CAL POLY POMONA FOUNDATION, INC. CALIFORNIA STATE POLYTECHNIC UNIVERSITY, POMONA

PERSONNEL COMMITTEE

Wednesday April 19, 2017

10:30 am – noon Building #55 – Executive Conference Room

AGENDA

CONSENSUS ACTION ITEMS PAGE Consensus Action Items: Items in this section are considered to be routine and acted on by the committee in one motion. Each item of the Consent agenda approved by the committee shall be deemed to have been considered in full and adopted as recommended. Any committee member may request that a consent item be removed from the consent agenda to be considered as a separate action item. If no additional information is requested, the approval vote will be taken without discussion. 1. Minutes May 3, 2016 Meeting Danielle Manning 1 - 2 ACTION: Approval ACTION ITEMS 2. 10 Year Amortization of CalPERS Unfunded Accrued Liability Paul Storey/ 3 - 6

ACTION: Approval Dennis Miller 3. 2017-2018 Budget and Business Plan Dennis Miller 7 -Compensation and Benefits Budget

ACTION: Approval

4. 457 Plan Employee Conversion Dennis Miller 8 - 13 ACTION: Approval

5. Salary Scale with Job Titles Dennis Miller 14 - 18 ACTION: Approval

DISCUSSION ITEMS None Presented INFORMATION ITEMS

6. Withdrawal of VEBA Funds Dennis Miller 19 - 20 7. Foundation Summer 4/10 Schedule Update Dennis Miller 21 - 23 8. Executive Director’s Report G. Paul Storey

1

2

Memorandum Date: April 19, 2017 To: Personnel Committee Cal Poly Pomona Foundation, Inc. From: Dennis Miller, Chief Employment Officer

Cal Poly Pomona Foundation, Inc. Subject: PROPOSAL TO FUND THE CALPERS PENSION UNFUNDED

ACCRUED LIABILITY Currently, Foundation has three rate plans with CalPERS for its defined benefit retirement plan. Employees are eligible for only one rate plan, and eligibility for a given rate plan is determined by the date the employee first becomes eligible for benefits. Each of the rate plans receives its own actuarial valuation every year by CalPERS, and each rate plan has its own level of funding – which is described by CalPERS as the “Funded Ratio”. While the ideal Funding Ratio is 100%, due to the many variables impacting each plan, even though a rate plan may be funded at 100% during one year, the next year it may be funded at a higher or lower ratio, depending on the performance of the variables impacting the plans. Still, the key objective is to ensure the plan remains funded at or near the 100% level. Maintaining a Funding Ratio at or near the 100% level will help ensure pension benefits that have been promised to employees will be available when those employees retire. When a rate plan has a Funded Ratio of less than 100%, the amount below 100% is described as the Unfunded Accrued Liability, or UAL. Please review Enclosure (1) for an overview of the three rate plans maintained for Foundation employees. As the chart indicates, all three rate plans have a Funded Ratio of less than 100%. As a direct result of Pension Reform enacted in 2013, several key steps were taken by CalPERS. One step was the requirement for agencies, such as Foundation, to pay down their UAL over a 30 year period via a hybrid amortization methodology designed by CalPERS. This method essentially allowed for payments to be lower during the first several years of the 30 year period and then gradually increasing as time goes on. While Foundation had an amount for its UAL prior to 2013, until Pension Reform was enacted agencies, such as Foundation, were not required to actually make payments toward that UAL amount. In the 2015 Annual Valuation created and published by CalPERS, for the first time they show a 30 year amortization schedule for the UAL payments, and also provided two

3

Funded Ratio's from 2015 Valuations

2% @ 55 2% @ 60 2% @ 62 TotalsPresent Value of Projected Benefits 51,447,904$       2,322,830$          3,458,367$        57,229,101$        

Normal Accrued Liability 45,310,406$       650,902$             394,903$           46,356,211$        Market Value of Assets 38,917,787$       621,196$             377,842$           39,916,825$        

Unfunded Accrued Liability 6,392,619$          29,706$               17,061$             6,439,386$          Funded Ratio 85.9% 95.4% 95.7%

Funded Ratio Weighted Average 87%

5

30 Year Amortization ModelUnfunded Liability  Scheduled

Year Beginning of Year Payment2017 7,043,179 315,7202018 7,244,072 425,6852019 7,346,018 541,9632020 7,335,050 580,7332021 7,283,061 634,1292022 7,171,812 653,1532023 7,032,495 672,7472024 6,862,413 692,9302025 6,658,649 713,7182026 6,418,050 735,1292027 6,137,205 757,1832028 5,812,432 779,8982029 5,439,748 803,2952030 5,014,855 827,3942031 4,522,109 852,2162032 3,959,495 808,6132033 3,450,319 761,6272034 2,919,421 711,0952035 2,401,099 656,8442036 1,900,151 598,6992037 1,421,917 79,2732038 1,446,370 81,6512039 1,470,190 84,1002040 1,493,257 524,6692041 1,061,263 383,9552042 742,765 351,0702043 434,475 246,9382044 211,029 136,2432045 85,597 18,6832046 72,646 75,231

  15,504,584

10 Year Amortization Model Proposed Additional

Unfunded Liability  New  Payment Unfunded Liability Year Beginning of Year Payment (Amount included in New Payment) Interest End of Year1 7,043,179 878,563 562,843 495,888 6,660,5042 6,660,504 904,920 479,235 466,217 6,221,8013 6,221,801 932,067 390,104 432,314 5,722,0484 5,722,048 960,029 379,296 393,803 5,155,8225 5,155,822 988,830 354,701 350,276 4,517,2686 4,517,268 1,018,495 365,342 301,292 3,800,0657 3,800,065 1,049,050 376,303 246,377 2,997,3928 2,997,392 1,080,521 387,591 185,017 2,101,8889 2,101,888 1,112,937 399,219 116,661 1,105,61210 1,105,612 1,146,325 411,196 40,711 ‐2

10,071,736 4,105,829 3,028,556

6

Memorandum

Ms. Danielle Manning, ChairPersonnel Committee

April 19,2017

Personnel CommitteeCal Poly Pomona Foundation, lnc

rt ..r /

/- l/)tfttDennis MillafChief Employment Officer

?A/l*

Date:

From

By:

CIP$Pmomtoundatlon

Subject: Request for Approval of Employment Related Budget Expenses

During the budget year there will be several key expenses associated with the overall cost oflabor. Below are the esllmared expenses for the 2017 -2018 budget year.

