh set of eyes" on
the City's finances and systems of internal control.
In cases where a local government agency decides to use the same audit firm long term, they
require a change in audit partners and managers as a mitigation measure to the normal
practice of rotating audit firms periodically. LSL does have the capacity to change the partner
and manager on the engagement in the performance of the audits for the next three fiscal
years.
It is important to note that LSL's current and proposed fees are based on their knowledge of
the City's operations and, after many years of auditing the City, their determination that the
audit risk is low. This allows them to complete the audit efficiently and inexpensively. In
contrast, a new auditor has to consider the risk and cost of taking on a new client with which
they are not familiar. As such, at least for the initial contract term, they have to factor in the
cost of learning and documenting the City's systems and processes and the uncertainty
regarding the City's risk profile. Consequently, changing auditors will inevitably result in higher
fees than those paid to the incumbent audit firm.
As a final consideration, a decision to stay with the current audit firm on the basis of price will
severely limit the ability in the future for the City to change auditors as audit firms will likely be
unwilling to submit a proposal given the perception that the City is unwilling to pay for the extra
risk and time associated with brining in a new audit firm.
FISCAL IMPACT:
None.
RECOMMENDATION:
That the City Council provide direction to staff on whether to retain the current audit firm or
rotate to a new firm, after considering the pros and cons discussed in this report.
ATTACHMENTS:
Attachment A - CL_AGN_250428_CC_VasquezProposal.pdf
Attachment B - CL_AGN_250428_CC_PricePaige&Co_Proposal.pdf
55
Revised Proposal to Provide
Professional Auditing Services
City of Rolling Hills
Submitted by:
Cristy Canieda
Partner, Government Practice Leader
Vasquez & Company LLP
655 N. Central Avenue, Suite 1550
Glendale, CA 91203
Tel: (213) 873-1720
Fax: (213) 873-1777
Email: ccanieda@vasquezcpa.com
April 23, 2025
56
Table of Contents
Transmittal Letter .......................................................................................................................................... 1
General Requirements .................................................................................................................................. 5
Partner, Supervisory and Staff Qualifications and Experience ................................................................... 11
Similar Engagements with Other Governmental Entities ............................................................................ 21
Specific Audit Approach .............................................................................................................................. 21
Identification of Anticipated Potential Audit Problems ................................................................................. 32
Report Format ............................................................................................................................................. 32
Fees ............................................................................................................................................................ 33
57
1
Transmittal Letter
April 23, 2025
Robert Samario
Finance Director
City of Rolling Hills
2 Portuguese Bend Road
Rolling Hills, CA 90274
RE: Vasquez Revised Proposal to Provide Professional Financial Statement Auditing Services to
the City of Rolling Hills
Vasquez & Company LLP (“Vasquez,” “we,” “us,” or “our”) is pleased to submit our proposal to audit the
financial statements of the City of Rolling Hills (the “City”) for the three fiscal years beginning with fiscal
year ending June 30, 2025, with the option of auditing its annual financial statements for each of the two
(2) subsequent fiscal years.
Statement of Understanding
Our Firm’s understanding of the scope of services is as follows:
Perform an audit and render an auditor's report on the Basic Financial Statements of the City in
accordance with auditing standards generally accepted in the United States of America and
Government Auditing Standards issued by the Comptroller General of the United States.
As part of our audit, we will render a report on the basic financial statements that will include
both Government-Wide Financial Statements and Combining Fund Financial Statements
and also apply limited audit procedures to Management's Discussion and Analysis
(MD&A), if provided and required supplementary information pertaining to the General
Fund and each major fund of the City.
We will render our auditor's reports on the City's internal control over financial reporting
and compliance with relevant laws and regulations and other matters based on our audit
of the financial statements.
Prepare and word-process the City's general-purpose financial statements.
Prepare the Annual State Controller’s Report for the City
Issue a Management Letter that includes recommendations for improvements in internal control,
accounting procedures, and other significant observations that are considered to be non-
reportable conditions.
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City of Rolling Hills
April 23, 2025
Page 2
Perform agreed-upon procedures pertaining to the City's GANN Limit and render a letter annually
to the City regarding compliance.
Provide guidance on implementing new GASB and OMB requirements and specifics of Federal
and State of California regulations pertaining to local government financial reporting.
Upon request and specifically after our audits, we will be pleased to make a presentation to the City Council,
during which we will discuss our audit approach, scope, and results. We pride ourselves on our ability to
convey complex information in an informative fashion, free of bias, such that Management and the City
Council can evaluate the significance of the information and determine action plans as may be appropriate.
Management can be assured our audits will be performed in the following:
Generally accepted auditing standards in the United States of America,
The standards applicable to financial audits contained in the most current version of the
Government Auditing Standards, issued by the Comptroller General of the United States,
Why Vasquez?
Experienced Firm:
Experienced in serving the financial and compliance needs of over 80 municipalities in California.
Experience assisting government agencies achieve the Government Finance Officers Association
(GFOA) Certificate of Achievement for Excellence in Financial Reporting.
Experienced Leaders:
Cristy A. Canieda, Vasquez Government Practice Leader, formerly with PwC, will lead our delivery
of services to the City. She will direct and supervise the auditors in performing the engagement,
review the audit results, and provide technical expertise as appropriate.
Roger Martinez, Vasquez Partner, formerly with KPMG, will act as the engagement quality control
reviewer and objectively evaluate the engagement team's significant judgments and conclusions in
formulating the auditor's report.
Information Technology Expertise:
Our audit approach includes an on-site and off-site review of the City's Information Technology (IT) general
controls by IT professionals with more than 20 years of experience to assess whether the standards of
security, integrity, continuity, and control are conducive to reliable processing, consistent with the City's
technology standards and appropriate to safeguard your information assets.
Our Internal Control-Based Audit Approach:
Our professionals, with extensive experience in performing financial and compliance audits of local
municipalities and other public agencies in California, will bring an unbiased, fresh perspective to
the City's systems, operations, and practices. Our experience will allow us to assess your risk and
compare your existing policies and practices to those used by other efficient, reputable agencies.
We will focus on the critical areas of your operations.
Our audit approach is unique in evaluating and testing key internal accounting controls rather than
merely performing substantive tests. This approach provides critically important information to City
management about the effectiveness of its internal controls.
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City of Rolling Hills
April 23, 2025
Page 3
Communication with the City:
We will hold regularly scheduled status meetings to keep you abreast of our progress.
We will provide you with meaningful status reports.
We will take a proactive approach to develop practical solutions to identified challenges.
Team members, including the engagement and quality control partners, will be available year-
round.
Addressing Critical Accounting Matters:
Recognizing that your interests are best served by highly qualified, knowledgeable, and trained accountants
and auditors, we offer our staff and our clients:
Frequent training in current technical matters and subjects of importance to local governments'
finance, accounting, and auditing aspects, such as new GASB standards and OMB requirements.
Specifics of Federal and State of California regulations about local government accounting,
reporting, and compliance.
Timeliness:
We understand and appreciate the importance of adhering to agreed-upon timelines and meeting
deadlines.
We structure our audit approach to recognize issues early, plan for the orderly completion of our
work, and avoid end-of-audit surprises.
We commit to performing the work within the agreed timeframe
New GASB Pronouncement Experience:
Our team has assisted clients in adopting applicable Governmental Accounting Standards Board
(GASB) statements.
Our firm assists clients in assessing their readiness to implement the new standards and guiding
them through the implementation.
Providing an Effective and Efficient Audit:
Our risk-based approach, high-caliber management team, and experienced staff ensure that critical issues
are not overlooked but promptly identified, communicated to you, and resolved to the City's satisfaction.
Affirmations:
This proposal is a firm and irrevocable offer for the three fiscal years beginning with fiscal year ending June
30, 2025.
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City of Rolling Hills
April 23, 2025
Page 4
Vasquez is committed to providing the City with the highest customer service, and we trust that you will find
us qualified to provide the City with professional financial statement auditing services. If you have any
questions or need further assistance, please call me using the contact information below.
VASQUEZ & COMPANY LLP
Cristy A. Canieda, Partner – Government Practice Leader
655 N. Central Avenue, Suite 1550
Glendale, CA 91203
Tel.: 213-873-1720
Email: ccanieda@vasquezcpa.com
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 5
General Requirements
a) Independence
Vasquez meets the independence requirements of the auditing standards generally accepted in the
United States of America and the Government Auditing Standards, published by the United States
General Accounting Office ("Yellow Book") as it relates to the City.
Vasquez does not have any professional relationships involving the City or any of its agencies or
component units.
AICPA Government Audit Quality Center
Vasquez is an AICPA Governmental Audit Quality Center (GAQC) member. Membership in the AICPA
GAQC demonstrates our commitment to quality in the performance of governmental audits. Leveraging
the Center's benefits enables us to access resources designed to enhance audit quality and apply audit
best practices.
Quality Control
Vasquez has an extensive quality control program designed to monitor compliance with audit and
accounting professional standards and firm policies. Our client service approach requires the active
involvement of experienced partners and managers in the consulting and audit engagements to ensure
that critical issues are identified and resolved on a timely basis.
Performance Monitoring and Assessment
The objective of the engagement performance element of our quality control is to provide reasonable
assurance that:
Engagements are consistently performed in accordance with applicable professional standards
and regulatory and legal requirements,
Our firm or engagement partner issues reports that are appropriate in the circumstances.
Policies and procedures for engagement performance address all phases of the design and execution
of the engagement, including engagement performance, supervision responsibilities, and review
responsibilities. Policies and procedures require that consultation take place when appropriate. Also,
our firm has established criteria against which all engagements are to be evaluated to determine
whether an engagement quality control review should be performed.
We satisfy the above objectives by establishing and maintaining the following policies and procedures:
Planning for engagements meets professional, regulatory, and firm requirements.
Qualified engagement team members review work performed by other team members on a
timely basis.
Vasquez establishes procedures addressing the nature, timing, extent, and documentation of
the engagement quality control review.
Vasquez establishes criteria for the eligibility of engagement quality control reviewers.
Vasquez requires that consultation take place when appropriate; that sufficient and appropriate
resources are available to enable appropriate consultation to take place; that all the relevant
facts known to the engagement team are provided to those consulted; that the nature, scope,
and conclusions of such consultations are documented; and that conclusions resulting from
such consultations are implemented.
Management follow-up procedure internally called "Voice of the Client" to set the tone of "how we did"
and "where we can improve."
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 6
b) License to Practice in California
Vasquez is licensed to conduct public accounting in California. All "key" engagement team members are
properly licensed Certified Public Accountants in California. Vasquez certifies that it will inform the City of
any suspension, termination, lapse, non-renewals, or restrictions of its licenses, certificates, or other
required documents upon notification.
DCA - Search Details
c) Firm Qualifications and Experience
Vasquez and Company LLP is a Limited Liability Partnership established in 1969 and registered with
the State of California Department of Consumer Affairs, with over 55 years of experience in performing
financial, compliance, and performance audits, internal control reviews, fraud investigations, and risk
assessments of government agencies. Our specialists also have technical expertise in transportation
compliance, construction contracts and leasing, affordable housing, HUD-funded low-income housing,
and local governance.
As a regional firm with former partners and managers with international accounting firms, we offer a
superior service characterized by timely, personalized attention. Our professionals deliver innovative
yet practical solutions that help clients gain a competitive advantage. The following represents a partial
list of benefits that would be available to the City as a client of the firm:
Specialty and expertise in financial, compliance, internal, and performance audits,
Knowledge of Government "best practices"
Extensive partner involvement,
Practical information about current trends,
Routine consultation throughout the year,
Cutting-edge technology is utilized to minimize audit costs for you,
Quality assurance built into all aspects of the engagement, from staffing to planning, execution,
and reporting.
Firm Resources
Since its inception, Vasquez has focused on serving governmental entities. As a result, the government
industry comprises the largest portion of the industries we serve today.
Partners 7
Directors/7
Manager 22
Supervisors 25
Senior Auditors 65
Staff Auditors 124
Professionals 250
Administrators 30
Total 280
Government Practice Group
The Vasquez Government Practice Group comprises over 150 professionals trained and experienced
in serving government entities, specializing in California cities, municipal water, transportation,
education, and other special districts.
The Vasquez Government Practice Group comprises professionals from international accounting firms
seeking to focus on their chosen industry – mainly government and nonprofit – and work with greater
autonomy in a progressive, agile, and client-centric environment. The Vasquez leadership consists of
eight (8) partners, each previously working with one or more global accounting firms. This experience
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 7
emphasizes quality, innovation, performance standards, opportunity, discipline, and professional
growth.
Office Locations
We will serve the City from our Headquarters in Glendale, CA. The selected team members will be
assigned to the engagement on a full-time basis and will remain on the team for the duration of the
engagement. Any key team member reassignment will be discussed with the City in advance and will
be acknowledged in writing.
Headquarters
655 N. Central
Avenue, Suite 1550
Glendale, CA 91203
t) 213-873-1700
f) 213-873-1777
Fresno
1444 Fulton Street
Fresno, CA 93721
t) 559-663-0213
Irvine
7545 Irvine Center Dr.,
Suite 200
Irvine, CA 92618
t) 949-623-8798
Las Vegas
3753 Howard Hughes
Parkway Paradise, Unit
200
Las Vegas, NV 89169
t) 702-784-7644
Manila
29F Rufino Tower
6784 Ayala Avenue
Makati City, 1226
Philippines
Phoenix
Two North Central
Avenue, Suite 1800
Phoenix, AZ 85004
t) 602-759-7319
Sacramento
1215 K Street
17th Floor
Sacramento, CA 95814
t) 916-503-3269
f) 916-503-2401
San Diego
333 H Street
Suite 5000
Chula Vista, CA 91910
t) 619-254-6605
f) 213-873-1777
Peer Review
Vasquez is a member of the AICPA Division of Firms and received a Peer Review Rating of "Pass"
without comment - the highest rating from the AICPA on its peer review dated May 5, 2023. This peer
review covered several government engagements similar in size and complexity to the City. A copy of
the peer review opinion follows:
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 8
Federal or State Desk or Field Reviews/Disciplinary Actions
As a mid-size firm with hundreds of clients, Vasquez works with regulatory agencies on a regular basis.
Vasquez has not had any disciplinary action taken against the firm during the past three (3) years with
state regulatory bodies or professional organizations, nor any pending or settled litigation within the
past three (3) years.
National Resources
Vasquez is a client of the RSM Professional Services+ Practice. As clients, we have access to the
Professional Services+ Collaborative, a globally connected community that provides an ecosystem of
capabilities, collaboration, and camaraderie to help professional services firms grow and thrive in a
rapidly changing business environment. As participants, we have the opportunity to interact and share
best practices with other professional service firms across the U.S. and Canada.
Range of Services
Vasquez is a full-service firm focused on serving government agencies and other nonprofit
organizations. Below is a graph of the different lines of business and service areas.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 9
Government Experience
Vasquez provides audit services to approximately 100 government agencies on an annual basis. Our
audits are performed in accordance with auditing standards generally accepted in the United States,
Government Auditing Standards, OMB Uniform Guidance, and the Office of the State Controller's
Minimum Audit Requirements and Reporting Guidelines for California Special Districts (when
applicable).
GASB Pronouncements
Our firm encourages the early adoption of all applicable Government Accounting Standards Board
(GASB) statements. Some of these standards have been monumental in establishing new financial
reporting requirements for state and local governments throughout the United States and restructured
much of the information presented in the past.
As a client of the RSM Professional Services+ Practice, Vasquez personnel are routinely updated
through RSM's formal and informal relationships with the officials of most key federal departments.
Office of Management and Budget (OMB) Uniform Administrative Requirements, Cost Principles, and
Audit Requirements for Federal Awards
We are proposing an engagement team with substantial experience in auditing governmental entities
for both financial and compliance audits for the City. Our industry-focused staff has undergone training
courses dedicated to governmental accounting, auditing, and financial reporting, and specialized
training in the compliance requirements of OMB Uniform Guidance regarding changes in Single Audit
requirements. In addition, our partners have conducted training for professional organizations on
Uniform Guidance.
Management Letter Comments
Providing value-added management letter comments is a priority for Vasquez. Our auditors/consultants'
unique experience enables us to provide meaningful assistance beyond what most audit firms can
provide. We do this through many different forms, but it comes primarily in identifying issues before
becoming major problems for our clients. In addition, we meet with our clients throughout the year to
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 10
better understand their challenges. As a result, our clients have realized many benefits, including
improved operational efficiencies, security, and proactive prevention of potential future audit issues.
List of Local Government Clients
Vasquez performs numerous financial and compliance audits of governmental organizations. These
audits include risk assessments conducted pursuant to a structured approach based on the standards
outlined in the COSO Principles.
Our audits are performed in accordance with auditing standards generally accepted in the United
States, Government Auditing Standards, OMB Uniform Guidance, and the Office of the State
Controller's Minimum Audit Requirements and Reporting Guidelines for California Special Districts
(when applicable). The list of clients that Vasquez served in the past as well as clients that we currently
serve is as follows:
Clients
City of Agoura Hills City of Malibu Desert Water Agency
City of Alhambra City of Maywood Encina Wastewater Authority
City of Antelope Valley City of Modesto Hidden Valley Municipal Water
District
City of Arcadia City of Montebello Imperial County Transportation
Commission
City of Avalon City of Irwindale Los Angeles County Metropolitan
Transportation Authority
City of Artesia City of La Puente Metropolitan Water District of
Southern California
City of Azusa City of Monterey Park Moulton Niguel Water District
City of Baldwin Park City of Moreno Valley Municipal Water District of Orange
County
City of Bell City of Needles Needles Public Utility Authority
City of Bell Gardens City of Norwalk Orange County Sanitation District
City of Beverly Hills City of Palos Verdes Estates Plumas County Transportation
Commission
City of Calabasas City of Pico Rivera Pomona Valley Transportation
Authority
City of Carson City of Pomona Port of Long Beach
City of Commerce City of Rosemead Santa Barbara Metropolitan Transit
City of Compton City of San Fernando San Bernardino County
Transportation Authority
City of Covina City of Santa Fe Springs Santa Clara Valley Water District
City of Cudahy City of Santa Monica San Gabriel Basin Water Quality
Authority
City of Culver City City of Simi Valley San Gabriel Valley Council of
Governments
City of Diamond Bar City of South El Monte San Joaquin Regional Transit
District
City of Downey City of South Gate Southern California Association of
Governments
City of El Monte City of Torrance Southern California Regional Rail
Authority
City of Hawthorne City of Vernon SunLine Transit Agency
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 11
Clients
City of Hidden Hills City of Walnut United Water Conservation District
City of Huntington Park City of West Hollywood
Upper San Gabriel Valley Municipal
Water District
City of Industry City of Westlake Victor Valley Wastewater
Reclamation Authority City of Inglewood Alameda Corridor-East
Construction Authority
City of Lawndale Antelope Valley Transit Authority Water Replenishment District of
Southern California City of Long Beach California American Water
Partner, Supervisory and Staff Qualifications and Experience
Our senior engagement team members are responsible for ensuring the delivery of quality work. They will
engage in regularly scheduled meetings with you, answer questions, provide guidance, and help ensure
issues are identified and resolved promptly.
Vasquez has built its reputation on close partner involvement and strong
client relationships. However, the ultimate success of our client
relationships is largely attributable to one key component – our
people. Our engagement teams are structured with extensive partner
involvement. As a result, our average partner-to-staff leverage ratio is
higher than most other firms. As a result, our budgeted hours include
higher partner involvement than what you may have experienced in the
past.
Beyond partner leadership and support, an audit is only as good as the people doing the bulk of the work
daily. Therefore, we are committed to providing a staff resource pool that embodies the attributes you expect
of your auditor, including technical expertise in GASB, knowledge of government and utility industries, and
soft skills such as respect, empathy, and timely response to questions.
Continuing Professional Education Program
To ensure that our professional staff remains up to date on the latest audit and accounting developments
and meets the requirements for maintaining active licensure in good standing, we see that our professional
staff receives the required number of CPE hours within the established period. Vasquez also conducts in-
house seminars for the professional staff.
Our team is held to a high standard of quality; we offer the following CPE Programs for our staff:
Continuing Education courses provided by the American Institute of Certified Public Accountants
(AICPA), which the firm sponsors live and in-house for its staff and clients, conducted by highly
qualified professionals from the AICPA and the California CPA Education Foundation.
Attendance at conferences and seminars related to government accounting sponsored by:
Government Finance Officers Association
Association of Local Government Auditors and the
California Society of Municipal Finance Officers
RSM US Alliance.
Staff Continuity
Vasquez will not replace key management personnel unless circumstances beyond our control occur (e.g.,
personnel leaving the firm). Changes to the designated project team shall not be made without the prior
written approval of the City. Each person to be assigned to the engagement has been chosen for their ability
to repeat future years' engagements. A synopsis of the team members and their respective roles, followed
by their resumes, is as follows:
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 12
Team Member Role
Cristy Canieda, CPA, CGMA
Partner
Cristy Canieda, Vasquez Government Practice Leader, with
over thirty (30) years of public accounting experience, will
lead the service delivery team and supervise the auditors in
performing the audit engagement and provide technical
assistance as appropriate.
Cristy oversees all the firm's municipal audit engagements
and serves as a Technical Reviewer for the GFOA Certificate
of Excellence in Financial Reporting Program. Cristy’s
experience includes City of Baldwin Park, City of Carson, City
of Norwalk, and the City of Torrance.
Roger Martinez,CPA
Quality Control Partner
Roger Martinez, Vasquez Partner, with over twenty-five (25)
years of public accounting experience, will be responsible for
the technical reviewer for the engagement and will work
closely with the Lead Partner to review and evaluate the audit
fieldwork and reports.
Roger’s experience includes the City of Long Beach, City of
Vernon, City of Norwalk and the City of La Puente.
Rhoda Dollaga, CPA
Senior Audit Manager
Rhoda Dollaga, Vasquez Senior Audit Manager with eight (8)
years of public accounting experience, will work closely with
the Partner to plan, coordinate, and review the fieldwork for
the City’s annual financial and compliance audits. In addition,
she will supervise the day-to-day activities and task
accomplishments, monitor progress, and ensure schedule
compliance.
Rhoda’s experience includes the City of Baldwin Park, City of
Cudahy, City of El Monte, City of Long Beach, City of
Montebello, City of Simi Valley, City of Modesto, City of West
Hollywood, City of Norwalk and the City of Vernon.
Jason Tagasa, CISA
IT Manager
Jason Tagasa, Vasquez IT Manager, formerly with EY with
over ten (10) years of experience in IT consulting and
auditing, will perform audit procedures pertaining to the City's
financial systems and Information Technology.
Jason's IT risk-based controls assessment approach for
evaluating and testing internal controls provides added
assurance to management and the Governing Board.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 13
Areas of Expertise
Cristy’s areas of expertise include overseeing all aspects of financial and compliance audits including
internal control reviews and Single Audits performed in accordance with Office of Management and Budget
Federal Uniform Guidance, program specific audits, financial statement reviews, forecasts and projections
to government agencies; preparation of comprehensive annual financial reports, State Controller’s reports.
Prior Experience
City of Baldwin Park
City of Carson
City of Culver City
City of El Monte
City of Hawthorne
City of Huntington Park
City of Long Beach
City of Lynwood
City of Montebello
City of Moreno Valley
City of Norwalk
City of Pico Rivera
City of Simi Valley
City of Torrance
City of West Hollywood
Coachella Valley Association of Governments
Community Development Commission of Los Angeles County
Imperial County Local Transportation Authority
Jurupa Community Special District
La Habra Heights Water District
La Puente Valley County Water District
Los Angeles Community College District
Los Angeles County Metropolitan Transportation Authority
Orange County Water District
Rancho California Water District
San Gabriel Valley Council of Governments
Southern California Association of Governments
SunLine Transit Agency
Upper San Gabriel Valley Municipal Water District
Water Replenishment District of Southern California
Professional Background and Affiliations
Cristy’s professional background includes Diehl, Evans & Company and Audit Manager and Manager, Tech.
Standards and Continuing Education with PwC. She is a Certified Public Accountant licensed to practice in
the State of California.
Educational Background
Cristy received her Bachelor of Science in Accountancy and Associate in Government Auditing from
Enverga University and her Master’s in Business Administration from Ateneo Graduate School of Business.
She remains current on accounting matters by attending conferences and continuing education courses
which are heavily focused on subjects applicable to governmental accounting and financial reporting, as
well as federal and state regulatory matters and auditing requirements. She maintains compliance with the
continuing education requirements of the AICPA and the California Board of Accountancy.
CRISTY A. CANIEDA, CPA, CGMA
Partner, Government Practice Leader
Vasquez & Company LLP
655 N. Central Avenue, Suite 1550
Glendale, CA 91203
Tel: 213-873-1720
Email: ccanieda@vasquezcpa.com
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 14
Continuing Professional Education
Following are the continuing professional education courses completed by Cristy Canieda in the past three
(3) years:
Title Subject
Code Date
Public Sector: Auditing Alternative Investments A.A. 06/19/24
State and Local Government: Review of New Audit Templates A.A. 04/02/24
Audit Documentation A.A. 03/01/24
2024 Government & Nonprofit Updates A.A. 02/15/24
RSM Audit Methodology Refresher A.A.02/09/24
2024 CSMFO Conference A.A. 1/30/24-2/1/24
Fraud Auditing and Investigation Fraud 01/27/2024
Ethics for California CPAs Ethics 01/21/2024
Audit Year End Audit Alert A.A. 12/12/2023
Accounting and Auditing for Lessors under ASC 842, Leases A.A. 10/19/2023
Q3 State and Local Governments A&A Updates – 2023 G.V.10/10/2023
Government Audit Reviewers' Training G.V.09/14/2023
USC Annual SEC and Financial Reporting Institute Conference A.A. 06/01/2023
Audit Year-End Alert A.A. 12/01/2022
En Route to Govt Season G.V. 08/24/2022
08/26/2022
Q2 Update A.A. 07/21/2022
State & Local A&A Update A.A. 07/13/2022
GASB's Lease Standards: Are you Ready GV 02/01/2022
How to Review State and Local Government File G.V.07/26/2021
Q2 State and Local Governments Update G.V.07/13/2021
3rd Annual NFP Training A.A. 06/02/2021
Q1 State and Local Governments Update G.V.05/25/2021
2021 Annual Required GAQC Webcast G.V.05/04/2021
Audits of Employee Benefit Plan Update A.A. 04/20/2021
CSMFO Annual Conference G.V. 02/16/2021
02/18/2021
PPP Documentation & Testing A.A. 01/15/2021
FASB Update A.A. 01/07/2021
GASB Update G.V. 01/05/2021
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Revised Proposal to Provide Professional Financial Statement Audit Services 15
Areas of Expertise
Roger’s areas of expertise overseeing all aspects of financial and compliance audits including internal
control reviews and Single Audits performed in accordance with Office of Management and Budget Uniform
Guidance, program-specific audits, financial statement reviews, and forecasts to government agencies.
Representation of Experience
City of Long Beach
City of Vernon
City of Adelanto
City of Cudahy
City of El Monte
City of Huntington Park
City of Norwalk
City of La Puente
University of California System
Alameda Corridor – East
Construction Authority
Alameda Corridor Transportation
Authority
California State University
System
California State Teachers’ Retirement System
California State Treasurer’s Office
Los Angeles County Employees Retirement Association
Los Angeles County Metropolitan Transportation Authority
Los Angeles Unified School District
Los Angeles Water and Power
Los Angeles World Airports
Los Angeles Community College District
Metropolitan Water District of Southern California
Port of Los Angeles
San Gabriel Valley Council of Governments
San Gabriel Basin Water Quality Authority
San Joaquin Transit Agency
Southern California Regional Rail Authority
SunLine Transit Agency
Professional Background and Affiliations
Roger is a member of the American Institute of Certified Public Accountants, the California Society of
Certified Public Accountants, the Los Angeles Chamber of Commerce, and the Association of Latino
Professionals in Finance and Accounting. He has held many board memberships with private companies
and nonprofit organizations. He is currently on the Advisory Board for the Salvation Army and Los Angeles
County Medical Association.
Educational Background
Roger received his Bachelor of Arts, Major in Economics and Minor in Accounting from the University of
California, Los Angeles. He remains current on accounting matters by attending conferences and
continuing education courses applicable to governmental accounting and financial reporting, as well as
federal and state regulatory matters and auditing requirements. He maintains compliance with the
continuing education requirements of the AICPA and the California Board of Accountancy.
ROGER A. MARTINEZ, CPA
Partner, Audit Practice Leader
Vasquez & Company LLP
Tel: 213-873-1703
Email: ram@vasquezcpa.com
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Revised Proposal to Provide Professional Financial Statement Audit Services 16
Continuing Professional Education
Following are the continuing professional education courses completed by Roger Martinez in the past three
(3) years:
Course Title
Subject
Code Date
Navigating Business Interruption Claims AA 12/09/2024
EBPAQC 2024 Designated Audit Quality Partner Planning AA 07/24/2024
AICPA & CIMA Portfolio Valuation Forum AA 06/13/2024
FASB Update for Private Companies and Not-for-Profit Organizations AA 06/10/2024
Employee Benefit Plans Audit Training AA 05/30/2024
PwC's Q1 2024 Quarterly Accounting Webcast AA 03/13/2024
Audit Documentation Refresher AA 03/01/2024
2024 Government and Nonprofit Updates Training AA 02/15/2024
Charting the course: Board governance in 2024 and beyond AA 02/1/2024
Health industries accounting hot topics webcast AA 12/14/2023
Materiality in Planning a Governmental Audit GV 6/29/2023
Introduction to Governmental Audit and Accounting Issues GV 6/28/2023
Governmental Funds and Proprietary Funds (Yellow Book Compliant GV 6/28/2023
Following the Money - How COVID-19 Transformed Fraud Response GV 11/17/2022
2022 Annual Required GAQC Webcast GV 11/09/2022
Quarterly Accounting Webcast Series - Fall 2022 AA 10/13/2022
What Federal Agencies are Finding in Single Audit QCRs GV 10/12/2022
Cybersecurity - Risks and mitigating solutions OT 10/02/2022
Comprehensive EBP Training (Day 2)AA 08/16/2022
Quarterly Accounting Update - Summer 2022 AA 07/14/2022
40th Annual SEC and Financial Reporting institute Conference - Panel 2:
Current Financial Reporting Practice Issues AA 06/02/2022
40th Annual SEC and Financial Reporting institute Conference - Keynote
Presentation: "The Ever-Evolving Landscape of ESG Reporting" AA 06/02/2022
40th Annual SEC and Financial Reporting institute Conference - Panel 4:
Current Auditing Practice Issues AA 06/02/2022
40th Annual SEC and Financial Reporting institute Conference - Panel 5:
Current ESG Practice Issues + Conference AA 06/02/2022
Planning a State and Local Government Audit GV 3/22/2022
SEC Update 2022 Webcast AA 1/18/2022
Lessee Accounting under ASC 842, Leases AA 1/13/2022
Q4 State Local Governments A&A Updates 2021 GV 1/11/2022
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Revised Proposal to Provide Professional Financial Statement Audit Services 17
Area of Expertise
Rhoda’s practice is focused on participation in all aspects of financial and compliance audits, including
internal control reviews, Single Audits performed in accordance with Office of Management and Bud get
Uniform Guidance, program-specific audits, financial statement reviews, forecasts, and projections to
government agencies, preparation of comprehensive annual financial reports and State Controller’s reports.
