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HomeMy WebLinkAboutAgenda Packet - CC - 2022.03.16City of Burlingame BURLINGAME F, Meeting Agenda - Final City Council Wednesday, March 16, 2022 6:30 PM Mid -Year Budget Study Session BURLINGAME CITY HALL 501 PRIMROSE ROAD BURLINGAME, CA 94010 On September 16, 2021, Governor Newsom signed into law AB 361 which allows a local agency to meet remotely when: The local agency holds a meeting during a declared state of emergency 2. State or local health officials have imposed or recommended measures to promote social distancing 3. Legislative bodies declare the need to meet remotely due to present imminent risks to the health or safety of attendees On February 22, 2022, the City Council adopted Resolution Number 012-2022 stating that the City Council and Commissions will continue to meet remotely for at least thirty days for the following reasons: There is still a declared state of emergency 2. County Health Orders advise that all unvaccinated individuals in public spaces maintain social distancing and wear masks 3. The City can't maintain social distancing requirements for the public, staff, Councilmembers, and Commissioners, in their meeting spaces Pursuant to Resolution Number 012-2022, the City Council Chambers will not be open to the public for the March 16, 2022 Mid -Year Budget Study Session. Members of the public may view the meeting by logging into the Zoom Webinar listed below. Additionally, the meeting will be streamed live on YouTube and uploaded to the City's website after the meeting. Members of the public may provide written comments by email to publiccomment@burlingame.org. Emailed comments should include the specific agenda item on which you are commenting. Note that your comment concerns an item that is not on the agenda. The length of the comment should be commensurate with the three minutes customarily allowed for verbal comments, which is approximately 250-300 words. To ensure that your comment is received and read to the City Council for the appropriate agenda item, please submit your email no later than 5:00 p.m. on March 16, 2022. The City will make every effort to read emails received after that time, but cannot guarantee such emails will be read into the record. Any emails received after the 5:00 p.m. deadline which are not read into the record, will be provided to the City Council after the meeting. Online City of Burlingame Page 1 Printed on 311112022 City Council Meeting Agenda - Final March 16, 2022 1. CALL TO ORDER - 6:30 p.m. - Online To access the meeting by computer: Go to www.zoom.us/join Meeting ID: 822 5908 4302 Passcode:456480 To access the meeting by phone: Dial 1-669-900-6833 Meeting ID: 822 5908 4302 Passcode: 456480 2. PLEDGE OF ALLEGIANCE TO THE FLAG 3. ROLL CALL 4. PUBLIC COMMENTS, NON -AGENDA Members of the public may speak about any item not on the agenda. Members of the public wishing to suggest an item for a future Council agenda may do so during this public comment period. The Ralph M. Brown Act (the State local agency open meeting law) prohibits the City Council from acting on any matter that is not on the agenda. 5. STAFF REPORTS AND COMMUNICATIONS (Public Comment) a. Adoption of a Resolution Amending the FY 2021-22 Operating and Capital Budgets to Reflect the Recommended Mid -year Adjustments and Adoption of a Resolution Authorizing Position Amendments and Adopting an Amended City of Burlingame Salary Schedule Attachments: Staff Report Budget Amendments Resolution Personnel Changes Resolution Sustainability Coordinator Classification revisions Accountant 1/11 Classification Customer Services Supervisor Classification Financial Services Manager Classification Proposed Organizational Chart - Finance Department Salary Schedule City of Burlingame Page 2 Printed on 311112022 City Council Meeting Agenda - Final March 16, 2022 b. Review of Draft FY 2022-23 General Fund, Measure I, Gas Tax, Measure A, Senate Bill (SB 1), Parking Enterprise Funds, Public Facilities Impact Fees, and Solid Waste Funded Capital Improvement Program Attachments: Staff Report Presentation 6. ADJOURNMENT Notice: Any attendees who require assistance, a disability related modification, or language assistance in order to participate in the meeting should contact Meaghan Hassel -Shearer, City Clerk by 10:00 a.m. on Wednesday, March 16, 2022 at (650) 558-7203 or at mhasselshearer@burlingame.org. Any individual who wishes to request an alternate format for the agenda, meeting notice, or other writings that may be distributed at the meeting should contact Meaghan Hassel -Shearer, City Clerk by 10:00 a.m. on Wednesday, March 16, 2022 at (650) 558-7203 or at mhasselshearer@burlingame.org. NEXT CITY COUNCIL MEETING Regular City Council Meeting Monday, March 21, 2022 at 7:00 p.m. VIEW REGULAR COUNCIL MEETING ONLINE www.burlingame.org/video Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection via www.burlingame.org or by emailing Clty Clerk Hassel -Shearer at mhasselshearer@burlingame.org. If you are unable to obtain information via the City's website or through email, contact the City Clerk at (650) 558-7203. City of Burlingame Page 3 Printed on 311112022 BUR— IN�AAGENDA NO: 5a STAFF REPORT MEETING DATE: March 16, 2022 To: Honorable Mayor and City Council Date: March 16, 2022 From: Helen Yu -Scott, Finance Director — (650) 558-7222 Subject: Adoption of a Resolution Amending the FY 2021-22 Operating and Capital Budgets to Reflect the Recommended Mid -year Adjustments and Adoption of a Resolution Authorizing Position Amendments and Adopting an Amended City of Burlingame Salary Schedule RECOMMENDATION Staff recommends that the City Council accept the FY 2021-22 Mid -year Financial Summary and Five -Year Financial Forecast, and adopt the attached resolution amending the FY 2021-22 operating and capital budgets to reflect the recommended mid -year adjustments. BACKGROUND This report summarizes the City's mid -year fiscal status by providing an analysis of anticipated revenues and expenditures in comparison to the current adjusted budget for the 2021-22 fiscal year. Revised forecasts incorporate final 2020-21 fiscal year results, year-to-date impacts of the ongoing pandemic on the City's operations and cash flow, and other data points that were not available when the budget was originally developed. To the extent possible, trends or emerging items that were not included in the City's operating budget have been identified, and the budgetary impacts of these items have been assessed. The global response to the COVID-19 pandemic impacted every facet of life and greatly altered the economic landscape at the national, state, and local levels. Staff developed a revised economic outlook for the City and amended the projections for the City's key revenue sources. Amid much uncertainty, the revised revenue projections laid the groundwork for the current fiscal year's budget. In the end, the 2021-22 fiscal year budget utilized several short-term measures, including a judicious use of reserves, to lessen further impact to the City's General Fund operations. The deficit plan also prompted consideration of various long-term fiscal scenarios for the City's General Fund. As the fiscal effects of the pandemic -induced recession were likely to span well beyond the next budget year, the City proceeded with a moderate outlook for a subdued recovery, but prepared for the possibility of an extended economic down -turn in the coming years. The presence of reserves enabled the City to respond more deliberately to the longer -term repercussions of the global COVID-19 pandemic. Although the focus of the mid -year review is the City's General Fund, this report also provides an update for other funds where fiscal changes are noted. The attached budget resolutions are recommended so that the current budget will not only provide the proper funding needed to carry 1 2021-22 Mid -Year Report March 16, 2022 out the programs and activities anticipated through June 30, 2022, but will also more accurately reflect the financial condition of the City as it enters the FY 2022-23 budget process. Having the latest projections reflected in the current budget enhances the forecasting process and allows decision -makers to have greater confidence in the information provided within the budget development framework. Considering current economic conditions and this most recent analysis of operations, staff has updated the assumptions and projections incorporated in the City's five-year financial forecast for the General Fund. This long-term forecast establishes an appraisal of fiscal sustainability beyond the current budget cycle, providing important context to the annual budget process. DISCUSSION Economic Conditions The global COVID-19 pandemic has continued longer than anticipated, with new variants, such as Delta and Omicron, severely delaying recovery. With more of the population receiving vaccinations and boosters and improved testing, however, the national economy has continued to recover from the pandemic -related recession. The fourth quarter grew at a rate of 7%, the highest all year, while the unemployment rate fell to 4%, close to its February 2020 level. However, consumer confidence, while having improved over the last six months, is now beginning to reflect concerns over increasing inflation, and the recent Russian military action in Ukraine and associated economic sanctions may further discourage both consumers and businesses. While the City's preliminary revenue forecast assumes continued increases over the next few years, it is important to recognize the significant economic uncertainties facing the community. Economic Sustainability Even with the positive economic trends of recent years, budgets have been developed with a relatively conservative approach. As can be seen with the current COVID-19 pandemic, some of the City's largest sources of revenue are highly volatile, inexorably linked to the health of the general economy and events that cannot be anticipated in the short term. In conjunction with the General Fund Reserve Policy, this conservative, long-term approach to the City's budget has helped ensure that economic downturns can be managed effectively. Rather than increase spending in years of budgetary surplus, the City took the opportunity to make progress in funding long-term pension liabilities and set aside additional funds in the Capital Investment Reserve for future infrastructure replacement and renewal projects. A strong reserve position has helped maintain the Burlingame's excellent credit rating, and has allowed the City to proceed confidently with major capital initiatives. Also as a result of this long-term approach, the financial standing of the City remains relatively strong despite the difficult economic circumstances resulting from the pandemic. Conservative planning for FY 2021-22 allowed for both the maintenance of essential municipal services and continued funding of the City's long-term liabilities. The General Fund five-year financial forecast is provided in the final section of this report. The forecast reveals the impact of the pandemic -induced recession on the City's reserves and shows 2 2021-22 Mid -Year Report March 16, 2022 that the recovery process will be more prolonged than initially predicted. Reserves and various other funding mechanisms will be examined in the coming months as staff develops an effective operating and capital budget for the upcoming fiscal year and beyond. In the meanwhile, construction of the new Community Center continues, funded by bond financing coupled with strategic use of the City's Capital Investment Fund. Other major capital projects that have emerged as priorities for Burlingame, though costly, are being pursued, along with appropriate funding mechanism such as federal grant funding. Enterprise operations and capital improvements continue, also with an emphasis on long-term planning. Staff will continue to identify capital and other unfunded needs, and recommend their systematic funding within the operating budget (of the appropriate fund) whenever possible. General Fund - Operating Fund General Fund - Revenues The following table shows the mid -year assessment of fiscal year 2021-22 General Fund revenues. There are three columns for the 2021-22 fiscal year: The "FY 21-22 Current Budget" column shows the revenue budget that the City Council adopted last June, and budget amendments approved by the City Council since that time. The "FY 21-22 New Projection" column shows the most current projection for the fiscal year, while the "FY 21-22 Budget Amendment" column reflects a summary of proposed revenue amendments to the FY 21-22 budget for the City Council's approval with this Mid -year Report. For comparison purposes, the table also includes the City's actual General Fund revenues in fiscal year 2020-21, as well as figures for the previous fiscal year. Year-to-date revenues are not included here as the timing variability within each different category greatly complicates the analysis and would make for a confusing presentation as a whole. However, year- to-date receipts were part of the mid -year analysis and may be discussed in the various categories of revenue as they relate to a revised FY 2021-22 projection. CITY OF BURLINGAME, CA SUMMARY OF GENERAL FUND REVENUES