1. EducationalReimbursement: $45,000

2. Wage Adjustments: $1 89,00 (covering 1 16 employees)

3. CaIPERS Pension Plan: $'1,915,843 (See Action ltem #2--10 YR Amortization CaIPERS)

a. "Normal Cost" for all three plans: $1,288,000b. UAL for Rate Plan 2o/o@55 $562,843c. UAL for Rate Plan 2ok@60 $40,000d. UAL for Rate Plan 2%@62 $25,000

4. VEBA Contribution: $1,000,000

Prooosed Action:

WHEREAS, the Foundation management is requesting the Personnel Committee's action toapprove all of the above noted expenses and forward to the Board of Directois for final approval,effective on or about July 1,2017 .

NOW, THEREFORE, BE lT RESOLVED, the Personnel Committee has reviewed the aboverequest and recommends approval to the Board of Directors.

PASSED AN ADOPTED THIS DAY 1gth OF APRIL 2017

7

To.

Memorandum Date: April 19, 2017 To: Personnel Committee Cal Poly Pomona Foundation, Inc. From: Dennis Miller, Chief Employment Officer

Cal Poly Pomona Foundation, Inc. Subject: PARS Vacation/Sick Leave Conversion Program The PARS Vacation/Sick Leave Conversion Program allows the Foundation to provide eligible employees a supplemental retirement plan to the existing retirement program (CalPERS) by converting a portion of unused Vacation and Sick Leave balances to cash, and then contributing those funds directly into the employees PARS 457(b) individual account on a tax-deferred basis. The percentage of participation is fully elective by an eligible employee and the option to convert occurs on an annual basis. An employee is considered “eligible” to participate in the Conversion Program once they have completed at least 4 years of full time service with Foundation. Employees who desire to convert vacation time must have at least 160 hours of accrued vacation time and have taken at least 40 hours of paid vacation during the current fiscal year, and then may convert up to 100 hours of vacation time for hours in excess of 160 hours. A vacation balance may not fall below 160 hours due to converting hours. Employees who desire to convert sick leave must have more than 320 hours of sick leave available, and then may convert up to 100 sick leave hours for hours in excess of 320. A sick leave balance may not fall below 320 hours due to converting hours. Foundation must meet certain financial obligations to convert funds under this Program and must have approval from the Board of Directors. As outlined below, Foundation has met its minimum financial requirements to allow employees to convert sick time and vacation time under this Program. The Foundation will generate an unrestricted forecasted surplus of $6.4 million (excluding the Designated Gifts to the University of $1.3 million), has funded its reserves by $2.0 million, and will meet its debt service coverage requirements for the fiscal year ended June 2017. See attached documents for further details. As of June 2017, we forecast that 49 employees will be eligible to convert some amount of sick leave. If all 49 converted their maximum amount of sick leave, the expense would be approximately $118,174. However, based on historical participation and conversion levels, a realistic forecast of the sick leave conversion expense is $92,500.

8

We also forecast that 58 employees will be eligible to convert some amount of vacationtime in June 2017. lf all 58 employees convert 100% oftheir allowable hours, theexpense would be approximately $131,993. However, based on historical participationand conversion levels, a realistic forecast of the vacation time conversion expense is

$74,000.

It is notable that when an employee elects to convert unused vacation time there is nocost to Foundation since vacation amounts have already been earned and accrued.

Eligible employees will be invited to a training session during the week of May 19h tolearn about the advantages and disadvantages of converting vacation and sick leavetime into the supplemental retirement program, and subsequently invested with JohnHancock USA, who will have a representative presenting information at this meeting.

Proposed Action:

WHEREAS, the Foundation management is requesting the Personnel Committee'sapproval to forward the following resolution to the Board of Directors for theirconsideration:

NOW, THEREFORE, BE lT RESOLVED, the Board of Directors has reviewed thesurplus, reserves and debt service coverage and approves the funding for the PARSVacation/Sick Leave Conversion Plan of Cal Poly Pomona Foundation, lnc. effectiveJune 2017.

BE lT FURTHER RESOLVED that upon approval of this Resolution by the Board of Directors,the Executive Director of the Cal Poly Pomona Foundation is authorized and directed to takeany and all action as may be necessary to effectuate this Resolution.

PASSE AND A PTED THIS 1gth OAY OF APRIL 2017

1/l/lni le Manning, Chair

Personnel Committee

Subject: PARS Vacation/Sick Leave Conversion Program

Ms.

