Project Labor Agreements (PLAs) are currently being used by cities, counties and school districts to build a wide range of projects. PLAs were primarily devised to ensure smoother project coordination and to minimize potential

labor-caused delays.

In December 2010, the City of Los Angeles’ (City) Depart-ment of Public Works (DPW) entered into a 5-year pro-grammatic departmental PLA. This PLA included targeted hiring goals with socio-economic benefits. The tar-

geted hiring goals are:

• 30% of total construction hours worked will be performed by residents residing within defined

City zip codes

• 20% of total construction hours worked will be performed by registered apprentices of which 50% will be performed by apprentices residing within defined City zip

codes

• 10% of total construction hours worked will be performed by disadvan-

taged workers

The Bureau of Contract Ad-ministration (BCA) was tasked with the implementation and administration of the depart-mental PLA (DPW-PLA). Under BCA, the LIGHT Program (described below) was devel-

oped and implemented in 2008 and has since evolved to adapt to the City’s chang-

ing goals.

The DPW-PLA and LIGHT com-plement BCA’s core mission of “Building with quality today.

for a better tomorrow.”

October 22 , 2012

R E I N V E S T I N G I N L O S A N G E L E S “ B U I L D I N G L O S A N G E L E S , T R A N S F O R M I N G L I V E S , O N E A N G E L E N O A T A T I M E . ”

Special Points of

Interest

• Project Labor Agreement

(PLA)

• 5-year departmental PLA

• Targeted hiring goals

• LIGHT Program

INSIDE:

Leverage 2

Intercede 2

Galvanize 2

Host 3

Transform 3

Reinvested Wages & Benefits 3

Contact Information 3

L.I .G.H.T. REPORT

L I F T I N G I N D I V I D U A L S G I V I N G H O P E T O D A Y ( L I G H T )

The tenets of LIGHT are:

1. LLLLeveraging contracts by increasing the number of construction projects with targeted hiring

goals.

2. IIIInterceding on behalf of others through accounta-bility achieved through active monitoring, com-

pliance enforcement, timely reporting and out-

reach.

3. GGGGalvanizing our commu-nit ies through the 30/20/10 Countdown to

targeted hiring success.

4. HHHHosting strategic partner-ships with other public agencies, the contracting

community, local building and construction trades; local communities and other non-profit commu-

nity based organizations.

5. TTTTransforming lives by providing capacity and

opportunities.

City Hall and Police Administration Building

Bureau of Contract Administ rat ion

LIFTINGLIFTINGLIFTINGLIFTING

INDIVIDUALSINDIVIDUALSINDIVIDUALSINDIVIDUALS

GIVINGGIVINGGIVINGGIVING

HOPEHOPEHOPEHOPE

TODAYTODAYTODAYTODAY

To date, the City of LA Depart-ment of Public Works, has awarded over $1 billion in construction contracts with

targeted hiring requirements.

The City’s first major PLA pro-ject was the $240 million North Outfall Sewer—East Central Interceptor Sewer (NOS-ECIS). The City achieved an overall City local hire rate

of 37%.

Eight PLAs ensued covering 25 separate construction projects. The link to these

projects is:

http://bca.lacity.org/index.cfm?

nxt_body=local_hiring.cfm.

The City has since negotiated three departmental PLAs cover-ing a number of projects with an estimated value of $3.2bil-lion. These are the City of LA Community Redevelopment Agency, Port of LA and the City’s

Department of Public Works.

On December 20, 2012, the City Council passed the Public Infrastructure Stabilization Ordi-nance No. 181520. On that same day, the DPW signed a 5-year departmental PLA. This

DPW-PLA covers approximately 98 Public Works construction projects with an estimated val-ue of more than $2 billion. To date 10 projects have been awarded with an estimated construction value of $146 million. For active DPW-PLA

projects, please visit:

Http://BCA.LACITY.ORGHttp://BCA.LACITY.ORGHttp://BCA.LACITY.ORGHttp://BCA.LACITY.ORG CLICK ON THE LINK:CLICK ON THE LINK:CLICK ON THE LINK:CLICK ON THE LINK:

DPW PLA DocumentsDPW PLA DocumentsDPW PLA DocumentsDPW PLA Documents

⇒ 30% total hours worked by City residents in defined zip codes . Realized 32.89% or

1,209,109 hours.

⇒ 20% total hours worked by apprentices. Realized

23.20% or 853,058 hours.

⇒ 10% total hours worked by disadvantaged workers. Realized 606 Step-One

apprentices.

Page 2

I N T E R C E D E A C C O U N T A B I L I T Y T H R O U G H T R A N S P A R E N C Y E Q U A L S C R E D I B I L I T Y .

L E V E R A G E C A P A C I T Y C R E A T E D I N C R E A S E S O P P O R T U N I T Y .