Property Tax Sales and Use Tax Transient Occupancy Tax Other Taxes Franchise Tax Business Licenses Real Property Transfer Tax State HOPTR Licenses & Permits Fines, Forfeitures and Penalties Use of Money & Property Charges for Services Other Revenue Federal COVID Relief Fund State Subventions Interest Income Total, General Fund Revenue FY19-20 FY20-21 Actuals Actuals $ 23,304,402 $ 24,223,779 14, 803, 365 15, 665, 703 20,416,543 5,738,588 1,661,397 1,565,523 879,013 688,205 534,517 642,261 59,000 61,512 98,904 85,614 793,281 700,774 101,996 158,404 5,471,234 5,489,922 81,033 73,635 0 4,066,524 177,563 196,298 3,775,609 2,765,314 $ 72,157,856 $ 62,122,057 FY21-22 FY21-22 FY21-22 Current New Budget Adjustment Budget Projection Amendment Up (Down) % $ 24,990,000 $ 26,840,000 $ 1,850,000 7.4% 15,296,000 16,623,000 1,327,000 8.7% 13,500,000 10,000,000 (3,500,000) -25.9% 1,605,000 1,590,000 (15,000) -0.9% 800,000 700,000 (100,000) -12.5% 550,000 850,000 300,000 54.5% 62,000 62,000 0 0.0% 73,200 79,600 6,400 8.7% 888,000 816,800 (71,200) -8.0% 200,000 200,000 0 0.0% 4,815,222 5,603,762 788,540 16.4% 30,000 75,860 45,860 152.9% 2,900,000 3,695,000 795,000 27.4% 167,000 167,000 0 0.0% 1,200,000 1,200,000 0 0.0% $ 67,076,422 $ 68,503,022 $ 1,426,600 2.1% 3 2021-22 Mid -Year Report March 16, 2022 The amended forecast for the City's largest revenue sources (Property Tax, Sales Tax, and TOT) is not only based on the previous year's receipts but also on the status of the local economy as reflected in cash receipts for the current fiscal year. In total, the recommended adjustments equate to a 2.1 percent increase in General Fund revenues when compared to the FY 2021-22 adopted budget. Note that FY 2020-21 actual amounts are taken from the City's Comprehensive Annual Financial Report and therefore reflect interest income adjusted for an unrealized gain in the City's investment portfolio at the fiscal year end. The adjustment is required by governmental accounting standards, but it creates large variations from year to year in the amount of interest income reported. The budget for this line item assumes no change in the market value of the City's portfolio as this measure is difficult to anticipate and does not adequately reflect the City's true return on investments. Property Taxes — The San Francisco Bay Area housing sector has been a sustaining factor in the local economy throughout the most difficult of past economic downturns. Despite the pandemic, the local housing market remains quite strong, though it is experiencing a persistent lack of inventory. Mortgage/lending rates are extremely low, and recent years have seen a renewed interest in both residential and commercial real estate development. Property tax rolls are established prior to the beginning of the fiscal year. In FY 2021-22, Burlingame's roll value (land and improvements) has increased 3.48 percent, including an inflationary factor of 1.036 applied to all property assessments. As shown in the chart below, the preponderance of the City's property tax revenues (almost 70 percent) comes from secured property taxes, which are established by the tax rolls and diminished only through refunds on successful appeals to the County Assessor's Office. CITY OF BURLINGAME, CA PROPERTY TAXES FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment Actuals Actuals Budget Projection Amendment Up (Down) % Current Secured Property Tax $ 15,825,904 $ 17,625,691 $ 18,570,000 $ 18,570,000 $ - 0.0% Secured Supp. Property Tax 422,675 576,043 450,000 450,000 0 0.0% Current Unsecured Property Tax 804,184 810,488 750,000 750,000 0 0.0% Property Tax in Lieu of VLF 3,583,335 2,340,916 2,400,000 3,290,000 890,000 37.1% ERAF Refund 2,374,327 2,556,985 2,500,000 3,460,000 960,000 38.4% Unitary Tax 304,019 326,515 320,000 320,000 0 0.0% Total, Property Taxes $ 23,314,442 $ 24,236,638 $ 24,990,000 $ 26,840,000 $ 1,850,000 7.4% Overall, staff estimates a 7.4% increase for the property tax revenue category, which is about $1.9 million higher than the adopted budget. Revenues from secured and unsecured property taxes (assessed on business fixtures, business personal property, boats, aircraft, etc.) are in line with original budget projections. Supplemental Property tax revenues are dependent on the volume and value of property transfers and new construction, so they vary significantly from year to year. Also based on the prior years' actual receipts, staff recommends no adjustment in this line item. Unitary taxes met last year's projection, and are coming in at about the same pace. Therefore, no adjustment in the Unitary taxes budget is indicated. C 2021-22 Mid -Year Report March 16, 2022 Projections for Excess ERAF (Educational Revenue Augmentation Fund) refunds have varied considerably over the years. Only in recent years has this revenue line item been fully budgeted, due to the possibility that the State's school funding formulas could change and require higher draws on the County's ERAF. In years prior to the pandemic, the improved economy was having a positive effect on the County's ERAF, as the State met its obligations to educational agencies because of improved property tax revenues in the area. In fact, higher property tax revenues resulted in more funds from local agencies being held back for the ERAF, while fewer demands for education funding were being made on these funds. The full amount of anticipated ERAF refunds (nearly $3.5 million) was included in the property tax projection for fiscal year 2021-22. Excess ERAF reserves are held by the County and distributed back to the contributing agencies when obligations of the funds to education agencies have been met. The County allocated excess ERAF funds back to the jurisdictions early in January. The City's ERAF refund for fiscal year 2021-22 was approximately $900,000 (35.3 percent) higher than the ERAF received in the prior year, reflective of continued property tax growth and reduced demands on the County's ERAF fund for school funding. This amount is $960,000 more than projected in the adopted budget for the current year. Property Tax in Lieu of VLF is also allocated based on growth in the County's secured property tax roll, but is funded from the countywide ERAF, and then from the property tax revenues of non -basic aid school districts. (Any monies taken from the non -basic aid school districts are back -filled by the State.) The large majority of school districts in the County are classified as basic aid, i.e, the property taxes within the district are sufficient to fund the schools, without funding from the County's ERAF fund. The number of non -basic aid school districts in the County has fallen over recent years, resulting in less available property tax revenues to fund VLF. Although the total VLF amount due to the County and cities is $232,107,423, only $175,559,823 is available in ERAF and from non -basic aid school district property taxes, resulting in a county -wide shortfall of over $56 million. As there is no statutory mechanism for the State to fully reimburse cities and counties for this shortage, the County is working with its legislative advocates to request that the shortfall amounts be appropriated in the State's FY 2022-23 budget. Unfortunately, these funds will not be recovered in the current fiscal year. The current year's VLF shortfall amount is $1,059,695 based on the County's November 2021 projections. The estimated distribution amount to the City is about $3.3 million, which is $890,000 more than the adopted budget. Sales and Use Taxes — The table below shows the City's sales tax revenues over the past five years, as well as a projection for the current fiscal year. The "Sales & Use Tax" comprises sales tax receipts from the Bradley Burns (local 1 %) allocations from the California Department of Tax and Fee Administration (CDTFA). The addition of the City's Measure I tax, which was effective April 1, 2018, further bolstered this revenue line item. Although Measure I revenues and expenditures are tracked internally in a separate sub -fund, they are included as General Fund transactions for financial reporting purposes. 5 2021-22 Mid -Year Report March 16, 2022 CITY OF BURLINGAME, CA HISTROICAL SALES AND USE TAXES (amount expressed in millions) Sales & Use Tax Public Safety Fund -Sales Tax Measure 1 (0.25% Sales Tax) Totals FY 2022 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Est. $ 11.94 $ 12.19 $ 15.14 $ 12.35 $ 12.95 $ 13.69 0.15 0.16 0.17 0.17 0.17 0.17 - 0.47 2.51 2.28 2.54 2.77 $ 12.09 $ 12.82 $ 17.82 $ 14.80 $ 15.66 $ 16.62 Year -over -year changes % -5.8% 6.0% 39.0% -17.0% 5.8% 6.1% Sales tax revenues were most dramatically impacted by the economic shutdown resulting from Covid-19 and shelter -in -place directives. Auto dealers, general consumer retailers, and restaurants that depend on indoor services were immediately impaired. Because of the time lag in the reporting and submission of sales taxes to the CDTFA, only one quarter's data (third quarter of 2021) is available from which to project the City's FY 2021-22 revenues from this source. A review of Burlingame's 3rd quarter data for 2021 (taxes remitted to the CDTFA in October - December 2021) indicates an improvement in taxable transactions of approximately $470,000 (14.4%). The chart below shows that sales tax revenues continue to recover, with many major industry groups reporting a positive change compared to the same quarter of 2020. 3Q20 Compared To 3Q21 $1,200K $1,DOOK ■ 3020 3Q21 $8COK $600K $400K $200K $OK Autos State and Restaurants General Business Building Fuel and Food and County and Consumer and and Service and Transportation Pools Hotels Goods Industry Construction Stations Drugs Sales tax revenues came in approximately $1.0 million higher than the adjusted budget of $14.57 million in the fiscal year ended June 30, 2021. Looking forward, these revenues are expected to be much stronger than initially anticipated for the current fiscal year. The retail auto industry - Burlingame's largest sales tax generator - rebounded somewhat in the third quarter of 2021. Car buying did not slow despite inventory limitations and parts shortages; new auto dealers drove sales up 10%. Consumers flocked back to restaurants despite wage hikes and rising menu prices. The result was a 70% uptick from restaurants and hotels; casual dining delivered as the top segment, up 57%. Crude oil prices have risen 63% this past year; along with more drivers on the road, a 70% ON 2021-22 Mid -Year Report March 16, 2022 rebound occurred from fuel and service stations. General consumer goods increased as shoppers reengaged with brick and mortar shops; customers chose electronics and jewelry stores as preferred spending places. Merchants in the business and industry group boosted sales by 20%. Autos And Transportation Count: 155 State & County Pools Restaurants And Hotels Count: 204 General Consumer Goods Count: 686 Business And Industry Count: 542 Building And Construction Count: 64 Fuel And Service Stations Count: 9 Food And Drugs Count: 57 Sales Tax by MaiorIndustry Group 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 18 18 19 19 19 19 20 20 20 20 21 21 21 $1,600K $1.40CK $1.20CK $1,000K $BOOK $604K $400K $200K $OK The City's FY 2021-22 adopted budget assumed a 2.3 percent decline in sales tax revenues from prior year actuals, as the City braced for further impacts from the pandemic. But year-to-date receipts indicate that sales and use tax revenues are not experiencing the sharp decline anticipated. Prior -year revenues in this category exceeded the adjusted budget by approximately 7.5 percent, and sales activity recovered more than anticipated shortly after the initial shock of the second quarter of 2020. The new projection for these revenues in fiscal year 2021-22 is $16.6 million, a $1.3 million increase from the adopted budget. This budget adjustment includes an increase of $392,000 from Measure I transaction taxes. These adjustments bring the FY 2021-22 projections in line with those suggested by the City's sales tax consultant; the increase in these revenues is anticipated to be around 6.1 percent when compared to the prior fiscal year's results. Transient Occupancy Taxes (TOT) — TOT revenues have historically constituted Burlingame's largest General Fund revenue source. At nearly $29.4 million, TOT accounted for approximately 34.8% of all General Fund revenue in fiscal year 2018-19, dropping to $20.4 million in fiscal year 2019-20. For fiscal year 2020-21, the total TOT revenue collected was about $5.7 million, which is 76.5% of the $7.5 million projected in the amended FY 2020-21 budget and 80.5% lower than the pre -pandemic level. 