Representation of Experience
City of Baldwin Park
City of Cudahy
City of El Monte
City of Long Beach
City of Modesto
City of Montebello
City of Norwalk
City of Palos Verdes Estates
City of San Fernando
City of Simi Valley
City of South El Monte
City of Vernon
City of West Hollywood
Educational Background
Rhoda received her Bachelor of Science in Accounting from the University of the East. She remains current
on accounting matters by attending conferences and continuing education courses focused on governmental
accounting and financial reporting, federal and state regulatory matters, and auditing requirements. She has
maintained compliance with the continuing education requirements of the AICPA and the California Board of
Accountancy.
RHODA DOLLAGA, CPA
Audit Senior Manager
Vasquez & Company LLP
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Revised Proposal to Provide Professional Financial Statement Audit Services 18
Continuing Professional Education
Following are relevant continuing professional education courses completed by Rhoda Dollaga in the past
three (3) years:
Title
Subject
Code Date
Compliance- Results of Test and Reporting (60817)GV 05/29/2024
Compliance Testing (60818)GV 05/21/2024
Compliance-Evaluation of Risk and Performing Test of Controls
(60816)GV 05/14/2024
Q1 State Local Governments A&A Updates - 2024 (61555)GV 05/13/2024
Q1 Not-for-Profit A&A update - 2024 (61544)GV 04/25/2024
Audits of Employee Benefit Plans Update - 2024 (67147)AA 04/23/2024
SLG: Review of New Audit Templates (61553)AA 04/02/2024
PwC's Q1 2024 Quarterly accounting webcast AA 03/19/2024
First look at the SEC climate disclosure rules AA 03/12/2024
Vasquez & Company LLP: RSM Audit Documentation Refresher AA 03/01/2024
Vasquez & Company LLP: RSM Audit Sampling Refresher AA 02/21/2024
2024 Government and Nonprofit Accounting Updates Training AA 02/15/2024
CSMFO Annual Conference 2024 AA 02/02/2024
GOV Orb – Just the FAQs AA 01/05/2024
Q4 State Local Governments A&A Updates - 2023 AA 01/04/2024
Q3 Audit Update 2023 AA 10/24/2023
Accounting & Auditing for Lessors under ASC 842, Leases AA 10/19/2023
SLG Pension and OPEB Audit Issues GV 10/09/2023
Ethics for California CPAs E 09/02/2023
Fraud Prevention F 09/01/2023
Stopping Fraud Before It Stops You F 05/23/2023
Year in Washington, D.C.: Federal Updates T 05/23/2023
Up in the Air: Accounting for Subscription-Based IT GV 05/23/2023
Common Errors from GFOA's Certificate of Achievement Program GV 05/22/2023
Accounting and Auditing Year in Review GV 05/22/2023
Fiduciary Activities GV 05/21/2023
Without You Here: Accounting for Compensated Absences GV 05/21/2023
2023 State and Local Government Audit Planning Considerations GV 05/18/2023
Q1 State Local Governments A&A Updates – 2023 GV 05/16/2023
GOV Orb - Maps, Leads, and Trees - Oh My!GV 05/04/2023
GOV Orb - Planning the Path to a Successful Audit GV 11/14/2022
The Impact of SAS 145 on State and Local Government Audits GV 11/11/2022
Governmental Accounting & Auditing Encore Virtual Conference GV 05/24/2022
Q1 State Local Governments A&A Updates - 2022 GV 05/16/2022
Q1 Current Acctg. Practice Issues and Recent Developments - 2022 AA 04/19/2022
Q1 Current Acctg. Practice Issues and Recent Developments - 2022 AA 04/19/2022
Quarterly Accounting Update- Spring 2022 AA 04/14/2022
Quarterly Accounting Update- Spring 2022 AA 04/14/2022
Critical Audit Matters AA 04/01/2022
Lessee Accounting under ASC 842, Leases AA 01/13/2022
Q4 State Local Governments A&A Updates- 2021 GV 01/05/2022
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Revised Proposal to Provide Professional Financial Statement Audit Services 19
Area of Expertise
Jason’s practice is focused on participating in internal audit, compliance, IT risk assurance and financial
auditing engagements. He is skilled at audits of various mobile, network and infrastructure systems,
databases, ERP applications and data management systems.
IT Risk Assessment
Internal controls assessment and optimization
Business Process and Operations Review
SOC Reports
Regulatory guidance and compliance (SOX)
Project and Program Management
Disaster recovery and business continuity
IT Security and vulnerability assessments
Internal Audit Support
Professional Background and Affiliations
Jason’s professional background includes IT senior auditor with EY. He is a Certified Information Systems
Auditor (CISA).
Representation of Experience
City of Carson
City of Culver City
City of El Monte
City of Modesto
City of Norwalk
City of Palos Verdes
City of Simi Valley
City of Torrance
City of West Hollywood
City of Needles
Educational Background
Jason received his Bachelor of Science in Accounting from the University of Santo Tomas. He remains current
on accounting matters by attending conferences and continuing education courses which are focused on
information systems and financial reporting, as well as federal and state regulatory matters and auditing
requirements.
JASON TAGASA, CISA
I.T. Manager
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Revised Proposal to Provide Professional Financial Statement Audit Services 20
Continuing Professional Education
Following are relevant continuing professional education courses completed by Jason Tagasa in the past
three (3) years:
Title
Subject
Code Date
CRISC Cert Prep: 1 Governance T 5/24/2024
CRISC Cert Prep: 2 IT Risk Assessment T 5/22/2024
CRISC Cert Prep: 3 Risk Response and Reporting T 5/22/2024
How Managers Create a Culture of Belonging T 5/21/2024
Equity First: The Path to Inclusion and Belonging T 5/21/2024
Project Management Foundations T 5/21/2024
Certified in Risk and Information Systems Control (CRISC) Exam Tips T 5/20/2024
CRISC Cert Prep: 4 Information Technology and Security T 5/20/2024
CRISC Cert Prep Audio Review T 5/15/2024
Prepare for the Certified in Risk and Information Systems Control
(CRISC) Certification Exam (2021)
T 5/3/2023
Cert Prep: Agile Analysis (IIBA®-AAC)T 4/26/2023
Audit Year End Alert- 2022 (45144)GV 12/1/2022
GOV Orb - Planning the Path to a Successful Audit (62502) GV 11/14/2022
Yellowbook CPE Compliance (60616) GV 11/2/2022
Q1 Current Accounting Practice Issues and Recent Developments -
2022 (45615)AA 4/12/2022
Lessee Accounting under ASC 842, Leases (45467)AA 1/13/2022
Planning a State & Local Government Audit (65601)GV 3/22/2022
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Revised Proposal to Provide Professional Financial Statement Audit Services 21
Similar Engagements with Other Governmental Entities
Client Contact Engagement Description Engagement
Partners
City of Norwalk
12700 Norwalk Blvd
Norwalk, CA 90650
Jana Stuard,
Finance Director
JStuard@norwalkca.gov
(562) 929-5748
Annual financial and compliance audit, Single Audit
(Uniform Guidance), GANN Appropriation Limit, Transit
Fund Audit, Financing Authority audit, Childcare Program
Audit, JPA audit, and Management letter. GFOA Award.
900 Hours
Year: FY 2022 to current
C. Canieda
Lead Partner
R. Martinez
QC Partner
City of Carson
701 Carson St b24
Carson, CA 90745
William Jefferson,
Finance Director
wjefferson@carsonca.gov
(310) 952-1700
Annual financial and compliance audit, Single Audit
(Uniform Guidance), State Controller's Report, AQMD
Fund audit, Measure W audit. GFOA Award. 800 Hours
Year: FY 2021 to current
C. Canieda
Lead Partner
L. Narciso
QC Partner
City of Torrance
3031 Torrance Blvd,
Torrance, CA 90503
Sheila Poisson,
Director of Finance
SPoisson@TorranceCA.gov
(310) 618-5854
Annual financial, compliance audit, Single Audit (Uniform
Guidance), AQMD Fund audit. GFOA Award. 700 Hours
Year: FY 2021 to FY 2023
C. Canieda
Lead Partner
L. Narciso
QC Partner
City of Simi Valley
2929 Tapo Canyon Rd
Simi Valley, CA 93063
Marvin Lopez,
Assistant Finance Director
Mlopez@simivalley.org
(805) 583-6803
Annual financial and compliance audit, Single Audit
(Uniform Guidance), GANN Appropriation Limit, Simi
Valley Library compliance, Public Service Center for
Sanitation and Waterworks compliance, Management
letter. GFOA Award. 600 Hours
Year: 2015-23
L. Narciso
Lead Partner
C. Canieda
QC Partner
City of West Hollywood
8300 Santa Monica Blvd.,
West Hollywood, CA 90069
Lorena Quijano,
Director of Finance and
Technology Services
LQuijano@weho.org
(323) 848-6451
Annual financial, compliance audit, Single Audit (Uniform
Guidance), GANN Limit, State Controller’s Report. GFOA
Awards. 523 Hours
Year: 2021 to current
C. Canieda
Lead Partner
L. Narciso
QC Partner
Specific Audit Approach
As part of an audit engagement, we leverage a formal project management methodology to help ensure
that all tasks are planned effectively and ultimately completed on time and that any changes in the schedule
will be properly documented and authorized.
Embedded within your audit team are experienced project managers who have strong project management
skills. These Vasquez team leaders will provide highly collaborative project management expertise and
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Revised Proposal to Provide Professional Financial Statement Audit Services 22
consultation to the City to ensure no surprises during the audit. Additionally, Vasquez will continuously look
for ways to improve the management and execution of the audit. We want to ensure that audit planning,
scheduling, and budgeting are executed properly and timely.
At each phase of our engagement, our client service standards guide us toward providing an exceptional
customer experience – one in which we become a trusted adviser and bring innovative ideas and solutions
that deliver value to you.
We understand. Our audit and consulting professionals follow
our CaseWareprocess, which provides a thorough
understanding of your business, current situation, needs, and
expectations to ensure no surprises at each phase of the
engagement.
We communicate. Our team is trained to communicate with
consistent and open dialogue at the right time to the right people.
We collaborate. We collaborate to bring together the right
expertise to meet your needs, resolve emerging issues
proactively, and bring innovative ideas and solutions that deliver
value to you.
We deliver.We deliver what we promise – on time, on budget,
and with the highest quality.
At Vasquez, we want to build strong relationships with our clients and continuously seek to understand
ways to ensure that our services align with their needs. We believe it is important to strive for continuous
improvement in interacting with and delivering services to clients. We do this, in part, by adhering to defined
client service standards and seeking feedback on our performance from our clients.
Every financial statement audit engagement presents a different set of challenges. No two organizations
are the same, and therefore, we must tailor the audit to each organization based on the specific risks
identified.
Our audit approach is based on a risk assessment process which is planned and executed by
experienced auditors. The results as depicted below form the basis for our audit strategy and
procedures, and ultimately yield practical comments for strengthening internal controls and improving
practices, as well as our opinion on the financial statements and our auditor’s reports on internal control
and compliance with laws and regulations.
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Revised Proposal to Provide Professional Financial Statement Audit Services 23
Risk Assessment
The design of an effective audit plan depends on the audit team's ability to identify and assess the risk that
the financial statements contain a material misstatement, whether caused by error or fraud. The risk
assessment process will include:
Obtaining an understanding of the City and the environment in which they operate. This includes
efforts to understand the events, conditions, and organizational activities that might reasonably be
expected to have a significant effect on the risks of material misstatement. An understanding of the
City and the environment will often involve consideration of the regulatory environment, business
objectives and strategies, and selection of an application of accounting principles.
Considering information gathered during the engagement acceptance and continuance evaluation,
including prior reports, audit planning activities, previous audits, and other non-audit engagements
performed for the City.
Inquiring from the audit committee, management, and others within the City about risks of material
misstatement.
Obtaining an understanding of the City's internal controls over financial reporting.
Performing analytical procedures, such as a comparison of the City's current financial statement
account balances to prior year financial statements and budgeted amounts and/or comparison of
current relevant financial ratios to industry ratios or prior year ratios.
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Revised Proposal to Provide Professional Financial Statement Audit Services 24
Developing an Audit Strategy
In developing an audit strategy, we may decide to perform tests of the City's internal control over certain
systems and processes. We assess the desirability of adopting such a strategy by considering cost/benefit
considerations, the volume of transactions, and prior-year control testing results. If test results indicate that
the City's internal controls are effective, we may decide to reduce the level of substantive tests that it
performs as a basis for its opinion.
a) Proposed segmentation of the engagement
Phase I Phase II Phase III Phase IV
Audit
Planning
CompletionFamiliarize ourselves
with operating
environment.
Perform risk
assessment
procedures.
Perform preliminary
analytical review.
Identify major
programs for Single
Audit testing.
Develop Audit Plan
Discuss and agree on
financial statement
format.
Reevaluate the
progress of the audit
and make any changes
on audit approach and
procedures, if
necessary.
Advise City personnel
on new accounting and
auditing
pronouncements, if
needed.
Provide SAS 114
Planning
Communication to
Audit Committee/City
Council,
Assess internal control
environment.
Perform IT Controls
testing and evaluation.
Perform Fraud
evaluation procedures.
Evaluate design and
implementation of key
controls.
Test controls over
financial reporting and
administration of
federal funds.
Identify internal control
strengths and
weaknesses.
Draft internal control
management letter
comments.
Draft auditor’s internal
control report (GAGAS
and Uniform
Guidance).
Plan and perform
substantive audit
procedures,
including
confirmations,
vouching,
reconciliations,
inspections,
observations,
inquiring and
analytical
procedures.
Perform substantive
compliance audit
tests over federal
and other programs.
Conduct final
analytical review.
Consider Audit
Evidence
Sufficiency.
Conclude on critical
accounting matters.
Perform completion
procedures.
Perform overall evaluation
of the financial statements
and disclosures.
Update and finalize
management letter.
Perform Single Audit
administrative matters
(Data Collection
Form/Federal Audit
Clearinghouse)
Conduct Exit Conference
with management,
including discussion of
proposed audit
adjustments, internal
control and compliance
findings and management
letter.
Issue auditors’ reports and
management letter.
Presentation of the audit
results to the those charged
with Governance.
Substantive
Testing Internal
Control
Evaluation
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Revised Proposal to Provide Professional Financial Statement Audit Services 25
Phase I – Audit Planning
The planning phase lays the foundation for the direction of our audit efforts. It encompasses the following
steps:
Conducting entrance conferences with the appropriate City management personnel. The
agenda would include, but need not be limited to, the following:
The application of generally accepted accounting principles
Concerns of City management
Report requirements, refinements, and deadlines
Initial audit approach and timing schedule
Assistance by City personnel
Establishment of principal contacts
Progress reporting process
Consideration of Fraud in a Financial Statement Audit
The auditors' responsibility for fraud prevention
Scheduling inquiries of management and others (including non-accounting personnel)
about the risk of fraud
We believe it is important for us to assist the City in implementing new accounting, auditing,
and compliance requirements. It is for that reason we intend to schedule training with City
personnel involved in all phases of the audit for them to have a clear understanding of the
latest technical changes for their respective areas as well as have a clear understanding
of the audit requirements and timeline.
Expanding our understanding of the City and its operating environments. We will accomplish this by
familiarizing ourselves and updating our knowledge of applicable background information pertinent to the
City, its component units, their mission, funding sources, and structure.
Through our background knowledge of the City and our fact-finding process, we will develop an in-depth
understanding of the areas of concern. We will be able to meet with City management to discuss areas that
might have a significant impact on the timing and completion of the audits or that may be of particular
concern to management. We will review such areas in-depth to obtain an early understanding and
resolution of any "problem" areas that may impede our progress and to develop our overall approach so
that the City will have sufficient time to develop the data necessary for the completion of the audit with a
minimum amount of disruption of the day-to-day routine.
Our planning process will include a specific review of computer activities performed by City personnel to:
Determine the organizational and operational controls over the data being processed, including,
but not limited to, system development and maintenance controls, hardware controls, and access
controls.
Evaluate the degree of "control consciousness" among personnel.
Determine the potential impact of general control strengths and weaknesses.
Consider the possibility of management override of controls.
Our principal sources of information for this review will be interviews with responsible accounting and
computer operations personnel, reviews of program documentation for the City's system, and direct
observations made by our audit team.
The audit team will use our analytical review techniques to identify other areas that may require
attention. Until the year-end account balances are finalized, our review will focus on budgets
compared to actual/projected information. We can thus identify sensitive areas to determine
whether they are indeed areas requiring extra attention. We will also focus on unusual
fluctuations occurring within individual funds to identify accounts and areas that merit further
investigation.
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Revised Proposal to Provide Professional Financial Statement Audit Services 26
Based on our understanding of the City's operating environment, through our analytical review and other
planning procedures, we will meet with City personnel to highlight areas to be emphasized
during the audit. We will concentrate our efforts on the identified areas of audit concern and
areas that we know to be important to City management. Some of our preliminary audit
concerns are elaborated as follows:
Compliance with applicable laws, regulations, and reporting requirements
Receipt of all revenue to which the City is entitled.
Purchase authorizations within budgetary limitations.
Adequate safeguarding of City cash, investments, and inventory assets.
We will work directly with the appropriate City personnel to discuss the financial statements
and footnotes in accordance with all authoritative accounting systems and interpretations.
Accordingly, we will meet to discuss and agree upon the format for the individual and general-
purpose financial statements and any additional requirements that may be relevant because of
recent or pending professional pronouncements. (See "Phase IV - Completion" for a more in-
depth discussion of our financial reporting capabilities.)
Interim Audit Testing
Our audit approach is flexible and tailored to fit the City's evolving needs. We will work with you to review
the current audit schedule to determine the best approach for the various phases of the financial statement
audit. We provide you with the option of an interim audit effort or after year-end. There are several
advantages to performing interim testing, such as:
It shifts the timing of our testing into less busy periods of the year for your staff and our staff.
It allows us to focus on the high-risk areas before the year-end close, providing more time to deal
with issues.
It allows us to judge the quality of the interim period, rather than solely year-end, financial statement
information, and cut-offs, which allows more opportunity for us to identify and for the City to
implement best practices over internal controls and processes.
There are advantages to performing interim audit testing, and, as we stated previously, we will work with
you to determine the best approach, and you will control this process.
Phase II – Control Evaluation
Understanding how key systems and processes contribute to your overall processing environment and
affect the reliability of financial information is a primary element of our audit approach. Our objective is to
assess whether the standards of security, integrity, continuity, and control are conducive to reliable
processing, consistent with the City's technology standards, and appropriate to safeguard your information
assets.
I.T. General Controls
I.T. General Controls are pervasive controls within the I.T. environment. The following types of I.T. General
Controls are typically addressed in our audit approach:
Logical security (access to programs and data)—includes the components of management
governance over Information Technology (policies and procedures, monitoring), application
configuration (passwords, service accounts, super users, user identification/authentication), and
security of the physical assets.
Change control management—assesses program changes (upgrades, service patches, source
code) moved into the production environment, and the processes applied to ensure the appropriate
initiation, authorization, segregation, testing, and approval are evident.
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Revised Proposal to Provide Professional Financial Statement Audit Services 27
Data backup and recovery—reviews that the data backup process and ability to recover data for
the financially significant applications, databases, spreadsheets, and operating systems for the
given opinion period are complete, tested, and maintained, including the handling of errors.
Job processing—tests for the completeness of data interfacing into financially significant
applications and the change management processes for handling errors, script changes, and
interface edits.
Security administration—addresses the user access provisioning (new hire onboarding,
position/role changes, employee separation) for the financially significant applications, databases,
spreadsheets, and operating systems, along with management's review of access for
completeness, segregation of responsibilities, and accuracy.
I.T. Application Controls
I.T. Application Controls apply to the business processes they support. These controls are embedded within
the software applications to prevent or detect unauthorized transactions. When combined with manual
controls, application controls verify the completeness, accuracy, authorization, and validity of processing
transactions. Our methodology for assessing application controls is as follows:
Define materiality by the system, such as utility billing, cashiering, purchasing and disbursements,
revenues, payroll, and asset management, using business process mapping as a starting point.
Map various transaction types to identify key controls and determine if the control is an application
control or manual control.
Utilize our proprietary questionnaires to help verify and test various automated controls.
Through inquiry, review of written policies and procedures, and on-site testing, evaluate application
security controls, which are controls to verify that minimum access to applications is allowed for
individuals to perform their job.
Through inquiry, review of written policies and procedures, and on-site testing, evaluate input
controls that ensure that transactions are initially recorded, entered, and accepted by the
application accurately and completely.
By developing and testing a sample of transactions, evaluate processing controls, which ensure
that transactions are processed by the application programs accurately and completely.
Through inquiry and review of written policies and procedures, evaluate output controls, which
ensure that output is complete and is delivered (standard or customized) to the appropriate parties
in an appropriate manner.
Through inquiry, review of written policies and procedures, and tests of a sample of transactions,
evaluate interface controls, which ensure that transactions between multiple systems are secure,
and integrity of the information transmitted is maintained, accurate and complete.
Phase III – Substantive Testing
Sampling is one of the methods we use to obtain efficiency in the audit process. In designing and
implementing a sampling plan, we consider the specific audit objective to be achieved and determine that
the audit procedures to be applied will achieve that objective. We will:
Define the objective of the test.
Define the population to be sampled, the population element to be examined (sampling unit), and
what an error is.
Out testing of IT application controls provides strong audit evidence and streamlines the audit
process.
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Revised Proposal to Provide Professional Financial Statement Audit Services 28
Determine which sampling technique is most appropriate.
Determine the appropriate sample size and select a sample intended to represent the population.
Examine each sample item to determine whether it represents an error or an exception.
Substantive Testing – The purpose of the substantive tests is to provide reasonable assurance of the validity
of the information produced by the accounting system. These tests will include various detailed tests, such
as inspection of underlying source documents, confirmations, and reconciliations. We will also perform
analytical procedures, including ratio analysis, comparisons of actual-to-budget information, and other
procedures. Specifically, tests that we have found to be effective and efficient for the City audits include
confirmation of cash, investments, grants receivable, loan balances and debt, tests of subsequent receipts
for selected receivables, and unrecorded liabilities for payables.
Consideration of Fraud – The primary responsibility for preventing and detecting fraud rests with those
charged with governance and management. It is important that management, with the oversight of those
charged with governance, places a strong emphasis on fraud prevention, which may reduce opportunities
for fraud to occur, and fraud deterrence, which could persuade individuals not to commit fraud because of
the likelihood of detection and punishment. This involves a commitment to creating a culture of honesty and
ethical behavior, which can be reinforced by active oversight by those charged with governance. Oversight
by those charged with governance includes considering the potential to override controls or other
inappropriate influence over the financial reporting process.
We are responsible for obtaining reasonable assurance that the financial statements are free from material
misstatement, whether caused by fraud or error. Accordingly, as part of our audit planning process, we will
perform procedures to obtain information that will be used for identifying the risks of material misstatement
due to fraud, such as the following:
Discussions with management and others within the City. These discussions would focus on
obtaining an understanding of management's: (a) assessment of the risk that the financial
statements may be materially misstated due to fraud, including the nature, extent, and frequency.
of such assessments; (b) process for identifying, responding to, and monitoring the risks of fraud
in the City, including any specific risks of fraud that management has identified or that have been
brought to its attention, or classes of transactions, account balances, or disclosures for which a risk
of fraud is likely to exist; (c) communication, if any, to those charged with governance regarding its
processes for identifying and responding to the risks of fraud in the City; and (d) communication, if
any, to employees regarding its views on business practices and ethical behavior. We will also
make inquiries of management and others within the City as appropriate to determine whether they
have knowledge of any actual, suspected, or alleged fraud affecting the City.
Discussions with those charged with governance. We will obtain an understanding of how those
charged with governance exercise oversight of management's processes for identifying and
responding to the risks of fraud in the City and the internal control that management has established
to mitigate these risks.
Evaluation of unusual or unexpected relationships identified. Unusual or unexpected relationships,
variances, or balances that we may identify during our preliminary analytical review procedures will
be evaluated for an indication of risks of material misstatement due to fraud.
Discussions among our audit team members. This discussion will involve exchanging ideas or
brainstorming among our audit team members about how and where the City's financial statements
might be susceptible to material misstatement due to fraud, how management could perpetrate and
conceal fraudulent financial reporting, and how assets of the City could be misappropriated.
Adjusting Journal Entries – Adjusting journal entries proposed by our auditors, if any, will be discussed and
explained to the Finance Director and others as appropriate. It is our practice to discuss issues and
proposed audit entries with the program manager or management personnel immediately responsible for
the program to ensure that we have not misunderstood that situation. This will ensure that the proposed
entry or management comment and recommendation are accepted by the immediate manager and ensure
that the recommendation is feasible and makes business sense. It is also our policy to address issues and
resolve them as they arise rather than at the end of the audit. In short, there will not be any surprises.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 29
Our work plan's final element is the regular reporting to City management personnel to apprise them of our
progress. We believe communication is vital. Therefore, we have stressed the importance of continuous
close relationships throughout this proposal and have indicated the various points we will meet for specific
discussions and decisions.
Phase IV - Reporting
Review federal, state, and other grant reporting requirements,
Determine which internal control findings are significant deficiencies or material weaknesses,
Prepare findings and draft the auditors' reports,
Review draft reports with City management, and
Evaluate management feedback and proposed corrective actions, make revisions as necessary,
and finalize the report.
Ample time will be provided for management review of all reports in draft form.
Management Letter
After our audit, separate from any significant internal control deficiencies or items of noncompliance we
may have identified and included in the respective auditors' reports, we will also provide our comments and
observations for improvements to operating, accounting, and business practices. The diverse experience
of our personnel and the fresh perspectives of our team members, combined with their independent and
objective viewpoints, will likely yield valuable information. The findings and other comments will contain, as
warranted and appropriate:
Specific recommendations for improving accounting practices and procedures and the internal
accounting and administrative controls.
Comments on the design, controls, and audit trails of new and redesigned automated systems and
suggestions to improve processing methods and procedures.
Suggestions for operational improvements or cost efficiencies noted during our examination.
Comments relative to ensuring compliance with the applicable laws, rules, and regulations,
including Office of Management and Budget (OMB) and U.S. Government Accountability Office
(GAO) guidance and regulations.
Comments regarding the implementation of the new GASB pronouncements.
Other comments, recommendations, or observations regarding best practices that we believe may be of
interest
b) Level of staff and number of hours to be assigned to each proposed segment of the
engagement
Planning
Internal
control
Evaluation
Substantive
testing
Completion
and
Reporting Total
Partner 6 2 7 21 36
Senior Manager 10 36 8 28 81
Supervisor 2 20 20 8 50
Audit Senior 9 60 120 64 253
26 118 155 121 420
Hours
Any and all potential exceptions or findings will be immediately discussed with knowledgeable personnel
and summarized in weekly status meetings to ensure accuracy of any findings, time for management to
correct noted deficiencies and the avoidance of any surprises.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 30
c) Sample sizes and the extent to which statistical sampling is to be used in the engagement
Non-statistical sampling is most often employed in our internal control testing and compliance testing
procedures during the Single Audit. The extent of testing and sampling depends on many factors,
including environmental controls, the program's complexity, previous audit findings, changes in federal
statutes, and the number of locations at which controls are administered. Our sampling plan will
conform to the AICPA's guidance for testing compliance. The number of sample sizes will depend on
the assessment of controls and the inherent risk of noncompliance in a major program.
d) Extent of use of information technology in the engagement
All staff members are skilled at utilizing public sector software programs and have extensive experience
with cloud computing, AI, and data science. Our audit personnel have a wealth of experience in
evaluating complex computerized accounting systems of governmental agencies. They are proficient
at:
Analyzing an organization’s information systems.
Determine the controls and audit processes required to provide assurance that the information
produced is reliable and that the system and data contained therein are secure.
Our audit staff generates all fund trial balances, lead sheets, and detailed working papers on laptop
computers through either downloads or input of individual fund general ledger information. This process
significantly reduces the time City personnel must spend preparing audit schedules.
The following tools are utilized in the audit process:
Our Tools
Vasquez utilizes CaseWare electronic audit workpapers for a more
efficient and intelligent audit process. CaseWare is also useful for financial
analysis and reporting, including financial statement preparation.
To help manage the data flow for our testing, we utilize the Vasquez Citrix
ShareFile, a secure and regulatory compliant tool, to manage the many
requests more effectively and efficiently for information necessary to
conduct an engagement of this size.
Office 365 provides access to Office applications, online productivity
services, and business services such as web conferencing, hosted email,
and online storage.
We use IDEA software to analyze data in unique ways and the audit
sampling process.
DataSnipper allows us to conduct automated document matching, text
recognition, and document review and management.
e) Type and extent of analytical procedures to be used in the engagement
Non-statistical sampling is most often employed in our internal control testing and compliance
testing procedures during the Single Audit. The extent of testing and sampling depends on many
factors, including environmental controls, the program's complexity, previous audit findings, changes in
federal statutes, and the number of locations at which controls are administered. Our sampling plan will
conform to the AICPA's guidance for testing compliance.The number of sample sizes will depend
on the assessment of controls and the inherent risk of noncompliance in a major program.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 31
f) Approach to be taken to gain and document an understanding of the City’s internal control
structure
Analytical review techniques will be utilized to identify other areas that might require attention. Until the
year-end account balances are finalized, our review will focus on budgets compared to actual/projected
information. We can, thus, identify certain sensitive audit areas to determine whether they are indeed
areas requiring extra attention. We will also focus on unusual fluctuations occurring within individual
funds to identify accounts and areas that merit further investigation.
Based on our understanding of the City's operating environment, through our analytical review and
other planning procedures, we will meet with the City personnel to highlight areas to be emphasized
during the audit. We will concentrate our efforts on the identified areas of audit concern and areas we
know are important to the City Officials. Some of our preliminary audit concerns are elaborated as
follows:
Compliance with applicable laws, regulations, and reporting requirements
All matters of compliance with GASB statements and interpretations
Receipt of all revenue to which the City is entitled.