9

PARS Yearly Activity

Fiscal Year

Number of Employees Eligible for Vacation

Conversion

Number of Employees

Electing Vacation

Conversion

Percentage Electing Vacation

Conversion

$ Amount Vacation

Employees Eligible

$ Amount Vacation Employees Converted

2009-2010 49 25 51% $99,177 $47,2242010-2011 53 43 81% $112,511 $68,885 2011-2012 56 28 50% $105,500 $61,0412012-2013 69 38 55% $149,194 $58,7782013-2014 51 29 57% $117,000 $49,479 2014-2015 65 37 57% $144,000 $69,131 2015-2016 55 28 51% $129,000 $73,6992016-2017 58 34 57% $131,993 $74,000 Estimate

Fiscal Year

Number of Employees Eligible for

Sick Conversion

Number of Employees

Electing Sick Conversion

Percentage Electing Sick Conversion

$ Amount Sick Employees

Eligible

$ Amount Sick Employees Converted

2009-2010 74 41 55% $84,160 $54,3872010-2011 41 29 71% $96,045 $74,142 2011-2012 45 30 67% $91,947 $68,8792012-2013 56 31 55% $111,476 $80,0022013-2014 55 42 76% $114,000 $90,591 2014-2015 54 30 56% $133,000 $94,391 2015-2016 64 42 66% $135,000 $98,3182016-2017 49 32 65% $118,174 $92,500 Estimate

2009-2010 $101,6112010-2011 $143,027 2011-2012 $129,9202012-2013 $138,7802013-2014 $140,070 2014-2015 $163,522 2015-2016 $172,017 2016-2017 $166,500 Estimate

Fiscal Year - Combined Total

10

CAL POLY POMONA FOUNDATION, INC.2017-18 PROPOSED BUDGET

SUMMARY OF SOURCES AND USES OF FUNDSRevised

2016-2017 2016-2017 2017-2018PROPOSED BUDGET FORECAST PROPOSED BUDGET

SOURCES OF CASHSURPLUS (DEFICIT)

Administration 29,498 (88,639) (100,207) Real Estate 332,331 644,420 573,505 Investments 831,084 1,791,554 1,126,219 Bookstores 292,798 270,569 426,166 Dining Services 771,018 1,111,960 1,131,066 Kellogg West Conference Center 16,952 173,723 50,737 University Village 2,335,736 2,342,016 2,554,666 Supplementary Programs 322,745 212,658 (23,722)

TOTAL OPERATING SURPLUS (DEFICIT) 4,932,162 6,458,261 5,738,430 Designated Gifts (1,558,684) (1,326,596) (77,573)

NET OPERATING SURPLUS (DEFICIT) 3,373,478 5,131,665 5,660,857 NON-CASH TRANSACTIONS:

Depreciation and Amortization 4,078,026 3,903,837 3,949,422 Post Retiree Medical Benefits - See Note 1 731,761 731,761 530,000

TOTAL CASH GENERATED BY OPERATIONS 8,183,265 9,767,263 10,140,279 FINANCING

TOTAL SOURCES OF FINANCING - - - RESERVES

Capital Reserve 1,187,400 733,183 54,000 Residential Board Meal Program Surplus Reserve 90,000 - 80,000 Venture Capital/Real Estate Reserve 500,000 - - Insurance Reserve - Pine Tree Ranch Reserve 70,000 50,000 - Agriculture Program Reserve 14,750 - 14,750 Withdraw of funds from Post Retiree Medical Benefit Trust 392,879 473,302 473,302

TOTAL SOURCES FROM RESERVES 2,255,029 1,256,485 622,052 TOTAL SOURCES OF CASH 10,438,294 11,023,748 10,762,331

USES OF CASHCAPITAL EXPENDITURES

University Village 220,400 235,910 361,200 Bookstore 300,000 - 55,000 Dining Services 490,700 236,732 878,000 Kellogg West 400,000 366,000 496,000 Real Estate 302,800 209,273 648,500 Research & Sponsored Programs 15,900 15,900 - Agricultural Units 50,000 50,000 275,000 Continuing Education 90,000 25,000 20,000 Administration 223,990 190,725 210,000 Prior Year Carryover 314,750 745,740

TOTAL CAPITAL EXPENDITURES 2,408,540 1,329,540 3,689,440 FINANCING

University Village Bond payment - 2013 and 2014 series 660,000 660,000 695,000 CTTi Bond payment - 2007 series 215,000 215,000 230,000

TOTAL USES OF FINANCING 875,000 875,000 925,000 RESERVES

Agriculture Program Reserve @ 55% net Annual SurplusCafeteria State Share ReserveCapital Reserve @ 1.75% of Gross Auxiliary Revenues 2,389,138 933,756 464,839Emergency ReserveIndirect Cost Disallowance ReserveInnovation Village Demo Reserve 11,547 11,547 11,727Insurance Reserve 36,670 36,670 34,315Pine Tree Ranch Reserve @ 50% net Annual SurplusPost Retiree Medical Benefits Trust - see Note 1 1,000,000 1,000,000 1,000,000Research & Sponsored Programs 20,000 20,000 20,000Residential Board Meal Program Surplus Reserve excess 7% 400,599 680,792 383,493Venture Capital/Real Estate Reserve @ 1.0% of Gross Rev. 508,079 533,575 537,901

TOTAL RESERVE CONTRIBUTIONS 4,366,033 3,216,340 2,452,275TOTAL USES OF CASH 7,649,573 5,420,880 7,066,715 NET SOURCES & (USES) OF CASH 2,788,721 5,602,868 3,695,616

BEGINNING OF THE YEAR WORKING CAPITAL LESS CONTINGENCY 7,975,054 13,577,922 NET WORKING CAPITAL AVAILABLE END OF YEAR - Note 2 13,577,922 17,273,538

Minimum Two Months Working Capital Reserve Required 7,647,014 7,624,565

11

CAL POLY POMONA FOUNDATION, INC.SOURCES/(USES) AND WORKING CAPITAL

Balance as of Forecast Proposed Net End of6/30/2016 Fiscal 16/17 Budgeted 17/18 6/30/2018 Goal

Sources of Funds:Fund Balance (Unrestricted) 35,714,847 5,131,665 5,660,857 46,507,369Current & Long term debt