7 2021-22 Mid -Year Report March 16, 2022 The chart below shows the rapid and sharp decline in these revenues as international air traffic began to slow early in 2020, and the progression downward as the pandemic brought most travel - related activities to a halt. Burlingame hotels, which had experienced very high occupancy rates in past years, were forced to cut staff, shutting off floors and even suspending operations for whole hotels. The lower occupancy rates continued for most of fiscal year 2020-21, though some improvements were seen in May and June and continued into fiscal year 2021-22. The total occupancy rate peaked in July at 61 % and stayed in the high 50s range through the end of the calendar year despite the Delta and Omicron variants. Even though the total county rate dropped to 48.6%, the Burlingame/Millbrae/SFO hotels performed well in January. Staff expects a latent drop in occupancy rates in February and March. Many positive developments with case rates going down in February and mask mandates being eliminated should be reflected in improved occupancy for April and May. TOT Revenue Month -To -Month Comparison ■ 2018-19 Actual 2019-20 Actual 2020-21 Actual 2021-22 Actual 3,0 2,5 c 0 2,0 1,5 11jill11jill 1,0 0,5 0,0 Jul Aug Sept Oct Nov Dec ]an Feb Mar Apr May Jun It is difficult to predict when corporate travel to the west coast will resume. Data from CBRE Hotels Research indicate that occupancy rates for hotels in the San Francisco Bay Area will not return to 2019 levels until 2024, and average daily room rates will not achieve comparable levels until calendar year 2025. 9 8 7 6 5 4 3 2 1 Historical Transient Occupancy Tax Revenue by Quarter 7.8 7.3 6.8 .2 6-1 6- 6J 6. 61 . .6 .4 5. C ' 6 3- 4.® 12 11 — _ Q1 Q2 Q3 Q4 — — — 2021-22 Est. — — — 2020-21 2019-20 — 2018-19 — 2017-18 2016-17 — 2015-16 2014-15 — 2013-14 2012-13 2011-12 2021-22 Mid -Year Report March 16, 2022 TOT revenues are reported and paid to the City each month for the prior month, so results through December 31, 2021 have been collected as of the time of this report. Based on the revenues received thus far, staff recommends a $3.5 million downward adjustment in TOT revenues for the current fiscal year. The adjustment will leave the FY 2021-22 projection at $10.0 million, approximately one third of the revenue achieved in FY 2018-19 from this source. In the five-year forecast, a jump to $13.0 million serves as a placeholder for FY 2022-23, with gradual recovery anticipated through the remaining years of the forecast. Other Taxes — A number of other sources provide tax revenues to the City's General Fund. Although they are consolidated for reporting purposes, prior -year actual amounts and the current - year activity for each source have been reviewed for the most accurate projection of FY 2021-22 year-end results. Real Property Transfer Tax — The City receives property transfer tax revenue the month following a real property transaction, splitting the 0.11 percent tax evenly with the County. Although improved home values have pushed these receipts higher in recent years, property turnover in the area continues to be relatively low. Month -to -month variation in real estate sales makes this revenue difficult to project, as the sales of significant properties can cause "spikes" in the amount of taxes collected. Burlingame ended the 2020-21 fiscal year with property transfer tax revenues of nearly $640,000, an increase of 20.2 percent over the prior year. Receipts for the first half of the current fiscal year are keeping pace with the rate of the prior year, with a slightly higher number of real property sales transactions. For those reasons, the current -year $550,000 budget for this line item appears to be low. Due to the variability in real estate sales, an increase of $300,000 to this budget line item is proposed. City of Burlingame Real Property Transfer Tax Revenue Fiscal Years 2012- 2022 $900,000 $8001000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 (Est.) Business License Tax — Year-to-date business license tax revenues appear to be keeping pace with last year's rate. An uptick in the number of new businesses, particularly out-of-town architects and contractors, has been noticed. In addition, the obligation to provide evidence of a current local E 2021-22 Mid -Year Report March 16, 2022 business license, required on payroll protection grants, has had a positive effect on this revenue source. However, while revenue from the volume of annual business licenses remains steady, revenues from airport parking enterprises are quite diminished. Although receipts from this special business license tax (5 percent of revenues) had already experienced moderate declines in recent years as ride -sharing services became more prevalent, the pandemic's impact on the travel industry in general and airline travel in particular has ravaged this revenue source. Therefore, a reduction of $100,000 in the projection for this special business license revenue is proposed. After this adjustment, the City's business license revenue budget in total ($700,000) for the current fiscal year represents a 2.0 percent increase from the 2020-21 fiscal year results. Note that while a higher volume of licenses might be expected in a growing economy, the cost of an annual business license in Burlingame is small ($100 for most businesses). The rate was established by ordinance in 1978 and has not been adjusted since 2001. Therefore, the business license tax remains a relatively small and somewhat fixed revenue source for the City. Franchise Fees — The largest category of Burlingame's franchise fees is derived from the regional garbage hauler (8 percent of revenues), and is collected and remitted monthly. Due to the costly challenges and increasing environmental regulations facing the industry, the City Council approved solid waste rate increases for three calendar years (effective January 1, 2019, 2020 and 2021). However, franchise fees from the garbage utility totaled only $724,000 in FY 2020-21, a slight decrease from the prior year, despite the increase in rates. The pandemic and the resulting limits on commercial activities has greatly changed the service volumes for trash, recyclable items, and green waste (yard waste/compost.) As activities in the hotel sector improve, overall service demand is up, and revenues are coming in at about 3.7 percent more than last year, based on the first six months of the current fiscal year. Therefore, no adjustment is considered necessary. Franchise fee revenues for the provision of cable and internet were slightly under the estimated budgets in FY 2020-21. The adopted budget reflects $13,000 more than prior -year actual receipts. Staff proposes downward adjustments of $15,000 for revenues, reflecting a continued decline in demand for these services. CITY OF BURLINGAME, CA FRANCHISE TAXES FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment Actuals Actuals Budget Projection Amendment Up (Down) % Gas $ 136,503 $ 134,984 $ 135,000 $ 135,000 $ - 0.0% Electric 287,534 279,872 280,000 280,000 0 0.0% Garbage 768,035 723,538 775,000 775,000 0 0.0% AT&T Cable TV 389,825 361,596 350,000 350,000 0 0.0% Wave Astound 20,288 17,350 30,000 15,000 (15,000) -50.0% AT&T Video Service 59,212 48,184 35,000 35,000 0 0.0% Total, Franchise Taxes $ 1,661,397 $ 1,565,523 $ 1,605,000 $ 1,590,000 $ (15,000) -0.9% 10 2021-22 Mid -Year Report March 16, 2022 Licenses and Permits — General Fund revenue in this category consists largely of alarm and overnight parking permit fees, along with taxicab licenses. With a budget of less than $80,000, these receipts account for a very small part of total General Fund revenues. Legislation effective January 1, 2019 allows local regulatory fees on taxicabs only in the jurisdiction where they are "substantially located", significantly reducing the volume of applications for taxi licenses. With a current year budget of $60,000, alarm permit fees now account for the vast majority of this revenue category. Fines, Forfeitures and Penalties — This category consists largely of revenue from parking citations and vehicle code violation fines; both have been difficult to project during the pandemic. The Police Department has refined its current -year projections to again reflect a lower volume of parking citations, and recommends a $90,000 budget reduction (to $760,000). Vehicle code fines, however, are coming in well above prior -year results, and should be adjusted upward $18,800, to the projection previously included in the FY 2021-22 budget. Investment Income — Burlingame's investment portfolio is comprised of only the safest of securities (the highest priority of the City's investment policy is preservation of capital). Maintaining its focus on safety and liquidity, the City maintains funds in the State's Local Agency Investment Fund (LAIF) and the California Asset Management Program (CAMP). CAMP and LAIF are permitted investments for all local agencies under California Government Code §53601(p). Although both pools have similar terms and offer daily liquidity, many public agencies use both LAIF and CAMP funds in order to diversify the liquid portion of their investment holdings. As LAIF has offered a significant yield advantage for the past year, the City has allowed these holdings to grow, drawing on CAMP funds as needed for efficient cash flow. The City has contracts with PFM Asset Management, LLC. for outside investment advisory services. PFM assists in the annual review of the City's ongoing cash flows and investment goals, and recommends any appropriate revisions in the investment policy. The market value of the portfolio as of December 31, 2021, was $187.4 million, consisting of a $123.7 million managed pool of top -rated securities, $63.1 million in the State Local Agency Investment Fund (LAIF), and $0.6 million in the California Asset Management Program (CAMP). The City's aggregate investments averaged a yield to maturity of 0.88 percent. The City's short-term investments are selected for safety above yield, and long-term investments are based on a consistent program of funding, with portfolios that balance risk and return. These solid investment plans should not be altered to respond to the volatilities in the markets. Given the uncertainties of the current market, the City and its investment advisors will maintain durations in line with benchmarks. And although the City's funds are invested in high credit quality investments and continue to meet the City's goals of safety, liquidity and yield, interest earnings cannot be relied upon as a critical part of the organization's operating revenue stream. Charges for Services — As seen in the chart below, most departments generate some revenue in this category. With a revised budget of nearly $5.6 million, these receipts account for approximately 8.2 percent of Burlingame's total General Fund revenues. 11 2021-22 Mid -Year Report March 16, 2022 CITY OF BURLINGAME, CA CHARGES FOR SERVICES BY DEPARTMENT FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment By Department Actuals Actuals Budget Projection Amendment Up (Down) % Police $ 617,948 $ 746,134 $ 51,000 $ 215,860 $ 164,860 323.3% Parks 103,817 386,716 210,000 190,000 (20,000) -9.5% Recreation 2,067,907 1,561,120 2,075,820 2,000,000 (75,820) -3.7% Aquatics 12,056 10,803 52,500 100,000 47,500 90.5% Planning 650,086 935,145 897,000 1,182,000 285,000 31.8% Public Works 1,267,341 1,149,323 813,000 1,215,000 402,000 49.4% Library 741,253 691,347 706,602 691,602 (15, 000) -2.1% Other 10,826 9,334 9,300 9,300 0 0.0% Total, Departmental Fees $ 5,471,234 $ 5,489,922 $ 4,815,222 $ 5,603,762 $ 788,540 16.4% Due largely to an increase in development services provided by the Planning Division and Public Works Department, General Fund revenues in this category have seen an increase from the previous years. However, the pandemic altered service delivery in all departments. The current year's projected budget for these fees assumed that most programs and services would recover, but recovery has not been possible in all departmental areas. Based on year-to-date volumes of ongoing application and permit activity, Planning fees in total are anticipated to be more than experienced in fiscal year 2020-21. An upward adjustment of $33,000 will bring the budget line item for general planning fees to about $533,000. Because zoning/plan checks (performed within the Planning Division), will also outpace last year's activity, an upward adjustment of $250,000 is in order. The Public Works Department is experiencing a higher -than -anticipated volume of requests for engineering services and plan checks related to development projects. Receipts to date indicate that these revenues, while greatly increased from the adopted budget, will approximate $1.2 million by year end. An upward budget adjustment of $402,000 for these revenues is recommended for the current fiscal year. Passport intake fees for the Library, originally budgeted at $15,000, will not be realized due to State Department security protocols that dictate that these services be done in person. Receipts from recreational services in fiscal year 2020-21 were about $1.6 million, due to the impact of the pandemic on recreational activities and fewer sites offering classes and programs since the closure of the Recreation Center to make way for the new Community Center. The Burlingame Aquatic Center pool is used year-round, and pass -through funds are associated with that use. The City pays the San Mateo Union High School District for the operating costs of the pool, and the Burlingame Aquatic Club reimburses the City approximately $100,000 for that purpose. The San Mateo Union High School District pays the City for the water and sewer costs associated with the pool's operation, per the joint operating agreement with the District. In the Parks Division, fees for services should be decreased to reflect revenues that have been collected in the current fiscal year. 12 2021-22 Mid -Year Report