G A L V A N I Z E 3 0 X 2 0 X 1 0

C O U N T D O W N

City Staff Monitors and Examines:

⇒ Approximately 1,070 Approximately 1,070 Approximately 1,070 Approximately 1,070 weekly certified payrolls to ensure compliance

And Have Generated:

⇒ 30 Monthly 30 Monthly 30 Monthly 30 Monthly project updates posted on the Bureau’s website bca.lacity.org;

⇒ 16 Quarterly Reports16 Quarterly Reports16 Quarterly Reports16 Quarterly Reports to the Board of Public Works; and

⇒ AnnuallyAnnuallyAnnuallyAnnually————LIGHT Report

October 22 , 2012

Partnerships that invest in

people and infrastructure

thru strategic solutions.

Provide Opportunity for

all involved when you have

Capacity and

Accountability.

Tot. Local Hours

Apprentice Hours

Tot. Local Hours Apprentice Hours

853,058 Hours853,058 Hours853,058 Hours853,058 Hours

1,209,109 Hours1,209,109 Hours1,209,109 Hours1,209,109 Hours

SUCCESSSUCCESSSUCCESSSUCCESS

L.I.G.H.T. repor t

◊ FACILITATESFACILITATESFACILITATESFACILITATES

Vigilance, attention and open communication to address issues and de-velop strategic partner-

ships;

◊ MAINTAINSMAINTAINSMAINTAINSMAINTAINS

Ongoing education of all

stakeholders;

◊ STRENGTHENSSTRENGTHENSSTRENGTHENSSTRENGTHENS

Implementation, monitor-ing, compliance and ac-

countability; and

◊ IDENTIFIESIDENTIFIESIDENTIFIESIDENTIFIES

Effective policies with “teeth” to hold stakehold-

ers accountable.

The BCA has hosted the The BCA has hosted the The BCA has hosted the The BCA has hosted the

following:following:following:following:

Contractor Outreach SeminarsContractor Outreach SeminarsContractor Outreach SeminarsContractor Outreach Seminars

From July 2007 thru June 2012, BCA has hosted 52 Contractor Outreach Seminars with the

participation of 418 attendees.

JOINT LABOR COMPLIANCE JOINT LABOR COMPLIANCE JOINT LABOR COMPLIANCE JOINT LABOR COMPLIANCE MONITORING PROGRAM MONITORING PROGRAM MONITORING PROGRAM MONITORING PROGRAM

(JLCMP)(JLCMP)(JLCMP)(JLCMP)

Implemented on August 20, 2004, the JLCMP tasks the BCA with providing annual training seminars to various organiza-

tions. These organizations

ployment and underem-

ployment; and

⇒ Effective working relation-ships with City Work Source Centers, Faith and Community Based Organi-zations to develop a ‘pipeline’ of local and dis-

advantaged workers

⇒ Mutually satisfactory com-pletion of construction

projects;

⇒ Greater access to a pool

of skilled craft workers;

⇒ Job readiness training of targeted and disadvan-taged workers for their success in the construc-

tion career path

⇒ Prevention of a geograph-ic concentration of unem-

Page 3

BCA Director John L. Reamer, Jr. BCA Director John L. Reamer, Jr. BCA Director John L. Reamer, Jr. BCA Director John L. Reamer, Jr. with community partners.with community partners.with community partners.with community partners.

H O S T P A R T N E R I N G P R O D U C E S A S I T :

T R A N S F O R M W H E N W E P A R T N E R W I T H S T A K E H O L D E R S , L E V E R A G E O U R R E S O U R C E S , A N D E N S U R E A C C O U N T A B I L I T Y — W E A C C O M P L I S H T H E F O L L O W I N G :

Building with Quality

Today for a Better

Tomorrow

assign personnel who after the training serve as volunteers to assist the Bureau in monitoring construction projects through

worker interviews.

The worker interviews are then reviewed by the Bureau to de-termine if there are potential prevailing wage compliance

issues.

LA Journeypersons*LA Journeypersons*LA Journeypersons*LA Journeypersons* LA Apprentices*LA Apprentices*LA Apprentices*LA Apprentices*

Total Local JP Hours Est Avg Hrly Rate = $42.75 Total Local Appr Hours Est Avg Hrly Rate = $15.00

TOTAL 840,051.76 840,051.76 840,051.76 840,051.76 $35,912,212.74 $35,912,212.74 $35,912,212.74 $35,912,212.74 369,058.95 369,058.95 369,058.95 369,058.95 $5,535,884.25 $5,535,884.25 $5,535,884.25 $5,535,884.25

*Total local journeyperson and apprentice hours from project-by-project PLAs only (as of March 2012).

City of Los Angeles Public Works Building Bureau of Contract Administration 1149 S. Broadway, Suite 300 Los Angeles, CA 90015

We’re on the web!

bca.lacity.org

Estimated Reinvestment Back Into The City Through Wages and Benefits PaidEstimated Reinvestment Back Into The City Through Wages and Benefits PaidEstimated Reinvestment Back Into The City Through Wages and Benefits PaidEstimated Reinvestment Back Into The City Through Wages and Benefits Paid

“Quality does

not cost, it

Pays”