University Village Series 2013 and 2014 21,530,000 (660,000) (695,000) 20,175,000CTTI Bonds Series 2007 2,385,000 (215,000) (230,000) 1,940,000

Excess Accts Payable over Accts Receivable 7,322,259 7,322,259Post Retiree Medical Benefits - Note 1 (789,826) 731,761 530,000 471,935 471,935

Total Available 66,162,280 4,988,426 5,265,857 76,416,563

Uses of FundsInvestment in fixed assets 99,593,868 1,329,540 3,689,440 104,612,848

Depreciation (53,302,745) (3,903,837) (3,949,422) (61,156,004)Inventory 1,441,378 1,441,378

Reserves :

Board Designated Reserves#### Agriculture Program Reserve 53,705 (14,750) 38,955 75,000

Cafeteria State Share Reserve 182,062 182,06219004Capital Reserve 5,388,588 200,573 410,839 6,000,000 6,000,000#### Emergency Reserve 120,152 120,15219240Indirect Cost Dissallowance Reserve 346,406 346,406 346,40646114Innovation Village Demo Reserve 71,146 11,547 11,727 94,42019013Insurance Reserve 87,533 36,670 34,315 158,51819304Pine Tree Ranch Reserve 140,886 (50,000) 90,886 75,000

Auxiliaries Multiple Employer VEBA Trust - Note 1 526,698 526,698 1,053,396Research & Sponsored Programs 48,796 20,000 20,000 88,796

17013Residential Board Meal Program Surplus Res 2,149,960 680,792 303,493 3,134,24519012Venture Capital/Real Estate Reserve 1,865,491 533,575 537,901 2,936,967 6,000,000

Other 0Total Uses 58,187,226 (614,442) 1,570,241 59,143,025Available for Working Capital 7,975,054 5,602,868 3,695,616 17,273,538Net Working Capital - Note 2 7,975,054 13,577,922 17,273,538 17,273,538

Minimum Two Months Working Capital Reserve Required 7,894,572 7,647,014 7,624,565 7,624,565

Note 1 - Forecast and Proposed Budget includes funding of $1.0 million and withdraws of $392,879 each year; the Post Retirement Med Benefit.Note 2 - Net Working Capital does not include cash advances for Sponsored Programs per policy # 172

12

Debt Service Coverage (Fiscal Year Ended June 30)

Revised ProposedActual Budget Forecast Budget

Description 2015-16 2016-17 2016-17 2017-18

Change in unrestricted net assets 736,912$ 3,373,478$ 5,131,665$ 5,660,857$

Add Back:University Designated Expenses - 1,558,684 1,326,596 77,573

Surplus (Deficit) before Designated Expenses - see Note 736,912$ 4,932,162$ 6,458,261$ 5,738,430$

Add Back:Depreciation and amortization 4,010,655 4,078,026 3,903,837 3,949,422 Interest (see detail below) 1,080,228 993,010 993,009 947,592 Transfer of assets to the University 842,071 - - -

Available for Debt Service 6,669,866$ 10,003,198$ 11,355,107$ 10,635,444$

Maximum Annual Debt Service *2013 & 2014 Series Bonds 1,717,125 1,721,125 1,721,125 1,721,125 2007 Series Bonds 329,375 332,750 332,750 332,750

Total Debt Service 2,046,500$ 2,053,875$ 2,053,875$ 2,053,875$

Total Debt Service before Designated Expenses - see Note 3.26 4.87 5.53 5.18

Total Debt Service after Designated Expenses 3.26 4.11 4.88 5.14

Note: Per Section 4.4 of Executive Order 994, the Foundation shall generate a debt coverage ratio of at least 1.25.

* Maximum annual debt service is reported as the total amount of scheduled debt service during the year in which the debt service is scheduled to be highest during the life of the Bonds

For the Actual Debt Service calculation, the actual annual debt service is used instead of the maximum annual debt service used in the forecast and proposed band University Designated Expenses are also not added back in the calculation.

Transfer of assets is not included in the forecast or proposed budgets.

Interest Detail2013 & 2014 Series Bonds - Interest 928,429 894,842 894,842 860,675 2007 Series Bonds - Interest 151,799 98,168 98,167 86,917

Total Interest Expense 1,080,228$ 993,010$ 993,009$ 947,592$

13

Memorandum

Date

To

lvls. Dan lle Manning, Charr

Bil Poly Polllom

FoundalionApril 19,2017

Personnel CommitteeCal Poly Pomona Foundation, lnc

E nclosure (1) Job Titles with Salary Grades(2) Salary Grades for 2017

Subject: Annual Update to Salary Grades and Position List

Each year Foundation reviews its compensation policies and practices. An essentialtool used incompensation administration is a current, relevanl, and accurate salary scale. This yearFoundation is updating its salary scale by increasing Grade 1 by 10%, Grades 2 and 3 by 8%,Grades 4, 5, & 6 by 7olo, Grades 7, 8, & I by 6%, and Grades 1 0 - 1 6 by 4%. These changesare necessary to help ensure our salary range is aligned with market conditions and helpsmaintain required comparability standards. Further, the proposed changes will aid inaccommodating the longerterm plan to integrate the 915 hour minimum wage rnitiative set intomotion by the California legrslature.

Historically, Foundation has linked its list of "positions" with the Salary Grades. However, goingforward we have determined a better approach is to link "Job Titles" to the Salary Grades.Unlike position titles, Job Titles can have more than one position linked to it (usually identified as"working titles"), and as a result, linking Job Titles to the Salary Grades will result in a moreefficient administrative system for salary grades and jobs, and will minimize changes to the JobTitles throughout the year.