Purchases are authorized and within budgetary limitations.
Encumbrances and liabilities are recorded and charged to proper budgetary accounts.
Proper accounting and disclosure of developer agreements and similar commitments
Proper accounting for capital assets, including infrastructure assets.
Proper recording of outstanding obligations
g) Approach to be taken in determining laws and regulations that will be subject to audit test
work
An audit performed in accordance with Government Auditing Standards requires auditors to report on
the City's internal control over financial reporting and on compliance with certain provisions of laws,
regulations, contracts, grant agreements, and other matters. Accordingly, we will test the City's
compliance with certain regulations, such as compliance with budget preparation and budgetary
requirements, investment reporting, and compliance with other contracts, such as bond covenants and
grant agreements.
We will consider the requirements of the Uniform Administrative Requirements, Cost Principles, and
Audit Requirements for Federal Award (Uniform Guidance) when performing all Single Audit test work.
This means we will coordinate the Single Audit testing of major federal programs with the testing of
internal controls and systems in conjunction with the financial statement audit. Each major program
requires a separate opinion on compliance with federal rules and regulations. The scope of our testing
will be sufficient and specific enough to allow opinions on each of the City's major programs. In addition,
we will perform risk assessment procedures, including:
Review of prior years' reported findings
Consideration of the extent of continuing or new personnel assigned to administer each major
federal program.
h) Approach to be taken in drawing audit samples for purposes of tests of compliance
The extent of testing and sampling depends on many factors, including environmental controls, the
program's complexity, previous audit findings, changes in federal statutes, and the number of locations
at which controls are administered. Our sampling plan will conform to the AICPA's guidance for testing
compliance. However, the number of sample sizes will depend on assessing controls and the inherent
risk of noncompliance in a major program.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 32
Identification of Anticipated Potential Audit Problems
We do not expect any potential audit problems to arise. We tailor our services based on identified risks and
address issues to meet the specific needs of our clients. We have implemented the following steps to
prevent deliverability issues.
1. Equipment—All our auditors have the necessary equipment to work anywhere in the world. Our team
members are provided with scanners, printers, monitors, and other equipment to ensure our
personnel can work remotely.
2. Communication—Vasquez has digital phone lines linked to our personnel's computers and cell
phones. This ensures that our personnel respond to our clients' needs within 24 hours.
3. Office 365 – Vasquez has fully implemented the Office 365 suite. This allows our personnel to
collaborate with clients in a cloud-based environment. Some of these hub-based products include
Microsoft Teams, SharePoint, and other video conferencing tools.
4. Audit and research tools – Vasquez uses CaseWare, an audit software package that allows teams to
virtually work on projects in a secure environment. Our managers and partners can simultaneously
oversee the work done by an engagement team.
5. Secured data room – Vasquez uses Citrix ShareFile to securely transfer data between clients and
audit teams without file size restrictions. The portal has a document management process flow that
easily tracks all the documents requested by the audit team so that all our clients have to do is drag
and drop them into the portal. In addition, our clients and engagement teams get a daily update of all
the documents that have been uploaded and those that are still open. This data flow allows us to
monitor the progress of the audit at all times.
6. RSM Professional Services+ Practice – As a member of the PS+ Collaborative, we utilize the same
tools, software, methodology, and specialists as the 5th largest accounting firm in the country. This
allows us to stay current with the latest developments relevant to our clients, collaborate with firms
across the country, and provide technical resources to our clients on the latest industry developments.
7. AICPA G400 – As a member of the top 1% of CPA firms in the country, we stay on top of all the latest
developments in the audit profession, including how to address government funding and how to
conduct a remote audit properly.
8. Global and multi-location experience – Vasquez has served clients with multiple locations in the US
and worldwide for decades. This experience has taught us how to conduct procedures in a remote
environment.
9. Flexibility – If our client records are not available electronically, we have the flexibility to send auditors
to the client's site to audit records live.
Report Format
An example of an Annual Comprehensive Financial Report awarded the GFOA Certificate can be found at
the following location for public access:
Sample Report
City of Modesto ACFR (https://www.modestogov.com/ArchiveCenter/ViewFile/Item/4280)
Contract Requirements
8.2. Endorsements – 8.2.5. – We are unable to provide a waiver of subrogation on professional
liability insurance.
8.3. Deductibles and Self Insured Retentions – Our deductible is $150,000 and we mark this
information as confidential.
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City of Rolling Hills
Revised Proposal to Provide Professional Financial Statement Audit Services 33
Fees
Our fees for the services outlined in this proposal are based on our estimates of the time needed to complete
the project at our standard hourly rates. The fees are based on the assumption that unexpected
circumstances will not be encountered during the audit, along with the following:
1. City staff are available to answer questions within the agreed timeframe.
2. No instances of fraud that will require additional procedures.
3. City staff to prepare all financial statements/schedules.
4. All information requested is provided within the agreed timeframe.
5. No (0) major programs subject to the Single Audit Act.
6. The information provided is complete and correct for the year under audit.
7. Other unforeseen events such as:
a. Accounting problems.
b. Fraud.
c. Changes in your business or business environment.
d. Contractual difficulties with suppliers, third-party service providers, or clients.
Year Ended June 30th
Contract Period Option Years
Basic Reports to be Issued 2025 2026 2027 2028 2029
City Audit, including ACFR and Memo of
Internal Controls $ 42,500 $ 43,775 $ 45,088 $ 46,442 $ 47,834
Annual Report of City Financial
Transactions to State Controller 2,500 2,575 2,652 2,732 2,814
GANN Limit 500 515 530 546 562
Subtotal $45,500 $ 46,865 $ 48,270 $ 49,720 $ 51,210
Hourly rates for additional scope of service:
Auditors Standard Hourly Billing Rates
Contract Period Option Years
Position 2024-2025 2025-2026 2026-2027 2025-2027 2026-2028
Partner $ 375 $ 390 $ 405 $ 420 $ 435
Manager 225 235 245 255 265
Senior 200 210 220 230 240
Staff 175 185 195 205 215
Clerical 140 145 150 155 160
90
www.vasquez.cpa
Vasquez & Company LLP has over 55 years of experience in performing audit, accounting & consulting services for all types of
nonprofit organizations, for-profit companies, governmental entities and publicly traded companies
91
PROPOSAL FOR PROFESSIONAL AUDIT SERVICES
FOR
CITY OF ROLLING HILLS
FOR THE YEARS ENDING
JUNE 30, 2025, 2026 AND 2027
Submitted
March 28, 2025
By
Fausto Hinojosa, CPA, CFE
Managing Partner
Price Paige & Company
Certified Public Accountants
570 N. Magnolia Ave., Ste. 100
Clovis, California 93611
Phone: 559-299-9540
Fax: 559-299-2344
Email: fausto@ppcpas.com
Website: www.ppc.cpa
License No: 66479
Federal ID No: 87-3267876
92
CITY OF ROLLING HILLS
PROPOSAL FOR PROFESSIONAL AUDIT SERVICES
FOR THE YEARS ENDING JUNE 30, 2025, 2026 AND 2027
___________________________________________________________________________________________________________________________________________
TABLE OF CONTENTS
PAGE
LETTER OF TRANSMITTAL ..................................................................................................................... 1
FIRM HISTORY AND QUALIFICATIONS ................................................................................................. 2
VALUE-ADDED SERVICES AND SUPPORT .......................................................................................... 4
TEAM QUALIFICATIONS AND EXPERIENCE ........................................................................................ 5
TEAM RESUMES ..................................................................................................................................... 6
RELEVANT PRIOR EXPERIENCE ........................................................................................................ 10
SCOPE OF SERVICES .......................................................................................................................... 11
AUDIT APPROACH ................................................................................................................................ 12
SINGLE AUDIT APPROACH .................................................................................................................. 15
COST PROPOSAL ................................................................................................................................. 16
PEER REVIEW REPORT ....................................................................................................................... 17
93
1
March 28, 2025
Robert Samario
Finance Director
City of Rolling Hills
2 Portuguese Bend Road
Rolling Hills, CA 90274
Dear Mr. Samario and Auditor Selection Committee:
Thank you for considering Price Paige & Company for your audit services. It is our pleasure to present to
you our proposal to provide professional audit services to the City of Rolling Hills (the City) for the years
ending June 30, 2025, 2026 and 2027, with the option to renew for two subsequent fiscal years. When
presented with viable alternatives, it is not always easy for entities such as the City to identify the
accounting firm that can best meet their overall auditing needs. Over the past 40 years, we have
developed significant expertise in governmental auditing and accounting. Our deep knowledge of the
municipal environment has allowed us to develop more robust audit procedures that enhance the
effectiveness of our audits.
Our audit professionals are highly qualified and have extensive experience and expertise in
governmental auditing and accounting. The firm has been a member of the AICPA Government Audit
Quality Center since its inception, and all our accountants take a minimum of 80 hours of continuing
professional education every two years specifically related to the auditing and accounting services we
provide. This commitment to learning yields a direct benefit to the clients we work with. Additionally, our
firm has a well-earned reputation for ensuring audit engagements are performed in accordance with
professional standards and, just as importantly, on time. We are committed to communicating effectively
to ensure that we address your questions comprehensively. As demonstrated by our resumes and
considerable involvement by the firm’s audit principal, we feel that our firm has the resources, knowledge
and expertise to meet and service the needs of the City. We can assure you that we fully understand the
scope of work to be performed, and we wish to emphasize our commitment to meeting and exceeding all
your expectations. We are committed to providing these services in accordance with the City’s required
timelines. Additional information about our firm’s audit department and the services we offer can be found
on our website, www.ppc.cpa.
We trust that this proposal to provide professional audit services will adequately summarize our approach
to client service and identify those attributes that set Price Paige & Company apart from others. We
appreciate the opportunity to submit this proposal to serve you and would be pleased to furnish any
additional information regarding our firm or answer any other specific questions or concerns you may
have. I am an audit principal for our firm, and I am authorized to make representations regarding this
proposal. I may be reached at (559) 299-9540 or via email at fausto@ppcpas.com.
Sincerely,
Fausto Hinojosa, CPA, CFE
Managing Partner
Price Paige & Company
Certified Public Accountants
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2
FIRM HISTORY AND QUALIFICATIONS
___________________________________________________________________________________________________________________________________________
Established in 1976 and located in Clovis, California, Price Paige & Company consists of five partners
each of whom is a Certified Public Accountant. The principals of the firm have more than 90 years of
combined experience in public accounting. Our firm is comprised of over 60 professional,
paraprofessional and administrative staff. More than 50% of Price Paige & Company’s practice is in
auditing and attestation services, primarily in the governmental and not-for-profit sectors. In addition, we
provide services to many businesses in accounting, tax and management consultation in all areas.
Price Paige & Company is recognized in the community and by our peers as experts in the areas of
governmental and not-for-profit auditing, attestation and accounting. Our proven commitment to
excellence allows us to work with clients in the timeliest and most cost-effective manner possible. Our
auditors are not seasonal; that is, they are not “tax accountants” who perform audits in the “off-season.”
They focus exclusively on providing audit services, and they receive over 80 hours of continuing
education every two years, specifically related to improving their audit skills. The experience of our team
allows us to conduct very efficient and effective audits.
We currently provide auditing, attestation and accounting services to more than 60 governmental
agencies and 75 not-for-profit organizations annually, many of which are federal single audits. The
breadth and scope of single audits we have conducted is significant, and we have experience auditing
organizations with an excess of $100 million dollars of federal funding.
We will assign a team of personnel from our firm to your account to provide the range of services you
have requested. This team is kept abreast of any significant developments that arise through our normal
association with you. The most important aspect of this approach is to provide continuity to the
engagement. We understand that the audit process requires two-way communication, and we accept our
responsibility to listen to our client’s concerns and deliver timely and effective solutions.
Proactive Rather than Reactive Approach to Client Service
A primary objective of our client service is to make positive contributions to our client’s profitable
operations, organizational efficiency and productivity. We work hard at anticipating problems and
ensuring there are no surprises. We are creative and will always present alternatives for our client’s
evaluation rather than relying on the “textbook solution.” We will schedule frequent meetings and utilize
our management recommendation letters as tools for communication with you.
Smart Technologies
We use sophisticated data analysis software (IDEA) that allows us to perform specific fraud-detection
tests on large amounts of data; in some cases, testing 100% of the transaction population. Some of the
specific tests we perform include the following: duplicate payment tests, matching of employee and
vendor addresses to identify potential conflicts and review of purchase orders to identify potential bid
splitting. We believe our creative use of this value-added software tool allows us to perform more effective
audits and gives our clients increased confidence in their financial reporting. For example, we have
successfully implemented this data analysis software and testing at Fresno Unified School District, which
is the third largest school district in the state, with a budget in excess of $800 million dollars.
All our audit engagements are performed utilizing a paperless and digital approach. Our auditing software
allows us to increase our efficiency and provide a streamlined workflow. Documents and files can easily
be retrieved and forwarded to our clients without the need for photocopying.
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3
External Peer Review
The successful peer reviews our firm has received and our Engagement Quality Control Review program
serve as evidence of our commitment to meeting the standards of care and performance applicable to our
auditing, attestation and accounting practice, which demonstrate the extra measures we take to ensure
continued successful compliance with our client’s expectations about our quality and competence.
For your consideration, a copy of the firm’s Peer Review Report is included in this proposal as listed on
the table of contents. The firm received a “pass” report, and the review included specific not-for-profit,
governmental and Uniform Guidance engagements.
We Conduct Peer Reviews
In addition to receiving successful peer reviews, Price Paige & Company also conducts peer reviews
of other accounting firms. Essentially, we “audit” other auditors to ensure auditing and accounting
standards are met. Being a peer reviewer requires us to understand the technical accounting rules,
especially in the governmental and not-for-profit environments. We leverage our experience as technical
peer reviewers in our audit engagements so that we can perform effective and efficient audits for all our
clients.
Mandatory Qualifications
Licensure and Certification — The associates of Price Paige & Company are licensed Certified
Public Accountants, certified by the California State Board of Accountancy (License #PART 8241). All
team members assigned to the engagement comply with the 80-hour continuing education
requirements promulgated by Government Auditing Standards issued by the U.S. Government
Accountability Office.
Independence — Our firm is independent with respect to the City as defined by applicable standards
generally in the United States as well as Government Auditing Standards issued by the U.S.
Government Accountability Office.
No Conflict of Interest — Our firm’s established policy is that we do not submit proposals for
auditing, attestation or accounting services if there is a known conflict of interest with the potential
client. There are no current or potential conflicts of interest with anyone (employees, management,
officers or directors) within the City.
No Disciplinary Actions — Price Paige & Company has never had any disciplinary actions taken
nor are any pending with the Federal or State regulatory bodies or professional organizations. In
addition, we are pleased to affirm that we have never had an unresolved dispute related to
accounting or auditing matters that resulted in disengagements. We work closely with our clients to
develop solutions that are consistent with the accounting rules and auditing standards issued by the
U.S. Government Accountability Office.
Additional Confirmations of Understanding
File Retention — We will retain working papers for seven (7) years following the completion of the
audit.
Equal Opportunity Employer — Price Paige & Company is an equal opportunity employer. All
employees are treated on their merits, without regard to race, age, sex, marital status or other factors
not applicable to their position. Employees are valued according to how well they perform their duties,
their demonstrated abilities and their enthusiasm toward maintaining the firm’s standards of service.
Liability Coverage — Price Paige & Company maintains comprehensive General Liability Coverage
and Errors and Omissions Insurance with a limit of at least $3,000,000. All required certificates of
insurance will be provided to the City’s management, should our firm be the successful bidder.
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4
VALUE-ADDED SERVICES AND SUPPORT
___________________________________________________________________________________________________________________________________________
The role of accountants has evolved over time in response to the client’s needs. Our firm has made it a
practice to be proactive with clients by providing value-added services, all of which are included as part of
our audit engagement. Below are some of the value-added benefits that we provide to our clients at
no additional charge.
Consultation on Accounting Matters
We provide our clients with guidance on technical accounting matters. We encourage our clients to
communicate with us regarding any technical accounting matter, as it allows us to be proactive in the
audit process. If the technical accounting questions are outside the scope of the audit or require
significant research, we will communicate with management the appropriate cost for their approval before
proceeding with any additional services.
Client Training
We believe it is important to give our clients access to a full range of information to help them stay aware
of current accounting developments and financial reporting issues. As part of our client service program,
we will periodically hold client training seminars and summary courses aimed at providing our clients with
an understanding of relevant accountancy issues. Training sessions we have offered included the
following topics: understanding and mitigating the risk of fraud, reading and understanding governmental
and non-profit financial statements and understanding the impact of unrelated business taxable income
activities.
At the request of our clients, we expect to offer more client training sessions on some of the following
topics in the future:
current and pending government accounting pronouncements,
differences in grant accounting vs. GAAP accounting,
understanding the risk of fraud in an organization.
As part of the value-added service included in our client engagements, we invite our clients and their
board members to attend the training sessions, which we anticipate offering remotely through webinar or
digital conferences.
Approach to Communication and Expectations of Our Clients
In order to meet and exceed your expectations, we are diligent about maintaining open communication
throughout the entire engagement. In our experience, this results in a more effective engagement. Our
approach depends on the timely response and assistance of the City. This cooperation will further ensure
our work is completed in an efficient and cost-effective manner.
Additional Services Provided
In addition to financial statement audits, we also offer the following services: Internal Control Review,
Forensic Accounting, Fraud Investigation, Agreed-Upon Procedures, Financial Statement Review and
Financial Statement Compilations.
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5
TEAM QUALIFICATIONS AND EXPERIENCE
___________________________________________________________________________________________________________________________________________
We have an outstanding team of professionals who have established themselves as qualified competent
individuals. We can assure you that each of our professionals is experienced in governmental accounting,
GASB accounting pronouncements and Single Audit requirements. Following is a brief overview of their
experience. Detailed experience for each of these professionals can be found in Team Resumes as listed
on the table of contents.
Years of Auditing / Accounting Experience
Audit Partner
Fausto Hinojosa, CPA, CFE*
35
Quality Control Partner
Joshua Giosa, CPA
18
Senior Audit Manager
Osvaldo Gutierrez, CPA 17
Audit Manager
Anthony Gonzales, CPA
10
* Denotes a reviewer in Government Finance Officers Association Certificate of Achievement for
Excellence in Financial Reporting Program.
Availability of Personnel and Time Requirements
Our level of staffing is more than sufficient to ensure that you receive a timely, efficient service. Should
any of the above members of our team become unavailable, we will provide another equally qualified
individual from our firm.
Continuity of Professional Staff and Succession Planning
Continuity of staff on engagements is as important to us as it is to our clients. Continuity promotes a
thorough understanding of your needs and goals and helps us help you. A smooth transition from your
existing firm to our firm will be accomplished as follows:
Communication — We stress communication early on with your staff to determine expectations,
time frame for delivery of information and our extent and availability of assistance. We provide a
written list of detailed information needed during our engagement, including critical due dates.
Experience — Members of our engagement team are very experienced in the operational,
administrative and accounting and compliance issues related to governmental entities.
Quality — The firm maintains a rigorous quality control review process that includes not only a
detailed review by a quality control manager and engagement partner but also an Engagement
Quality Control Review (EQCR) as defined by AICPA standards.
Audit Approach — Our audit approach emphasizes effective up-front planning to identify issues for
timely resolution.
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6
TEAM RESUMES
___________________________________________________________________________________________________________________________________________
FAUSTO HINOJOSA
Certified Public Accountant
Certified Fraud Examiner
California License # 66479
Present Position
Audit Partner
Education and Experience
Fausto is Audit Partner in charge of audit and forensic consulting engagements for Price Paige &
Company. For over thirty years his practice has focused on audit and accounting, fraud investigation,
forensic consulting, and litigation support services. Fausto serves as the Managing Partner for the Firm
and is responsible for providing strategic leadership. He has worked professionally in the accounting field
since graduating from California State University, Fresno, in 1990. He became a Certified Public
Accountant in 1994 and a shareholder with Price Paige & Company in 1997. A Certified Fraud Examiner,
Fausto has investigated numerous allegations of fraud and has been designated a fraud expert in various
legal proceedings.
After more than 30 years in the profession, Fausto has developed significant expertise specifically in the
areas of audit risk assessment, governmental and not-for-profit auditing, fraud detection and prevention,
federal/state grant compliance and internal controls.
Fausto is the former Chair of the local Government Accounting and Auditing Committee for the California
Society of CPAs and currently serves on the state committee. In addition, Fausto is a reviewer for the
Government Finance Officers Association “Certificate of Achievement for Excellence in Financial
Reporting” program. As the former Chair for the State Board of Accountancy Qualifications Committee,
Fausto conducted audit workpaper reviews of CPA candidates in order to make licensure
recommendations to the Committee.
Fausto is a former Adjunct Professor at Fresno Pacific University, where he taught an upper-division
auditing course. He is a frequent lecturer to the California Society of CPAs and other professional
organizations, business and civic groups on governmental and not-for-profit accounting and auditing,
preventative fraud measures and the unique audit requirements for federal award programs under the
Single Audit Act.
Professional Organizations and Community Involvement
California Board of Accountancy Peer Review Oversight Committee — Vice Chair
State Board of Accountancy Qualifications Committee — Past Chair
Fresno Chapter of California Society of CPAs — Past President
Association of Certified Fraud Examiners — Member
American Institute of Certified Public Accountants — Member
Government Accounting and Auditing Committee of the Fresno Chapter — Past Chair
State Government Accounting and Auditing Committee of the California Society of CPAs — Member
Government Finance Officers Association — ACFR Reviewer
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JOSHUA GIOSA
Certified Public Accountant
California License # 119801
Present Position
Quality Control Partner
Education and Experience
Joshua began his accounting career at Price Paige & Company in January 2007 after graduating from
California State University, Fresno. In June 2005, he received a Bachelor of Science in Business Administration
with an option in Accountancy and became a Certified Public Accountant in 2013.
Joshua is a partner for many of the firm’s municipal audits and all its consultation clients. Although his
governmental auditing background dates to 2007, since 2011 he has worked almost exclusively with
governmental agencies, including the planning, performing, and reviewing of financial statement audits, which
often also includes the compilation of their financial statements. He has performed and overseen substantial
grant compliance work on both federal and state programs, has conducted several single audits, and has
prepared numerous State Controller reports.
Beginning in 2017, Joshua shifted his focus from auditing to consulting governmental agencies, including
counties, municipalities, and special districts. During this time, he has worked very closely with finance
department personnel to support their primary objective of providing timely and accurate information to the
decision-makers of a given entity. Responsibilities have included assisting clients with closing their financial
records and preparing audit schedules in preparation for their annual audits, preparing monthly bank
reconciliations and any other reconciliations requested by management for internal purposes, providing
guidance for implementing new accounting pronouncements, and providing guidance for improving internal
controls. Additionally, he has assisted municipalities in implementing new accounting software and developing
a new chart of accounts and fund structures. Joshua has extensive knowledge of the Government Accounting
Standards Board pronouncements and has assisted his clients in the most complex of transactions.
Community and Affiliations
Joshua is a member of the American Institute of Certified Public Accountants, the California Society of CPAs
and the Government Finance Officers Association. He is currently serving on the Board of Directors as the
Treasurer for North Fresno Rotary Endowment and president of Bullard Youth Softball League. He was
formerly on the Board of Directors as the Treasurer for Big Brothers Big Sisters of Central California and
Fresno’s Rotary Storyland/Playland. Joshua is also an honorary member of the North Fresno Rotary Club.
Continuing Education
Joshua is in compliance with the continuing education requirements of the AICPA and Government Auditing
Standards. Josh recently developed a training program for PPC staff and conducted training in courses such as
Accounting and Auditing of GASB 54, Auditing Enterprise Revenue and Receivables, and Risk Assessment for
Government Agencies. Recently attended courses include: Governmental Auditing and Accounting Update,
Advanced Financial Report, and Advanced Governmental Accounting.
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OSVALDO GUTIERREZ
Certified Public Accountant
California License # 122553
Present Position
Senior Audit Manager
Education and Experience
Osvaldo began his accounting career after graduating with an accounting degree from California State
University, Fresno, in 2008 and became a Certified Public Accountant in 2014.
Prior to joining Price Paige & Company as an audit manager, Osvaldo worked with a large local public
accounting firm at varying levels of responsibility up to and including audit manager and also spent two
years in the private industry.
Osvaldo’s extensive governmental accounting experience includes many years working directly with
some of the largest municipalities in the Central Valley, including various counties, cities, special districts
and transportation authorities. Osvaldo’s specific experience includes managing multiple team members
in the conducting of financial statements and federal single audits. Osvaldo has extensive knowledge of
new and existing GASB pronouncements and prides himself on teaching and training clients as a part of
the normal audit process. Osvaldo has performed audits and reviews for clients in a variety of industries,
ensuring that all aspects of the engagement are completed from the planning process through the
drafting, review and issuance of the financial statements.
Osvaldo also serves as an internal auditor for a local school district where he performs both financial and
compliance audits, fraud prevention and investigations, policy and process improvement, and other duties
as needed. He also performs consulting work to other municipalities as well that focus on internal
controls, fraud investigations, and operational efficiencies
Community and Affiliations
Osvaldo is a member of the American Institute of Certified Public Accountants, the Government Finance
Officers Association (GFOA) and the California Society of Certified Public Accountants, where he served
as the Fresno chapter President (2020/2021).
Continuing Education
Osvaldo is in compliance with the continuing education requirements of the AICPA and Government
Auditing Standards and continues to take relevant courses to stay up to date on all relevant matters. He
also serves as an instructor for in-house continuing education seminars.
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ANTHONY GONZALES
Certified Public Accountant
California License # 1400083
Present Position
Audit Manager
Education and Experience
Anthony began his public accounting career as an intern with Price Paige & Company in January 2015
after graduating from California State University, Fresno, with a Bachelor of Science in Business
Administration (Accountancy option). While working toward his degree, he interned for a statewide not-
for-profit organization, where he gained valuable experience in the organization’s accounting and finance
department.
Anthony earned his Certified Public Accountant (CPA) license in May 2019 and now serves as an Audit
Manager, overseeing audits for a wide range of governmental entities in California, including counties,
cities, and special districts. In this role, he manages audit engagements, provides technical expertise, and
ensures compliance with Government Auditing Standards and relevant regulatory requirements.
Additionally, Anthony provides consulting services to similar entities, assisting in financial reporting,
internal controls, and regulatory compliance.
Throughout his career, Anthony has developed specialized expertise through both formal training and
hands-on experience. His areas of proficiency include performing audits in accordance with Generally
Accepted Auditing Standards (GAAS) and Government Auditing Standards (GAGAS), single audit
compliance in accordance with OMB Uniform Guidance 2 CFR Subpart 2, State Controller’s reports,
financial statement preparation in compliance with Yellow Book and GASB standards, and data extraction
and analysis techniques.
Community and Affiliations
Anthony is a member of the American Institute of Certified Public Accountants (AICPA), the Government
Finance Officers Association (GFOA), and the California Society of CPAs (CalCPA). In addition, he
actively supports the accounting profession through his volunteer service on the Qualifications Committee
for the California Board of Accountancy (CBA), where he has served since March 2023.
Continuing Education
Anthony meets the continuing education requirements of the AICPA and Government Auditing Standards.
Recent courses attended include:
Professional Conduct & Ethics: Dealing with Ethical Crises
Financial Statement Analysis Techniques
GAO Standards – Yellow Book Compliance
SEFAs: Schedule of Expenditures of Federal Awards and the Requirements Under the Uniform Guidance
Yellow Book and Single Audit Deficiencies
Auditor Considerations: The Coronavirus State and Local Fiscal Recovery Funds Program
Internal Control and Fraud in Governments and Nonprofits
Additionally, Anthony has delivered training sessions to fellow CPAs and accounting professionals on
topics such as governmental accounting, the 2018 Yellow Book, and the Uniform Guidance.
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RELEVANT PRIOR EXPERIENCE
___________________________________________________________________________________________________________________________________________
After evaluating our relevant experience, we are certain you will agree that Price Paige & Company is highly
qualified to serve you. We have been successfully performing audit and attestation engagements since 1976.
We have since continued to build on our reputation as a well-respected firm in and around the San Joaquin
Valley and throughout California, with the qualifications and experience necessary to provide unequaled
performance. Following is a list of several of our clients for whom we have provided similar services and our
primary contact for each:
Reference Name: City of Tulare
Contact: Mark Roberts, Chief Executive Officer
Address: 411 E. Kern Avenue, Tulare, CA 93274
Phone: (559) 684-4255
Email: mroberts@tulare.ca.gov
Services Provided: Financial Statement Audit (Single Audit/Uniform Guidance), Consulting
Dates: June 30, 2022 through Present
Reference Name: City of Ripon
Contact: Lisa Roos, City Clerk/Finance Director
Address: 259 N. Wilma Avenue, Ripon, CA 95366
Phone: (209) 599-2108
Email: lroos@cityofripon.org
Services Provided: Financial Statement Audit (Single Audit/Uniform Guidance), Pension Audit (GAAS), State
Controller’s Report
Dates: June 30, 2016 through Present
Reference Name: City of Los Banos Contact: Brent Kuhn, CPA, Interim Finance Director
Address: 520 J Street, Los Banos, CA 93635
Phone: (209) 827-7000
Email: brent.kuhn@losbanos.org
Service Provided: ACFR Audit (Single Audit/Uniform Guidance), Received Certificate of Achievement for Excellence
in Financial Reporting for its ACFR for the Fiscal Year Ended June 30, 2020 from GFOA
Dates: June 30, 2014 through Present
Reference Name: City of Fresno
Contact: Ruthie Quinto, Assistant City Manager
Address: 2600 Fresno Street, Fresno, CA 93721
Phone: (559) 621-2489
Email: Ruth.quinto@fresno.gov
Services Provided: Measure P Financial Statement Audit, Internal Control Evaluation and Special Projects
Dates: June 30, 2022 through Present
Reference Name: City of Kingsburg
Contact: Alma Colado, Finance Director
Address: 1401 Draper Street, Kingsburg, CA 93611
Phone: (559) 897-5821
Email: acolado@cityofkingsburg-ca.gov
Service Provided: ACFR Audit (Single Audit/Uniform Guidance), Received Certificate of Achievement for Excellence
in Financial Reporting for its ACFR for the Fiscal Year Ended June 30, 2020 from GFOA, State Controller’s Report
Dates: June 30, 2012 through Present
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SCOPE OF SERVICES
___________________________________________________________________________________________________________________________________________
As our experience indicates, we clearly understand the scope of services to be provided. You can be
assured that we will design a service-specific approach to ensure compliance with all applicable
standards and ensure that the City receives high-quality, efficient and effective service.