March 16, 2022 As in the prior fiscal year, a significant adjustment is recommended to the General Fund revenue projections for the Police Department. The adjustment is an increase in reimbursement revenues of $156,000, which is about $550,000 less than the amount of "special police services" provided by the department in FY 2020-21 for an additional public safety presence near the downtown Apple Store. The additional presence was discontinued early in 2021, and the store has been reconfigured for security purposes. But the additional police presence is still desired and has been resumed. The City charges for full cost recovery for these services; the largest offset to this revenue budget is an increase in overtime costs in the Police Department. American Rescue Plan Funds — On March 11, 2021, President Joe Biden signed into law H.R. 1319, the American Rescue Plan Act of 2021. The $1.9 trillion stimulus plan provides emergency funding for vaccinations; immediate, direct relief to families bearing the brunt of the COVID-19 crisis; and support for struggling communities. The plan includes $350 billion in Coronavirus State and Local Fiscal Recovery Funds, with $120.2 billion to be divided evenly between cities and counties. Unlike prior relief funds, eligible "expenditures" include replacement of revenue lost, delayed, or decreased as a result of the pandemic. The City received one-half of its $7,389,306 allocation in fiscal year 2020-21 and will receive the second half in fiscal year 2021-22. State Subventions (Intergovernmental Revenues) — This revenue line item in the General Fund usually includes the State's COPS (Citizens' Option for Public Safety) program revenues and any other small grants. COPS funds are allocated to the counties and then distributed to the various agencies within each county, with a minimum of $100,000 to each law enforcement jurisdiction. Burlingame has received an increased allocation of COPS funding in recent years and is on track to meet the budget. General Fund - Exaenditures The following table shows the mid -year assessment of FY 2021-22 General Fund expenditures by critical service area: CITY OF BURLINGAME, CA SUMMARY OF GENERAL FUND EXPENDITURES FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment Actuals Actuals Budget Projection Amendment Up (Down) By General Fund Program General Government $ 6,482,228 $ 6,289,745 $ 7,454,166 $ 7,484,166 $ 30,000 0.4% Public Safety 28,683,268 29,779,862 31,127,389 31,269,389 142,000 0.5% Public Works 5,987,479 6,446,633 6,968,589 7,048,589 80,000 1.1% Community Development 2,197,979 2,305,767 2,276,083 2,341,083 65,000 2.9% Leisure & Culture 14,854,509 13,621,612 16,671,505 17,715,105 1,043,600 6.3% Total Expenditures $ 58,205,462 $ 58,443,618 $ 64,497,732 $ 65,858,332 $ 1,360,600 2.1% Again, there are three columns for fiscal year 2021-22. The "FY 21-22 Current Budget" column shows the budget that the City Council adopted in June 2021 along with any budget amendments approved by the City Council since that time. Departmental budgets were also internally adjusted for encumbrances of the prior fiscal year. The second FY 2021-22 column shows the new mid- 13 2021-22 Mid -Year Report March 16, 2022 year projection for each program area's current -year expenditures. The third FY 2021-22 column shows the resulting proposed amendments to the FY 2021-22 adjusted budget to reflect additional resources required (or anticipated operational savings) by departments for the remaining fiscal year. For comparison purposes, the table also includes the City's General Fund actual expenditure performance in fiscal years 2019-20 and 2020-21. All departments experienced budgetary savings (positive expenditure variances) within the General Fund in fiscal year 2020-21, resulting in expenditures of $4.0 million (roughly 6.4 percent) less than budgeted for the fiscal year. Since local government expenditure budgets (appropriations) serve as the legal level of budgetary control, some level of savings will be realized in any fiscal year. Although departmental budgets were analyzed for both underfunded operating needs and anticipated budgetary savings, the focus was on ensuring budget adequacy for General Fund operations for the remainder of the fiscal year. The following table shows the FY 2021-22 mid -year assessment of departmental (operating) General Fund expenditures: CITY OF BURLINGAME, CA SUMMARY OF GENERAL FUND EXPENDITURES By General Fund Program General Government Public Safety Central County Fire Police & Dispatch Public Works Community Development Leisure & Culture Aquatic Center Library Parks & Recreation Total Expenditures FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment Actuals Actuals Budget Projection Amendment Up (Down) % $ 6,482, 228 $ 6,289,745 $ 7,454,166 $ 7,484,166 $ 30,000 0.4% 11, 665, 836 12, 333,138 13, 083, 867 13, 083, 867 0 0.0% 17,017,432 17,446,724 18,043,522 18,185,522 142,000 0.8% 5,987,479 6,446,633 6,968,589 7,048,589 80,000 1.1% 2,197, 979 2,305,767 2,276,083 2,341,083 65,000 2.9% 44,177 119,964 430,966 430,966 0 0.0% 5,626,876 5,168,466 5,585,713 5,603,313 17,600 0.3% 9,183,457 8,333,182 10,654,826 11,680,826 1,026,000 9.6% $ 58,205,462 $ 58,443,618 $ 64,497,732 $ 65,858,332 $ 1,360,600 2.1% Although some of the proposed mid -year budget amendments are off -set within each department or division, they are described in detail below to illustrate changes in operations that were not anticipated at the time the FY 2021-22 budget was adopted. CITY OF BURLINGAME, CA SUMMARY OF GENERAL FUND EXPENDITURES FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment Actuals Actuals Budget Projection Amendment Up (Down) % By Expense Categories Salaries & Wages $ 19,080,567 $ 19,675,867 $ 20,558,107 $ 20,794,107 $ 236,000 1.1% Benefits 12,156,450 12,537,225 13,880,828 13,880,828 0 0.0% Operating Costs 22,656,895 21,469,247 25,129,870 25,504,470 374,600 1.5% Internal Services 4,170,252 4,570,045 4,893,927 5,643,927 750,000 15.3% Capital Outlay 141,298 191,235 35,000 35,000 0 0.0% Total Expenditures $ 58,205,462 $ 58,443,618 $ 64,497,732 $ 65,858,332 $ 1,360p600 2.1% 14 2021-22 Mid -Year Report March 16, 2022 General Fund Personnel Costs The challenge of any public sector agency is to provide competitive salary and benefit packages in order to recruit and retain quality talent, while keeping the cost of providing these packages at a reasonable and sustainable level. Negotiated or imposed contracts in years since the Great Recession have resulted in significant savings in recent years and have assisted in achieving structural benefit changes that will help control future employee benefit costs. For example, Burlingame employees pay a portion of the employer's retirement rate in addition to the employees' rate, as well as a larger portion of their health care premiums. Retiree medical benefits have also been altered — the City provides for a defined contribution health care program as opposed to the defined benefit plan that resulted in unfunded OPEB liabilities. Provisions for the payout of sick leave hours have been curtailed. Although many of these savings are evident in recent -year budgets, the savings from some of these actions will not be realized in full for many years. Still, the costs of prior -year pension obligations are anticipated to grow significantly in the next five years, which will put added pressure on personnel costs in future operating budgets. All these factors are considered in the five-year forecast. In terms of this mid -year review, an amendment needed in the area of salaries and wages is the increase ($157,000) in the Police Department's overtime budget, which is partially offset by a reduction ($15,000) of part-time budget. The overtime increase is needed to provide for the continued special police services on Burlingame Avenue as well as unanticipated increased overtime costs from staffing shortage due to COVID-19 absences and the labor shortage. The Public Works Engineering Division has been utilizing additional part-time Engineer Technicians to help with an increased workload. The current part-time budget for the Division is $51,500, but about $131,500 of costs are projected for the current fiscal year. Note that personnel costs (and total operating expenditures) for the General Fund have (since FY 2014-15) included contributions to the irrevocable trust fund established in October 2013 for the purpose of funding the City's retiree medical benefit obligations (OPEB). The full costs of these past and current obligations are now reflected in the departmental budgets. As best practices would dictate, the City is committed to contributing the annual required contribution to the trust fund in both good and bad financial times, using conservative, realistic assumptions that are adjusted based on bi-annual actuarial reports specific to the City's program and its participants. Unlike pension liabilities, the largest portion of the City's OPEB obligations is attributable to benefits that are no longer offered to new employees. It can therefore be considered a "closed program", and is less susceptible to volatile swings in annual contributions. OPEB charges will be decreasing slowly; the balance in the OPEB trust account was nearly $31.8 million as of December 31, 2021. No adjustments are recommended to the City's pension costs (amounts sent directly to CaIPERS) for the General Fund. Note that amounts deposited to the City's § 115 trust fund to fund future pension costs are not included as budgetary expenditures. Trust fund amounts are shown only as a restriction of fund balance; the balance in the PARS §115 Trust account was $21.2 million as of December 31, 2021. 15 2021-22 Mid -Year Report March 16, 2022 General Fund Mid -Year Personnel Classification and Position Changes This section of the report seeks approval of recommended personnel actions. Periodically, the City seeks to modify, establish, reallocate, or delete positions to reorganize or restructure staffing to most effectively and efficiently serve the community and City goals. The City is proposing the following amendments to the classification plan: 1. Reclassification of one Library Assistant II position to an Administrative Assistant I position in the Library Department; 2. Revision of Sustainability Coordinator classification 3. Deletion of one vacant Deputy Finance Director (-1.0 FTE) position in the Finance Department; 4. Addition of one Financial Services Manager (1.0 FTE) position in the Finance Department and adoption of the Financial Services Manager classification and salary range; 5. Reclassification of one Senior Management Analyst position to Financial Services Manager position in the Finance Department; 6. Reclassification of one Payroll Administrator position to Senior Accountant position in the Finance Department; 7. Reclassification of one Accounting Technician position to Customer Services Supervisor and adoption of the Customer Services Supervisor classification and salary range; 8. Addition of one Accounting Technician (1.0 FTE) in the Finance Department; and 9. Revision of Accountant classification and adoption of Accountant II salary range. Library Department Library Assistant 11 Position Reclassification The incumbent Library Assistant II has seen a gradual and permanent shift in duties starting in around 2015, as new technologies have been implemented and new duties added for payroll and library financial, contracting, and procurement functions. Some changes were due to the City Librarian expanding specific duties related to budget planning, researching local vendors, and monitoring the expansion of Library Foundation and state grant accounts for state audits. Others were due to shifting technologies and new systems the City has implemented. The existing duties of the incumbent are more closely aligned with those of an Administrative Assistant I. The fiscal impact of this reclassification is $695 in the current Fiscal Year and $2,322 in FY2022-23. City Manager's Department Sustainability Coordinator Classification Revisions The incumbent has served eight years in the position. While revisions to the classification duties and knowledge, skills, and abilities of a classification are at the discretion of the City Manager, any revisions to the job title (as reflected on the salary schedule), require Council approval. The title is being changed from Sustainability Coordinator to Sustainability Program Manager, to reflect the level of authority and responsibility and the scope of the classification to manage the sustainability program for the City of Burlingame, with minimal direction and supervision. This is differentiated from a coordinator that requires a higher level of oversight, and from a manager that has supervisory and other responsibilities beyond the program level. There is no change in salary. 