PROPOSED ACTION:The following resolution is recommended for approval

WHEREAS, the Foundation management is requesting the Personnel Committee's approval tofoMard the following resolution to the Board of Directors for their consideration:

RESOLVED, that the Board of Directors approves the Salary Grades and the Job Tites List withSalary Grades as illustrated in Enclosures (1) and (2) with an effective date of July 1,2017.

BE lT FURTHER RESOLVED that upon approval of this resolution by the Board of Directors,the Executive Director of the Cal Poly Pomona Foundation is authorized and directed to take anyand all action as may be necessary to effectuate this Resolution.

PASSE ND ADO ED

Dennis Miiler, chief Emproymer(5+f, *t1./r'Cal Poly Pomona Foundation, lnc.,/''

OF APRIL 2017.

Personnel Committee

14

From:

(

THIS 19T' DAY

Mart"--

Job Title Salary Grade Minimum of Range Maximum of Range TypeCook I Grade 2 11.55 14.96 HourlyFood_Preparer Grade 2 11.55 14.96 HourlyUV_MailClerk Grade 2 11.55 14.96 HourlyCook II Grade 3 12.84 16.68 HourlyDishroom Lead PM Grade 3 12.84 16.68 HourlyFarm Labor Grade 3 12.84 16.68 HourlyIT Office Coordinator Grade 3 12.84 16.68 HourlyBaker/Pastry Chef Grade 4 13.67 17.82 HourlyCook III Grade 4 13.67 17.82 HourlyHotel Worker Grade 4 13.67 17.82 HourlyNursery Worker Grade 4 13.67 17.82 HourlyReceiving‐Distribution_Clerk Grade 4 13.67 17.82 HourlyCourse Material Service Assistant Grade 5 13.94 20.04 HourlyFacility Worker I Grade 5 13.94 20.04 HourlyFarm Labor II Grade 5 13.94 20.04 HourlyMaint_Worker_I Grade 5 13.94 20.04 HourlyAccount Specialist for AG Grade 6 14.71 23.36 HourlyAccounts Speciliast II Grade 6 14.71 23.36 HourlyLead Grade 6 14.71 23.36 HourlyAdminAsst Grade 6 14.71 23.36 HourlyCIRM Program Administrator Grade 6 14.71 23.36 HourlyCook IV Grade 6 14.71 23.36 HourlyDS‐OPS‐Supt Grade 6 14.71 23.36 HourlyFacility_Worker_II Grade 6 14.71 23.36 HourlyGeneral Office Support Grade 6 14.71 23.36 HourlyOff Campus Cater Coordinator Grade 6 14.71 23.36 HourlyOffice_Support Grade 6 14.71 23.36 HourlyOperations_Support Grade 6 14.71 23.36 HourlyShippingReceiving Asst Grade 6 14.71 23.36 HourlyAcademic Advisor Grade 7 16.04 25.52 HourlyAccounts SpecialistIII Grade 7 16.04 25.52 HourlyAdmin Asst I ‐ Director of Dining Grade 7 16.04 25.52 HourlyBus Service Coordinator Grade 7 16.04 25.52 HourlyCatering Coordinator Grade 7 16.04 25.52 HourlyCook V Grade 7 16.04 25.52 HourlySupervisor Grade 7 16.04 25.52 HourlyDS Accounts Spec III Grade 7 16.04 25.52 HourlyFloor Supervisor Grade 7 16.04 25.52 HourlyFS_AcctTech7 Grade 7 16.04 25.52 HourlyGeneral Admin Coordinator Grade 7 16.04 25.52 HourlyGeneral_Office_Supt Grade 7 16.04 25.52 HourlyGrant_Specialist II Grade 7 16.04 25.52 HourlyOutreach Assistant Grade 7 16.04 25.52 HourlyProgram Assistant Grade 7 16.04 25.52 HourlyProject Coordinator Grade 7 16.04 25.52 HourlyReceiving Dock Supvs 7 Grade 7 16.04 25.52 HourlyResearch Assistant II Grade 7 16.04 25.52 HourlySocial Media Coordinator Grade 7 16.04 25.52 Hourly