Standards/Publications to be Followed
The financial and compliance audits will be performed in accordance with the following auditing
standards:
Generally Accepted Auditing Standards (AICPA)
Government Auditing Standards (U.S. Comptroller General)
Provisions of the Single Audit Act Amendments of 1996 (Single Audit)
OMB Uniform Guidance Title 2 U.S. Code of Federal Regulations Part 200
All other applicable federal, state and local laws and regulations
Services to be Performed
The following services will be provided to the City for the years ending June 30, 2025, 2026 and 2027.
1. We will audit the City’s basic financial statements in accordance with Generally Accepted Auditing
Standards (GAAS) in the United States and the standards applicable to financial audits contained in
Government Auditing Standards, issued by the Comptroller General of the United States.
2. We will express an opinion on the financial statements as to whether they present fairly, in all material
respects, the financial position of the City and the changes in financial position in conformity with
generally accepted accounting principles (GAAP), and issue an independent auditor’s report stating
this opinion.
We will provide an “in-relation-to” opinion on the combining and individual fund and supporting
schedules based on auditing procedures applied during the audit of the general-purpose financial
statements and the combining and individual fund financial statements and schedules.
3. We will issue a Single Audit report on compliance with requirements that could have a direct and
material effect on each major program and internal control over compliance in accordance with OMB
Uniform Guidance 2 CFR Part 200 We will also prepare the related Data Collection Forms for
Reporting on Audits of States, Local Governments and Non-Profit Organizations (Form SF-SAC).
We will issue an “in-relation-to” report on the schedule of expenditures of federal awards based on
the auditing procedures applied during the audit of the financial statements.
4. We will report on internal control over financial reporting and compliance with certain provisions of
laws, regulations, contracts and grant agreements and other matters, in accordance with Government
Auditing Standards.
5. We will make an immediate, written report of all irregularities and illegal acts or indications of illegal
acts of which we become aware to the appropriate level of management and/or governance.
6. We may provide management letters that would include findings, observations, opinions, comments
and/or recommendations with regard to systems of internal control, accounting systems compliance
with laws, rules and regulations, or any other matters that may come to our attention during the
course of the examination.
7. We will prepare a written communication to the audit committee which will include the following
information: (1) auditor’s responsibility under generally accepted auditing standards, (2) significant
accounting policies, (3) management judgments and accounting estimates, (4) significant audit
adjustments, (5) disagreements with management, (6) management consultation with other
accountants, (7) difficulties encountered in performing the audit.
8. We will test compliance with Proposition 111, Article XIII.B Review of Appropriation Limit Calculations
for the City and prepare a GANN Limit calculation.
9. We will prepare and submit the State Controller’s Office Financial Transactions Report.
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12
AUDIT APPROACH
___________________________________________________________________________________________________________________________________________
We are confident that we will provide high-quality services based on our experience in working with
municipalities and other governmental entities of similar size and scope to yours. Our high client
satisfaction rate can be attributed to our effective communication and our efficient proprietary audit
methodology.
Audit Procedures and Phases of the Engagement
Price Paige & Company provides value to our clients by creating a custom audit approach that is based
on a client’s specific needs, risks and opportunities. Our audit approach under generally accepted audit
standards is depicted in the graphic below.
Our professional responsibility is to obtain sufficient audit evidence before an opinion is rendered on any
financial statement. To achieve this, we will conduct our work in the following phases:
Audit Planning and Risk Assessment (Summer 2025, and thereafter, annually)
Year-End Fieldwork (commence by October 2025, and thereafter, annually)
Reporting (issuance no later than December 19, 2025, and thereafter, annually)
Closing Conferences and Formal Presentation (at regularly scheduled City Council meeting)
Details about each of these phases are listed on the following pages.
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Audit Planning and Risk Assessment
No other phase of the process affects the success of an engagement more than the time spent on
planning the general scope and direction of the audit, including assessing the risks of financial statement
misstatements. We will schedule audit planning and interim fieldwork to be done prior to final fieldwork
with your personnel.
We will hold a planning session with the key members of our engagement team and your personnel.
During our planning session with management, we will also address Statement on Auditing Standards
(SAS) No. 99, “Consideration of Fraud in a Financial Statement Audit.” This auditing standard requires
that we conduct certain meetings and interviews and perform and document certain procedures for
identifying and responding to fraud risks.
As part of the audit planning and risk assessment phase of the audit, we will request a meeting with
management to discuss our planned audit approach and any significant audit and accounting issues, as
well as address any concerns.
As part of that process, we will conduct a pre-audit conference with appropriate management personnel
to discuss the scope and timing of the audit.
The risk assessment audit standards require assessments based on an understanding of the internal
controls over your financial reporting and our determination of the areas that present risks of material
misstatement to your financial statements. We will then design our audit approach to include tests of the
specific internal controls and substantive audit procedures that are tailored to the identified risks. Our risk
assessment includes consideration of the factors depicted on the chart below.
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14
Year-End Fieldwork
During the year-end phase of our audit, we will complete our audit work based on the audit programs
designed specifically for the City. This will include the results of our risk assessment and interim testing
results, and we will issue a report on the financial statements in a timely and efficient manner.
Reporting
This phase will include the following:
reviewing the financial statements and reconciling them to underlying audited records,
evaluating the financial statements for compliance with GAAP requirements,
formulating an opinion as to the fair presentation of the financial statements and
preparing a management letter with recommendations and communication letter to management.
We will immediately submit to management a written report of all irregularities and illegal acts, or
indications of illegal acts, of which we become aware.
Audit Focus
Based on our audit experience with similar municipalities, the primary areas of the audit on which we will
focus include:
Cash and investments
Receivables and revenue
Capital assets
Accounts payable and expenditures
Cost allocation
Long-term debt
Pension liability
Grant compliance
Implementation of pronouncements of the Governmental Accounting Standards Board (GASB)
Closing Conferences and Formal Presentation
We believe regular communication with management will be a critical part of the success of our audit
engagement. Therefore, we will provide regular updates to management regarding the progress of the
audit during meetings with key personnel.
Additionally, the engagement partner will meet with management to review any potential adjusting journal
entries, drafts of the management comment letter, communication with those charged with governance
(SAS 114) letters and a draft of the financial statements.
We will complete our work in sufficient time to meet the applicable deadlines. We will make a formal
presentation of the audit results and reports to the City Council and management at one of the regularly
scheduled meetings of the Council, and will remain available to respond to their questions.
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SINGLE AUDIT APPROACH
___________________________________________________________________________________________________________________________________________
Our firm’s approach to the Single Audit requirements, as specified in the Single Audit Act and OMB
Uniform Guidance 2 CFR 200 Subpart F, are as follows:
Objectives
The objectives of the Single Audit are to determine the following:
The financial statements of the reporting entity are presented in accordance with GAAP.
The reporting entities internal control systems provide reasonable assurance that it is managing
Federal financial assistance programs in compliance with applicable laws and regulations.
The reporting entity has complied with laws and regulations that have a material effect on the
financial statements and on each major Federal assistance program.
Procedures
Identify major and non-major programs and assess inherent and control risks.
Perform substantive tests of compliance and tests of internal control over compliance for all major
programs as required by the OMB Uniform Guidance 2 CFR 200 Subpart F.
Sample sizes will adhere to the guidance found in the sampling chapter of the “AICPA Audit
Guide, Government Auditing Standards and Uniform Guidance Audits”.
Reports
The following reports relating to Federal assistance programs will be issued separately:
Report on supplementary Schedule of Expenditures of Federal Awards. The schedule presents
total expenditures for each program.
Report on internal controls used in administering Federal financial assistance programs.
Report on compliance with laws and regulations, identifying all findings of noncompliance and
questioned costs, and expressing an opinion and other assurances on compliance.
Report on fraud, abuse, or illegal acts, or indications of such acts, if discovered.
Submission
The Data Collection Form and audit package will be prepared and transmitted to the Federal
Audit Clearinghouse by the required deadline.
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COST PROPOSAL
___________________________________________________________________________________________________________________________________________
(Estimated) (Estimated)
Total $ Total $ Total $Total $ Total $
Description of Services FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
City Financial Statements 48,900$ 48,900$ 50,856$ 50,856$ 52,890$
Appropriations Limitation Calculation 1,000 1,000 1,040 1,040 1,082
Single Audit*- - - - -
Total All-Inclusive Maximum Price 49,900$ 49,900$ 51,896$ 51,896$ 53,973$
Quoted
Hourly Rate
Staff Classification (2024-25)Hours Total
Partner 400 12 4,800$
Manager 275 24 6,600
Supervisor 230 30 6,900
Senior 180 50 9,000
Audit Staff 120 175 21,000
Support Staff 80 20 1,600
49,900$
* The fee estimate for a Single Audit is $8,000 for one major program. If there is more than one major program, the fee
is $8,000 per additional program.
Our proposed fees are based upon our current understanding of the work to be performed as outlined
under the Scope of Services, and we give you a “Total All-Inclusive Maximum Price” for these services.
These fees are made with the following assumptions: 1) the City’s books will be properly closed and
reconciled, 2) records will be complete and readily available at the start of the engagement and
3) representations made to us during this proposal process will remain effective throughout the
engagement.
In the event disclosures in the audit engagement indicate extraordinary circumstances that warrant more
intensive and detailed services, we will provide to management in writing and in advance the reasons for
the additional services together with the firm’s estimate of costs, and a statement that no work will be
performed without advance approval by the City. Any and all additional work as agreed in advance by the
firm will be compensated for at the same rate quoted in this cost proposal.
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PEER REVIEW REPORT
___________________________________________________________________________________________________________________________________________
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PEER REVIEW REPORT (Continued)
___________________________________________________________________________________________________________________________________________
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Agenda Item No.: 13.C
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:KARINA BAÑALES, CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: CONSIDERATION OF PROPOSED EMPLOYEE SALARY SCHEDULE
AND JOB CLASSIFICATION MODIFICATIONS
DATE:May 12, 2025
BACKGROUND:
In 2022, the City Council adopted the City of Rolling Hills Employee Handbook and Personnel
Policy Manual (Attachment A), establishing policies for employee compensation, classification,
and best practices in workforce management. The Handbook outlines a structured approach
to setting and amending salary ranges, conducting regular compensation surveys to ensure
market competitiveness, and authorizing classification studies to keep job descriptions and
pay aligned with actual duties and responsibilities. Given the City’s small staff and limited
budget, conducting a classification and compensation study required a thoughtful, tailored
approach to ensure the results truly fit the organization's unique needs. Unlike larger agencies,
the City does not have a one-size-fits-all structure, so care was taken to review each position
carefully. As is best practice, most agencies conduct comprehensive studies every five to
seven years to promote fair compensation, legal compliance, and the recruitment and
retention of qualified personnel.
Based on research performed, it is unknown when a study of this nature was last completed
and presented to the City Council for consideration. In this instance, the City Manager
conducted the study in-house, reviewing each classification and comparing job duties and
salary ranges to comparable city positions. This approach allowed the City to balance best
practices with practical experiences, ensuring the recommendations are both relevant and
sustainable for Rolling Hills.
This evening, staff are asking the City Council to consider a few recommendations that will
strengthen the City’s ability to provide high-quality, responsive services to residents:
Adoption of the updated City salary schedule and classifications;
Approval to replace the Planning Director classification with Planning Manager, eliminate
the Administrative Clerk/Bookkeeper position, and bring code enforcement in-house
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under the new consolidated classification of Code Compliance Officer/Planning
Technician; and
Direction to begin recruitment for the revised and consolidated positions.
DISCUSSION:
As part of the City’s ongoing commitment to strengthening internal operations and aligning
services with community needs, staff recommend several key adjustments following the recent
classification and compensation study. These recommendations are designed to ensure that
the City remains an employer of choice, attracting and retaining highly qualified staff who are
dedicated to delivering exceptional service to our residents.
The following discussion outlines the rationale for these recommendations, including a
summary of the proposed salary schedule, an overview of the updated classification structure,
and the operational benefits of filling these vacancies. Council approval will allow staff to move
forward with these actions, strengthening City operations and enhancing the services provided
to Rolling Hills residents.
Current Rolling Hills Salary Schedule:
Below is the current salary schedule for City of Rolling Hills classifications. As outlined in the
Employee Handbook, this schedule is available on the City’s website under the Finance
Department webpage. The schedule is updated annually to reflect any cost-of-living
adjustments that take effect on July 1 during the budget adoption process.
Full-Time Classification Monthly
Minimum
Monthly
Maximum
City Manager $16,172
Planning & Community Services Director $12,351 $12,785
Management Analyst $6,449 $8,341
City Clerk/Executive Assistant to the City Manager $6,488 $8,519
Senior Planner $6,442 $8,333
Assistant Planner $4,551 $6,085
Code Enforcement Officer $4,551 $6,085
Administrative Assistant $4,373 $5,795
Part-Time Classification Hourly
Minimum
Hourly
Maximum
Bookkeeper/Administrative Clerk $26 $33
Salary Survey of City Council Approved Cities
To remain competitive with comparable agencies, staff has developed an updated
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compensation schedule based on an analysis of City Council approved cities (Attachment A,
page 14): Carson, El Segundo, Hermosa Beach, Hidden Hills, La Habra Heights, Lawndale,
Lomita, Palos Verdes Estates, Rancho Palos Verdes, Rolling Hills Estates, and Signal Hill.
This analysis ensures that salary ranges are both fair and market-driven, helping recruit and
retain the talent necessary to serve the community effectively (Attachment B).
Proposed Salary Schedule for Current City Budgeted Positions
Proposed Salary Schedule
The proposed salary structure addresses the unique challenges faced by the City of Rolling
Hills, particularly in filling specialized roles like Planning (Attachment D). First, the
recommendation focuses on those classifications that are currently filled or expected to be
filled soon, ensuring the proposed salary schedule is both timely and relevant. By utilizing the
median salary, representing the middle of the market rather than the highest end, our
approach balances fiscal responsibility with the need to offer competitive compensation. This
thoughtful methodology positions the City as an employer of choice, supporting staff’s
commitment to excellent public service and organizational stability.
Secondly, Staff adopted a non-traditional approach to salary benchmarking that goes beyond
the standard public sector methodology. Recognizing that Rolling Hills is not a one-size-fits-all
organization, and that today’s competitive market makes recruitment especially difficult, staff
intentionally set the minimum salary range 5% below the lowest comparable agency.
This deliberate adjustment is designed to cast a wider net, encouraging applications from
candidates who may not fit the traditional mold but bring valuable transferable skills,
knowledge, and potential to grow within the City. By broadening the candidate pool in this
way, Rolling Hills positions itself to attract diverse talent and address vacancies more
effectively, while still maintaining a competitive and responsible compensation structure. This
thoughtful, flexible strategy reflects the City’s commitment to innovation and adaptability in
meeting its workforce needs.
Additionally, the classification of City Clerk/Executive Assistant to the City Manager is
recommended to be changed to City Clerk/Assistant to the City Manager, removing the
“Executive” designation. This updated classification aligns with the scope of the role, which
includes capital improvement project management, support of City Manager initiatives as
directed by the City Council, and greater oversight of the City’s budget.
Lastly, staff recognize that this may be the first-time staff are presenting a salary study before
the City Council. Being mindful of that, Staff will ensure that any future changes in
classifications or salaries are brought back to the Council for review and approval, ensuring
transparency and alignment with the Employee Handbook and Personnel Policy Manual
(Attachment A, pages 12-14).
Fiscal Impact:
There is no fiscal impact for fiscal year 2025-26 because all existing employees are currently
above the low end of the proposed salary ranges.
Long term, the increase in the top end of the salary range will result in $142,380 in additional
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costs as employees will have the opportunity to move up to a higher threshold in their salary
ranges through merit-based salary increases, separate from any cost-of-living adjustments
(COLA) provided by the City’s Handbook for employees.
Recommendation:
Staff seeks City Council approval of the recommended salary schedule reflecting current
positions and salaries.
Planning Department Enhancements
Staff recommend restructuring to address current vacancies and strengthen succession
planning within the Planning Department, emphasizing internal organizational growth and
advancement opportunities.
Creating a Planning Manager Classification
Rather than recruiting immediately for a Planning Director, staff propose filling the vacancy
with a Planning Manager position. This approach aligns with hiring trends and responds to
recruitment challenges. It also broadens the candidate pool to include talented planners eager
to advance their careers. Importantly, this structure creates a clear pathway for professional
development: after two years of successful performance evaluations, the Planning Manager
would be eligible for a re-classification change to Planning Director. This supports succession
planning and ensures the department’s leadership is well-prepared to navigate the City’s
complex regulatory environment and long-range planning initiatives. Staff has attached a draft
list of duties (Attachment D).
Code Enforcement
Rolling Hills has seen its code enforcement approach evolve over the years, from part-time,
in-house oversight to contracting with outside firms. As the community continues to grow and
residents express a strong interest in timely code compliance, such as addressing dead
vegetation, unpermitted construction, and other concerns, an opportunity exists to enhance
the City’s approach and better serve the community's needs. The contracted Code
Enforcement Officer works 12 hours per week, two 6-hour shifts on Tuesday and Thursday.
Part-Time Administrative Clerk/Bookkeeper
The Administrative Clerk/Bookkeeper position became vacant in March 2025. The previous
incumbent was responsible for arranging and attending morning and evening Planning
Commission meetings. They prepared minutes, processed applications or Over the Counter
Applications, Administrative Reviews, and Discretionary review applications. They also
processed Construction & Demolition (C&D) Hauling Permits and assisted the Finance
Department with processing payments and making deposits – to name a few.
The part-time Administrative Clerk/Bookkeeper position is also budgeted for 19 hours per
week. By consolidating these roles into a single, in-house Code Compliance Officer/Planning
Technician, the city can provide a more consistent and responsive level of service to the
community.
Code Compliance Officer/Planning Technician
Based on the City’s services and needs, staff recommend consolidating the roles of
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Administrative Clerk/Bookkeeper and contract Code Enforcement Officer into a single, in-
house Code Compliance Officer/Planning Technician. Bringing code enforcement in-house is
more than just a staffing adjustment - it offers consistent enforcement and a deeper
understanding of the community’s unique needs. Beyond addressing violations, this role will
also educate and engage residents, fostering a collaborative approach to maintaining Rolling
Hills’ high quality of life. Staff has attached a draft list of duties (Attachment D).
This consolidation streamlines operations and enhances efficiency, giving residents a point of
contact for code compliance, public inquiries, inspections, and permit processing.
Fiscal Impact:
The creation of a Planning Manager with a salary range of $7,325 to $14,293 has no short-
term fiscal impact. The current Planning Director position, currently vacant, was paid and is
budgeted at $12,784 per month. This is at the higher end of the proposed salary range; thus,
unless the Planning Manager is brought in higher than this level, there will be no fiscal impact.
Long-term, assuming the Planning Director’s salary was capped at $12,784 per month, then
there would be a fiscal impact when the Planning Manager moves into the higher end of the
salary range over several years.
With regards to the merger of Code Enforcement and Administrative Assistant/Bookkeeper
roles and responsibilities, there is no short-term fiscal impact. At the low-end of the salary
range ($5,078), the full estimated cost of the new position is $85,582. However, the current
budget includes $62,880 for contracted code enforcement services and $25,332 for the
existing Bookkeeper position, which totals $88,202 and is enough to cover the costs at that
salary level. Over time, however, as the employee filling the new position moves up through
the salary range, there would be some fiscal impact, although nominal, based on the
assumption that the $62,880 budgeted for contracted code enforcement services would not
otherwise increase each year as well.
Recommendation:
Staff requests City Council approval to replace the Planning Director classification with a new
Planning Manager classification, eliminate the Administrative Clerk/Bookkeeper position, and
bring code enforcement functions in-house under the new classification of Code Compliance
Officer/Planning Technician. Staff also seeks direction to begin the recruitment process for
these revised and consolidated positions.
CONCLUSION
The classification and compensation review presented is a targeted response to Rolling Hills’
operational needs and current staffing challenges. The recommendations are grounded in a
salary survey of peer cities and a careful review of internal roles, ensuring the City remains
competitive and fiscally responsible. The proposed changes - updating the salary schedule,
restructuring the Planning Department, and consolidating code enforcement and
administrative support - are designed to streamline operations, improve recruitment, and
enhance service delivery.
FISCAL IMPACT:
There is no fiscal impact in FY 2025–26, as current employees are above the proposed salary
minimums. Long-term, merit-based increases could result in up to $142,380 in additional
costs. The new Planning Manager position has no short-term impact and only potential long-
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term costs if the employee exceeds the previous Planning Director’s salary. The merged Code
Enforcement/Bookkeeper role is budget-neutral at entry level, with minimal long-term impact
as the employee progresses through the salary range.
RECOMMENDATION:
Staff seeks City Council approval of the following:
Adoption of the updated City salary schedule and classifications
Approval to replace the Planning Director classification with Planning Manager, eliminate
the Administrative Clerk/Bookkeeper position, and bring code enforcement in-house
under the new consolidated classification of Code Compliance Officer/Planning
Technician.
Direction to begin recruitment for the revised and consolidated positions.
ATTACHMENTS:
Attachment A - HR_EHB_220425_Final.pdf
Attachment B - HR_Salary Survey_20250512.pdf
Attachment C - HR_Proposed Salary Schedule_20250512.pdf
Attachment D - HR_Draft Job Duties for Planning Manager and Code Compliance
Officer_Planning Technician.pdf
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CITY OF ROLLING HILLS
EMPLOYEE HANDBOOK
AND
PERSONNEL POLICY MANUAL
Update: April 25. 2022
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INTRODUCTION
Welcome to the City of Rolling Hills! We trust you will find working for the City
professionally challenging, an excellent career opportunity, a positive experience and an
environment that strives to provide a work / life balance. The City prides itself on excellent
customer service, the highest level of professionalism, being responsive and
communicative, maintaining a small-town, rural atmosphere, and sustaining the privacy
of the community. City staff are committed to public service, excellence and efficiency in
the provision of services, the ICMA Code of Ethics, and the principles of democracy and
professional management afforded by the Council-Manager form of government. As a
member of the City team, we look forward to your positive contributions in these areas.
This handbook has been developed to provide new staff persons with important
introductory information regarding the City’s personnel benefits and policies on matters
relevant to all employees. On subjects not included in this handbook, please ask the City
Manager or the Human Resources Director. Updates to the policies herein will be
provided in separate announcements throughout your career with the City.
CITY ORGANIZATION
The City of Rolling Hills is a “contract city” that operates under the Council-Manager form
of government. As a contract city, Rolling Hills contracts with the Los Angeles County
Sheriff Department (Lomita Station) and Building & Safety Department (Lomita Office) for
police and building permit services, respectively. Fire protection, water, electricity, natural
gas, and road maintenance are also the responsibility of other non-City agencies. Under
the Council-Manager form of government, the City is governed by five Council members
who are elected at-large in municipal elections held every two years. City Council terms
are staggered so that in one election, three members will be elected and in the next
election, two members will be elected. The City Council hires a City Manager who is
responsible for day-to-day operations of the City, implementing City Council policy and
all aspects of staff supervision.1 The City Council also hires a City Attorney for legal
counsel.
Rolling Hills is a “general law” city and, as such, its authority is established under the
California State Constitution. The City has an adopted Municipal Code that contains the
ordinances of the City.
UNIQUE FEATURES OF THE CITY OF ROLLING HILLS
Rolling Hills is a private, gated community under the rules and regulations of two separate
and unrelated agencies, the City of Rolling Hills and the Rolling Hills Community
Association (RHCA). The RHCA has authority and responsibility for road maintenance,
access into the City, architectural review, and all easements and trails. Under the
auspices of the RHCA, the roads in the City are not public. They are private property
1 The provisions of this Employee Handbook and Personnel Policy Manual apply to the position of City
Manager; provided, however, that to the extent any provision in the contract for the City Manager conflicts
with this Employee Handbook, the provision in the contract for City Manager shall prevail.
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maintained by the RHCA. The City of Rolling Hills, in contrast, is responsible for land use
regulation, building permits, environmental issues, traffic safety (e.g., roadway striping
and signage), law enforcement through a contract with the Sheriff’s Department,
emergency preparedness, municipal elections, and other typical city functions.
Approximately 75% of the City’s revenues derive from property taxes with the remaining
25% basically from building permits.
Rolling Hills is also a residential community with no business or industrial activities. The
community consists of only one-story, ranch-style, single-family homes. Properties are
typically one or two acres. Each lot is required to have a barn and corral or area
designated for a barn and corral. There are a total of twenty-three miles of equestrian and
hiking trails. Some trails are connected to trails in the Palos Verdes Peninsula Land
Conservancy or other peninsula-wide trails. There is also no leash law; dogs are free to
roam throughout the community. These characteristics are intended to maintain the
integrity and identity of Rolling Hills as a rural community.
As a City team member, it is important to understand the distinction between the City and
RHCA in order to provide residents and the public with the best customer service.
IN ROLLING HILLS, SERVICE IS THE BUSINESS!
Local government is a service-oriented and public profession. City employees directly
connect with the public in many different ways. In Rolling Hills, it is an expectation that
members of the City team maintain a pleasant, friendly, and cooperative demeanor to
each other and in all capacities when working and communicating with the public. Care
should be taken to act in a professional and respectful, courteous manner at all times, for
example, on the telephone, in written communications (emails and letters), and during
encounters in public settings (at meetings, the public counter, and events). City staff must
keep in mind that they are ambassadors of the City and represent the organization.
With service as our business, it is the responsibility of City staff to be responsive and
helpful to residents and assist the public. In that capacity, City staff also has the
responsibility to exercise sound judgment and appropriate discretion to circumstances
and situations.
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TABLE OF CONTENTS
Chapter Title Page
I Purpose and Application ................................................................. 5
II Definition of Terms .......................................................................... 6
III General Provisions........................................................................ 10
IV Classification ................................................................................. 12
V Compensation ............................................................................... 14
VI Benefits ......................................................................................... 18
VII Hours of W ork ............................................................................... 22
VIII Applications and Applicants .......................................................... 23
IX Examinations ................................................................................ 26
X Employment Eligibility Lists .......................................................... 28
XI Method of Filling Vacancies .......................................................... 29
XII Probationary Period ...................................................................... 30
XIII Attendance and Leaves ................................................................ 31
XIV Holidays ........................................................................................ 39
XV Changes in Employment Status.................................................... 41
XVI Separation from Employment ....................................................... 42
XVII Reports and Records .................................................................... 44
XVIII Grievance Procedures .................................................................. 46
XIX Discipline....................................................................................... 48
XX Performance Evaluations and Annual W ork Plans ....................... 51
XXI Vehicle Use ................................................................................... 53
XXII Professional Development ............................................................ 54
XXIII Employee Standards of Conduct .................................................. 55
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CHAPTER I
PURPOSE AND APPLICATION
Section 1. Purpose: The purpose of the City of Rolling Hills Employee Handbook and
Personnel Policy Manual is to establish lawful procedures for dealing with
personnel matters.
The personnel provisions set forth herein constitute the personnel rules and
regulations for the City of Rolling Hills. Employees are expected to read this
Handbook carefully, and to know and understand its contents. The City
reserves the right to make changes to this Handbook at any time without
prior notice. Employees’ at-will employment can only be changed by the
City Council and by written agreement signed by the employee and the City
Manager. Except as otherwise provided in this Handbook, no one has the
authority to make any promise or commitment contrary to what is in this
Handbook. Employees are responsible for knowing about and
understanding those changes once they have been disseminated. The City
also reserves the right to interpret the provisions of this Handbook.
This Handbook replaces all earlier Handbooks and supersedes all prior
inconsistent policies, practices, and procedures.
Section 2. Application: These rules apply to all employees of the City of Rolling Hills
unless a specific rule or procedure indicates otherwise.
Section 3. No Contract Created: These rules do not create any contract of
employment, express or implied, or any right in the nature for a contract.
Section 4. Handbook Acknowledgement: Employees should sign the
acknowledgement form at the end of this Handbook and return it to the City
Manager or Designee. This will provide the City with a record that each
employee has received this Handbook.
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CHAPTER II
DEFINITION OF TERMS
DEFINITION OF TERMS
Unless the context indicates otherwise the following terms, whenever used in this
document, shall be defined as follows:
Advancement: A salary increase within the limits of the pay range
established for the position.
At-Will: All employment at the City is “at-will.” This means that both
employees and the City have the right to terminate employment at any time,
with or without advance notice, and with or without cause. Employees also
may be demoted or disciplined and the terms of their employment may be
altered at any time, with or without cause, at the discretion of the City. Only
the City Council has the authority to alter this arrangement, to enter into an
agreement for employment for a specified period of time, or to make any
agreement contrary to this at-will status. Any such agreement must be in
writing, must be signed by the employee and the City Manager, and must
express a clear and unambiguous intent to alter the at-will nature of the
employment relationship.
Nothing contained in this Handbook or any other documents provided to
employees is intended to be, nor should it be, construed as a guarantee
that employment (or any benefit) will be continued for a specific time period.
For example, any salary figures provided to an employee in annual or
monthly terms are stated for the sake of convenience. They are not intended
to create an employment contract for one or more months or years.
Employees should ask the City Manager if they have any questions about
their status as an employee at-will.
City Manager’s Designee: The person assigned to the Human Resources
function (Human Resources Director).
Demotion: The movement of an employee from one class to another class
having a lower maximum rate of pay. A demotion may be voluntary or
involuntary.
Domestic Partner: A domestic partnership is legally established in
California when all of the following requirements are met: both persons file
a Declaration of Domestic Partnership with the Secretary of State; both
persons have a common residence; neither person is married to someone
else or is a member of another domestic partnership with someone else that
has not been terminated, dissolved, or adjudged a nullity; two persons are
not related by blood in a way that would prevent them from being married
to each other in another state; both persons are at least 18 years of age;
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either of the following: (a) both persons are members of the same sex; or
(b) one or both of the persons are over the age of 62, and meet certain
eligibility criteria pursuant to the Social Security Act; and both persons are
capable of consenting to the domestic partnership.
Eligible: When used as a noun, means a person whose name is considered
for appointment to a position.
Employment Eligibility List: A list of one or more names of persons who are
being considered for a position vacancy generated from candidate
resumes, the results of an examination, or some other method of identifying
eligible persons.
Examinations:
(a) Open-competitive examination: An examination for a particular
position which is open to all persons meeting the qualifications for
the class.