16 2021-22 Mid -Year Report March 16, 2022 Finance Department Reorganization The proposed reorganization for the Finance Department will provide the resources needed to 1) effectively and efficiently supervise existing staff; 2) provide growth and employee retention opportunities within the department; 3) provide for long-term service level sustainability; and 4) support the continuing process of replacing the City's enterprise resource planning system. Since the Deputy Finance Director's resignation in January 2022, one Accountant has resigned, and an Accounting Assistant II has been promoted within the City. Although the City conducted extensive outreach and advertising during the recruitment to fill the Deputy Director position, no qualified candidates applied. Based on the City's experience with recruitment for comparable internal and external job classifications, it will be difficult to attract and retain candidates with the desired experience and expertise under the current organizational structure. Information gathered during the exit process for the former incumbent revealed that all Finance positions and functions reported directly to the Deputy Finance Director. This is an overwhelming scope and responsibility for one position and revealed a need for a reorganization of the Finance Department. In addition, the Payroll Division is significantly understaffed, with responsibility for Payroll for the City falling to one individual. This creates significant risk if the individual is absent for an extended period of time or vacates the position. The primary reorganizational request is to reallocate the vacant Deputy Finance Director position to a Financial Services Manager and reclassify the Senior Management Analyst to a Financial Services Manager so that the functions of Finance will be split between the two managers, rather than all fall under one position. The City will then recruit for a Financial Services Manager, rather than a Deputy Finance Director, to fill the vacancy. The vacant Financial Services Manager will oversee the Accounting/General Ledger, CAFR, Audit, and Revenue Services divisions. Reclassifying the Senior Management Analyst classification is in recognition that the incumbent currently is responsible for overseeing the Budget, enterprise resource planning (ERP) system, and Utility Billing divisions. Following the reclassification, this Financial Services Manager will also oversee the Payroll division. Adding resources and staffing to the Payroll division is critical to ensure the service level sustainability of the Payroll division. The incumbent Payroll Administrator has been working at the level of a Senior Accountant and possesses the required educational merits for the position. Adding an Accounting Technician to the Payroll function is needed as this function is understaffed, with more work and responsibility than staffing allows. Equally as important is the reorganization of the Utility Billing division. The Utility Billing function has been supervised by an Accounting Technician informally for some time. Reclassifying the incumbent Accounting Technician to a supervisory classification provides more formal supervision for Utility Billing staff, and more correctly aligns the duties of the incumbent with the classification. The proposed salary range for the new Customer Services Supervisor is the equivalent of the Accountant II and Payroll Administrator positions. Revising the Accountant classification to a flexibly staffed Accountant 1/II classification provides flexibility to fill the vacant position at a lower level and creates a clear career path in the accounting series, providing growth and retention opportunities in the department. The proposed salary range 17 2021-22 Mid -Year Report March 16, 2022 for Accountant I is the equivalent of the Accounting Technician position, while the proposed salary range for Accountant 11 is the equivalent of the Customer Services Supervisor and Payroll Administrator positions. It is through their hard work and dedication that the Finance Department's service level has been maintained so far, but the current organizational structure and workload are not sustainable in the long run. The proposed changes in the Finance Department will result in a $77,458 savings in the current Fiscal Year and a budget impact of $99,457 in FY2022-23. Notification of all changes has been provided to the appropriate bargaining units, and the proposed changes are acceptable to them. There are no budget adjustments needed for the current fiscal year. General Fund Non -personnel Appropriation Adjustments Total General Fund expenditures increased 2.4 percent ($1.5 million) in the FY 2021-22 adopted budget (not including contributions to the pension trust fund) as compared with the prior year's adjusted budget. The increase in the operating budget was largely due to an increase in the cost of wages and benefits of full-time, part-time, and seasonal employees, as well as increased pension costs. With this mid -year analysis, a fairly significant increase in the operating expenditures budget (nearly $1.4 million) is recommended for the FY 2021-22 General Fund appropriations, largely due to a one-time liability insurance claim payment being made in the current fiscal year in addition to unanticipated operational needs as described by department below. General Government — The budget for this group of departments supplies the resources that support services often referred to as "administrative" activities. Although each department is bound by a separate budget, recommended adjustments are fairly minor, and they are combined in this report to give an overall context to the administrative costs of the City. During the year-end closing process for FY 2020-21, the City implemented Governmental Accounting Standards Board Statement No. 84 (GASB 84), merging the Deferred Compensation — Retirees Fund into the General Fund. As a result, a $30,000 increase is needed to capture the activities around the administration of deferred compensation benefits. Community Development Department — A $30,000 increase is needed in the Planning Division's contract services budget to fund a consultant contract to assist with setting up and running a project to digitize the Planning Division files in Laserfiche. In addition, a $35,000 budget request has been made to conduct the Commercial Linkage fee update. Library - An increase of $17,600 in the Library's contractual budget is needed to cover unanticipated services cost increases via contract with the Peninsula Library System. Parks and Recreation — In addition to the need for a $750,000 increase for the Insurance Internal Service Fund cost allocation, the Park Division has requested an additional $276,000 in contract services funding for unexpected emergency Eucalyptus tree removals adjacent to the Caltrain railroad track. ff.] 2021-22 Mid -Year Report March 16, 2022 General Fund Operating Summary A summary of the impacts to the General Fund of the adjustments made as a result of this mid- year analysis is shown in the schedule below: CITY OF BURLINGAME, CA GENERAL FUND OPERATING SUMMARY Total Revenue Expenditures Departmental Expenditures Transfers to Debt Services Transfers to Capital Project Fund Other Transfer In (Out) Total Expenditures FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Actuals Actuals Budget Projection Amendment $ 72,157,856 $ 62,122,057 $ 67,076,422 $ 68,503,022 $ 1,426,600 (58,205,462) (58,443,618) (64,497,732) (65,858,332) (1,360,600) (4,708,763) (2,728,338) (3,579,508) (3,579,508) 0 (9,485,000) (3,209,000) (3,265,000) (3,265,000) 0 2,400,319 2,573,550 1,786,230 1,756,230 (30,000) (69,998,906) (61,807,406) . (69,556,010) (70,946,610) (1,390,600) Net Operating Surplus (Deficit) 2,158,950 314,650 (2,479,588) (2,443,588) 36,000 Transfer to Capital Investment Reserve (6,500,000) 0 0 0 0 Change in General Fund Balance $ (4,341,050) $ 314,650 $ (2,479,588) $ (2,443,588) $ 36,000 Adjusted by the recommended amendments in this report, the General Fund shows an $2.4 million projected deficit (negative net operating revenues) for fiscal year 2021-22, a decline in financial position from the $1.7 million deficit estimated when the budget was adopted last June. General Fund Balance Once all the mid -year adjustments are posted, the General Fund shows a projected total fund balance of about $42.8 million at the end of the 2021-22 fiscal year. CITY OF BURLINGAME, CA CHANGES TO GENERAL FUND BALANCE Beginning Fund Balance (audited) Projected Revenues & Expenditures Projected revenues Projected departmental expenditures Subtotal, Revenues Net of Expenditures Transfer to Debt Service Transfer to Capital Project Fund Other Transfers In (Out) of General Fund Transfer to CIP Renewal & Replacement Reserve Ending Fund Balance (Projected) FY 2020-21 FY 2021-22 FY21-22 Actual Current Budget New Projection $ 44,892,409 $ 45,207,059 $ 45,207,059 62,122,057 67,076,422 68,503,022 (58,443,618) (64,497,732) (65,858,332) 3,678,438 2,578,690 2,644,690 (2,728,338) (3,579,508) (3,579,508) (3,209,000) (3,265,000) (3,265,000) 2,573,550 1,786,230 1,756,230 0 0 0 $ 45,207,059 $ 42,727,472 $ 42,763,472 two, 2021-22 Mid -Year Report March 16, 2022 Note that at the time the current -year budget was adopted, the ending General Fund balance was projected to be $37.3 million at June 30, 2022, based on the $39.0 million budgeted fund balance at the end of FY 2020-21. However, due to lower -than -anticipated revenue losses and significant departmental expenditure savings, the General Fund finished the year with a small surplus of $314,650, and actual fund balance as of June 30, 2021 was $45.2 million. As shown below, the budget deficit for the current fiscal year is most apparent in the decreased unassigned fund balance — a $5.6 million decrease is anticipated. The Economic Stability Reserve will increase $2.1 million based on increased revenues, in accordance with the City's General Fund Reserve Policy. Restricted fund balance, reflecting General Fund contributions to the § 115 Pension Trust Fund, will increase by about $1.9 million. CITY OF BURLINGAME, CA GENERAL FUND BALANCE ASSIGNMENTS Economic Stability Reserve Catastrophic Reserve Contingency Reserve Subtotal, Assigned Fund Balance FY21-22 FY21-22 FY19-20 FY20-21 Adopted New Actuals Actuals Budget Projection $ 18,905,000 $ 14,356,000 $ 16,098,000 $ 16,441,000 2,000,000 2,000,000 2,000,000 2,000,000 500,000 500,000 500,000 500,000 21,405,000 16,856,000 18,598,000 18,941,000 Add: Restricted for Pension Trust Fund (PARS) 10,823,849 15,723,356 14,925,849 17,575,356 Add: Investment Mark -to -Market 2,003,217 794,122 2,003,217 0 Add: Unassigned Fund Balance 10,660,343 11,833,581 1,760,929 6,247,116 Total, Ending Fund Balance $ 44,892,409 $ 45,207,059 $ 37,287,995 $ 42,763,472 As of June 30, 2022, the General Fund's projected fund balance of $42.8 million represents 60.3 percent of General Fund operating expenditures of $70.9 million. Because $17.6 million is restricted for pension benefits through the § 115 Trust Fund, a better measure of coverage is the unrestricted fund balance of nearly $25.2 million, which equates to 35.5 percent of the fund's operating expenditures. This is well below prior -year expenditure coverage, especially when one considers the inclusion of the June 30, 2021 "Mark -to -Market" gain on the City's investment portfolio as part of the fund balance. (This amount varies widely, and because the significant amount appears as a revenue adjustment that is not within the City's control, it has been isolated in the table of General Fund Balance components above.) The City's General Fund Reserve Policy and resulting reserve target was based on an assessment of the City's revenue volatility and infrastructure risks, as well as the possibility of extreme events, in establishing a reserve target specifically for the City of Burlingame. As such, the Council's reserve management strategies reflect best practices in public finance. Once funded according to the policy, the City's reserves (nearly $18.9 million) comprise the largest portion of the General Fund's ending balance, an amount equal to 27.7 percent of projected General Fund revenues for the year. The reserve policy calls for an Economic Stability Reserve of 24 percent of budgeted revenues, a Catastrophic Reserve of $2 million, and a $500,000 Contingency Reserve. This leaves an unassigned fund balance of less than $6.2 million. 