15

Job Title Salary Grade Minimum of Range Maximum of Range TypeSystem Adminstrator Grade 7 16.04 25.52 HourlyVault Cashier II Grade 7 16.04 25.52 HourlyArea Director Grade 8 19.31 30.27 HourlyAsst. Manager Grade 8 19.31 30.27 HourlyCommunity Development Specialist Gr8 Grade 8 19.31 30.27 HourlyCourse Materials Coordinator Grade 8 19.31 30.27 HourlyGrants Specialist III Grade 8 19.31 30.27 HourlyInterim Asst. Manager Grade 8 19.31 30.27 HourlyJr. Program Coordinator Grade 8 19.31 30.27 HourlyMaintenance_Lead Grade 8 19.31 30.27 HourlyManager Grade 8 19.31 30.27 HourlyMarketing Administrative Assistant  Grade 8 19.31 30.27 HourlyMerchandise Retail Buyer Grade 8 19.31 30.27 HourlyPayroll Specialist I Grade 8 19.31 30.27 HourlyPostdoc_Researcher_I Grade 8 19.31 30.27 HourlyResidental International Housing and Con Grade 8 19.31 30.27 HourlyService Lab Coordinator Grade 8 19.31 30.27 HourlySupervisor II Grade 8 19.31 30.27 HourlySupervisor_8 Grade 8 19.31 30.27 HourlyTechnology Buyer Grade 8 19.31 30.27 HourlyAdmin Assistant II Grade 9 1,607.81 2,645.76 Bi‐weeklyManager Grade 9 1,607.81 2,645.76 Bi‐weeklyAdvanced Research Scholar Grade 9 1,607.81 2,645.76 Bi‐weeklyAgriculture Laborer Lead Grade 9 1,607.81 2,645.76 Bi‐weeklyBB‐GeneralMerchBuyer Grade 9 1,607.81 2,645.76 Bi‐weeklyDennys Manager Grade 9 1,607.81 2,645.76 Bi‐weeklyDS_Manager_NE Grade 9 1,607.81 2,645.76 Bi‐weeklyESL Teacher Grade 9 1,607.81 2,645.76 Bi‐weeklyHR Generalist I Grade 9 1,607.81 2,645.76 Bi‐weeklyKitchen_Supervisor Grade 9 1,607.81 2,645.76 Bi‐weeklyMarketing Coordinator II Grade 9 1,607.81 2,645.76 Bi‐weeklyNR_BudgetAnalyst Grade 9 1,607.81 2,645.76 Bi‐weeklyResearch Scientist Grade 9 1,607.81 2,645.76 Bi‐weeklySenior Program Coordinator Grade 9 1,607.81 2,645.76 Bi‐weeklyStarbucks Manager Grade 9 1,607.81 2,645.76 Bi‐weeklyTaco Bell Express Manager Grade 9 1,607.81 2,645.76 Bi‐weeklyAsstDirLeadershipDev Grade 10 1,797.76 2,979.02 Bi‐weeklyAdministrative Assistant III Grade 10 1,763.84 2,922.82 Bi‐weeklyAssistant GM for Los Olivos Grade 10 1,763.84 2,922.82 Bi‐weeklyManager II Grade 10 1,763.84 2,922.82 Bi‐weeklyAssistant Manager Grade 10 1,763.84 2,922.82 Bi‐weeklyAsst. Property Mgr Gr10 Grade 10 1,763.84 2,922.82 Bi‐weeklyBrewery Cafe Manager Grade 10 1,763.84 2,922.82 Bi‐weeklyConference Sales Mgr Grade 10 1,763.84 2,922.82 Bi‐weeklyCoordinator Grade 10 1,763.84 2,922.82 Bi‐weeklyDigital Content Strategist Grade 10 1,763.84 2,922.82 Bi‐weeklyFinancial Systems  Grade 10 1,763.84 2,922.82 Bi‐weeklyGeneral Accountant Grade 10 1,763.84 2,922.82 Bi‐weekly

16

Job Title Salary Grade Minimum of Range Maximum of Range TypeHVAC Technician Grade 10 1,763.84 2,922.82 Bi‐weeklyKellogg House Coordinator_Sr. Grade 10 1,763.84 2,922.82 Bi‐weeklyLearning‐Reading Specialist‐Advisor Grade 10 1,763.84 2,922.82 Bi‐weeklyNR_ProjectCoordinator Grade 10 1,763.84 2,922.82 Bi‐weeklyOperations Manager Grade 10 1,763.84 2,922.82 Bi‐weeklyProgram Coordinator  Grade 10 1,763.84 2,922.82 Bi‐weeklyRetail Manager Grade 10 1,763.84 2,922.82 Bi‐weeklyRetail Sales Supervisor Grade 10 1,763.84 2,922.82 Bi‐weeklySales Generator Grade 10 1,763.84 2,922.82 Bi‐weeklyUB_Program Advisor Grade 10 1,763.84 2,922.82 Bi‐weeklyUV_AsstDirRe_NE Grade 10 1,763.84 2,922.82 Bi‐weeklyCommunications & External Relations Spec Grade 11 1,814.32 3,231.80 Bi‐weeklyFacilities Manager Grade 11 1,814.32 3,231.80 Bi‐weeklyFarm‐StoreSupvr Grade 11 1,814.32 3,231.80 Bi‐weeklyFinancialAnalyst Grade 11 1,814.32 3,231.80 Bi‐weeklyHospitality Mngmt. Educ. Initiative Prog Grade 11 1,814.32 3,231.80 Bi‐weeklyJr. General Business Manager Grade 11 1,814.32 3,231.80 Bi‐weeklyMarketing and Branding Dev Grade 11 1,814.32 3,231.80 Bi‐weeklyOutreach Coordinator Grade 11 1,814.32 3,231.80 Bi‐weeklyProgram_Admin Grade 11 1,814.32 3,231.80 Bi‐weeklyTehnology Manager Grade 11 1,814.32 3,231.80 Bi‐weeklyAssistant Director Grade 12 2,059.96 3,672.34 Bi‐weeklyManager III Grade 12 2,059.96 3,672.34 Bi‐weeklyChef Grade 12 2,059.96 3,672.34 Bi‐weeklyDirector‐Talent Search Grade 12 2,059.96 3,672.34 Bi‐weeklyEquineProgMgr Grade 12 2,059.96 3,672.34 Bi‐weeklyExecutive Assistant Grade 12 2,059.96 3,672.34 Bi‐weeklyGeneral Business Manager Grade 12 2,059.96 3,672.34 Bi‐weeklyHR Generalist III Grade 12 2,059.96 3,672.34 Bi‐weeklyPayroll Manager Grade 12 2,059.96 3,672.34 Bi‐weeklyProgram Director_Engineering Grade 12 2,059.96 3,672.34 Bi‐weeklyProject Manager Grade 12 2,059.96 3,672.34 Bi‐weeklySenior Operations Manager Grade 12 2,059.96 3,672.34 Bi‐weeklyStaff / Research Scientist Grade 12 2,059.96 3,672.34 Bi‐weeklySystems_Analyst Grade 12 2,059.96 3,672.34 Bi‐weeklyWebmaster Grade 12 2,059.96 3,672.34 Bi‐weeklyAssociate Director Grade 13 2,306.64 4,113.08 Bi‐weeklyBusiness Manager Grade 13 2,306.64 4,113.08 Bi‐weeklyDirector_UB Programs Grade 13 2,306.64 4,113.08 Bi‐weeklyJr‐Dir for Grants Grade 13 2,306.64 4,113.08 Bi‐weeklySenior Assistant Director Grade 13 2,306.64 4,113.08 Bi‐weeklyDirector Grade 14 3,029.35 5,278.48 Bi‐weeklySenior_Director Grade 15 3,574.64 6,528.48 Bi‐weeklyExecutive Director Grade 16 4,980.44 8,931.47 Bi‐weekly