(b) Promotional examination: An examination for a particular position,
admission to the examination being limited to employees identified
by the City Manager or Designee.
(c) Continuous examination: An open competitive examination which is
administered periodically and as a result of which names are placed
on an employment list, in order of final scores, for a period of not
more than one (1) year.
Exempt: An employee not entitled to overtime compensation under the Fair
Labor Standards Act.
Job Classifications: For the purposes of the City’s personnel rules and
regulations, each position title shall correspond to the City’s list of
classifications and salary range.
(a) Full-time Exempt: Various executive, administrative, and
professional positions exempt from overtime requirements.
(b) Full-time Non-Exempt: Positions subject to overtime requirements
and working 37.5 hours per week.
(c) Hourly Benefited: Positions known as regular part-time working
twelve (12) months per year and an average of twenty (20) or more
hours per week on a year-round basis. Benefits are provided to
regular part-time employees on a pro-rated basis.
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(d) Hourly Non-benefited: At-will positions also known as either
seasonal part-time or part-time. These employees are sometimes
referred to as “Temporary”.
(e) Seasonal Part-time: A position utilized up to 37.5 hours per week on
a seasonal or partial year basis, but not more than 1,000 hours per
fiscal year. If an employee identified as seasonal part time works
more than 1,000 hours in a fiscal year he or she does not acquire
regular employee status.
(f) Part-time: A position with an average of 19.5 hours or less per week
and no more than 1,000 hours per fiscal year. If an employee
identified as part time works more than 1,000 hours in a fiscal year
he or she does not acquire regular employee status.
Layoff: The involuntary separation of a regular status employee or
reduction to a position in a lower classification because the position is no
longer needed.
Personnel Ordinance: City of Rolling Hills Municipal Code, Title 2, as
amended from time to time.
Probationary Period: A working test period during which an employee is
required to demonstrate his or her fitness for the duties to which he or she
is appointed by actual performance of the duties of the position. The
probationary period or initial period of employment is considered a part of
the examination process and shall be utilized for closely observing the
employee’s work to determine the employee’s fitness for the position.
Promotion: The movement of an employee from one position to another
position having a higher maximum rate of pay and different job duties from
the previous position.
Provisional Appointment: A temporary appointment of a person who
possesses the minimum qualifications established for a particular class,
and who has been appointed to a position in the absence of available
eligible personnel. This is sometimes referred to as an “Interim
Appointment”.
Reclassification: The change of a position from one position to another as
a result of the gradual accretion or reduction of duties and/or
responsibilities over time.
Regular Employee: A full-time employee who has successfully completed
his or her probationary period and has been retained as an employee.
Regular Part-Time Employee: An employee who has successfully
completed his or her probationary period.
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Rejection: The separation of an employee from employment during the
probationary period or examination process.
Reinstatement: The re-employment, without examination, of a former
regular employee.
Temporary Employee: An employee who has been appointed to a full-time
or part-time position of limited duration.
Transfer: A change of an employee from one position to another position
in having the same maximum salary limits, involving the performance of
similar duties and responsibilities, and requiring the same qualifications.
Y Rate: When an employee is moved to a different position with a lower
salary range, the employee will retain his/her current salary until the salary
of the new position has a maximum salary rate that is equal to or higher
than the current salary.
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CHAPTER III
GENERAL PROVISIONS
Section 1. Equal Employment Opportunity: It is the City’s policy to provide equal
employment opportunity for all applicants and employees. The City does
not unlawfully discriminate on the basis of race, color, religion, religious
creed (including religious dress and religious grooming practices), sex
(including pregnancy, perceived pregnancy, childbirth, breastfeeding, or
related medical conditions), gender, gender identity (including transgender
identity), gender expression (including transgender expression), because
an individual has transitioned (to live as the gender with which they identify),
is transitioning, or is perceived to be transitioning), sex stereotyping,
national origin, ancestry, citizenship, age (40 years and over), mental
disability and physical disability (including HIV and AIDS), legally protected
medical condition or information (including genetic information), protected
medical leaves (requesting or approved for leave under the Family and
Medical Leave Act or the California Family Rights Act), military and/or
veteran status, service, or obligation, reserve status, national guard status,
marital status, domestic partner status, sexual orientation, status as a victim
of domestic violence, sexual assault or stalking, enrollment in a public
assistance program, engaging in protected communications regarding
employee wages or otherwise exercising rights protected under the
California Fair Pay Act, requesting a reasonable accommodation on the
basis of disability or bona fide religious belief or practice, or any other basis
protected by local, state, or federal laws. Consistent with the law, the City
also makes reasonable accommodations for disabled applicants and
employees; for pregnant employees who request an accommodation [with
the advice of their health care providers] for pregnancy, childbirth, or related
medical conditions; for employees who are victims of domestic violence,
sexual assault, or stalking; and for applicants and employees based on their
religious beliefs and practices.
The City prohibits sexual harassment and the harassment of any individual
on any of the other protected bases listed above. The City also prohibits
retaliation against a person who reports or assists in reporting suspected
violations of this policy, cooperates in investigations or proceedings arising
from a violation of this policy, or engages in other activities protected under
this policy.
This policy applies to all areas of employment including recruitment, hiring,
training, promotion, compensation, benefits, transfer, disciplinary action,
and social and recreational programs. It is the responsibility of every
manager and employee to conscientiously follow this policy. Any employee
having any questions regarding this policy should discuss them with the City
Manager’s Designee.
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Section 2. Political Activity Prohibited: City employees shall not engage in political
activities in violation of Government Code Section 3201 et seq. No one
employed by the City may engage in political activities on City premises,
while engaged in official duties, using City equipment, or wearing an official
City uniform.
Section 3. Outside Employment: No employee may hold outside employment that is
incompatible with his/her City employment. Each regular employee who
holds any other position in addition to City employment shall submit a
written request to the City Manager prior to accepting such employment.
Section 4. Employee Duties: Employees are required to carry out the primary duties
and responsibilities of their employment.
Section 5. Violation of Rules: Violation of the provisions of these rules shall be grounds
for disciplinary action.
Section 6. Amendment and Revision of Rules: Amendments and revisions to these
rules must be recommended by the City Manager and approved by the City
Council.
Section 7. Employee Standards of Conduct and ICMA Code of Ethics: Employees are
requested to be mindful of the ICMA Code of Ethics and uphold the intent
of the tenets and guidelines of the Code. Employees are required to adhere
to the Employee Standards of Conduct (Chapter XXIII).
Section 8. Federal Taxes: Completion of appropriate IRS forms will be required of all
personnel at the time of employment. The number of exemptions claimed
will determine the amount of federal tax deductions.
Section 9. Social Security: All employees, full and part time, will be required to have a
Social Security number and/or meet other legal requirements including
proof of citizenship or permanent residency status at the time of
employment. Social Security deductions will be made according to
established schedule provided by government agencies.
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CHAPTER IV
CLASSIFICATION
Section 1. Classification Plan: The City of Rolling Hills has an established list of
classifications as follows:
Full-time Exempt
City Manager
Planning and Community Services Director
City Clerk/Executive Assistant to the City Manager
Senior Management Analyst
Senior Planner
Full-time Non-Exempt
Administrative Assistant, City Clerk Department
Code Enforcement Officer/Assistant Planner
Hourly Non-Benefited
Finance Director
Human Resources Director
Account Manager
Part-time Planning Technician, Planning Department
Each position in the City service is defined by specifications, including title,
definition of the position, supervision received and exercised, a description
of the duties and responsibilities of positions in each class, and the training,
experience, and other qualifications to be required of applicants for
positions in each class.
Section 2. Adoption, Amendment, and Revision of Plan: The list of classifications may
be amended from time to time by resolution of the City Council.
Section 3. New Positions: When a new position is created, an employment eligibility
list will be established before an appointment is made, unless the position
is filled by a promotional appointment.
Section 4. Classification Studies: Classification studies shall be conducted from time
to time to determine if the duties and responsibilities of a position have
substantively changed, have become inequitably aligned in relation to other
classifications within the City service, and/or are otherwise incorrectly
designated. The City Manager or Designee shall conduct the classification
study and as a result, a position may be reclassified to a more appropriate
classification, whether new or already authorized, at a higher or lower
maximum salary level.
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After conducting a classification study of the position(s), the City Manager
will recommend classification changes, if any, to the City Council for
approval.
Section 5. Qualifying Examination: A reclassification with a title change that results in
a salary increase above the old classification may require of the incumbent
a qualifying examination to determine whether or not the incumbent
possesses the minimum qualifications for the new class. The method for the
qualifying examination shall be determined by the City Manager or
Designee. It may be an interview, demonstration of skills and abilities, or a
written examination. An incumbent proposed for a reclassification who does
not pass the qualifying examination shall retain his or her original title until
such time as he or she does pass the qualifying examination.
An employee whose position is being reclassified upward and who has
demonstrated competency for the position, need not take a qualifying
examination.
Section 6. Y-Rate: When a reclassification results in a lower maximum rate of pay for
the incumbent, the incumbent shall be “Y-Rated” at the salary level he/she
has earned up to that time.
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CHAPTER V
COMPENSATION
Section 1. Compensation Plan: The City has established salary ranges covering all
positions in the City service, showing the minimum and maximum rates of
pay. The salary ranges can be found on the City’s website under the
Finance Department.
Section 2. Amendment of Plan: The compensation plan may be amended from time to
time by action of the City Council.
Section 3. Comprehensive Compensation Survey: A Comprehensive Compensation
Survey will be conducted as needed, to assure that the City’s jobs are paid
equitably against the labor market. The Survey will include each position
and include labor market comparisons to:
Carson
El Segundo
Hermosa Beach
Hidden Hills
La Habra Heights
Lawndale
Lomita
Palos Verdes Estates
Rancho Palos Verdes
Rolling Hills Estates
Signal Hill
Section 4. Salary upon Initial Hire: The City Manager shall have the discretion to place
the employee at a salary level within the salary range of the position into
which the employee is hired.
Section 5. Merit Advancement: The City Manager has the authority and discretion to
adjust all regular and part-time employee salaries within their range at any
time. The City Manager shall justify a salary change within the range with
documentation and based on the performance and skill-level of the
employee.
Section 6. Evaluation: Each employee will be formally evaluated annually on the
anniversary of his or her employment in regards to the employee’s
performance of his or her work responsibilities. In the evaluation, the City
Manager will consider and evaluate the employee’s salary for a potential
merit advancement. If the evaluation is untimely and in the evaluation, the
employee is deemed meritorious of a salary adjustment within the salary
range, the employee will receive the increase retroactively. Performance
evaluations and Annual Work Plans will be tracked by the City Manager or
his or her Designee.
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Section 7. Probationary Period: At the end of the probation period and annually
thereafter on the anniversary date of hire, each employee will be evaluated
by the City Manager with regard to work performance. An adjustment to the
base salary within the salary range will be considered. Adjustments to the
base salary are subject to the determination and approval of the City
Manager; adjustments to the base salary upon completion of the probation
period are not automatic.
Section 8. Effective Date of Increase: Salary increases shall be effective the first day
of the pay period following the approved effective date.
Section 9. Salary on Promotion: An employee promoted to a position having a greater
maximum salary will be placed at a salary that results in not less than a
three and one-half percent (3.5%) increase above the employee’s current
regular salary. The City Manager may establish the salary at a higher level
within the range.
Section 10. Salary on Demotion: An employee who is demoted will be placed within the
salary range for the position into which demoted. The salary will be set at a
level that is lower and closest to the salary the employee was receiving
before the demotion.
Section 11. Salary on Reclassification: An employee whose position title is changed but
will be performing similar duties will receive the salary set forth below.
(a) If the new position title maintains the same salary range, the salary
will not change.
(b) If the new position title has a higher salary range, at the discretion of
the City Manager, the salary adjustment will be determined in the
same manner as a promotion.
(c) If the new position title has a lower salary range, the employee will
be Y-rated.
Section 12. Pay Periods: Employees shall be compensated by paycheck or electronic
transfers every two weeks. Checks or electronic transfers in payment for
compensation will be made available by the City to employees.
Section 13. Bilingual Pay: The City does not provide a bilingual premium pay differential
in addition to regular pay for employees who are requested by the City to
use bilingual skills during their scheduled work hours on a recurring basis.
Section 14. Overtime:
(a) As a matter of general policy, the City does not permit employees to
work overtime and will provide adequate staff to handle normal
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operations. However, non-exempt employees may be required to
work overtime at the discretion of the City Manager.
(b) Overtime for non-exempt employees is defined as hours assigned to
be worked and actually worked in excess of thirty-seven and one-
half (37.5) hours in the designated work week.
(c) Non-exempt employees working overtime when not expressly
authorized to do so shall be subject to discipline.
(d) Overtime assigned and worked by non-exempt employees shall be
compensated at time and one-half their regular rate of pay. The
employee may request, and the City Manager shall have the
unrestricted discretion to approve or not approve, compensation in
the form of accrued compensatory time at time and one-half pay,
except an employee may not accrue more than thirty-seven and one-
half (37.5) hours compensatory time at any time.
(e) If a non-exempt employee is required to work on an observed holiday
beyond the regular thirty-seven and one-half (37.5) hour work week,
he or she shall be entitled to pay at the rate of two (2) times the
regular rate of pay.
(f) Employees who are exempt from the Fair Labor Standards Act
(FLSA) are compensated on a salary basis and are not eligible for
overtime.
Section 15. Acting Pay: An employee who is provisionally appointed to an acting or
interim position that is in a higher salary range than that of the position title
in which the employee is normally assigned shall receive acting
compensation.
(a) Acting pay shall be provided only for appointments with duration
greater than twenty-one (21) consecutive calendar days and shall be
retroactive to the effective date of the acting appointment and
continue until completion of appointment.
(b) Such acting appointments shall be made in writing by the City
Manager.
(c) Compensation shall be at the entrance of the salary range of the
acting position or a minimum of three and one-half percent (3.5%)
higher than the employee receives, whichever is greater.
Section 16. Cost of Living Adjustment (COLA): Annually, employees will receive a
COLA in their salary or hourly rate based on the month of March, Los
Angeles/Orange County/Riverside Consumer Price Index (CPI) for all
items. The COLA will be applied to employee salaries or hourly rates
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automatically not to exceed 3.5% on July 1 of every year based on the
March CPI.
On July 1 of every year, position salary ranges will also adjust automatically.
The salary range will adjust based on the month of March, Los
Angeles/Orange County/Riverside CPI for all items not to exceed 3.5%.
Section 17. Exceptional Performance Recognition: The City’s program for recognizing
an employee’s exceptional performance is described in Chapter XX.
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CHAPTER VI
BENEFITS
Section 1. Retirement Plan:
(a) The City is a member of the Public Employees Retirement System
(PERS). Eligible Regular employees of the City hired prior to
December 31, 2012 are enrolled in the 2%@60 retirement program.
Under PERS Regulations, employees hired on or after January 1,
2013 and who are considered “Classic” employees will be enrolled
in the 2%@60 retirement program. Eligible Regular employees of the
City hired on or after January 1, 2013 are enrolled in the 2%@62 and
2.5%@67 retirement program consistent with State Assembly Bills
340 and 197 enacted September 12, 2012 and City Resolution No.
1136. All conditions of PERS apply to all eligible Regular employees
of the City of Rolling Hills.
(b) The pensionable compensation used to calculate the defined
benefits paid to employees hired after December 31, 2012 will not
exceed the maximum amount specified in the federal retirement
system (United States Code Title 42 § 430(b), as may be amended
from time to time); as adjusted annually based on changes to the
Consumer Price Index for all Urban Consumers.
(c) Regular employees hired after December 31, 2012 pay 100% of the
employee portion of the retirement program or 50% of the “normal
cost,” defined as that portion of the present value of projected
benefits under the defined benefit plan that are attributable to the
current year of service (also known as the “Member Contribution
Rate as a percentage of payroll”), whichever is higher. Exercising its
authority to implement the provisions of section 414(h)(2) of the
Internal Revenue Code (IRC), all employee’s payments for the
retirement program are tax deferred. For employees hired after
December 31, 2012, the City is prohibited from making contributions
greater than the amount specified in the federal retirement system.
(d) The final compensation is the average full time monthly pay rate for
the highest 36 consecutive months. If the service is coordinated with
Social Security, the final compensation will be reduced according to
State law. “Compensation” is defined as the normal monthly rate of
pay or base pay for the employee for services rendered on a full-time
basis during normal working hours, pursuant to the City’s pay
schedule. It does not include pay for unused sick leave or time off or
overtime pay.
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(e) Employees are permitted to replenish their PERS out of their own
funds, if they have chosen to remove those funds from PERS
following termination of previous employment.
(f) All employees, full and part time, are required to participate in the
Social Security System.
(g) Newly retired former employees, or employees of another PERS
member, are required to sit out for at least 180 days before returning
to work for the City to avoid forfeiture of their retired status. Such
employees also cannot serve more than 960 hours in a calendar
year. This subsection shall not apply to employees hired to fill a
critically needed position, where the appointment has been approved
by City Council in a public meeting.
(h) Any public official or employee who is convicted of a felony related
to performance of his or her official duties, related to seeking an
elected office or appointment, in connection with obtaining benefits,
or committed against a child who the official or employee has contact
with as part of his or her official duties, forfeits all pension benefits
earned or accrued after the date of the conviction.
Section 2. Health and Life Insurance:
(a) The City maintains Workers’ Compensation Insurance for work-
related injuries. Group term life insurance, long-term disability
insurance, health insurance, prescription drug, dental insurance, and
vision insurance is also provided for all Regular Exempt and Non-
Exempt full-time employees who have successfully completed their
twelve month probationary period.
(b) The City of Rolling Hills provides 100% of the single-party premium
for health, dental, and vision insurance, inclusive of prescription drug
coverages within the health plans, of each Regular employee who
has successfully completed their probationary period. The City will
pay 80% of the premium for the eligible dependents of Regular
employees up to a maximum monthly family premium of $1,642.21
based on the 2015 rate for the Anthem Traditional HMO plan. The
City will contribute up to a maximum monthly premium of $202 for
dental insurance based on the 2015 rate for Met Life DPPO plan and
up to a maximum monthly premium of $30 for vision insurance based
on the 2015 rate for VSP plan 2 following successful completion of
the Regular employee’s probationary period.
2 Resolution 1249 sets the City’s monthly contribution to insurance premiums for the eligible dependents of
regular employees for calendar year 2020, 2021, 2022 and 2023 as follows: (1) health insurance up to a
maximum of $1,658.42; (2) dental insurance up to a maximum of $204.02; (3) vision insurance up to a
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Information describing coverage is available from the Finance
Department.
(c) Through the implementation of an IRS compliant Section 125 plan,
the City will provide Regular employees with the ability to withhold
pre-tax income from his/her salary to pay his/her portion of insurance
premiums.
Section 3. Credit Union:
(a) Applications are available to all employees for membership in the F
& A Federal Credit Union. Automatic payroll deductions may be
arranged.
Section 4. Deferred Compensation and Employment Longevity Plan:
(a) The City of Rolling Hills offers an employee funded deferred
compensation program. Applications are available in the Finance
Department.
(b) According to the following schedule, effective July 1, 2009, the City
of Rolling Hills will match employee contributions up to the IRS limit.
Years of service City match to employee’s
contribution (up to __% of
salary)
0 - 1.99 0%
2 – 2.99 1%
3 – 5.99 2%
6 – 8.99 3%
9 – 11.99 4%
12 – 14.99 5%
15+ 6%
Section 5. Other benefits:
(a) The City provides single-party health coverage for its Regular
employee retirees through PERS. Heath plan options and terms of
the program are governed through the City’s contract with PERS.
Regular employees hired after December 31, 2012 will be qualified
to receive single-party retiree health coverage from the City providing
1) the Regular employee retires from the City of Rolling Hills and 2)
maximum of $30.30. The maximum contribution for each policy will be increased by 2% for calendar year
2024 and beyond.
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the Regular employee has been in the employment of the City of
Rolling Hills for a minimum of 5 consecutive, uninterrupted years.
(b) A surviving beneficiary of a current or former employee hired before
January 1, 2013 will receive benefits through PERS, as appropriate
to individual circumstances. The terms of these benefits are specified
in the City’s contract with PERS.
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CHAPTER VII
HOURS OF WORK
Full-time employees are assigned to the 9/75 flex plan under which they will work seventy-
five (75) hours in a nine (9) day period.
Section 1. The 9/75 Plan: Full-time employees work 37.5 hours over a 5-day workweek
exclusive of meal periods as follows:
Alternating Week 1 Alternating Week 2
Mon - Wed: 7:30am to 5:00pm Mon - Wed: 7:30am to 5:00pm
Thursday: 7:30am to 5:00pm Thursday: 7:30am to 3:30pm
Friday: 7:30am to 5:00pm Friday: off
Section 2. Alternate Work Schedule: Full-time employees may be assigned to work
days or hours other than those set forth in Section 1.
Section 3. Work Week Defined: The work period or work week will begin at 12:01 p.m.
on Friday and end the following Friday at 12:00 noon for all full-time
employees working under the 9/75 work schedule if the employee is
scheduled to be off every other Friday.
Section 4. Work Week Schedule Change: The City may change the work week when
public necessity or convenience so requires.
Section 5. Request to Change Schedule: Employees for whom personal necessity
requires a different schedule than above, may make a request for the
alternate schedule to the City Manager. Alternate schedules must begin no
earlier than 7:00 a.m. and end no later than 6:00 p.m. and will not include a
shorter meal period than below.
Section 6. Meal Period: Because City employees are public employees the sections of
the California Labor Code regarding mandatory meal and rest periods are
not applicable. Meal periods are non-paid and nonworking time and shall
be one hour for all full-time employees. Every effort will be made to schedule
such meal period during the middle of the shift.
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CHAPTER VIII
APPLICATIONS AND APPLICANTS
Section 1. Announcement: All recruitments for positions shall be publicized by means
as the City deems advisable. The announcements shall specify the title and
pay of the position, duties and responsibilities of the work to be performed,
minimum requirements established, the manner of making application, and
other pertinent information.
Section 2. Application: Applications shall be made as prescribed on the
announcement. Application forms shall require information covering
training, experience, and other pertinent information. All applications must
be signed by the person applying.
Section 3. Disqualification: The City Manager or Designee may reject any application
which indicates on its face that the applicant does not possess the minimum
qualifications required for the position or for any material cause which, in
the judgment of the City Manager or Designee would render the applicant
unsuitable for the position. Falsification of any information presented on the
employment application shall be grounds for rejection/disqualification from
the recruitment and/or termination from employment, if applicant is
appointed to the position.
Section 4. Prohibition Against Nepotism: It is the policy of the City to seek the best
possible candidates through appropriate search procedures. The City seeks
to eliminate or limit even the appearance of impropriety where possible. As
such, the City has adopted the following policy regarding application and/or
hiring of employee relatives.
For purpose of this policy, “relative” shall mean a spouse, domestic partner,
parent, parent-in-law, step-parent, legal guardian, sibling, step-sibling,
sibling-in-law, child, step-child, child-in-law, legal ward, grandchild, or
grandparent.
Each applicant is required to disclose the identity of any relative who is a
current employee. An applicant’s failure to disclose a relative who is a
current employee may result in the rejection of the applicant or future
disciplinary action against the applicant after employment, up to and
including termination.
Relatives of current employees shall not be hired into positions in which one
relative may supervise, directly or indirectly, any other relative. One or more
of the following roles, undertaken on a regular, acting, overtime, or other
basis shall constitute direct or indirect supervision:
1. Occupying a position in an employee’s direct line of supervision;
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2. Functional supervision, such as a lead worker, crew leader, or shift
supervisor; or
3. Participating in personnel actions including, but not limited to,
appointment, transfer, promotion, demotion, layoff, suspension,
termination, assignments, approval of merit increases, evaluations, and
grievance adjustments.
Relatives of current employees shall not be hired into positions in which one
relative may work in a capacity which would allow a current employee to
evaluate or control the terms, conditions, and/or performance
circumstances of employment of a relative. Relatives of current employees
shall not be hired into any position in which the employment of such relative
has the potential for adversely impacting the supervision, safety, security,
or morale of other employees. The City shall review each applicant who is
a relative of a current employee to determine whether hiring the applicant
would result in any of the prohibited situations. If the City Manager or
Designee finds that any of those situations exists, then the applicant may
be rejected, or may be considered for employment in a position that does
not present the above situations.
Current employees shall not participate, directly or indirectly, in the
recruitment or selection process for a position for which a relative is an
applicant. Current employees having hiring powers or authority to
recommend hires shall not, either directly or indirectly, seek to influence or
assist in the hiring of any relative to any position within the City. Current
employees shall not participate or interfere in, or otherwise attempt to
influence, any personnel actions affecting his or her relative including, but
not limited to, transfer, promotion, demotion, layoff, suspension,
termination, assignments, approval of merit increases, evaluations, and
grievance adjustments.
Change In Status. Current employees must report a change of status to the
City Manager or Designee in advance of the effective date where feasible,
but in no event later than a reasonable time after the effective date of the
change of status. For purposes of this policy, “a change of status” is the
change in the legal status or personnel status of one or more current
employees.
1. Changes in legal status include but are not limited to marriage,
divorce, separation, or any such change through which a current employee
becomes a relative or ceases to be a relative of another current employee.
2. Changes in personnel status include but are not limited to promotion,
demotion, transfer, re-assignment, resignation, retirement, or termination of
a current employee who is a relative of another current employee.
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Within thirty (30) days from receipt of notice, the City shall undertake a case-
by-case consideration and individualized assessment of the particular work
situation to determine whether the change of status has the potential for
creating an adverse impact on supervision, safety, security, or morale. The
City Manager or Designee shall make a good faith effort to regulate,
transfer, condition, or assign duties in such a way as to minimize problems
of supervision, safety, security, or morale. Notwithstanding this, the City
retains the right to exercise its discretion to refuse to implement a change
in personnel status due to its potential for creating an adverse impact on
supervision, safety, security, or morale.
The City shall reasonably monitor and regulate both relatives’ conduct and
performance for a period of one (1) year from the date of the determination.
If the City determines that a change of status has caused potential for
creating an adverse impact on supervision, safety, security, or morale, the
City shall re-visit the prior determination.
Depending on the nature and severity of the situation, the City may transfer
one of the relatives to a similar position that would not be in violation of this
policy. The transfer will be granted provided the relative qualifies and there
is an opening to be filled. There can be no guarantee that the new position
will be within the same classification or at the same salary level. If the
situation cannot be resolved by transfer or by good faith efforts to regulate,
transfer, condition, or assign duties in such a reasonable way that would not
be in violation of this policy, one of the relatives must separate from City
employment.
Pre-Existing Relationships. Where situations exist prior to the effective date
of this policy that may be in conflict with these rules, reasonable efforts shall
be made to address the situation so as to minimize potential problems of
supervision, safety, security, or morale and to avoid future conflict.
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CHAPTER IX
EXAMINATIONS
Section 1. Types of Examinations: The selection techniques used in the examination
process shall measure the knowledge and abilities of the applicants to
execute the duties and responsibilities of the position to which they seek to
be appointed.
Examinations shall consist of selection techniques which will test fairly the
qualifications of candidates. The City Manager or Designee may select the
appropriate examination(s) to be utilized in the selection process.
Section 2. Promotional Examinations: All candidates for promotion must meet the
minimum qualifications identified by the City Manager or Designee.
The City Manager or Designee will determine whether the examination is
open competitive or a promotional appointment.
Section 3. Continuous Examinations: Open-competitive examinations may be
administered periodically for a single position as the needs of the service
require. Names shall be placed on employment lists, in order of final scores,
for a period of not more than one (1) year, unless extended by the City
Manager or Designee.
Section 4. Conduct of Examinations: The City Manager or Designee will determine the
manner and methods and by whom examinations shall be prepared and
administered.
Section 5. Reasonable Accommodation in Testing: Should an otherwise qualified
applicant who is disabled request a reasonable accommodation for any part
of the testing process the City may modify the process to reduce or
eliminate the testing barrier.
Section 6. Background Investigations: Following a conditional offer of employment,
each prospective employee shall submit to a criminal background check.
The City does not consider, distribute, or disseminate information about any
of the following while conducting a criminal background check in connection
with a job application: an arrest not followed by a conviction, except when
the applicant is out on bail or his/her own recognizance pending trial; a
referral to or participation in a pre-trial or post-trial diversion program; and a
conviction that has been sealed, dismissed, expunged, or statutorily
eradicated pursuant to law.
If the City’s criminal background check reveals an applicant’s prior
conviction, the City shall conduct an individualized assessment to
determine whether the conviction has a direct and adverse relationship with
the specific job duties that may justify denying employment. The following
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factors shall be considered as part of the individualized assessment: the
nature and gravity of the offense or conduct; the time that has passed since
the offense or conduct and completion of the of the sentence; and the nature
of the job held or sought.
If the results of the City’s individualized assessment justify denying
employment the applicant shall be provided with notice and an opportunity
to respond within five business days. Written notice of the preliminary
decision to deny employment shall be provided to the applicant. The written
notice shall contain the identity of the disqualifying conviction, a copy of the
conviction history report, an explanation of the applicant’s right to respond
to the notice before a final decision is made, notice of the deadline to
respond within five business days, and an explanation informing the
applicant that the response can include evidence challenging the accuracy
of the conviction history report and/or evidence of rehabilitation or mitigating
circumstances.
If the City makes a final decision not to hire the applicant based on the
conviction history after considering the applicant’s response the City shall
provide a final determination notice that includes notice of the final denial,
any existing procedure the City has for the applicant to challenge the final
decision, and the applicant’s right to file a complaint with the Department of
Fair Employment and Housing.
Section 7. Immigration Reform and Control Act of 1986: In compliance with the
Immigration Reform and Control Act of 1986, all new employees must verify
identity and entitlement to work in the United States by providing required
documentation.
Section 8. Notification of Selection Process Results: Each person competing in an
employment selection process shall be given notice of the results from the
examination.
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CHAPTER X
EMPLOYMENT ELIGIBILITY LISTS
Section 1. Employment Eligibility Lists: As soon as possible after the completion of a
continuous examination, the City Manager or Designee will prepare and
keep available an employment eligibility list consisting of the names of
applicants who qualified in the examination, arranged alphabetically.
Section 2. Removal of Applicants from Lists: The name of any person appearing on an
employment eligibility list shall be removed by the City Manager or
Designee if the person eligible requests in writing that his or her name be
removed, fails to respond to a notice mailed to his or her last known
address, or has been certified for appointment and has not been appointed.
Section 3. Use of Employment Eligibility Lists: A vacant position may be filled by the
appointment of a person whose name is on an employment eligibility list for
the position.