20 2021-22 Mid -Year Report March 16, 2022 In the past, the City Council has been comfortable with a $9-10 million unassigned fund balance for the General Fund; available funds in excess of this amount were transferred to the Capital Investment Reserve or to the City's pension trust fund held by Public Agency Retirement Services (PARS). A better return on the City's investments could be obtained In the PARS account rather than in its general portfolio. The trust fund is ultimately a very flexible placement of the City's funds. Although the funds can only be used to pay for retirement obligations through CalPERS, the City's required contributions to CaIPERS will be over $8.8 million in the current fiscal year and increase in future fiscal years. Should funds be needed for other purposes, the CalPERS contributions could be paid directly from the trust fund, freeing up General Fund monies for other desired uses. This flexibility will serve the City well when considering funding strategies in the review of the five-year forecast. General Fund Reserve Policy and Capital Investment Reserve — The City Council approved a General Fund Reserve Policy early in 2015 that recognized the need for adequate reserves to guard against future economic downturns such as the current slump brought on by the pandemic. The policy dictates an annual review and adjustment in the Economic Stability Reserve. In addition, in recognition of Burlingame's significant unfunded capital planning/facility needs and the continued impact of these needs on the City's financial flexibility, the Council also approved the establishment of a Capital Investment Reserve within the Capital Improvement Projects (CIP) Fund. The purpose of the Capital Investment Reserve was to offset the further accumulation of unfunded liabilities that aging facilities represent. The reserve was initially funded with a General Fund transfer of $3 million, a reflection of the fund's operating surplus in fiscal year 2013-14. Since that time, the Capital Investment Reserve has been funded with each annual operating budget in the base amount of $3 million. The reserve has also grown as a result of surpluses generated during the continued economic expansion of recent years. CITY OF BURLINGAME, CA CHANGES TO CAPITAL INVESTMENT RESERVE Beginning Balance Established 3/31/15 (FY14-15) $ 3,000,000 Budget Transfer from General Fund in FY 2015-16 3,000,000 Add'I Budget Transfer from General Fund in FY 2015-16 (mid -year) 5,000,000 Decrease in Catastrophic Reserve Fund (mid -year) 2,500,000 Ending Balance 6/30/16 $ 13,500,000 Budgeted Transfer from General Fund in FY 2016-17 3,000,000 Add'I Budget Transfer from General Fund in FY 2016-17 (mid -year) 4,000,000 Ending Balance 6/30/17 $ 20,500,000 Budget Transfer from General Fund in FY 2017-18 3,000,000 Add'I Budget Transfer From General Fund in FY 2017-18 (mid year) 2,300,000 Ending Balance 6/30/18 $ 25,800,000 Budget Transfer from General Fund in FY 2018-19 3,000,000 Ending Balance 6/30/19 $ 28,800,000 Budget Transfer from General Fund in FY 2019-20 6,500,000 Transfer to fund New Community Center Project (10,644,000) Ending Balance 6/30/20 $ 24,656,000 Purchase of Rule 20-A Credits (Saratoga) (1,208,330) Purchase of Rule 20-A Credits (Shasta County) (2,250,000) Budgeted Balance at 6/30/21 $ 21,197,670 21 2021-22 Mid -Year Report March 16, 2022 Unlike other amounts reflected in the fund balance of the Capital Projects Fund, Capital Investment Reserve funding will not be appropriated to a specific project. Rather, the reserve accumulates for capital projects to be initiated when timing is optimal and sufficient other funding is identified. An appropriation from the Capital Investment Reserve was made in FY 2019-20 to supplement the $38.9 million in proceeds from the issuance of the 2019 Lease Revenue Bonds to fund the construction of the new Community Center. In FY 2020-21, strategic purchases of Rule 20A credits from other agencies were made to offset the cost of undergrounding utility lines as part of the El Camino Real Renewal Project. The $3.5 million purchase will provide over $11.5 million of funding for that project, which is expected to cost approximately $30 million. Generally, recommendations for funding this reserve are typically executed with each budget adoption and again with the annual mid -year analysis. As the City is not anticipating a surplus in the current fiscal year, the budget contains no additional funding for the Capital Investment Reserve. Other Funds Although the General Fund is the main operating fund of the City, the City utilizes various enterprise, capital, internal services, and special revenue funds to account for both governmental and business -like activities. Finance staff reviewed all City funds for this mid -year analysis. The chart below shows a summary of the impacts to all funds as a result of this mid -year analysis: CITY OF BURLINGAME, CA BUDGET SUMMARY BY FUND FY21-22 FY21-22 FY21-22 Current New Budget Budget Projection Amendment General Fund $ 64,497,732 $ 65,858,332 $ 1,360,600 Capital Projects 15,370,000 15,787,500 417,500 Financing Authority 6,445,528 6,445,528 - Water Enterprise 15,128,916 15,212,416 83,500 Sewer Enterprise 11,530,021 11,541,021 11,000 Parking Enterprise 831,600 881,800 50,200 Solid Waste Enterprise 685,937 697,937 12,000 Landfill Fund 261,035 271,035 10,000 Building Enterprise 3,156,663 3,226,663 70,000 Special Revenue Funds 406,500 406,500 - Internal Service Funds 608,496 731,896 123,400 Total $118,922,428 $121,060,628 $ 2,138,200 22 2021-22 Mid -Year Report March 16, 2022 Capital Projects Fund — Staff identified two adjustments to the City's Capital Projects Fund. In September 2021, the City Council authorized a $104,900 contract with SWA Group for schematic design services for a Town Square on City parking lot E, transferred $105,000 from the General Fund reserve to the Capital Project Fund, and appropriated the entire amount to fund this effort. In October 2021, the City entered into a contract with Powerflex System Inc to install and operate electric vehicle charging stations at the Donnelly parking garage in the amount of $312,500. The majority of the contract amount ($300,000) will be reimbursed by CALeVIP, while the remaining $12,500 will be covered by the City's Parking Enterprise Fund. Debt Service Fund — No mid -year adjustments to the adopted budget for fiscal year 2021-22 are needed for the City's Debt Service Fund. Because the Community Center Lease Revenue Bonds proceeds are being drawn on as construction continues, interest earnings on the Debt Service Fund will decrease in the current fiscal year. This decrease was anticipated in the adopted budget for fiscal year 2021-22. CITY OF BURLINGAME, CA GENERAL FUND DEBT SERVICE OBLIGATIONS FY21-22 Adopted Description Maturity Budget 2006 Pension Obligation Bonds FY2036 $ 1,018,550 2012 Lease Revenue Bonds (Burl Ave Streetscape)* FY2042 551,688 2019 Lease Revenue Bonds (Community Center) FY2049 1,997,750 Debt Administration Costs 11,520 Subtotal, Principal and Interest 3,579,508 Contributions from Other Funds (810,330) Net General Fund Debt Service $2,769,178 *100% reimbursed by the Special Assessment District and Parking Enterprise Gas Tax (HUTA) and Road Repair and Accountability Act (RRAA) of 2017 — The Gas Tax is a special revenue fund used to account for the revenue received from the State of California derived from gasoline taxes. These funds may only be used for street purposes as specified in the State Streets and Highways Code, so they have always been an important revenue source for the City's Streets Capital Improvement Program. However, prior to the Road Repair and Accountability Act of 2017 (SB 1), Highway Users Tax (HUTA) revenues were in large part tied to gasoline sales. As a result of downward trends in taxable sales of gasoline, road and transit investments were not keeping pace with the growth in transportation needs across the state. 23 2021-22 Mid -Year Report March 16, 2022 The RRAA provided a significant new investment in California's transportation systems - about $5.2 billion per year over the first decade of funding, split equally between state and local investments. The Act enhanced HUTA allocations through increases in per gallon fuel excise taxes, diesel fuel sales taxes, and vehicle registration taxes; stabilization of the problematic price -based fuel tax rates; and inflationary adjustments to rates in future years. The Act more than doubled local streets and road funds allocated from HUTA by also providing funds from new taxes through a new Road Maintenance and Rehabilitation Account (RMRA). The RMRA allocations include funds from the additional taxes enacted by SB 1: a 12 cent gasoline excise tax, a 20 cent diesel fuel excise tax, and transportation improvement fees (vehicle registration taxes). Each January, the California Department of Finance (DOF) provides new revenue estimates for transportation tax revenues; estimates for the current fiscal year are adjusted modestly based upon these new estimates. The adjustments result in an increase of $87,900 over the revenues initially projected for FY 2021-22: CITY OF BURLINGAME, CA GAS TAX ALLOCATIONS FY21-22 FY21-22 FY21-22 2019-20 FY20-21 Current New Budget Adjustment Description Actuals Actuals Budget Projection Amendment Up (Down) % 2103 State Gasoline Tax $ 209,047 $ 200,939 $ 232,100 $ 252,200 $ 20,100 8.7% 2105 State Gasoline Tax 154,650 153,441 170,500 175,900 5,400 3.2% 2106 State Gasoline Tax 110,441 101,029 108,900 110,800 1,900 1.7% 2107 State Gasoline Tax 195,275 207,631 216,800 239,800 23,000 10.6% 2107.5State Gasoline Tax 6,000 6,000 6,000 6,000 - 0.0% RMRA (SB1) 529,775 553,402 578,600 616,100 37,500 6.5% TCRF (S61) Loan Repyment 34,083 - - - - n/a $ 1,239,270 $ 1,222,442 $ 1,312,900 $ 1,400,800 $ 87,900 6.7% Storm Drainage Fund - The Storm Drainage Fund accounts for the storm drainage fees collected due to an assessment approved by parcel owners in the city at a special election in May 2009. The storm drainage fees (approximately $3.1 million in the current fiscal year) have supported three bond issuances (Storm Drainage Revenue Bonds Series 2010, 2012, and 2016) in the past. In June 2021, the City issued Storm Drainage Revenue Bonds, Series 2021 to provide additional funding for improvements to the storm drain system, fund a reserve account for the bonds, and refund the Storm Drainage Revenue Bonds Series 2012. A transfer of $2.6 million to the Debt Services Fund was requested in the adopted budget for FY 2021-22 to cover the debt service payment for the 2010, 2016, and 2021 bond issuances. No adjustments are needed to the fund's FY 2021-22 budget. Water & Sewer Funds - The COVID-19 stay-at-home mandates and state water conservation mandates had a downward effect on municipal water demand. Overall consumption has dropped about 9.3 percent for the first half of the fiscal year compared to the same period last year. Water revenue for mid -year was about 49.8 percent of the current -year budget and approximately $725,000 lower than from the same period last year ($10,348,000 vs. $11,073,000). As a large portion of sewer charges are based on water consumption, sewer service revenues for mid -year 24 2021-22 Mid -Year Report March 16, 2022 were about 48.8 percent of the current -year budget. The City Council approved average rate increases of 9% for the three calendar years beginning January 1, 2022, to increase the fund's net investment in capital assets through improvements to the City's wastewater collection system and treatment plant. Staff also saw a water consumption increase of 9.7 percent in February. Therefore, no revenue budget adjustments are recommended at this time for either fund. A combined increase of $94,500 for the operating expense budget is recommended at mid -year to fund the unanticipated increase in BAWSCA fees for water conservation programs and outreach materials ($30,000), unforeseen bucket truck rental costs ($26,000), an increase in the cost of repair parts and materials ($35,000), and upgrades to incompatible devices ($3,500). Solid Waste and Landfill Funds — The City Council approved increases in Solid Waste rates for calendar years 2019, 2020, and 2021 to eliminate prior -year deficit spending, rebuild the fund's rate stabilization reserve, and provide cost increases for the new franchise agreement with Recology for collection services beginning January 1, 2021. Customer rates pay not only for solid waste collection services, but also for the processing, staging, and shipment of materials at the Shoreway facility, owned and operated by the South Bayside Waste Management Authority Joint Powers Agreement (SBWMA), of which Burlingame is a member. Disposal fees and the cost of organic waste programs also need to be covered in the rates. Rates must also provide for the costs of monitoring and testing the City's former landfill and reducing the post -closure liability associated with the landfill; the cost of City -sponsored waste reduction programs; street sweeping; and the periodic steam cleaning of public trash receptacles. Increased operating and capital costs are anticipated in this utility, as the State has finalized regulations pertaining to the reduction of greenhouse gasses through the management of organic wastes. The regulations will require new technologies that are currently being pursued by the SBWMA. As an essential service, residents and businesses rely on the solid waste services the City provides through its contracts and partnerships within the SBWMA. The pandemic has altered the character of solid waste generation and created a revenue shortfall. Based on the SBWMA's estimation, the deficits from solid waste operations for Burlingame were $442,500 and $455,000 for calendar years 2021 and 2022, respectively. Staff has proposed a rate increase of 5% for 2022, effective April 1, 2022. The public hearing for this increase is scheduled for March 21, 2022. The desire to keep the Burlingame downtown area clean and free of take-out containers and other debris required the City to keep two street sweepers in operation all year. On top of switching to renewable fuels, the recent fuel price hike triggered the need for a $12,000 increase in the fuel budget. An adjustment of $10,000 is also needed in the landfill budget to cover the annual permit fee from the State Water Resources Control Board. Building Enterprise Fund — Revenues in the Building Enterprise Fund (largely construction permits and building plan check fees) are showing greater -than -anticipated activity in fiscal year 2021-22. Building permits activity is higher than anticipated, and fees are expected to come in $265,600 higher than budgeted. The building plan check revenues are anticipated to exceed the adopted budget (and prior -year results) by over $72,800, for a total budget amendment of nearly $338,400. 