17

CONFIDENTIAL! Distribution to CPPF Employees Only

Cal Poly Pomona Foundation, Inc. Salary Grades - Effective July 1, 2017

GRADE URLY RANGE SPREAD Bi-Weekly Period ANNUAL RANGE SPREAD GRADE # MIN MAX MIN MID MAX MIN MID MAX MIN MID MAX #

16 2,400 $4,980 $6,956 $8,931 $129,491 $180,855 $232,218 16

15 2,200 2,399 $3,576 $5,052 $6,528 $92,975 $131,358 $169,740 15

14 2,000 2,199 $3,029 $4,154 $5,278 $78,763 $108,002 $137,240 14

13 1,800 1,999 $2,307 $3,210 $4,113 $59,973 $83,456 $106,940 13

12 1,600 1,799 $2,060 $2,866 $3,672 $53,559 $74,520 $95,481 12

11 1,400 1,599 $1,814 $2,523 $3,232 $47,172 $65,600 $84,027 11

10 1,200 1,399 $22.05 $29.29 $36.54 $1,834 $2,437 $3,040 $47,694 $63,364 $79,033 10

9 1,100 1,199 $20.10 $26.58 $33.07 $1,608 $2,127 $2,646 $41,803 $55,296 $68,790 9

8 1,000 1,099 $19.31 $24.79 $30.27 $1,545 $1,983 $2,422 $40,171 $51,570 $62,969 8

7 900 999 $16.04 $20.78 $25.52 $1,283 $1,663 $2,042 $33,359 $43,225 $53,092 7

6 800 899 $14.71 $19.04 $23.36 $1,177 $1,523 $1,869 $30,602 $39,593 $48,585 6

5 750 799 $13.94 $16.99 $20.04 $1,115 $1,359 $1,603 $29,000 $35,343 $41,685 5

4 700 749 $13.67 $15.75 $17.82 $1,094 $1,260 $1,425 $28,443 $32,750 $37,056 4

3 675 699 $12.84 $14.76 $16.68 $1,027 $1,181 $1,334 $26,710 $30,697 $34,684 3

2 646 674 $11.55 $13.25 $14.96 $924 $1,060 $1,197 $24,014 $27,563 $31,113 2

1 600 645 $11.00 $12.63 $14.25 $880 $1,010 $1,140 $22,880 $26,260 $29,640 1

Notes:

1. Grades 1 through 8 are generally nonexempt positions.2. All full time positions (including the Executive Director and Chief Financial Officer positions), are subject to the merit pool limits for annual increases.3. Grade 1 increased by 10%; Grades 2 and 3 increased by 8%; Grades 4,5,6 increased by 7%, Grades 7,8,9 increased by 6%, Grades 10 - 16 increased by 4%.

Variable Grade Spread

POINT SPREAD

p:gs/Salary Schedules/05b Salary Grades 2017 Monthly/Annual Range Based on Full Time Employment18

Memorandum

Date: April 19, 2017

To: Personnel Committee Cal Poly Pomona Foundation, Inc.

 From: Dennis Miller, Chief Employment Officer

Cal Poly Pomona Foundation, Inc.

Subject: VEBA Withdrawal for Medicare Eligible Retirees  As we have done in prior years, the Foundation withdrew an amount from the Auxiliaries Multiple Employer VEBA (Voluntary Employees’ Beneficiary Association) to reimburse the Foundation for insurance premiums paid for Medicare eligible retirees and their dependents for health and welfare benefits paid in the calendar year 2016. The amount withdrawn and reimbursed to Foundation was $473,302. The balance of the Foundation’s sub-account in the VEBA at February 28, 2017, was $7,554,903, which was prior to making the withdrawal.

19

VEBA Medicare Payments

MONTHS KAISER TOTAL UHC MAPD UHC Supplemental Total Medicare

January $15,777.90 $9,662.80 $13,346.24 $38,786.94

February $15,777.90 $8,996.40 $15,014.52 $39,788.82

March $15,487.37 $9,329.60 $14,180.38 $38,997.35

April $15,826.38 $9,329.60 $14,597.45 $39,753.43

May $15,826.38 $14,326.20 $13,813.51 $43,966.09

June $15,826.38 $10,328.92 $15,824.73 $41,980.03

July $15,826.38 $10,328.92 $15,872.59 $42,027.89

August $15,340.94 $10,328.92 $15,431.59 $41,101.45

September $15,340.94 $10,328.92 $15,431.59 $41,101.45

October $15,826.38 $10,328.92 $15,431.59 $41,586.89

November $15,608.20 $10,328.92 $15,431.59 $41,368.71

December $15,608.20 $10,328.92 $15,431.59 $41,368.71

Totals $188,073.35 $123,947.04 $179,807.37 $491,827.76

Total Paid 2016  $491,827.76 Retiree Estiamated Amount  $18,526.08 Foundation Expense for  $473,301.68

20

    

Memorandum   Date: April 19, 2017  To: Personnel Committee

Cal Poly Pomona Foundation, Inc.    From: Dennis Miller

Chief Employment Officer  Subject: Summer Schedule for 2017

 As in prior years, certain Foundation units will work a 4-10 work schedule during the summer period, where 10 hours a day is worked for four workdays, Monday through Thursday.