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CHAPTER XI
METHOD OF FILLING VACANCIES
Section 1. Types of Appointment: All vacancies shall be filled by re-employment,
transfer, voluntary demotion, promotion, or from eligible applicants by a
process deemed appropriate by the City Manager or Designee.
Section 2. Appointment: After interview(s) and an examination if deemed necessary
for the selection of a candidate, the City Manager or Designee shall
thereupon notify the person of the conditional offer of appointment, subject
to passing a required medical examination and all background
investigations.
Section 3. Temporary Assignments: Employees may be temporarily assigned higher
or lower duties without a change in pay. Such action shall not be deemed
as a transfer, demotion, promotion, or reclassification. In all cases where
periodic or regular variations in assignments occur because of seasonal
needs, the temporary change of duties or a change of the work schedule
shall be considered as incidental to the position.
Section 4. Extended Assignment to Vacant Higher Position: Employees assigned to
perform duties in a vacant higher level regular position in excess of twenty-
one (21) consecutive calendar days as authorized by the City Council shall
be entitled to a salary rate increase to the higher level for the time actually
worked in the assignment. (See CHAPTER V, Section 15, Acting Pay.) The
duration of such assignment to a vacant higher position shall not exceed
one (1) year. It is the responsibility of the City Manager to adjust the salary
rate increase.
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CHAPTER XII
PROBATIONARY PERIOD
Section 1. Probationary Period: Upon initial and promotional appointment to a position,
an employee must serve a probationary period of 1 year of actual and
continuous service. Periods of time on paid or unpaid leave excluding five
(5) days or less automatically extends the probationary period by the
number of days the employee is on leave. The City Council may, by
resolution, establish a longer probation period for a specified classification
prior to the time of an appointment. Continuous service with the City in a
temporary position may be calculated into the probationary period upon
hiring the individual into a regular position at the discretion of the City
Manager. Completion of the probationary period does not entitle an
employee to continued employment for any length of time. Completion of
the probationary period does not alter the at-will nature of the employment.
Section 2. Purpose of Probationary Period: During the probationary period, the City
Manager shall review, examine, and monitor the conduct, capacity,
efficiency, skill, responsibility, integrity, and effectiveness of an employee to
determine whether the employee is fully qualified for employment in the
position to which the employee has been appointed.
Section 3. Extension of Probationary Period: The probationary period may be
extended by the City Manager for a period up to six (6) months by written
notice to the employee prior to the expiration of the original probationary
period.
Section 4. Reduction of Probationary Period: The probationary period may be
shortened by the City Manager.
Section 5. Rejection During Probation: At any time during the probationary period an
employee may be rejected from employment without cause and without
right of appeal.
Section 6. Rejection During Probation From a Promotional Position: A promoted
employee who has attained regular status in another position of City
employment who does not successfully complete the probationary period in
the promoted position may be returned to the former position without right
to review or appeal unless terminated for cause.
Section 7. Use of Leave During Probation: Accrued sick leave may be used any time
by the probationary employee during the probationary period. Vacation
leave hours are accrued during the probationary period, but shall be
available for use upon completion of 1 year of service unless otherwise
approved by the City Manager.
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CHAPTER XIII
ATTENDANCE AND LEAVES
Section 1. Attendance: Full-time employees shall be in attendance at their work in
accordance with the rules regarding hours of work, holidays, and leave.
Absence of any employee without leave may result in disciplinary action,
including discharge.
Section 2. Vacation Leave: Vacation is a right, earned as a condition of employment,
to a leave of absence with pay for the recreation and well-being of the
employee. If an employee has exhausted sick leave, vacation may be used
for sick leave upon request of the employee and with approval of the City
Manager.
(a) Employees shall accrue, on a pro-rata basis, vacation leave for
completed pay periods. Such vacation allowance shall be available
for use on the first day following the pay period in which it is earned;
however, vacation allowance shall be available for use after one year
by a probationary employee.
(b) All Full-time employees accrue vacation as follows:
Years of Service Completed Vacation Days Accrual
0 – 3 5/6 day per month 3 1 day per month
5 1 1/4 days per month
10 1 2/3 days per month
(c) Maximum Accrual: Employees shall be permitted to accumulate a
maximum of 40 days of vacation leave or the maximum amount
accumulated in a two-year period of employment, whichever is less.
Employees who have accumulated the maximum amount of vacation
leave shall accrue no further vacation leave until they use sufficient
leave to fall below the maximum that may be accumulated.
(d) Waiver of Maximum Accrual: A waiver must be requested by the
employee and approved by the City Manager, for a period not to
exceed thirteen (13) pay periods per fiscal year. If, at the end of the
waiver period the maximum accrual amount is exceeded, vacation
accrual for the affected employee will stop. No further vacation time
will be accrued until the employee’s vacation leave balance is below
the maximum accrual amount. In the event that the failure to utilize
vacation past the thirteen pay period waiver is due to the City’s
inability to allow an employee to take vacation (as opposed to an
employee’s delay and/or failure to request vacation time off), the
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employee may, with City Manager authorization, continue to accrue
vacation.
(e) Vacation Leave Cash Out Option: In December of each year, if an
employee has over two weeks of accrued vacation after using
accrued vacation leave for one week (37.5 hours) of vacation during
the calendar year, he or she may “cash out” up to two weeks of the
accrued vacation (75 hours) at his or her base rate of pay.
(f) The minimum charge against accumulated vacation leave shall be
fifteen (15) minutes or multiples thereof. Vacation leave shall be
compensated at the employee’s base rate of pay.
(g) The time during a calendar year at which an employee may take his
or her vacation shall be determined by the City Manager with due
regard for the wishes of the employee and particular regard for the
needs of the City.
(h) All vacation leave requests shall be made with as much advance
notice as possible, and prior approval must be given by the City
Manager. When circumstances warrant and advance notice is
impractical, the City Manager may approve the use of vacation leave
for emergency absences. If an employee does not request time off
in advance and simply does not show up for work, the City Manager
may deny the use of vacation time or any leave accruals, and said
employee may be subject to disciplinary action.
(i) When a fixed holiday falls within a vacation period, the holiday time
shall not be charged against an employee’s earned vacation
benefits.
(j) Employees who terminate or retire shall be paid for all accrued
vacation leave earned at their base rate of pay at the time of their
separation of employment.
(k) Employees on Unpaid Leave: Employees on Unpaid Leave do not
accrue Vacation Leave.
(l) Employees not Eligible for Vacation: All part-time employees
including temporary, emergency, and seasonal part time, do not
accrue Vacation Leave.
Section 3. Paid Sick Leave: Employees who are hired to work at least thirty days are
eligible for California Paid Sick Leave.
Paid Sick Leave may be taken for below prescribed purposes:
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1. The diagnosis, care, or treatment of an existing health condition of,
or preventive care for, an employee or an employee’s family member; or
2. To attend legal proceedings, or to obtain medical treatment,
counseling, or other victims’ services for domestic violence, sexual assault,
or stalking.
A “family member” for these purposes is defined as a child (a biological,
adopted, or foster child, stepchild, legal ward, or a child to whom the
employee stands in loco parentis), a parent (a biological, adoptive, or foster
parent, stepparent, or legal guardian of an employee or the employee’s
spouse or registered domestic partner, or a person who stood in loco
parentis when the employee was a minor child), a spouse or registered
domestic partner, a grandparent, grandchild, and sibling. Additionally, Paid
Sick Leave may be used for an employee who is a victim of domestic
violence, sexual assault, or stalking.
Accrual: Employees shall accrue one day of sick leave (7.5 hours) with full
pay for each month of service. Sick leave shall be available for use the first
day following the payroll period in which it is earned. If the employee does
not take the full amount of sick leave allowed in any year, the amount not
taken shall be accumulated from year to year, to a maximum of 30 days.
Separation of Employment: Upon separation of employment (voluntary
termination, involuntary termination, retirement, etc.) employees are not
entitled to be compensated for unused Paid Sick Leave. However,
previously unused paid sick days must be reinstated if an employee
separates from employment and then is rehired within one year.
To the extent possible, employees must provide reasonable advance notice
of their need for Paid Sick Leave under this policy. If the need is not
foreseeable, the employee must provide notice as soon as practicable. Paid
Sick Leave under this policy will not constitute a break in service for the
purpose of City benefits or seniority.
Minimum Use: The minimum charge against accumulated sick leave shall
be fifteen (15) minutes or multiples thereof. Approved sick leave with pay
shall be compensated at the employee’s base rate of pay.
Notification: Employees should notify the City Manager prior to, or within 45
minutes after the time set for the beginning of his/her regular duties if using
paid sick leave. The City Manager may request a certificate issued by a
licensed physician or other satisfactory proof of illness if the sick leave
extends more than 3 consecutive days.
Violations: Violation of sick leave privileges may result in disciplinary action
when in the opinion of the City Manager, the employee has been
excessively absent or has abused such privileges. Employees who do not
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call in within 45 minutes of the start of their assignment may be denied use
of sick leave.
Employees on Unpaid Leave: Employees on unpaid leave do not accrue
Paid Sick Leave.
Employees may donate accrued paid sick time up to two (2) days per
calendar year to other employees in need of additional paid time off to seek
medical treatment for themselves. Donation of paid sick time to another
employee will only be permitted after that recipient employee has exhausted
all other available accrued leave. The donation of paid sick time is strictly
voluntary.
Section 4. Occupational Injury or Illness Leave: Whenever a person is compelled to be
absent from employment with the City on account of injury or illness arising
out of or in the course of that employee’s employment as determined by the
Workers’ Compensation Act, the employee may elect to apply pro-rated
accrued sick leave, if any, to such absence to receive compensation of an
amount of the difference between the compensation received under the
Workers’ Compensation Act and that of the employee’s regular pay, not to
exceed the amount of the employee’s earned sick leave. An employee, in
such instance, may also elect to use any earned vacation time in like
manner after sick leave is exhausted. An employee, in such instance, may
also elect to use any earned Floating Holiday hours in like manner after sick
leave and earned vacation time is exhausted. Employees shall receive full
salary in lieu of Workers’ Compensation benefits and paid sick leave for the
first twenty-four (24) hours following an occupational injury or illness, if
authorized absence is by order of an accepted physician under the Workers’
Compensation sections of the California Labor Code.
Section 5. Bereavement Leave: When circumstances are such and the City Manager
determines that conditions warrant, full-time employees may be granted up
to three (3) days of paid bereavement leave per occurrence following
completion of one year of employment in the event of the death of a spouse,
domestic partner, child, brother, sister, parent, parents-in-laws, or
grandparent.
Section 6. Jury Duty and Witness Leave: If a regular full-time employee is required to
serve as a juror, such employee shall receive regular pay less amounts
received while actually performing jury service for a period of service not to
exceed 10 days of jury service. The City will not pay mileage or other
additional expenses incurred by jury duty. Employees will be required to
provide a Jury Duty Certification form to their supervisor, to be attached to
their time sheet for that time period.
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Employees shall be granted leave with pay when subpoenaed to testify as
a witness other than as a party or an expert.
Employees absent from work due to jury duty or witness leave must notify
the City Manager of the status of their leave daily.
Section 7. California CFRA Leave:
The California Family Rights Act (CFRA) provides eligible employees the
opportunity to take unpaid, job-protected leave for certain specified
reasons. The maximum amount of leave is twelve (12) weeks within a 12-
month period. All employees who have worked at least twelve (12) months
in the preceding seven (7) years and have worked at least 1,250 hours
within the twelve (12) months preceding the date the leave commences are
eligible for CFRA leave.
(a) Reasons for leave: CFRA leave may be used for the following
reasons:
(1) To care for or bond with a newborn child.
(2) To care for or bond with a child placed with the employee
and/or the employee’s registered domestic partner for
adoption or foster care.
(3) To care for an immediate family member (spouse, parent,
registered domestic partner, child or registered domestic
partner’s child, sibling, grandparent, or grandchild) with a
serious health condition.
(4) For the employee’s serious health condition that makes the
employee unable to perform his or her job (except pregnancy,
which is covered under PDL and does not run concurrently
with CFRA).
(5) For a qualifying military exigency related to the covered active
duty or call to covered active duty of a spouse, domestic
partner, child, or parent in the United States armed forces.
Eligible employees may take CFRA leave in a single block of time,
intermittently, or by reducing the normal work schedule when medically
necessary for the serious health condition of the employee or immediate
family member. Employees may choose to use accrued paid sick leave or
vacation time with some or all of the CFRA leave.
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When seeking leave under this policy, employees must provide the City
Manager or Designee with the following: (1) Thirty (30) days’ notice of the
need to take CFRA leave (if foreseeable), or notice as soon as practicable
in the case of unforeseeable leave; (2) Medical certification supporting the
need for leave within fifteen (15) calendar days of the company’s request
for the certification. Failure to do so may result in the delay of the
commencement of leave or denial of a leave request; (3) Periodic reports
as deemed appropriate during the leave regarding the employee’s status
and intent to return to work; and (4) A return-to-work release before
returning to work if the leave was due to the employee’s serious health
condition.
The City will maintain health insurance coverage for employees and /or their
families when CFRA leave is taken on the same terms as if the employee
had continued to work. In some instances, the City may recover premiums
paid to maintain health coverage or other benefits for employees and/or
their families.
Section 8. California Paid Family Leave: The City participates in a private voluntary
disability insurance program that it offers to its employees as a legal
alternative to the mandatory State Disability Insurance (SDI). Employees
may inquire into this program with the City Manager or Human Resources
Director.
Section 9. Pregnancy Disability Leave: A full-time employee is eligible for up to four (4)
months of unpaid leave for an actual disability caused by the employee’s
pregnancy, childbirth, or related medical condition.
(a) During the pregnancy disability leave time, paid leave may be
charged to accrued benefit time such as vacation and floating
holiday, at the employee’s request. In addition, accrued sick leave
may be used at the employee’s request, in accordance with Section
3.
(b) Health insurance benefits shall continue for the duration of the
pregnancy disability leave under the same conditions as if the
employee had continued employment. If the employee fails to return
to work after the period of leave to which the employee is entitled has
expired, the City is entitled to recover the premiums paid on behalf
of the employee for maintaining coverage.
(c) The City Manager may require the employee to file a physician’s
certificate or personal affidavit and to provide reasonable notice of
the date the leave will begin and the estimated duration of the leave.
(d) Employees disabled by pregnancy may also take intermittent leave
or be provided reasonable accommodation to continue work.
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(e) Employees returning from Pregnancy Disability Leave generally are
entitled to be reinstated in the same position, subject to certain
conditions, and consistent with applicable law.
Section 10. Lactation Accommodation Policy: The City provides accommodations to
lactating employees who need to express breast milk during work hours in
accordance with applicable law. The City will provide the employee with the
use of a room or other location (not a bathroom) to express breast milk that
is in close proximity to the employee’s work area, shielded from view, and
free from intrusion. Such space will meet the requirements of the California
Labor Code including a surface to place a breast pump and personal items,
a place to sit, access to electricity, a sink with running water, and a
refrigerator for storing breast milk.
Employees who are nursing have a right to request a lactation
accommodation. Such requests may be made verbally or in writing, and
should indicate the need for an accommodation in order to express breast
milk at work, and should be directed to the City Manager or Designee. The
City will promptly respond to such requests and indicate the approval or
denial of the break request. The City reserves the right to deny an
employee’s request for a lactation break if the additional break time will
seriously disrupt City operations.
The requested break time should, if possible, be taken concurrently with
other scheduled break periods.
The City prohibits any form of discrimination or retaliation against an
employee for exercising or attempting to exercise any rights provided by
this policy. Any such conduct or other violations of this policy should be
reported to the City Manager or Designee. Employees have the right to file
a complaint with the California Labor Commissioner for violation of a
lactation accommodation right described in this policy.
Section 11. Election Leave: If a full-time employee does not have sufficient time outside
of working hours to vote at a statewide election, the voter may, without loss
of pay, take off enough working time, which when added to the voting time
available outside of working hours will enable the voter to vote. Regular
part-time employees are eligible for election leave based upon hours
scheduled to work. No more than two (2) hours of the time taken off for
voting shall be without loss of pay. The time off for voting shall be only at
the beginning or end of the regular work shift, whichever allows for the
greatest free time for voting and the least time off from the regular working
shift, unless otherwise mutually agreed upon. The employee shall give the
City Manager at least two working days’ notice that time off for voting is
desired.
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Section 12. Leave of Absence Without Pay: The City Manager may grant a regular
employee a leave of absence without pay for a period not to exceed one (1)
month. No such leave shall be granted except upon written request of the
employee, setting forth the reason for the request. Approval will be in
writing. Upon expiration of a regularly approved leave or within a reasonable
period of time after notice to return to duty, the employee shall be reinstated
in the position held at the time leave was granted. Failure on the part of an
employee on leave to report promptly at its expiration, or within a
reasonable time after notice to return to duty, shall be cause for discharge.
Such leave of absence shall not be counted as a break in service for
purposes of satisfying the continuous employment requirement for vacation
allowance.
An employee on leave of absence without pay does not accrue sick leave,
vacation time, or receive benefits while on leave. Such employee does not
lose or forfeit any sick leave or unpaid vacation time that had been
accumulated prior to the time being granted.
Section 13. Military Leave: Military leave shall be granted to City employees in
accordance with the provisions of current federal and state law.
Section 14. Administrative Leave: At the discretion of the City Manager and in special
circumstances, Regular employees may be provided administrative leave
without loss in pay or the deduction of other leave accrued.
Section 15. Disability Accommodation: It is the City’s policy to comply with the
Americans with Disabilities Act (ADA), as well as applicable state and local
laws relating to disability issues. The City will not discriminate against any
employee with respect to any terms, privileges, or conditions of employment
because of his or her physical or mental disability. The City will also
reasonably accommodate all employees and applicants with disabilities
who are otherwise qualified to safely perform the essential duties of the job
unless any such accommodations would impose an undue hardship in the
City’s operations.
If an employee needs a reasonable accommodation to perform the essential
job duties of his or her position, the employee should make the request to
the City Manager or Designee. The City believes in an interactive process
with the employee to identify and consider possible accommodations that
would enable the employee to perform his or her position’s essential job
duties.
Reasonable accommodation is available to all disabled employees, where
his or her disability affects the performance of job functions and when such
accommodations would not impose undue hardship. All employment
decisions are based on the merits of the situation in accordance with
defined criteria, not the disability of the individual.
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CHAPTER XIV
HOLIDAYS
Section 1. Holidays Observed: The City observes the following paid holidays:
1. New Year’s Day (January 1)
2. Martin Luther King Jr. Day (observed the third Monday in January)
3. President’s Day (observed the third Monday in February)
4. Memorial Day (observed the last Monday in May)
5. Independence Day (July 4)
6. Labor Day (observed the first Monday in September)
7. Veteran’s Day (November 11)
8. Every day appointed by the President or Governor for a
public fast, thanksgiving, or holiday including Thanksgiving
Day
9. Friday following Thanksgiving Day
10. Christmas Eve (December 24)
11. Christmas Day (December 25)
Holidays which fall on Saturday shall be observed the preceding Friday and
holidays which fall on Sunday shall be observed on the following Monday.
Paid holidays are only for the observed days.
If an observed holiday falls on an eight and one-half (8.5) hour work day
under the 9/75 work schedule, those employees on the 9/75 schedule shall
receive eight and one-half (8.5) hours of holiday pay.
If an observed holiday falls on a seven (7) hour workday under the 9/75
work schedule, those employees on the 9/75 schedule shall receive seven
(7) hours of holiday pay.
If the holiday falls on a regular day off for that employee, that employee will take the
preceding day off.
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Section 2. Floating Holiday:
(a) Each full-time employee is allowed eight and one-half (8.5) hours
per calendar year, January through December with the approval of the City
Manager.
(b) Floating holiday hours are not cumulative and must be used during
the above period or said employee will lose the allocated hours.
(c) Each employee must submit a request in advance.
(d) An employee is eligible to use floating holiday hours as they are
allocated.
(e) Floating holiday hours may be used in lieu of sick leave only if all
other benefit time has been exhausted.
Section 3. Eligibility for Holidays: All employees are eligible for holiday pay except the
following:
(a) Seasonal and part-time employees.
(b) Temporary employees.
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CHAPTER XV
CHANGES IN EMPLOYMENT STATUS
Section 1. Transfer: An employee may be transferred by the City Manager at any time
from one position to another position. Transfer shall not be used to
effectuate a promotion, demotion, advancement, or reduction, each of
which may be accomplished only as provided in these rules. No person shall
be transferred to a position for which he/she does not possess the minimum
qualifications.
Section 2. Promotion: When practicable and consistent with the best interests of the
City, vacancies may be filled by promotion. All candidates for promotion
must meet the minimum qualifications identified by the City Manager or
Designee.
If, in the opinion of the City Manager or Designee, a vacancy in the position
could be filled better by an open, competitive recruitment instead of a
promotional appointment, he/she shall arrange for an open competitive
examination.
Section 3. Demotion: The City Manager may demote an employee whose ability to
perform his/her required duties falls below standard. No employee shall be
demoted to a position for which he/she does not possess the minimum
qualifications.
Section 4. Suspension: The City Manager may suspend an employee at any time for
cause.
Section 5. Reclassification: The City Manager may reclassify a position from one
position to another if there has been a gradual accretion or reduction of
duties and/or responsibilities over time.
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CHAPTER XVI
SEPARATION FROM EMPLOYMENT
Section 1. Job Abandonment: An employee is deemed to have resigned if the
employee is absent for three (3) consecutive workdays without prior
authorization and without notification during the period of absence. On the
second working day of unauthorized absence, the City Manager shall send
an overnight letter to the employee’s last known address informing the
employee that if the employee fails to report to work within one (1) workday,
or receive authorization for such absence, the employee will be deemed to
have resigned and extending to the employee an informal pre-disciplinary
conference. Employees separated from employment for job abandonment
will be reinstated with such charge removed from the employee’s record
upon presentation of justification for absence such as severe accident,
severe illness, false arrest, or mental or physical impairment which
prevented notification. Employees have no right to appeal if deemed to have
resigned as a result of job abandonment.
Section 2. Discharge: An at-will employee may be discharged at any time with or
without cause or notice.
Section 3. Lay-off: The City Manager may lay off an employee because of change in
duties or organization or shortage of work or funds.
(a) Notification: Employees to be laid off shall be given, whenever
possible, at least ten (10) calendar days prior notice.
(b) Order of Layoff: Employees shall be laid off in the inverse order of
their seniority and with regard to their responsibilities. Seniority
shall be determined based upon date of hire in the position. A lay off
out of the inverse order of seniority may be made if, in the City’s
judgment, retention of special job skills is required.
(c) Re-employment Rights for Laid-off Employees: Regular employees,
who have received a satisfactory or better evaluation for the twelve
(12) months prior to lay off, have completed their probationary period,
and who have been laid off shall be automatically placed on a re-
employment list for one year for the classification from which they
were laid off.
Section 4. Resignation: An employee wishing to leave City service in good standing
shall file with the supervising official at least ten (10) working days before
leaving the service, a written resignation stating the effective date and
reasons for leaving. Failure to give such notice shall mean the employee
did not terminate in good standing, unless the City Manager has waived the
two-week notice requirement. Failure to comply with this Chapter shall be
entered on the service record of the employee and be cause for denying
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future employment by the City. A resignation becomes final when accepted
by the City Manager and only at the City Manager’s discretion can be
withdrawn.
Section 5. Reinstatement: A regular employee who has resigned, or has otherwise
been separated while in good standing, may be considered for
reinstatement by the City Manager, to a position in the former employee’s
same or comparable position for a period of two (2) years after resignation
or separation provided such a position is vacant and available. The
employee shall be reinstated to the salary range and step held at the time
of resignation or separation and shall receive a new anniversary date which
shall be the first date of employment upon reinstatement. The employee will
serve a new probationary period.
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CHAPTER XVII
REPORTS AND RECORDS
Section 1. General: The City maintains a personnel file on each employee. An
employee’s personnel file shall contain only material that is necessary and
relevant to the administration of the City’s personnel program. Personnel
files are the property of the City, and access to the information they contain
is restricted.
Section 2. Notifying City of Changes in Personal Information: Each employee is
responsible to promptly notify the City Manager or Designee of any changes
in relevant personal information, including:
• Mailing address
• Telephone number
• Persons to contact in emergency
• Number and names of dependents
Section 3. Location of Personnel Files: The personnel files will be kept secure and
confidential by the City Manager or Designee.
Section 4. Medical Information:
(a) Separate Confidential Files. All medical information about an
employee or applicant is kept separately and is treated as
confidential, in accordance with federal and state law.
(b) Information in Medical Files. The City will not obtain medical
information about an employee or applicant except in compliance
with the California Confidentiality of Medical Information Act. To
enable the City to obtain certain medical information, the employee
or applicant may need to sign an authorization for release of
employee medical information.
(c) Access to Medical Information. Access to employee or applicant
medical information shall be strictly limited to only those with a
legitimate need to have such information for City business reasons.
In the case of an employee with a disability, managers and
supervisors may be informed regarding necessary restrictions on the
work or duties of the employee and necessary accommodations.
Section 5. References and Release of Information in Personnel Files:
(a) Public Information: Upon request, the City will release to the public
information about its employees as required by the Public Records
Act. The City will not disclose personnel information that it considers
would constitute an unwarranted invasion of personal privacy.
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(b) Reference Checks: All requests from outside the City for reference
checks or verification of employment concerning any current or
former employee must be referred to the City Manager or Designee.
Information will be released only if the employee signs an
authorization for release of employment information, except that
without such authorization, the following limited information will be
provided: dates of employment and job title.
Section 6. Employee Access to Personnel File: An employee may inspect his or her
own personnel file at reasonable times and at reasonable intervals. An
employee who wishes to review his or her file should contact the City
Manager or Designee to arrange an appointment. The review must be done
in the presence of the City Manager or Designee.
Section 7. Destruction of Records: Personnel files, payroll records, and records
relating to personnel recruitment, including correspondence, applications,
examinations, and reports will be destroyed according to the City’s Records
Retention Schedule.
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CHAPTER XVIII
GRIEVANCE PROCEDURES
Section 1. Definition:
(a) Grievance: A “grievance” is a written allegation by an employee,
submitted as herein specified, claiming violation(s) of the specific
express terms of the Employee Handbook and Personnel Policy
Manual, or expressing concern relating to an aspect of employment,
and for which there is no other specific method of review provided by
City law.
(b) Grievant: A grievant is an employee or group of employees adversely
affected by an act or omission of the City.
(c) Day: A day is any day the agency is open to the public, that is any
day except Saturdays, Sundays, and legal holidays recognized by
the City.
Section 2. Procedure:
Step A: Informal Discussion: The grievant shall discuss the
controversy with the City Manager on an informal basis in an effort
to resolve the situation.
The issue will be considered resolved if not presented to the City
Manager within ten (10) working days following the day the event
occurred upon which the controversy is based. The City Manager
shall respond within five (5) working days following the meeting with
the grievant. Failure of the City Manager to respond within such time
limit shall entitle the grievant to process the controversy to the next
step.
Step B: First Level of Review: If the controversy is not settled at Step
A, the grievant may submit the grievance in writing to the City
Manager within five (5) working days of the receipt of the grievance
response at Step A. Failure of the grievant to deliver the written
grievance shall constitute a waiver of the grievance. The City
Manager shall meet with the grievant and a written decision and
statement of facts and issues shall be rendered to the grievant within
ten (10) working days from the date of the written grievance. Failure
of the City Manager to respond within such time limit shall entitle the
grievant to process his/her grievance at the next level of review. If
the City Manager is the subject of the grievance the grievance shall
be submitted to the Personnel Committee instead of the City
Manager.
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Step C: Second Level Review: If the grievance is not settled at Step
B, the grievant may place the grievance in writing to and present it to
the Rolling Hills City Council within five (5) working days of receipt of
the Step B grievance response. Failure of the grievant to deliver such
written notice shall constitute a waiver of the grievance. The City
Council shall hear the grievance at a regular meeting, and a written
decision and statement of facts and issues shall be rendered to the
grievant. The decision of the City Council shall be final and binding.
Section 3. Reprisals: Employees shall be insured freedom from reprisal for using the
grievance procedure.
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CHAPTER XIX
DISCIPLINE
Nothing in this Section is intended to alter the at-will status of employment with the City.
Consistent with the City’s Employment At Will policy, you and the City each have the right
to terminate the employment relationship at any time with or without cause and with or
without prior notice. As well, the City reserves the right to terminate any employment
relationship, to demote, and to otherwise discipline an employee without resort to the
below disciplinary procedures.
Section 1. Types of Disciplinary Action:
(a) Oral Warning: A formal discussion with an employee, by the City
Manager, about performance or conduct problems, the need for the
employee to improve, and what specific improvement is expected.
The City Manager shall make a written record of the warning.
(b) Written Reprimand: A formal written notice to the employee
regarding performance or conduct problems, the need for the
employee to improve, and what specific improvement is expected.
The written reprimand goes in the employee’s personnel file.
(c) Suspension: Removal of an employee from duty without pay for a
specified period.
(d) Reduction in Pay: A reduction in pay from the employee’s current
salary to a lower salary.
(e) Demotion: A reduction in position title and salary.
(f) Dismissal or Discharge: Separation from employment of an
employee for cause.
Section 2. Grounds for Disciplinary Action Involving Regular Employees: Grounds for
discipline include, but are not limited to, the following:
(a) Fraud in securing employment or making a false statement on an
application for employment.
(b) Incompetency; i.e., the inability to comply with the minimum standard
of an employee’s position for a significant period of time.
(c) Inefficiency or inexcusable neglect of duty, i.e., failure to perform
duties required of an employee within his/her position.
(d) Willful disobedience or insubordination, a willful failure to submit to
duly appointed and acting supervision or to conform to duly
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established orders or directions of persons in a supervisory position,
or insulting or demeaning any fellow employee.
(e) Dishonesty.
(f) Possession, distribution, sale, use, or being under the influence of
alcohol or illegal drugs or narcotics while on duty or while operating
a vehicle in the course of City business or potentially dangerous
equipment leased or owned by the City.
(g) Excessive absenteeism.
(h) Inexcusable absence without leave.
(i) Abuse of sick leave, i.e., taking sick leave without a doctor’s
certificate when one is required, or misuse of sick leave.
(j) The conviction of either a misdemeanor or a felony related to the
position held will constitute grounds for dismissal of any employee.
The record of conviction will be conclusive evidence of the fact that
the conviction occurred. The City Manager may inquire into the
circumstances surrounding the commission of the crime in order to
support the degree of discipline. A plea or verdict of guilty, or a
conviction showing a plea of nolo contendere, is deemed to be a
conviction within the meaning of this Section.