25 2021-22 Mid -Year Report March 16, 2022 CITY OF BURLINGAME, CA BUILDING FUND REVENUES FY21-22 FY21-22 FY21-22 FY19-20 FY20-21 Current New Budget Adjustment Description Actuals Actuals Budget Projection Amendment Up (Down) % Construction Permit Fee $ 2,487,684 $ 1,801,300 $ 1,460,000 $ 1,725,600 $ 265,600 18.2% Building Plan Check Fees 1,265,422 1,497,771 1,490,000 1,562,800 72,800 4.9% Microfilm Fees 108,108 74,341 65,000 65,000 0 0.0% Other Revenues 210,092 133,530 100,000 100,000 0 0.0% Total $ 4,071,306 $ 3,506,942 $ 3,115,000 $ 3,453,400 $ 338,400 10.9% Offsetting these increased revenues somewhat, the Building Division requested a new full-time equivalent Administrative Assistant I position in September 2021 to provide general clerical building support and front counter duties and handle the backlog and respond to public records request. The fiscal impact of this position was estimated at $71,000 at the time of approval. A number of larger development projects are either under construction or are anticipated to be under construction in the next few years. This includes large multiunit residential developments beginning construction in the North Rollins Road area (1 Adrian Court and 30 Ingold Road) and a large commercial project beginning construction on the Bayfront (567 Airport Blvd). Based on Planning Division submittals, additional large-scale commercial projects (1699 Bayshore Highway, 1300 Bayshore Highway, 620 Airport Boulevard, and 777 Airport Boulevard) and multiunit residential development projects (1766 El Camino Real and 1855-81 Rollins Road) are anticipated in the next few years. Many of these projects have aggressive construction schedules, and an additional Building Inspector I/II position is needed to ensure inspections are performed on a timely basis. Therefore, staff is proposing to add an additional Building Inspector 1/11 (1.0 FTE) in the Building Division of the Community Development Department. The estimated fiscal impact for the reminder of the fiscal year is about $30,000. A $40,000 increase is also needed in the area of contract services to provide additional support with the new software upgrade and implementation ($30,000) and annual licensing fees for using ECS Imaging Inc's services for scanning plans and documents ($10,000). Parking Enterprise Fund — The Parking Enterprise Fund provides for the maintenance and upkeep of the City's parking lots and metering equipment, including maintenance and utility service for the electric vehicle (EV) charging stations in City lots. Parking fee revenue projections were lowered because of statewide shelter -in -place orders. The new 161 Highland Ave parking garage, which opened in late September 2021, provided an additional 368 parking spaces for public use in the downtown. Staff anticipates that both parking fees and parking permits will trend upwards toward pre -pandemic levels as the indoor mask mandate ended in February. Therefore, staff proposes positive revenue adjustments for parking fees ($362,200) and parking permits ($67,000) for FY 2021-22. Internet costs needed to operate the pay stations, security cameras in the new parking garage, meter repair expense, and the IPS group operating fee for smart meters suggest a budget increase of $50,200 is necessary in the Parking Enterprise Fund. 26 2021-22 Mid -Year Report March 16, 2022 Internal Service Funds — Internal service funds (ISFs) are used to account for internal costs that are borne by all departments/programs of the City. Allocation of these centrally incurred costs is performed based on estimated usage or other metrics. Changes to the budget of an internal service fund do not necessarily require an offsetting change in the fund's revenues (charges to the participating departments), as each fund has a separate fund balance that can vary due to need. However, these funds are carefully monitored to ensure that departments are appropriately and adequately charged. Facilities Services Fund— The Facilities Services Fund is used to account for the costs of services provided by the Public Works Department in maintaining and repairing City facilities, including custodial services, on a departmental cost -reimbursement basis. For the current fiscal year, an increase of $67,000 to the fund's budget is requested to cover various contract services and supplies: janitorial services for the New Community Center ($26,200), deep cleanings for City facilities that were impacted by the COVID-19 virus ($4,000), emergency repair of the City Hall elevator ($30,000), replacement of automatic external defibrillator pads and batteries ($3,000), mobile device management software subscription ($1,800), and fuel costs due to a switch to renewable fuels ($2,000). Vehicle and Equipment Maintenance Fund — Approximately $2,150,000 was included in the Fleet Division's adopted budget for fiscal year 2021-22 for the purchase of 14 new replacement vehicles. Out of the 14 vehicles, four were originally budgeted in FY 2020-21, and the purchases were deferred to FY 2021-22. As a result, staff re -budgeted $524,490 in FY2021-22. During the mid -year budget process, staff also identified an additional Police vehicle was left out of the re - budgeting process. Therefore, a $43,000 budget increase will be needed for FY 2021-22. The department proposes to partially offset the unanticipated cost increases for GPS Insight vehicle tracking software and dues and permits from various regulatory agencies (total $37,400) with a reduction of its contractual services budget by $24,000. As a result, a net appropriation amount of $13,400 will allow the Fleet Division to meet its operational needs in the current fiscal year. Unfunded Needs The identification and funding of capital projects and otherwise unfunded, long-term needs of the City is a priority of the City Council. Since developing and prioritizing an initial list of unfunded needs in fiscal year 2014-15, staff has explored various options to address the large liabilities represented by the City's aging facilities. In February 2018, the Council approved a Measure I spending plan that included partial debt financing of a new Community Center. The 2019 Lease Revenue Bonds were issued for this purpose, resulting in $38.9 million in bond proceeds. Other City facilities (other than the Recreation Center) have served their original intended design life and are in need of major improvements. Though the City regularly invests in building maintenance, major building components are overdue for replacement. A Building Facilities Condition Assessment Study and Capital Improvement Master Plan, performed in 2016, concluded that the City should consider replacing older buildings before maintenance costs increase significantly. As part of the 2019-20 Goal -Setting Session, the City Council reviewed a list of 17 large unfunded infrastructure projects that carried a total magnitude of cost ranging between $637 million and $786 million. Because these were all multi -year projects, the Council identified the top 27 2021-22 Mid -Year Report March 16, 2022 five infrastructure initiatives it would focus on developing in the coming years: Broadway Grade Separation, City Hall Modernization and Safety Improvements, Specific Plan for Rollins Road, Sea Level Rise Shoreline Protection Improvements, and Underground Power Lines on El Camino Real. As funding options are explored, these and other capital needs will compete for General Fund resources and challenge the organization's capacity to successfully undertake future projects. Although funds have been set aside in the City's Capital Investment Reserve, these major projects will require a financing package of hundreds of millions of dollars. For example, the City's matching obligations for the Broadway Grade Separation project will be substantial. An estimated $15 million in funding from the Capital Investment Reserve was set aside for this purpose. The reserve is generally funded by annual surpluses and one-time revenues. As a result, no funding can be anticipated in years of economic downturn. In fact, once revenues recover from the current pandemic -induced declines, the City will prioritize a rebuilding of General Fund reserves. Non -capital needs, such as accrued pension liabilities, present additional challenges that should be kept in mind when reviewing the current General Fund Five -Year Forecast. General Fund Five -Year Financial Forecast The purpose of the five-year financial forecast is to provide the City Council and public an updated assessment of the City's operating fund fiscal health that takes into account the latest economic developments. It includes a historical perspective on revenues and expenditures over the next fiscal years through FY2026-27. The value of the forecast assists the Council and City management in understanding the City's ability to fund the current level of services being provided and determine if it is likely to be sustainable in the future under the current City revenue structure. The five-year forecast attached to this report as Attachment A was developed using the FY 2021- 22 budget, adjusted for the recommended adjustments in this report, as a starting point for estimating revenues and expenses of future operating budgets. To evaluate the ongoing impact of each of the updated General Fund projections described in the City's five-year forecast, it is important to consider which adjustments reflect one-time events, and which represent a fundamental change in the City's revenue or expenditure structure. One-time revenues cannot be relied upon to augment ongoing services, just as non -reoccurring costs will not drain the General Fund on a continuing basis. Therefore, no sale of General Fund assets or one- time subsidies are assumed in the five-year forecast. Revenues associated with the Measure 1 '/4 % transaction/sales tax are now included in the City's five-year forecast, as are the offsetting expenditures identified in the Measure I spending plan. Measure I revenues and expenditures are accounted for in a subfund of the City's General Fund to provide maximum transparency as to the use of these resources but are always included when reporting General Fund activities. The five-year forecast was prepared with careful consideration to each revenue and expenditure category. These analyses roll up to the summary forecast shown in Attachment A. General Fund revenues are monitored closely. In the past, projections have been based upon a rolling forecast model that combined actual results with smoothed, multi -year historical data. But the pandemic- W-11 2021-22 Mid -Year Report March 16, 2022 induced recession dramatically altered the City's General Fund revenue results last year, and recovery will take a different pace for each revenue category. Forecast assumptions now rely heavily on information from third -party experts, published industry indices, and/or data collected from City departments. Adjustments are also made for known and/or assumed financial factors such as economic and legislative changes at the national, state, and local level. This analytical strategy allows a different growth assumption to be applied for every account within a revenue or expenditure category. With revenues forecasted to grow from pandemic lows, the examination of General Fund expenditures becomes critical in the evaluation of how quickly the City will be able to rebuild the reserves necessary for long-term fiscal health. In general, assumptions regarding future personnel costs (which constitute slightly over half of the General Fund budget) must be carefully considered. Whereas City revenues can vary widely with the economy, decisions made about employee costs have less of an immediate impact on operating budgets but may carry long-term implications that could stifle the ability to provide an appropriate level of services in the future. Therefore, the City has, to the extent possible, limited the addition of full-time equivalent (FTE) positions to the workforce. But the trend of most concern in governmental expenditures — the long-term costs for pension and other benefits for full-time employees — must remain uppermost in budgetary considerations. The City of Burlingame offers its permanent employees a defined benefit pension plan that is administered by the California Public Employees' Retirement System (CaIPERS). Retirement costs continue to rise in part due to actions taken by the CalPERS Board to mitigate the impacts of past investment performance, a prolonged low -interest rate environment, and the volatility anticipated in future investment returns. To increase the likelihood that assets set aside to fund retirement obligations will be sufficient to meet the demand of retiring workers, the Board has reduced its investment return assumption (discount rate), and decreased the number of years over which investment gains and losses are amortized (from 30 to 20 years). CalPERS reported a 21.3% net return on investments for the 12-month period that ended June 30, 2021. The double-digit return triggered a reduction in the discount rate used to calculate employer and Public Employees' Pension Reform