 The attached calendar shows the 2017 dates for this 4-10 schedule.

 As in prior years, while the campus will work a normal five day work week during the summer the weeks of June 26th and July 31st, Foundation will continue with its 4-10 schedule those two weeks. Selected Dining Services venues from Foundation remain available all 5 business days during these two weeks to help ensure the campus community has the opportunity to utilize those services.

 Foundation plans to cease its 4-10 schedule September 16th. However, those Foundation departments working a 4-10 schedule during the summer will ensure their services are available for 5 days per week starting the week of August 28, 2017. Finally, for planning purposes, the 4-10 schedule will not be offered in the summer of 2018 to Foundation employees. This decision is based on the need for Foundation to remain aligned with the scheduling of the campus community, and since the campus has determined it will work a conventional 5 day work week during the summer of 2018, Foundation will follow that 5 day work week during the summer of 2018.

21

2017 SUMMER 4/10 WORK SCHEDULE FOR FOUNDATION  

School Ends June 9th and Starts September 21st

 

   Week of: Monday Tuesday Wednesday Thursday Friday

                    

June 12 – 16 10 10 10 10 Off

   19 – 23 10 10 10 10 Off

Campus 8hr days 26 - 30 10 10 10 10 Off

July 3 - 7 10 Holiday 10 10 Off

   10 - 14 10 10 10 10 Off

   17 - 21 10 10 10 10 Off

   24 - 28 10 10 10 10 Off

July/August 31 - 4 10 10 10 10 Off

August 7 - 11 10 10 10 10 Off

   14 - 18 10 10 10 10 Off

   21 - 25 10 10 10 10 Off

August / September               

Campus Returns to 5x8 28 - 1 10 10 10 10 Off

September 4 - 8 Holiday 8 8 8 8

See Note (F) below 11 - 15 10 10 10 10 10

Fdn Returns to 5x8 18 - 22 8 8 8 8 8

 Notes  

A. The normal work day is 7:00 a.m. until 6:00PM. The normal one hour meal period (a 30 minute meal period is the minimum time) is from noon until 1:00PM. However, an enterprise unit may have different work hours to support their operational commitments, as determined by the respective unit Director, and with prior approval from the Executive Director.

 B. Working beyond the 10 hour shift requires a second meal period of at least 30 minutes for nonexempt employees.

 C. When sick or vacation time is used it will be paid on an hour-for-hour basis for nonexempt employees. For example,

when a nonexempt employee takes a paid vacation day, that employee will be paid 10 hours of vacation time (assuming they have at least 10 hours of accrued time).

 D. New hires are subject to this alternative work week schedule provided they are part of a department that adopted the

summer work schedule.  

E. Foundation will make a reasonable effort to find a work schedule that does not exceed eight hours in a day for employees who are unable to work the 4/10 summer schedule.

 F. Individual employees will work only 4 ten hour days during this week however, department coverage is needed

for all 5 days from 8 - 5. To accommodate the coverage levels, some employees will be off on Friday and others will be off on Monday, as determined by the unit supervisor.

 G. For questions about the above schedule please contact Dennis Miller at extension 2958.

22

JANUARY

S M T TH F S

1 2

H

4 6 7

8 9 10 11 12 13 14

15 16

H

17 18 19 20 21

22 zc 24 25 26 27 28

29 30 31

P

APRIL

S M T W TH F S

1

2 4 R 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 20

30 st1 P

JULY

S M T TH F S

1

2

10

4

H 10

6

10

7 o

9 10

10

11

10

12

10

13

10

14 15

16 17

t018

10

't9

t020

't0

21 22

23 24

10

25

t026

10

27

{028 29

30 31

8

8t1

8/P

OCTOBER

s M T W TH F s1 2 J 4 6 7

I 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

28 30 31

P

H Holiday obserued

cc Campus Closure day obserued

P Pavdav

2017 CALENDAR YEAR by PAY PERIOD

FEBRUARY

S M T W TH F S

1 2 a 4

o 7 o 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27

P

MAY

S M T TH F S

2 3 4 6

7 8 I 10 11 12 13

14 15 to 17 18 19 20

21 22 24 25 26 27

28 29

H

30 JI

P

AUGUST

s M T TH F S

2

I2

I4

8

6 7

't0

8

't0

I10

10

10

11 12

13 14

10

15

't0

16

l0't7

,018 19

20 21

10

22

10

23

t024

10

25 26

27 )o JU 31

P

NOVEMBER

S M T TH F S

1 2 3 4

o 7 6 o 10

H

11

12 13 14 15 16 17 18

19 IU 21 22 23

H

24

H

25

26 27 28 29 30

P

'i0 1o-hour work day scheduled

8 8-hour work day scheduled

MARCH

S M T TH F S

2 3 4

5 6 7 9 10 11

12 13 14 15 to 17 18

19 20 21 22 23 24 25

20 27 28 29 30 JI

H

JUNE

S M T TH F S

I 2 J

4 5 6 7 8 9 10

11 12

t0

'13

t014

10

15

10

16 17

18 19

l020

t021

10

22

10

24

25 26

8

27

8

28 29 JU

8/P

SEPTEMBER

S M T TH F s1 2

4

H

5 6 7 8 I

10 11 12 13 14 15 16

17 18 19 20 21 22 zc

24 25 26 27 28 ,o

P

30

DECEMBER

S M T w TH F S

1 2

3 4 7 8 o

10 11 12 13 14 '15 16

17 18 19 20 21 22 23

24 25

H

26

H

27H

28H

29cc/P

30

31 1t1

H

8

P

5

I I

5

5

6

23