(k) Discourteous treatment of the public or other employees.
(l) Improper or unauthorized use of City property.
(m) Refusal to subscribe to any oath or affirmation which is required by
law in connection with agency employment.
(n) Any willful act or conduct undertaken in bad faith, either during or
outside of duty hours, which is of such a nature that it causes
discredit to the City.
(o) Inattention to duty or negligence in the care and handling of City
property.
(p) Violation of the rules and regulations of the City.
(q) Outside employment not specifically authorized.
(r) Acceptance from any source of a reward, gift, or other form of
remuneration in addition to regular compensation to an employee for
the performance of his or her official duties.
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(s) The refusal of any officer or employee of the City to testify under oath
before any Grand Jury having jurisdiction over any then pending
cause of inquiry in which the investigation of government bribery or
misconduct in agency office is involved shall constitute of itself
sufficient ground for the immediate discharge of such officer or
employee.
(t) Willful violation of any of the provisions of an ordinance, resolution,
rule, regulation, or policy prescribed by the City.
(u) Improper political activity. Example: Campaigning for or espousing
the election or non-election of any candidate in national, state,
county, or municipal elections while on duty and/or during working
hours or in City uniform on or off duty; or the dissemination of political
material of any kind while on duty and/or during working hours or in
uniform.
(v) Working overtime without authorization.
(w) Possession of weapons on agency property unless authorized.
(x) Making false or malicious statements concerning any employee, the
City, or the City’s policies or practices.
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CHAPTER XX
PERFORMANCE EVALUATIONS AND ANNUAL WORK PLANS
Section 1. General: Performance evaluation is the process of evaluating and recording
the performance of each employee. The performance evaluation is best
used:
(a) To maintain a high level of efficiency or assist in raising efficiency by
commending the employee.
(b) To indicate to the employee those points in which he/she shows
weak performance, and suggest the proper means of raising his/her
working performance to the standard level.
(c) To inform the employee of good performance.
(d) To encourage better working relationships and mutual understanding
by letting the employee know where he/she stands with relation to
the City Manager’s evaluation of his/her work.
(e) To establish an annual work plan consisting of goals and tasks to be
accomplished.
Section 2. Responsibility for Evaluation: The City Manager is responsible for proper
preparation of the performance evaluation for each employee. The City
Manager should carefully review the complete position description, and the
goals and objectives for the employee, if any, before beginning each
evaluation, to remind himself/herself of what should be expected from the
employee.
Section 3. Discussion with Employee: The performance evaluation must be discussed
with the employee. During the interview, as well as in the performance
evaluation documentation, special attention should be given to discussing
specific ways in which the employee can improve his/her performance. An
opportunity should also be afforded to the employee to comment and bring
up any questions he or she may have.
Section 4. Schedule: Performance evaluations for probationary employees are to be
presented at the end of the first six (6) months, and after the first twelve (12)
months, to correspond to the completion of the one year probationary
period. After the probationary evaluation, an evaluation should be done on
an annual basis on the employee’s anniversary date.
Section 5. Appeal Procedure: It is the intent of the City to offer fair and equitable
appeals procedures for employees’ performance evaluations. Below are the
official guidelines.
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(a) Employee and City Manager meet to review and discuss the
employee’s performance evaluation.
(b) The employee may respond in writing to the contents of the
evaluation. The employee must submit this response to the City
Manager within ten (10) working days immediately following receipt
of the evaluation. The decision shall be rendered in writing within
fifteen (15) working days by the City Manager, and the decision of
the City Manager shall be final.
Section 6. Exceptional Performance Recognition: Based on fiscal year finances and
Council approval, the City Manager is provided a pool of funds to recognize
an employee’s exceptional performance. Annually, the City will endeavor to
budget a 5% increase in salaries. The amount of funds potentially available
in the bonus pool is the difference between the CPI adjustment provided to
staff in July (see Chapter V) and 5%. An employee can be given exceptional
performance recognition of no more than the difference between the CPI
and 5% as a one-time check, gift card, or item (the recognition, in other
words, does not become part of the employees’ salary) for exceptional
performance during the prior fiscal year. The recognition will require the City
Manager to document and justify the action.
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CHAPTER XXI
VEHICLE USE
Section 1. Use of Private Vehicles: Private automobiles are not to be used for the City
business except as authorized. The City Manager may authorize such use
at the reimbursement rate equal to that set forth by the Internal Revenue
Service. Payments shall be based upon the most direct route to and from
the destination and garage and parking expenses shall be paid in addition
to the current rate, upon submission of paid receipts within the fiscal year
of the trips. To receive mileage reimbursement, the employee must
acknowledge and be in compliance with the City’s Vehicle Use Policy.
Section 2. Auto Allowance: Select employees will receive a monthly car allowance.
This stipend will be in lieu of any mileage reimbursement and is intended to
cover all actual expenses incurred. If additional garage, parking, and other
related auto expenses are incurred above the monthly allowance, they are
reimbursable.
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CHAPTER XXII
PROFESSIONAL DEVELOPMENT
Section 1. Training: The City Manager and employees of the City are eligible to request
specialized training in the form of symposiums, special courses, forums,
professional association meetings, professional development courses, etc.,
at the City’s expense. The City retains the sole authority to approve or deny
requests for specialized training.
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CHAPTER XXIII
EMPLOYEE STANDARDS OF CONDUCT
Section 1. Code of Ethics:
(a) Each officer, official, and employee has an obligation to the
residents, to the people’s elected representatives, and to fellow
employees to meet the highest ethical and professional standards
and to enhance the public’s respect and trust for the City government
and its operations.
(b) Employees of the City have responsibilities unique from their
counterparts in the private industry. Employment with the City carries
an obligation of personal integrity and conduct that serves to
establish public respect, confidence, and trust.
(c) Employees represent the City of Rolling Hills and the quality of City
service is judged through their performance and conduct. The
residents of Rolling Hills have the right to expect that City employees
will provide services in an efficient, thorough, and courteous manner.
(d) The City, as a condition of employment, expects to receive from the
employee:
(1) Initiative and a conscientious effort to perform productive
work.
(2) Cooperative, positive, responsive, and courteous relations
with fellow employees, supervisors, subordinates, and the
public.
(3) A continuous effort to strive for greater knowledge and skill on
the job in order to maintain performance at a high level.
(4) Compliance with all policies, regulations, rules of conduct, and
ordinances established by the City.
(5) Responsible work habits demonstrated by:
a. Dependability, promptness, reliable attendance, and
performing required duties competently,
b. Keeping informed of developments and matters
affecting job performance,
c. Being flexible and adaptable to change,
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d. Accepting constructive suggestions and criticism.
(6) Neat and clean grooming and attire appropriate to the job
assignment.
a. Work days
Appropriate dress shall be professional and business casual,
representative of an office environment and appropriate for
meetings and interaction with the public.
b. Other
As appropriate for the position, the employee is required to
have shoes and clothing for meetings in the field, visits to
construction sites, and walking on trails.
(7) Support in principle of the ICMA (International City/County
Management Association) Code of Ethics and related tenants.
No employee will accept a fee, compensation, gift, payment
of expenses, or any other thing of monetary value in any
circumstances in which acceptance may result in or create the
appearance of any one or more of the following:
1. Use of public office and/or employment for
personal or private gain.
2. Preferential treatment of any person.
3. Loss of complete independence or impartiality.
4. Making a City decision outside of official
channels.
5. Reduction of public confidence in the integrity of
City government and/or its employees.
6. Impeding government efficiency or economy.
Section 2. Policy Against Harassment, Discrimination, and Retaliation
The City strictly prohibits and has “zero tolerance” for discrimination and
harassment in any phase of the employment, including but not limited to
recruitment, testing, hiring, upgrading, promotion/demotion, transfer, layoff,
termination, rates of pay, benefits, and selection for training. This includes
sexual harassment (which includes harassment based on sex, pregnancy,
perceived pregnancy, childbirth, breastfeeding, or related medical
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conditions), as well as harassment, discrimination, and retaliation based on
such factors as race, color, religion, religious creed (including religious
dress and religious grooming practices), sex, national origin, ancestry,
citizenship, age (40 years and older), mental disability and physical
disability (including HIV and AIDS), legally-protected medical condition or
information (including genetic information), protected medical leaves
(requesting or approved for leave under the California Family Rights Act),
military and/or veteran status, service, or obligation, reserve status, national
guard status, marital status, domestic partner status, gender, gender
identity (including transgender identity), gender expression (including
transgender expression), because an individual has transitioned (to live as
the gender with which they identify), is transitioning, or is perceived to be
transitioning), sex stereotyping, sexual orientation, status as a victim of
domestic violence, sexual assault, or stalking, enrollment in a public
assistance program, engaging in protected communications regarding
employee wages or otherwise exercising rights protected under the
California Fair Pay Act, requesting a reasonable accommodation on the
basis of disability or bona fide religious belief or practice, or any other basis
protected by federal, state, or local laws.
Discrimination and Harassment Defined. Discrimination and harassment
may consist of offensive verbal, physical, or visual conduct when such
conduct is based on or related to an individual’s sex or membership in one
of the above-described protected classifications, and: (1) Submission to the
offensive conduct is an explicit or implicit term or condition of employment;
(2) Submission to or rejection of the offensive conduct forms the basis for
an employment decision affecting the employee; or (3) The offensive
conduct has the purpose or effect of unreasonably interfering with an
individual’s work performance or creates an intimidating, hostile, or
offensive working environment.
Examples of Sexual Harassment. For the purpose of clarification, examples
of what may constitute prohibited sexual harassment include, but are not
limited to, the following:
1. Making unsolicited sexual advances or written, verbal, physical, or
visual contact with sexual overtones. (Written examples: suggestive or
obscene letters, notes, invitations. Verbal examples: derogatory comments,
slurs, jokes, epithets. Physical examples: touching, assault, blocking or
impeding access, leering gestures, display of sexually suggestive objects
or pictures, cartoons, or posters.)
2. Continuing to express sexual interest after being informed that the
interest is unwelcome. (Reciprocal attraction is not considered sexual
harassment.)
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3. Making reprisals, threats of reprisal, or implied threats of reprisal
following a negative response. (For example, implying or actually
withholding support for an appointment, promotion, or change of
assignment; suggesting a poor performance report will be prepared; or
suggesting probation will be failed.)
4. Engaging in implicit or explicit coercive sexual behavior which is used
to control, influence, or affect the career, salary, or work environment of
another employee.
5. Offering favors or employment benefits, such as promotions,
favorable performance evaluations, favorable assigned duties or shifts,
recommendations, reclassifications, etc., in exchange for sexual favors.
(Similar conduct when applied to other protected classes such as race,
color, creed, national origin, age, disability, medical condition, religion,
sexual orientation, or marital status may constitute harassment and
violation of this Policy. For example, racial jokes or degrading comments
about age or ethnic background can constitute harassment under this
policy). Accordingly, in order to avoid the risk of discipline, such acts should
be avoided in all circumstances.
Internal Complaint Procedure. Any applicant or employee who believes that
he or she has been the victim of sexual or other prohibited discrimination or
harassment by co-workers, supervisors, clients or customers, visitors,
vendors, corporate officers, or others must immediately notify the City
Manager or Designee of the alleged conduct. If the employee believes that,
for any reason, the City Manager is the source of the conduct or is biased,
the employee may submit the complaint to the Personnel Committee.
Internal Investigation and Resolution. Following receipt of a discrimination
or harassment grievance, the City shall begin an immediate and thorough
investigation to determine if sexual or other discrimination/harassment has
occurred. The investigation shall be conducted in an impartial manner and
all information shall be maintained confidential to the extent possible. After
full consideration of all relevant facts and circumstances involving the
inquiry, a timely decision will be made by the City and appropriate
disciplinary or other action will be taken, up to and including termination of
employment.
Prohibition Against Retaliation. Retaliation against anyone for opposing
conduct prohibited by the City’s anti-discrimination/harassment policies or
for filing a complaint with or otherwise participating in an investigation,
proceeding, or hearing conducted by the City, or any authorized
governmental agency, is strictly prohibited and may subject the offending
person to, among other things, disciplinary action, up to and including
termination of employment.
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External Reporting. In addition to the City’s internal complaint procedure,
an employee may file a complaint with the California Department of Fair
Employment and Housing (DFEH) or the U.S. Equal Employment
Opportunity Commission (EEOC).
Section 3. Injury and Illness Policy
The City of Rolling Hills has an adopted Injury and Illness Policy for the
purpose of preventing injury and illness at work. The policy applies to all
employees.
Section 4. Information Technology Policy
The City of Rolling Hills has an adopted Information Technology Policy for
the purpose of defining inappropriate use of the electronic information,
technological equipment (e.g., computers), and technological systems (e.g.,
email). The policy applies to all employees.
Section 5. Smoking Policy
The City of Rolling Hills is a smoke-free City. Employees are not permitted
to smoke within the City limits.
Section 6. Drug and Alcohol Use Policy
The City strictly prohibits its employees from using alcohol or drugs in
connection with their employment, as it constitutes a threat to the safe and
efficient performance of an employee’s duties. At no time shall any
employee be under the influence of any controlled drug or alcohol while on
the job, including but not limited to marijuana (with, or without, prescription).
Please note that, while Proposition 64 (2016) legalized use of recreational
marijuana in California, the City still will find a positive test for marijuana as
a valid basis for discipline, up to and including termination of employment.
(Employees who are taking lawful medications pursuant to a physician’s
prescription, except in the case of medical marijuana, who has also certified
that they may efficiently perform their duties without jeopardizing the health
or safety of others will not be considered to have violated this policy for
taking such prescription medicine).
Prohibitions. The following conduct is prohibited and may result in discipline,
up to and including termination:
1. Using or possessing alcohol or other controlled substances while on
duty.
2. Reporting for duty or remaining on duty when the employee used any
controlled substances, except if the use is pursuant to the instructions of a
physician who has advised the employee that the substance does not
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adversely affect the employee’s ability to safely operate a vehicle or
otherwise perform the employee’s job.
3. Reporting for duty or remaining on duty if the employee tests as
having a blood alcohol concentration of 0.02 or greater.
4. Reporting for duty or remaining on duty if the employee tests positive
for controlled substances (including, but not limited to, marijuana, whether
prescribed or not).
5. Refusing to submit to any alcohol or controlled substances test
required by this Policy. An employee who refuses to submit to a required
drug/alcohol test will be treated in the same manner as an employee who
tested 0.02 or greater on a blood alcohol test or tested positively on a
controlled substances test. A “refusal to submit” to an alcohol or controlled
substances test required by this policy includes, but is not limited to:
• A refusal to provide a urine sample for a drug test;
• An inability to provide a urine sample without a valid medical
explanation;
• A refusal to complete and sign the breath alcohol testing form, or
otherwise to cooperate with the testing process in a way that prevents the
completion of the test;
• An inability to provide breath or to provide an adequate amount of
breath without a valid medical explanation;
• Tampering with or attempting to adulterate the urine specimen or
collection procedure;
• Not reporting to the collection site in the time allotted by the
supervisor or manager who directs the employee to be tested;
• Leaving the scene of an accident without a valid authorization.
Reasonable Suspicion Testing. All employees may be required to submit to
an alcohol or drug test if a supervisor has reasonable suspicion to believe
the employee is under the influence of alcohol or controlled substances.
Reasonable suspicion alcohol and drug testing will generally be
administered within two hours of the observation. If not, the supervisor
should provide written documentation as to why the test was not promptly
conducted.
Consequences of Failing an Alcohol or Drug Test. A positive result from a
drug or alcohol test may result in disciplinary action, up to and including
termination, even for a first offense. The City also reserves the right to
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discipline or terminate an employee convicted of an offense which involves
the use, distribution, or possession of illegal drugs. If an employee is not
terminated, the employee:
1. Must be removed from performing any job function and immediately
placed in an unpaid status.
2. Must submit to an examination by a substance abuse professional.
Upon a determination by the substance abuse professional, the employee
may be required to undergo treatment for his or her alcohol or drug abuse.
The City is not required to pay for this treatment.
3. Shall not be returned to his or her former position until the employee
submits to a return to duty controlled substance and/or blood alcohol test
(depending on which test the employee failed) which indicates and alcohol
concentration level of less than 0.02 or a negative result on a controlled
substance test.
4. Will be required to submit to unannounced follow up testing and,
possibly other conditions if he or she has been returned to his or her
position.
Compliance With State and Federal Law. At all times, the City will comply
with current applicable state and federal law concerning drug and alcohol
testing. Issues or inconsistencies that are not addressed in this policy will
be determined by referring to state or federal law and regulations governing
drug and alcohol testing. The City reserves the right to make changes to
this policy at any time, for the purpose of complying with state and/or federal
law or regulation as it exists now or as it may be amended.
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EMPLOYEE HANDBOOK ACKNOWLEDGEMENT
I acknowledge receipt of the City of Rolling Hills Employee Handbook and warrant and
represent that I have read and understand the document. I had an opportunity to ask
questions and receive clarification from the City regarding conditions of employment,
policies, and rules contained in this Handbook. I agree to observe and abide by the
conditions of employment, policies, and rules contained in this Handbook.
I understand and agree that my relationship with the City is ‘‘at-will,’’ which means that
my employment is for no definite period and may be terminated by me or by the City at
any time and for any reason with or without cause or advance notice. I understand that
the City retains the right to make decisions involving employment as needed in order to
conduct its work in a manner that is beneficial to the employees and the City.
I understand and agree that nothing in the Handbook creates or is intended to create a
promise or representation of continued employment and that employment at the City is
employment “at-will”; employment may be terminated at the will of either the City or myself
with or without cause. I understand and agree that the terms of my at-will employment
may not be modified or superseded except by the City Council and by written agreement
signed by me and the City Manager, that no other employee or representative of the City
has the authority to enter into any such agreement, and that any agreement to employ
me for any specified period of time or that is otherwise inconsistent with the terms of this
Acknowledgment will be unenforceable unless in writing, approved by the City Council
and signed by me and the City Manager.
My signature below certifies that I understand that the foregoing agreement on “at-will”
status is the sole and entire agreement between the City and me concerning my
employment and the circumstances under which my employment may be terminated. I
also understand that if I violate the rules, policies, and procedures set forth herein that I
may be subject to discipline, up to and including termination of my employment. This
Handbook supersedes all prior agreements, understandings, and representations
concerning my employment. I understand that if I have questions regarding the Handbook
that I can discuss them with the City Manager’s Designee.
Name Date
179
Attachment B
City Council Meeting May 12, 2025
Bottom Top Bottom Top Bottom Top Bottom Top Bottom Top Bottom Top Bottom Top Bottom Top
Carson $ 28,600 $ 15,432 $ 19,696 $ 7,976 $ 10,179 $5,515 $7,040 $6,184 $7,893 $ 12,441 $ 15,879 $7,410 $9,457 $6,289 $8,026 - -
El Segundo $ 24,336 $ 13,581 $ 18,750 $ 6,583 $ 8,373 $6,877 $8,359 $ 11,237 $ 14,293 $7,176 $9,128 $5,988 $7,278 - -
Hermosa Beach $ 22,765 $ 14,942 $ 17,297 $ 10,736 $ 12,429 $5,954 $7,237 $6,240 $7,585 $ 12,209 $ 14,840 $7,123 $8,658 $6,045 $7,349 - -
Hidden Hills $ 17,917 $ 5,833 $ 8,711 $2,885 $4,038 - -
La Habra Heights $ 12,471 - -
Lawndale $ 21,239 $ 12,966 $ 15,761 $6,657 $8,092 $5,768 $7,005 - -
Lomita $ 20,000 $ 12,688 $ 15,422 $ 8,547 $ 10,389 $4,013 $4,878 $5,346 $6,499 $6,200 $7,536 $5,397 $6,560 - -
Palos Verdes Estates $ 20,833 $ 10,735 $ 16,050 $ 8,895 $ 11,148 $4,579 $5,845 $5,989 $7,280 $ 7,711 $ 9,672 $6,345 $8,502 - -
Rancho Palos Verdes $ 21,250 $ 14,437 $ 18,768 $ 11,825 $ 15,373 $5,517 $7,173 $6,459 $8,426 $7,043 $9,156 $6,481 $8,424 - -
Rolling Hills Estates $ 18,847 $ 12,276 $ 18,418 $ 8,546 $ 12,473 $4,469 $6,554 $6,012 $7,624 $7,202 $9,252 $4,971 $7,512 - -
Signal Hill $ 22,917 $ 14,131 $ 18,542 $ 8,397 $ 10,716 $4,655 $5,941 $5,841 $7,457 $ 10,318 $ 13,169 $6,721 $8,578 $5,587 $7,130 - -
Average $ 21,016 $ 13,465 $ 17,634 $ 8,593 $ 11,088 $4,957 $6,381 $6,119 $7,640 $ 10,783 $ 13,571 $6,476 $8,240 $5,816 $7,411 - -
Median $ 21,239 $ 13,581 $ 18,418 $ 8,546 $ 10,716 $4,655 $6,554 $6,098 $7,605 $ 11,237 $ 14,293 $6,882 $8,618 $5,878 $7,314 - -
Bookkeeper/
Administrative
Clerk
Management
Analyst
Assistant
PlannerPlanning ManagerAdministrative
Assistant
Code
Enforcement
Officer
City Clerk/Executive
Assistant to the City
ManagerAgencyCity Manager
Planning and
Community Services
Director
Salary Survey of City Council Approved Cities
For each relevant classification, staff gathered each agency's monthly low and high salary ranges and calculated the average and
median for a comprehensive market perspective.
180
Attachment C
City Council Meeting May 12, 2025
Proposed Salary Schedule for Current City Budgeted Positions
181
City of Rolling Hills Planning Manager & Code Compliance Officer/Planning Technician
Draft List of Duties
Attachment D
City Council Meeting May 12, 2025
Management reserves the right to add, modify, change, or rescind the work assignments of
different positions and to make reasonable accommodations so that qualified employees can
perform the essential functions of the job.
Planning Manager duties:
• Read and interpret development plans, subdivision layouts, site plans, and other technical
drawings.
• Oversee the preparation, submittal, and review of planning documents, site development
plans, subdivision maps, and related applications for compliance with the General Plan,
Zoning Ordinance, and applicable codes.
• Author, update, and revise the General Plan, Zoning Ordinance, Building Code, and other
legislative policies.
• Conduct research and analysis for planning projects; develop maps, charts, graphs, and
reports interpreting phases of planning studies and cases.
• Prepare comprehensive reports, recommendations, staff analyses, and resolutions on
planning, zoning, and development matters.
• Conduct environmental impact assessments and prepare required reports and
declarations.
• Coordinate and collaborate with residents, applicants, consultants, and public agencies on
the submittal, review, permitting, and inspection of development applications.
• Respond to development code enforcement cases; conduct investigations, compliance
actions, and assist in complaint resolution.
• Respond to public inquiries at the counter, by telephone, and in writing regarding the
municipal code, zoning code, permitted uses, current development projects, and code
enforcement matters.
• Serve as primary staff support to the Planning Commission and its subcommittees;
prepare agendas and reports; attend and participate in Planning Commission, City Council,
and other board and committee meetings.
• Prepare and compose correspondence, staff reports, resolutions, meeting packets, and
other documents in support of the City Council, City Manager, Commissions, and
Committees.
• Implement and administer programs such as the National Pollutant Discharge Elimination
System (NPDES).
• Participate in the preparation, analysis, and administration of the department budget.
• Develop, direct, and coordinate the implementation of departmental goals, objectives,
policies, procedures, and work standards; establish service and staffing levels within City
policies and budget.
• Participate in professional group meetings and stay abreast of trends, innovations, and
legislative changes in planning and zoning.
• Provide critical thinking and professional recommendations in all aspects of staff work and
decision-making processes.
182
City of Rolling Hills Planning Manager & Code Compliance Officer/Planning Technician
Draft List of Duties
Attachment D
City Council Meeting May 12, 2025
• Work collaboratively across disciplines and with regional, state, and federal public
agencies.
• Conduct field studies, investigations, and enforcement activities related to code
compliance as needed.
• Work irregular hours, including evenings, weekends, and holidays, as necessary; be
available for call-back with a reasonable response time during emergencies, disasters, and
critical incidents.
• Perform related duties as assigned.
Code Compliance Officer/Planning Technician duties
• Analyze research and data to determine applicable ordinances, codes, regulations, and
statutes.
• Read and interpret maps, plot plans, codes, ordinances, and regulations.
• Apply knowledge of zoning, building, and related codes; quickly learn and implement new
regulations as needed.
• Conduct field investigations of potential code violations, including site visits,
walking/hiking trails, evidence gathering, and identifying relevant issues.
• Receive, review, and properly investigate complaints regarding zoning, noise, nuisances,
and other code compliance issues.
• Oversee and enforce conditions of approval for permits, variances, Construction &
Demolition Permits, Temporary Use Permits, Conditional Use Permits, and related
applications.
• Perform final field inspections to ensure compliance with codes and permit conditions.
• Respond to public inquiries in person, by phone, email, and at the counter regarding
municipal and zoning codes, code enforcement, permitted uses, and development
projects.
• Exercise independent judgment and sound decision-making in enforcement matters.
• Review and process planning and zoning applications, permits, variances, and related
documents for accuracy and compliance.
• Perform plan checks for zoning code compliance; review and approve designated permit
applications, assess fees, and establish permit conditions.
• Assist with planning projects and activities, including research, data compilation,
inspections, and preparation of special reports.
• Prepare staff reports and resolutions; present applications at Planning Commission or City
Council meetings as needed.
• Assist with the preparation of various agenda packets and associated materials.
• Attend committee and staff meetings (including morning or evening Planning Commission
meetings); prepare meeting minutes and distribute materials.
• Manage, organize, and process online applications, payments, and approvals in the
permitting software system.
183
Agenda Item No.: 13.D
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:SAMANTHA CREW, MANAGEMENT ANALYST
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: RECEIVE AND FILE AN UPDATE ON POTENTIAL ADDITIONAL
LOCATIONS FOR THE OUTDOOR EMERGENCY SIREN SYSTEM AND
RELATED COSTS TO IMPROVE AND ENSURE CITYWIDE COVERAGE
DATE:May 12, 2025
BACKGROUND:
The City of Rolling Hills has been working closely with HQE Systems, Inc. (HQE) to finalize
the installation of the Emergency Outdoor Siren Notification System, an important capital
improvement project designed to strengthen the City’s emergency alerting capabilities. This
initiative stemmed from the Block Captain Communication Project and has been strongly
supported by both the Block Captains and the Honbo family.
At the March 24, 2025, City Council meeting, HQE provided an overview of the March 4, 2025,
siren test and shared technical recommendations, including suggestions for strategic system
expansion. During the test, HQE identified several areas within the City that lacked sufficient
sound coverage.
Potential pole locations that were discussed at the time included:
1. Roadrunner Road
2. The East Gate
3. Southfield Road
4. Flying Triangle Area
5. Pine Tree and Portuguese Bend Road
During the March 24 meeting, Mr. Charles West of HQE assured the Council that there would
be no additional cost to the City for the expansion (five possible poles). This commitment was
consistent with statements made at the January 27, 2025, City Council meeting, during which
Mr. West affirmed that if the system failed to deliver the promised 70 dB coverage to every
residence outdoors, HQE would install additional sirens at no cost to the City. HQE
emphasized the critical importance of ensuring that the siren system is audible to all residents
and reaffirmed its commitment to the successful completion of the project.
184
In response, the City Council directed staff to collaborate with HQE and the Rolling Hills
Community Association (RHCA) to identify potential locations for additional siren poles.
Council emphasized the importance of addressing community concerns, particularly those
related to view preservation and requested a plan from HQE that includes proposed site
locations.
Pursuant to the City Council meeting, staff met with Kristen Raig of the Rolling Hills
Community Association (RHCA) and representatives from HQE to conduct an initial review of
several proposed siren installation sites. As a result of that meeting, HQE submitted site maps
for three newly identified siren locations (Attachment A). The proposed locations and
specifications are as follows:
1. Ringbit Road – 60 ft pole with 4 LS-120 speakers
2. Chesterfield Road – 30 ft pole with 4 LS-120 speakers
3. Pinetree Lane - 30 ft pole with 4 LS-120 speakers
Staff had planned to present an update on the siren system, including proposed maps, to the
City Council on Monday, April 28. However, an unexpected proposal was submitted by HQE
after business hours on Friday, April 25 (Attachment B). In response, staff requested
additional information from HQE regarding the change in direction (Attachment C).
Given the significant fiscal implications of the new information, staff determined that additional
time was necessary to adequately review and present the new material to the City Council.
This evening, staff will present the updated information, including HQE’s proposed site plan
and cost structure, and will seek Council direction on how to proceed in light of these new
developments.
DISCUSSION:
HQE Systems conducted supplemental sound testing on April 4, 2025, in select areas
previously identified as having limited or no coverage during the March 4 siren system test. To
carry out this assessment, HQE used speakers mounted on tripods to simulate siren tones.
This effort was part of HQE’s ongoing work to refine sound coverage data and inform the
potential placement of additional siren units.
Subsequently, after a detailed analysis, HQE has identified three new potential siren locations
for the City Council’s consideration (Attachment A). These proposed sites were selected
based on multiple factors, including resident feedback collected through a post-test survey
conducted after the citywide siren testing, results from sound propagation modeling, and input
gathered during the April meeting with the Rolling Hills Community Association (RHCA). The
locations aim to enhance coverage to ensure the system meets the City's goal of providing
audible alerts to all residents.
To support this effort, in a proposal submitted by HQE (Attachment B) the siren vendor has
offered to cover 100% of the costs associated with labor, Other Direct Costs (ODCs), and the
Cellular Communications Data Package for the siren project, representing a substantial
contribution toward the project implementation. However, HQE is requesting that the City fund
the cost of equipment and materials, which will be provided at cost with no markup. As noted
earlier, the City had previously been under the impression that there would be no additional
cost to the City for the system expansion necessary to achieve 70 dB outdoor coverage at
every residence in Rolling Hills.
185
The recent shift in project scope and cost requires City Council consideration, as it represents
a departure from prior expectations communicated during the January and March 2025
meetings. Staff are seeking City Council direction on the following:
• Whether to proceed with the proposed system expansion based on the new site plan
presented by HQE;
• Whether to approve the use of City funds to cover the equipment and material costs
outlined in the revised proposal;
• Any additional guidance regarding alternative approaches or cost-sharing options;
• Feedback on the proposed pole locations and any concerns that should be further
evaluated before implementation.
Staff will continue working closely with HQE to ensure the project aligns with City objectives
and resident priorities and will incorporate any Council feedback into the next phase of
planning and execution.
FISCAL IMPACT:
Proposed Equipment and Materials for Siren System Expansion
The proposed expansion of the Rolling Hills Emergency Outdoor Siren System includes the
installation of three new siren units with the following components:
SiRcom LS30 Clear Voice and Tone Sirens mounted on 30' poles
Amplifier
Siren Control System
Communications
Solar with Battery Backup
Potential Fiscal Impact:
Total Cost of Equipment and Materials: $63,969.23
RECOMMENDATION:
Receive and file. Provide direction to staff and HQE.
ATTACHMENTS:
Attachment A - PS_SIR_250512_HQE_ProposedSirensExpansionSitesMapV2.pdf
Attachment B - PS_SIR_250512_HQE_Estimate_System Expansion.pdf
CL_AGN_250512_CC_Item13C_HQE_Email_Redacted.pdf
186
Legend
Existing Siren
Existing Siren
Existing Siren
Existing Siren
Proposed New Siren
187
Ringbit Road Siren:
●30ft galvanized
steel pole
●4x LS-30 speakers
●Omni-directional
●Solar panel
188
Chesterfield Siren:
●30ft galvanized
steel pole
●4x LS-30 speakers
●Omni-directional
●Solar panel
189
Pinetree Lane Siren:
●30ft galvanized steel
pole
●4x LS-30 speakers
●Omni-directional
●Solar panel
190
City of Rolling Hills
System Expansion
April 25, 2025
Prepared For
City of Rolling Hills
ATTN: [Client POC Name]
POC Title: [Position Title]
POC Phone: [Phone Number]
POC Email: [Email Address]
[Street Address]
[City, State Zip]
Prepared By
HQE Systems, Inc.
POC Title: Qais Alkurdi
POC Phone: (800) 967-3036
POC Email: Contracts@HQESystems.com
191
Summary
HQE Systems, Inc., a Service-Disabled Veteran-Owned Small Business (SDVOSB), is pleased to present the
following cost estimate for the proposed system expansion at the City of Rolling Hills. This proposal is in
response to the City's request for the addition of four (3) outdoor warning sirens. This offer is valid for 90
days. To proceed, please submit any resulting purchase order or contract to:
contracts@hqesystems.com
Proposed Cost
# Description QTY
1 LS 30 Omnidirectional Clear Voice & Tone Sirens
To Include:
● SiRcom LS30 Clear Voice and Tone Sirens on 30’ Poles
● Amplifer
● Siren Control System
● Communications
● Solar with Battery Backup
3
Confidentiality Notice:
This document contains proprietary pricing information. Do not share or distribute. Pricing reflects
HQE’s internal at-cost rates and is provided exclusively for consideration by the City of Rolling Hills.
SENSITIVE - PROPRIETARY DATA - HQE’s AT COST PRICING
DO NOT RELEASE - SANITIZE BEFORE SHARING
# Budget Summary At Cost Pricing
1 Total Labor (Covered by HQE) $36,051.67
2 Other Direct Costs (Covered By HQE) $28,785.28
3 LTE/SIM Service - 3 Additional Locations - 2 Year PKG (Covered By HQE) $2,794.00
4 Equipment and Materials At Cost Pricing (To Be Covered By The City of RH) $63,969.23
HQE’s Actual Cost To Perform This Work $131,600.18
To continue providing valuable support to the City, HQE Systems is offering to cover 100% of the costs
for all Labor, Other Direct Costs (ODCs), and the Cellular Communications Data Package associated with
the project — a total contribution valued at $67,630.95.
HQE respectfully requests that the City cover only the cost of the equipment and materials, provided at
cost with no markup. The total for these equipment and material costs is $63,969.23.
HQE SYSTEMS, INC. | A Service-Disabled Veteran Owned Small Business (SDVOSB)
Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal. 192
Value Added Offer - Additional Services and Products
At HQE Systems, we are deeply committed to supporting the safety, preparedness, and resilience of the
City of Rolling Hills. As a gesture of our dedication to public service and community partnership, we are
proud to offer, at no cost to the City, a comprehensive package of critical services and technologies. This
includes a Bumper-to-Bumper No Hassle Full Maintenance Service Plan valued at $29,274.22 for one
year, 25 Portable Alert Units ("SAFE Units") valued at $4,875.00, access to our cutting-edge Alert and
Warning Software Package (supporting up to 100,000 alerts across SMS, voice calls, emails, social media
posts, foreign language support, and visitor management) valued at $5,000, and expert Emergency
Management Operations Plans Development Support valued at $15,000. We make this contribution in
good faith, with no expectation of future obligation, because we believe in delivering real value and
standing behind our word. It is our honor to assist the City of Rolling Hills in enhancing its emergency
preparedness and public safety capabilities.
# Description QTY Value
1 ● Bumper-To-Bumper No Hassle Full
Maintenance Service Plan
The plan includes:
● Full system diagnostics and proactive
maintenance
● On-site and remote technical support
● Unlimited parts and labor for repairs
● Firmware and software updates
● Priority response times for service
requests
● Equipment replacement if necessary
● Annual system health checks and
performance audits
1 Year $29,274.22
2 ● Portable Alert Units (“SAFE Units”) 25 $4,875.00
Pre-Tax and S&H
3 ● Use of the Alert and Warning Software
Package
○ SMS/Voice Calls
○ Emails
○ Social Posts
○ Foreign Language Support
○ Visitor Management
○ 1 Year Coverage Period
100,000
Alerts $5,000
4 ● Emergency Management Operations
Plans Development Support 1 $15,000
HQE SYSTEMS, INC. | A Service-Disabled Veteran Owned Small Business (SDVOSB)
Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal. 193
End of Estimate
“Our goal at HQE is to continue to serve our veterans through our ‘Hire Veterans Policy HQE-2015-2025’.
We appreciate our current and past customers who have helped us meet our goals of hiring veterans
throughout the years. Your support in HQE is directly impacting the support of our incredible veterans.
Thank you for your consideration and support of Minority Business Enterprise (MBE), Disadvantaged
Business Enterprise (DBE), and Service Disabled Veteran Owned Small Business (SDVOSB)!.”
Thank You from the team of HQE Systems Inc.
Qa s Al u d
CEO, Disabled Veteran / Retired
HQE SYSTEMS, INC. | A Service-Disabled Veteran Owned Small Business (SDVOSB)
Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal. 194
From:Jamie Warner
To:Karina Banales
Cc:Samantha Crew; Christian Horvath; Qais Alkurdi; Nancho Lopez; Charles West; Frank Plasencia
Subject:Re: Fw: Rolling Hills Siren Expansion
Date:Friday, May 2, 2025 11:55:23 AM
Attachments:Outlook-virwwphb.png
EXTERNAL EMAIL - This email was sent by a person from outside your organization. Exercise caution when
clicking links, opening attachments or taking further action, before validating its authenticity.
Hi Karina,
Good afternoon. I hope this email finds you well.
Thank you for your thoughtful note and the continued trust and partnership you’ve shown us
throughout this project. It’s always been a privilege to support the City of Rolling Hills, and
we’re grateful for the opportunity to work alongside you, Sam, and the entire team.
From the beginning, our shared goal has been to deliver a reliable, effective warning system
while being mindful of the City's unique character and the preferences of its residents. Our
original concept, installing three small, 30-watt speaker systems on residential properties, was
based on ideal placement scenarios with optimal elevation, sound paths, and limited
vegetation. Technically, it was a solid and efficient design if we could achieve those field
conditions.
As we moved forward with site selection, however, real-world limitations emerged.
Understandably, there was strong interest in prioritizing aesthetics and minimizing visual
impacts, which we absolutely respect. That said, some of the proposed installations, including
one at the Fire Station, ended up 20 feet lower than modeled, and in areas where tree coverage
significantly cut the expected sound range.
These changes didn’t mean the original plan was wrong, just that, in light of what was
ultimately possible on the ground, we needed to revisit the design to ensure it still meets the
City’s performance expectations.
To that end, we’ve proposed installing three full siren towers (LS60s) with 30' poles, solar
with battery backup, and fully integrated control systems. LS 60s have less dB output than the
ones you already have, covering the city.
Of course, if the City would prefer to proceed with the smaller speaker installations and accept
the corresponding decrease in dB coverage in some areas, we’re also happy to support that.
We need to have the residents who volunteered their roofs or land identify their locations so
that we can conduct our sound planning. We’ll always follow your lead and be transparent
about the trade-offs.
To further support the City and demonstrate our commitment:
HQE is covering 100% of all labor, installation, direct costs, and LTE service, a
contribution valued at $67,630.95.
195
We’re offering over $54,000 in added value at no cost, including full system
maintenance, portable SAFE Units, software, and planning support.
We’re asking only that the City cover the equipment and materials, at our exact cost,
with no markup.
We believe this proposal represents a smart, forward-looking solution, and we’d love to work
closely with you and your team to prepare the Council packet, ensure all questions are
addressed, and give the Council a clear path to move forward at their next meeting.
We’re here to help however we can, and we sincerely appreciate the opportunity to continue
serving Rolling Hills with integrity and partnership.
Warmest Regards,
Jamie Warner | COO
O 760-516-7053 | (800) 967-3036 |
27348 Via Industria, Temecula, CA 92590
Veteran Owned Technology Company
ᐧ
On Tue, Apr 29, 2025 at 8:08 PM Jamie Warner <> wrote:
Hi Karina,
I hope this email finds you well. Thank you for your patience. I will finalize our response
tomorrow and get that information to you and the team.
Have a great night.
Warmest Regards,
Jamie Warner | COO
O 760-516-7053 | (800) 967-3036 |
27348 Via Industria, Temecula, CA 92590
Veteran Owned Technology Company
ᐧ
On Mon, Apr 28, 2025 at 5:49 PM Charles West <> wrote:
Karina,
Thank you for reaching out. I understand how sudden this is and how it differs from our
previous discussions. For a detailed explanation of the proposal, I would need to direct
196
you to Mr. Jamie Warner. I understand that this item needs to be pulled from tonight's
meeting and rescheduled for the next available City Hall meeting.
I want to caution that delays in approving the site will result in longer lead times. If
required, we will need to submit permits for approval, which are usually a multi-month
process. This affected the initial installation dates for the three towers.
Thank you for your well wishes. My family emergency was wholly unexpected and
somewhat troubling, but my son is recovering well at this time.
On Mon, Apr 28, 2025 at 8:40 AM Karina Banales <kbanales@cityofrh.net> wrote:
Good morning Charles,
Thank you for your email and for the ongoing commitment HQE has shown to the City
and its residents. We truly appreciate all the hard work your team has put into this
project. Your efforts to work with residents, RHCA, and City staff in identifying the best
locations have not gone unnoticed.
After reviewing the proposal and reflecting on previous public discussions, where it was
stated that the system’s expansion would not result in additional costs to the City, it’s
clear we need to provide the City Council with more detailed information to fully
understand the request. As you know, Council approval is not guaranteed, and a clear,
transparent explanation will be important in guiding their decision. Lastly, because the
proposal was unexpected, Sam’s staff report does not allow it to be discussed
tonight. Instead, I will ask the City Council to consider bringing it back for review and
discussion at a later date.
To move things forward, I respectfully ask that HQE provide additional information to
strengthen the proposal, including:
A brief explanation of how the project scope or circumstances have changed since
earlier discussions, and how and why the cost structure has changed.
A summary of the risks and cost factors involved in the expansion.
An update on how this expansion might impact the project timeline.
We want to make sure all questions are addressed before the meeting (tentatively the
first meeting in May), so the proposal is as strong as possible when presented to the
Council. We will share the final report with you to ensure we package this item well for
the Council's consideration. Please connect with me and Sam so we can discuss and
work on this together.
Charlie and the HQE team, thank you again for your partnership, your hard work, and
your understanding as we work together to find the best way forward. We look forward
to continuing our collaboration in support of Rolling Hills and its residents.
197
Also, Charlie, I hope all is well with you and your family.
Sincerely,
Karina
Karina Bañales
City Manager
This is a transmission from the City of Rolling Hills. The information contained in this email pertains to City business and is
intended solely for the use of the individual or entity to whom it is addressed. If the reader of this message is not an intended
recipient, or the employee or agent responsible for delivering the message to the intended recipient and you have received this
message in error, please advise the sender by reply email and delete the message.
WARNING: Computer viruses can be transmitted by e-mail. The recipient should check this e-mail and any attachments for the
presence of viruses. The CITY OF ROLLING HILLS accepts no liability for any damage caused by any virus transmitted by this e-
mail.
From: Charles West <>
Sent: Friday, April 25, 2025 7:01 PM
To: Karina Banales <kbanales@cityofrh.net>
Cc: Samantha Crew <sjcrew@cityofrh.net>; Christian Horvath <chorvath@cityofrh.net>;
Nancho Lopez <>; Jamie Warner
<>
Subject: Rolling Hills Siren Expansion
EXTERNAL EMAIL - This email was sent by a person from outside your organization. Exercise
caution when clicking links, opening attachments or taking further action, before validating its
authenticity.
Dear RH Team,
I hope this email finds you well. I apologize for the timing of this email, given the
upcoming City Hall meeting on Monday. Firstly, I would like to thank all of you for the
support you have provided to HQE and the City throughout the entire life cycle of this
project. We have all faced numerous trials and challenges that we all have had to
overcome.
HQE is committed to providing Rolling Hills residents with a reliable and functioning
Outdoor Warning System. Over the past few weeks, HQE leadership has been working
tirelessly to identify the optimal locations for expanding the system, weighing the input
of residents, RHA, and the City.
198
HQE has been conducting an internal review of the costs associated with this expansion
and the risks involved. Given our commitment to the City and its future risks, please
review the attached proposal from HQE. Nancho and I will arrive early at City Hall on
Monday to answer questions and address concerns.
For all commercial questions related to the proposal, I will have to direct you to Jamie
Warner. Please don't hesitate to ask any questions or express any concerns you may
have.
Once again, thank you for your time and the support you have provided.
--
Charles West |
M 951.541.3793. |
27348 Via Industria, Temecula, CA 92590
www.HQESystems.com
CONFIDENTIALITY NOTICE: The contents of this email message and any attachments are intended solely for the addressee(s) and may
contain confidential and/or privileged information and may be legally protected from disclosure. If you are not the intended recipient of this
message or their agent, or if this message has been addressed to you in error, please immediately alert the sender by reply email and then
delete this message and any attachments. If you are not the intended recipient, you are hereby notified that any use, dissemination, copying,
or storage of this message or its attachments is strictly prohibited. HQE Systems has performed a self-assessment in accordance with NIST
SP 800-171 DoD Assessment Methodology and has submitted the results to the Supplier Performance Risk System (SPRS).
--
Charles West |
M 951.541.3793. | charles.west@hqesystems.com
27348 Via Industria, Temecula, CA 92590
www.HQESystems.com
CONFIDENTIALITY NOTICE: The contents of this email message and any attachments are intended solely for the addressee(s) and may contain
confidential and/or privileged information and may be legally protected from disclosure. If you are not the intended recipient of this message or their
agent, or if this message has been addressed to you in error, please immediately alert the sender by reply email and then delete this message and any
attachments. If you are not the intended recipient, you are hereby notified that any use, dissemination, copying, or storage of this message or its
attachments is strictly prohibited. HQE Systems has performed a self-assessment in accordance with NIST SP 800-171 DoD Assessment Methodology
and has submitted the results to the Supplier Performance Risk System (SPRS).
199
Agenda Item No.: 14.A
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: RECEIVE AND FILE A VERBAL UPDATE FROM THE SOLID WASTE &
RECYCLING AD HOC COMMITTEE
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Receive and file.
ATTACHMENTS:
200
Agenda Item No.: 15.A
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: RECEIVE AND FILE A VERBAL UPDATE ON THE STATUS OF THE
CITY HALL CAMPUS BACKUP GENERATOR
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Receive and file.
ATTACHMENTS:
201
Agenda Item No.: 15.B
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: DECLARE A VACANCY ON THE TRAFFIC COMMISSION AND DIRECT
STAFF TO PUBLICLY NOTICE THE OPENING
DATE:May 12, 2025
BACKGROUND:
The appointment process for filling expiring Commission terms calls for the incumbents and
the public to be informed of the openings before the expiration of the current terms. During a
normal term expiration window, staff will provide approximately four weeks of public
notification by:
1. Posting the notices at City Hall per the Maddy Act
2. Sending letters to each incumbent advising them of the process to be considered for re-
appointment, and
3. Advertising the openings in the City Blue Newsletter during October and early
November.
Incumbents or interested individuals must submit Letters of Interest to the City Clerk by a set
date and time. Once received, staff will schedule interviews with the candidates and the City
Council Personnel Committee, ahead of the publication and posting of the last City Council
agenda before the new year and the beginning of new terms.
In the event a vacancy occurs before the term expiration, the vacancy is publicly noticed by
posting at City Hall and advertising in the City Blue Newsletter within 20 days of the vacancy,
consistent with Government Code Section 54974(a). A final appointment shall not be made by
the City Council for at least 10 working days after the notice has been posted.
DISCUSSION:
Traffic Commissioner Val Margeta, M.D., has served since September 1996. Her last meeting
was in September 2024. Since then, she has fallen ill, and staff have been informed she will
no longer be able to serve.
Staff requests that the City Council declare a vacancy for the remainder of her term, which
202
ends on January 1, 2028.
FISCAL IMPACT:
None.
RECOMMENDATION:
Declare a vacancy on the Traffic Commission and direct staff to publicly notice a vacancy for
the Traffic Commission.
ATTACHMENTS:
203
Agenda Item No.: 15.C
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:SAMANTHA CREW, MANAGEMENT ANALYST
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT:
LETTER FOR RESIDENTS TO PROVIDE TO INSURANCE PROVIDERS
REGARDING FIRE RISK AND MITIGATION
DATE:May 12, 2025
BACKGROUND:
Over the past several months, the City has received an increasing number of inquiries and
correspondence from residents concerned about losing their residential fire insurance
coverage or experiencing significant premium increases. These concerns appear to stem from
insurance providers reassessing fire risk ratings in high fire hazard severity zones, which
includes much of the City of Rolling Hills.
This evening, staff are seeking City Council authorization for the City Mayor to work with staff
on drafting a letter and request that it be made available on the City’s website for residents to
download and print.
DISCUSSION:
In response to these concerns, staff is preparing a draft letter for residents to share with their
insurance providers. The letter highlights the City’s unique characteristics, its proactive wildfire
mitigation strategies, and its ongoing commitment to public safety. Key efforts include
enforcement of brush clearance regulations, active participation in regional emergency
preparedness initiatives, and the implementation of public education campaigns focused on
fire prevention and risk reduction.
Staff believe that providing residents with a consistent and factual summary of the City’s
wildfire mitigation efforts may assist in discussions with insurance providers and help residents
advocate for fair treatment. Once finalized, the letter will be posted on the City’s website in a
downloadable format. Hard copies will also be available at City Hall. City staff will also create a
204
dedicated webpage featuring resources provided by the Fire Department and other
stakeholders, further enhancing the city's efforts.
FISCAL IMPACT:
None.
RECOMMENDATION:
Staff recommends that the City Council authorize the City Mayor to work with staff on drafting
a letter and request that it be made available on the City’s website for residents to download
and print.
ATTACHMENTS:
CL_AGN_250512_CC_Item15C_LetterForInsurance_Draft.pdf
205
Dear Insurance Agent,
The City of Rolling Hills is commited to protec�ng life, property, and natural resources by
implemen�ng a broad range of wildfire preven�on and preparedness strategies. On behalf of
the policyholder, this leter outlines the City’s ongoing efforts to reduce wildfire risk in hopes of
suppor�ng more favorable insurance rates and policy availability for our residents.
Rolling Hills is a gated community composed entirely of private property. All roads are privately
owned and maintained through easements dedicated to the Rolling Hills Community
Association (RHCA), which plays a vital role in local fire preparedness and vegetation
management.
The City enhances its emergency response and wildfire mi�ga�on capabili�es through the
following coordinated efforts:
Interagency Coordina�on & Emergency Planning
Ongoing Agency Engagement: City leadership regularly meets with representa�ves from Fire,
Sheriff, u�lity companies, and Cal OES to coordinate efforts related to wildfire preven�on,
emergency response, and long-term resilience.
Los Angeles County Fire Department (LACoFD): Rolling Hills collaborates closely with LACoFD,
which conducts annual brush clearance inspec�ons to ensure proper�es comply with defensible
space standards.
Home Hardening Inspec�ons: In partnership with LA County Fire’s Forestry Division, the City
developed an educa�on program on home hardening and coordinates inspec�ons to help
homeowners iden�fy and implement fire-resistant improvements.
Los Angeles County Sheriff’s Department (LASD): LASD disseminates safety informa�on to
residents in wildfire-prone areas, emphasizing the importance of early preparation and
evacuation planning. LASD emergency response times for Rolling Hills are consistently under 7
minutes and the Department also assists in coordinating and facilitating evacuations.
California Office of Emergency Management (Cal OES): To reduce wildfire risk, the City of Rolling
Hills was awarded a $1 million FEMA Hazard Mi�ga�on Grant in 2020 for defensible space and
fuel break crea�on. The project is split into two phases: environmental assessment (completed
in February 2022) and a forthcoming vegeta�on removal project.
Peninsula Public Safety Commitee: This four-city commitee, with representa�ves from all
Peninsula ci�es, meets quarterly to coordinate regional wildfire educa�on and preparedness.
Ini�a�ves include Pano AI wildfire cameras, a joint hazard mi�ga�on plan, home hardening
efforts, hazardous plant awareness, and vegeta�on management across public and private
lands.
206
Mul�-Jurisdic�onal Hazard Mi�ga�on Planning: Rolling Hills is ac�vely par�cipa�ng in the
development of a new Mul�-Jurisdic�onal Hazard Mi�ga�on Plan to outline strategies for
wildfire risk reduc�on and enhance community resilience.
U�lity Collabora�on & Infrastructure Hardening
Southern California Edison (SCE): SCE helps prevent wildfires through regular inspec�ons,
vegeta�on management, and infrastructure upgrades, such as replacing bare wires with
insulated conductors. They use advanced monitoring tools, including drones and helicopters, to
detect risks and maintain safe clearances around power lines. During extreme weather, SCE may
ini�ate Public Safety Power Shutoffs (PSPS) to reduce fire danger from electrical equipment.
Underground U�lity Project: The City applied for grant funds through the Federal Emergency
Management Agency (FEMA) Hazard Mi�ga�on Program and in 2020, the City was awarded
$1,145,457 of Federal funds to underground u�lity infrastructure along Crest Road East from
the eastern city limits to the frontage of 67 Crest Road East. The project is expected to be
completed in the fall of 2025.
California Water Service (Cal Water): Completed in 2020, the $100 million Palos Verdes
Peninsula Water Reliability Project added seven miles of pipeline and a new pump sta�on on a
separate grid, improving resilience against outages and disasters. In 2025, Cal Water began the
Wildfire Hardening Reliability Project in Rolling Hills, installing 2,000 feet of 6” duc�le iron pipe
and two new fire hydrants to enhance grid resiliency, water quality, and fire flow capacity.
Southern California Gas Company (SoCalGas): To mi�gate wildfire risk and enhance control over
the gas distribu�on system, SoCalGas has installed mul�ple isola�on valves to allow for targeted
shutoffs, minimizing the risk of gas-related incidents.
Vegeta�on Management
City Ordinances Suppor�ng Fire Fuel Reduc�on:
Chapter 8.30.010 – Requires property owners to remove dead trees, tumbleweeds, palm fronds,
and other hazardous vegeta�on declared as public nuisances.
Chapter 8.30.015 – Prohibits the new plan�ng of high-hazard species such as pine, pampas
grass, palm, juniper, acacia (shrub), eucalyptus, cedar, and cypress.
Fire Fuel Reduc�on Ad Hoc Commitee: The City Council formed an ad hoc commitee of two
councilmembers to discuss fire fuel reduc�on policies and best prac�ces. This group coordinates
with the Rolling Hills Community Associa�on’s Fire Fuel Ad Hoc Commitee to align efforts
across the community.
207
Vegeta�on Management & Road Easement Maintenance: The Rolling Hills Community
Associa�on ac�vely manages vegeta�on along road easements and trails, including tree
trimming, palm tree removal, weed abatement, and clearing of overgrowth consistent with the
California Fire Code.
Green Waste: To support proac�ve vegeta�on management, Rolling Hills proudly offers
unlimited green waste pickup twice a week for residents.
Curbside Green Waste: Rolling Hills residents can par�cipate in curbside green waste collec�on
by bundling yard trimmings into manageable sizes. Each bundle should not exceed 4 feet in
length or 60 pounds in weight.
Communal Green Waste Bins: Twice a year, Rolling Hills offers residents a week-long green
waste collec�on event, during which large communal bins are placed throughout the
community. These bins are rotated as they fill, providing a convenient way for residents to
dispose of excess vegeta�on and yard debris.
Chipping Events: The Rolling Hills Community Associa�on sponsors two chipping events
annually to assist residents with vegeta�on management and wildfire risk reduc�on. These
events provide a convenient way for homeowners to dispose of excess brush and fire-prone
vegeta�on.
Emergency No�fica�on & Evacua�on Tools
Alert SouthBay: Rolling Hills par�cipates in Alert SouthBay, a regional emergency no�fica�on
system serving 15 South Bay ci�es. Powered by the Everbridge pla�orm, it delivers real-�me
alerts via text, email, phone, and app to keep residents informed during disasters and major
emergencies.
Evacua�on Siren System: The City of Rolling Hills has implemented an advanced outdoor
emergency siren system developed by HQE Systems to enhance public safety during disasters.
This system features three strategically placed 50-foot poles equipped with sirens capable of
delivering clear voice and tone alerts, even during power or cellular outages, thanks to up to 30
days of backup power and mul�ple communica�on modali�es.
Pano AI Wildfire Detec�on Cameras: Pano AI is an advanced wildfire detec�on system that
u�lizes 360-degree ultra-high-defini�on cameras and ar�ficial intelligence to iden�fy smoke and
fire in real �me. The four Peninsula ci�es, including Rolling Hills, use Pano AI cameras to detect
wildfire smoke early. This technology helps improve response �mes and enhance situa�onal
awareness.
Genasys Evacua�on Zones / “Know Your Zone” Campaign: Genasys evacua�on zones provide
real-�me updates on evacua�on orders and warnings. Residents can look up their zone at
208
protect.genasys.com to stay informed during emergencies. As an early adopter of the
countywide pla�orm, Rolling Hills launched a “Know Your Zone” campaign to help residents
iden�fy their evacua�on zone in case of a wildfire or other emergency.
PVPready.gov Regional Preparedness Website: The website is the official emergency readiness
hub for the Palos Verdes Peninsula, developed collabora�vely by the four peninsula ci�es. It
features the "Know Your Zone" tool, enabling residents to iden�fy their specific evacua�on
zones and access real-�me updates during emergencies such as wildfires or storms. The site
also offers preparedness resources, including evacua�on planning �ps, emergency supply
checklists, and guidance on signing up for cri�cal alerts via Alert SouthBay.
Community Engagement, Educa�on, and Preparedness
Block Captain Program: The Rolling Hills Block Captain Program is a city-supported, resident-led
effort that promotes wildfire preparedness through neighbor-to-neighbor outreach, regular
communica�on, and educa�onal workshops on mi�ga�on strategies.
Award Winning Home Harding and Fuel Load Management Video Series: In partnership with
LACoFD, Rolling Hills Block Captains developed two high quality six-part video series to help
residents reduce fire risks and harden their homes. Each segment provides prac�cal �ps to
boost preparedness and resilience, reflec�ng the City’s commitment to wildfire safety.
Bi-Weekly Blue Newsleter: The newsleter includes �ps on home hardening, vegeta�on
management, fire-resistant gardening, and emergency preparedness, along with updates on
wildfire preven�on events.
Fire Educa�on & Consul�ng Partnership: Since 2007, the City and Rolling Hills Community
Associa�on have worked with fire consultant Carol Rice of Wildland Resource Management to
develop educa�onal programs, provide guidance on vegeta�on management in the urban-
wildland interface, and advise on evacua�on route safety and canyon fuel reduc�on strategies.
We trust that the informa�on provided demonstrates the City’s comprehensive and proac�ve
approach to wildfire safety. Should you require any addi�onal details, please feel free to
contact:
Samantha Crew
Management Analyst & Emergency Services Coordinator
City of Rolling Hills
310 377-1521
sjcrew@cityofrh.net
209
Thank you for your attention and consideration of this matter. We appreciate your support in
helping our residents obtain continued access to fair and reliable insurance coverage.
Sincerely,
Karina Bañales
City Manager of Rolling Hills
210
Agenda Item No.: 16.A
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT:
CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
GOVERNMENT CODE SECTION 54956.9(D)(1) THE CITY FINDS,
BASED ON ADVICE FROM LEGAL COUNSEL, THAT DISCUSSION IN
OPEN SESSION WILL PREJUDICE THE POSITION OF THE CITY IN
THE LITIGATION. (3 CASES)
A. NAME OF CASE: CONNIE ANDERSEN, ET AL. V. CALIFORNIA
WATER COMPANY, ET AL. (SEAVIEW CASE) CASE NO.:
24STCV20953
B. NAME OF CASE: CITY OF ROLLING HILLS V. SCE CPUC DOCKET
NO. C.24-10-008
C. NAME OF CASE: CITY OF ROLLING HILLS V. SOCALGAS CPUC
DOCKET NO. C.24-10-009
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
None.
ATTACHMENTS:
211
Agenda Item No.: 16.B
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: CONFERENCE WITH LEGAL COUNSEL - INITIATION OF LITIGATION
GOVERNMENT CODE SECTION 54956.9(D)(1) THE CITY FINDS,
BASED ON ADVICE FROM LEGAL COUNSEL, THAT DISCUSSION IN
OPEN SESSION WILL PREJUDICE THE POSITION OF THE CITY IN
THE LITIGATION. (1 CASE)
RECOMMENDATION: NONE
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
None.
ATTACHMENTS:
212
Agenda Item No.: 16.C
Mtg. Date: 05/12/2025
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO
CITY MANAGER
THRU:KARINA BAÑALES, CITY MANAGER
SUBJECT: CONFERENCE WITH LEGAL COUNSEL - INITIATION OF LITIGATION A
CLOSED SESSION WILL BE HELD, PURSUANT TO GOVERNMENT
CODE SECTION 54956.9(C) AND (D)(4) REGARDING THE DECISION
OF WHETHER TO INITIATE LITIGATION (1 CASE)
RECOMMENDATION: NONE
DATE:May 12, 2025
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
None.
ATTACHMENTS:
213