Act (PEPRA) member contributions. The discount rate dropped to 6.8% from its then -current level of 7%. On November 15, 2021, the CalPERS Board of Directors voted to keep this discount rate — the long-term interest rate used to fund future pension benefits. These and other actuarial assumption changes will serve to push employer required pension contributions upward over the course of the next five to ten years, as investment returns will be relied upon less, and contributions relied upon more, in order to fund pension obligations. In order to smooth the impact of pension rate increases to future operating budgets, the City established a § 115 pension trust fund with Public Agency Retirement Services (PARS). A prefunding strategy was adopted utilizing a "target" rate of funding, representing the average rate of projected employer contributions that would be required from CalPERS over the next 15 years. we, 2021-22 Mid -Year Report March 16, 2022 CITY OF BURLINGAME, CA CONTRIBUTIONS TO PENSION TRUST BY FUND 2017-181 Actuals 2018-19 Actuals 2019-202 Actuals 2020-21 Actuals 2021-22 Actuals Total Contributions General Fund 4,139,920 2,838,000 2,957,000 2,250,000 1,852,000 14,036,920 Admin/IT 5,641 5,200 3,950 6,000 4,700 25,491 Building Enterprise 82,011 75,900 57,900 86,000 67,800 369,611 Facilities 56,212 51,900 39,300 45,000 35,800 228,212 Fleet/Equipment 36,669 30,100 23,460 28,000 23,900 142,129 Landfill Fund 4,752 4,600 3,490 4,000 3,500 20,342 Parking Enterprise 19,122 17,500 13,200 16,000 12,600 78,422 Sewer Enterprise 169,791 158,200 117,700 139,000 113,800 698,491 Solid Waste Enterprise 30,101 28,000 20,000 24,000 19,500 121,601 Water Enterprise 205,573 188,300 143,000 172,000 138,400 847,273 TOTALS 4,749,792 3,397,700 3,379,000 2,770,000 2,272,000 16,568,492 1 Includes additional $1 million General Fund contribution at mid -year. Z Includes additional $800,000 General Fund contribution for CCFD. Salaries and wages have been broadly projected at levels that assume all existing labor agreements are adhered to until expiration, and the use of part-time employees is resumed in FY 2022-23. Many of the current MOUs with the City's bargaining units expire at the end of calendar year 2022. The long-term forecast reflects growth in salaries and wages at a conservative level of 3 percent once these contracts expire. Another part of the personnel cost budgets is the pre -funding of retiree medical benefits (OPEB). Funded on a pay-as-you-go basis until the 2013-14 fiscal year, the cost of these benefits, largely incurred in prior years, is now being pre -funded through an (external) irrevocable trust. These costs represent a surcharge of approximately 20 percent on regular salaries and benefits. The normal cost (cost of the benefit earned by active employees for the current fiscal year) is included in all personnel cost projections and should decrease over time because retiree medical benefits offered to new employees (since 2012) are greatly reduced. According to the latest OPEB actuarial valuation report, the amount of the surcharge needed will gradually decrease to approximately 15% of payroll in the current fiscal year due to changes in actuarial assumptions and census data. Beginning with the 2016-17 fiscal year budget, staff has recommended that the budgeted transfer from the General Fund to the Capital Projects Fund be established based on the City's capital needs for the upcoming fiscal year, as opposed to a portion of TOT revenues, to the extent there is staff capacity in the organization to accomplish the identified projects. To mitigate the draw on the General Fund reserves because of the pandemic, the current year's transfer was maintained at a low level of $3.3 million. The five-year forecast shows a transfer of $5.2 million for capital projects for FY 2022-23, though that amount is still subject to review. Because the City Council has prioritized several large infrastructure improvement projects that will require significant City funding, the transfer for capital projects is the single largest variable in the General Fund five-year forecast. Although the new Capital Improvement Program (CIP) schedule is not yet finalized, the forecast assumes that projects in the pre -pandemic CIP will kick in for the 2022-23 fiscal year and beyond. No contributions to the Capital Investment Reserve in the Capital Projects Fund are anticipated at this time. 30 2021-22 Mid -Year Report March 16, 2022 Although the broad assumptions that underlie the five-year forecast are considered to be conservatively realistic, any number of risk factors could result in a less positive forecast, including the emergence of additional coronavirus variants, ineffective monetary policy by the Federal government, another major retrenchment of consumer spending, escalating inflation, war, or an emergency event. Conversely, improved revenues from the implementation of business development strategies, or simply pent-up demand for travel and personal services may provide the headwind to stronger revenues and surpluses in the future. No single strategy is assumed to succeed (and included in the five-year forecast) until the result is imminent. Staff has endeavored to provide the most realistic budgetary projections possible using the most recent data available. Analysis of the General Fund and City operations as a whole will continue through the development of the fiscal year 2022-23 budget and will undoubtedly provide revisions to this five-year forecast. Longer term financial planning is not limited to the General Fund. The City's other operating funds are also examined for unfunded liabilities and future vulnerabilities, and adjustments are made as needed. To the extent these funds are not self-sustaining, they can indicate a drag on the City's General Fund operations. To avoid such a condition, long-term plans are updated frequently, and any changes in the outlook of these funds are brought to the City Council's attention through the budget, mid -year analysis, and other financial reporting processes currently in place. FISCAL IMPACT Authorization of the budget amendments described in this report update the previous allocation of City resources for the 2021-22 fiscal year, reflecting changes in economic conditions and the City's current operations and fiscal year-to-date performance. The City Council may consider revisions to the mid -year adjustment in the attached budget resolution, and/or additional amendments to the FY 2021-22 budget. The overall goal is to provide the most accurate picture of the 2021-22 fiscal year's standings in preparation for the FY 2022-23 budget and to assist decision makers in planning for the City's needs in the long-term. Exhibits: • Mid -year Budget Amendments Resolution Resolution Authorizing Position Amendments and Adopting an Amended City of Burlingame Salary Schedule 31 2021-22 Mid -Year Report March 16, 2022 City of Burlingame FY 2021-22 Mid -year Report Attachment A - General Fund Five -Year Forecast 2021-22 New 2022-23 2023-24 2024-25 2025-26 2026-27 Projection Forecast Forecast Forecast Forecast Forecast Revenue Categories Property Taxes 26,840,000 27,937,000 29,463,000 31,081,000 32,796,000 34,614,000 Sales Tax (including Measure 1) 16,623,000 16,955,000 17,294,000 17,640,000 17,993,000 18,533,000 Transient Occupancy Tax 10,000,000 12,975,000 16,868,000 20,242,000 21,659,000 22,742,000 Other Taxes - Franchise Tax 1,590,000 1,604,000 1,641,000 1,680,000 1,719,000 1,760,000 Other Taxes - Business Licenses 700,000 714,000 728,000 743,000 758,000 766,000 Other Taxes -Transfer Tax 850,000 550,000 561,000 572,000 583,000 595,000 Other Taxes - State HOPTR 62,000 63,000 64,000 65,000 66,000 67,000 Licenses & Permits 79,600 80,000 80,000 80,000 80,000 80,000 Fines, Forfeitures & Penalties 816,800 874,000 935,000 972,000 1,001,000 1,021,000 Use of Money & Property 200,000 210,000 221,000 232,000 244,000 256,000 Charges for Services 5,603,762 6,725,000 7,061,000 7,273,000 7,491,000 7,491,000 Other Revenue 75,860 76,000 76,000 76,000 76,000 76,000 Federal COVID Relief Fund 3,695,000 - - - - - State Subventions 167,000 200,000 200,000 200,000 200,000 200,000 Interest Income 1,200,000 1,224,000 1,248,000 1,285,000 1,336,000 1,403,000 Total Revenues 68,503,022 70,187,000 76,440,000 82,141,000 86,002,000 89,604,000 Expenditure Categories Salaries & Wages Benefits Operating Costs Internal Services Capital Outlay Total Expenditures Revenues Over(Under)Expenditures Transfer In (Out) Transfer to CIP Project Funds Transfer to Debt Service Fund Transfers In (Out) - other funds Transfer to Capital Investment Change in Fund Balance before Adjustments Adjustments Transfer to Pension 115 Trust Net Surplus / (Deficit) (20,794,107) (21,418,000) (22,061,000) (22,722,000) (23,404,000) (24,106,000) (13,880,828) (14,825,624) (15,487,624) (16,184,624) (16,774,624) (17,399,624) (25,504,470) (26,447,000) (27,431,000) (28,457,000) (29,529,000) (30,647,000) (5,643,927) (5,094,000) (5,278,000) (5,469,000) (5,655,000) (5,849,000) (35,000) (250,000) (258,000) (266,000) (274,000) (282,000) (65,858,332) (68,034,624) (70,515,624) (73,098,624) (75,636,624) (78,283,624) 2,644,690 2,152,376 5,924,376 9,042,376 10,365,376 11,320,376 (3,265,000) (5,18S,000) (9,460,000) (12,890,000) (8,510,000) (6,460,000) (3,579,508) (3,599,800) (3,622,700) (3,650,000) (3,121,800) (3,104,800) 1,756, 230 1,822,000 1,855,000 1,893,000 1,792,800 1,512,600 (2,443,588) (4,810,424) (5,303,324) (5,604,624) 526,376 3,268,176 (1,852,000) (1,265,000) (852,000) (482,000) (4,295,588) (6,075,424) (6,155,324) (6,086,624) 526,376 3,268,176 FUND BALANCE 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 General Fund Beginning Bal. 45,207,059 42,763,472 37,953,048 32,649,724 40,045,100 40y571,476 General Fund Ending Bal. 42,763,472 37,953,048 32,649,724 27,045,100 40,571,476 43,839,652 Assigned Balance: 18,941,000 19,345,000 20,846,000 22,214,000 23,140,000 24,005,000 Econ. Stability Reserve @ 24% of 1 16,441,000 16,845,000 18,346,000 19,714,000 20,640,000 21,505,000 Catastrophic Reserve ($2 mil.) 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Contingency Reserve ($500,000) 500,000 500,000 500,000 500,000 500,000 500,000 PARS restricted cash 17,575,356 18,840,356 19,692,356 20,174,356 20,174,356 20,174,356 Unassigned Fund Balance 6,247,116 (232,308) (7,888,632) (15,343,256) (2,742,880) (339,704) 32 2021-22 Mid -Year Report March 16, 2022 Attachment A — General Fund Five -Year Forecast (Continued) General Fund - Top 3 Revenues -Property Taxes —Sales Tax (including Measure1) —Transient Occupancy Tax 40 c 35 33 � 35 31 30 29 � 28� 29""--- 27 25 i 23l 24� 23 20 22 20 20---_ 22 18— 16-� 17 � 17= 1718— 1� 19 15 15 13 10 _ 1� 5 6 201E-19 2019-20 2020-21 2021-22 2022-23 2023-24 202425 2025-26 2026-27 Actual Actual Actual New Forecast Forecast Forecast Forecast Forecast Projection General Fund Assigned + Unassigned Balance C� Fund Balance (Assigned + Unassigned) O Draw from Other Sources �Econ. Stability Reserve @ 24% of GF Rev. —Catastrophic Reserve ($2 mil.) Contingency Reserve ($500,000) 45 c 40 35 30 25 20 15 10 5 0 201E-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 General Fund Revenues vs. Expenses Baseline Expenses Transfer to CIP � Transfer to Capital Investment —Reverues 110 0 100 g 90 80 70 60 50 40 30 20 10 . rT 201E-19 2OM20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 33 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME APPROVING ADJUSTMENTS TO ESTIMATED REVENUES AND APPROPRIATIONS FOR THE FISCAL YEAR 2021-22 BUDGET RESOLVED, by the CITY COUNCIL of the City of Burlingame, California and this Council does hereby APPROVE and AUTHORIZE the Finance Director & Treasurer to amend the current Fiscal Year 2021-22 Budget as outlined below to reflect actual fiscal conditions and projections outlined in the Mid -Year Report: Amendments to Estimated Revenues: General Fund: Property Tax 1,850,000 Sales and Use Tax 1,327,000 Transient Occupancy Tax (3,500,000) Other Taxes - Franchise Tax (15,000) Other Taxes - Business Licenses (100,000) Other Taxes - Transfer Tax 300,000 Licenses & Permits 6,400 Fines, Forfeitures & Penalties (71,200) Charges for Services 788,540 Other Revenue 45,860 Federal COVID Relief Fund 795,000 Other Funds: Gas Tax - Highway User's Tax 50,400 Gas Tax - Road Repair & Accountability Act 37,500 Parking Enterprise — Parking Fees 362,200 Parking Enterprise - Monthly Parking Permits 67,000 Building Enterprise - Permit Fees 265,600 Building Enterprise - Building Plan Check Fees 72,800 General Liability Insurance Fund 750,000 Amendments to Appropriations: General Fund Human Resources 30,000 Police & Dispatch 142,000 Engineering 80,000 Community Development 65,000 Parks 1,026,000 Library 17,600 Water Enterprise Fund 83,500 Sewer Enterprise Fund 11,000 Parking Enterprise Fund 50,200 Solid Waste Enterprise Fund 12,000 Landfill Fund 10,000 Building Enterprise Fund 70,000 Facilities Services Fund 67,000 Fleet/Equipment Service Fund 56,400 General Liability Insurance Fund 750,000 Revisions to Transfers In / Out: Transfer Out from General Fund to Special Revenue Fund 30,000 Transfer In to Special Revenue Fund for: 30,000 Park Donation & Replacement (9560) Mayor I, MEAGHAN HASSELL-SHEARER, City Clerk of the City of Burlingame, do hereby certify that the foregoing Resolution was adopted at a special meeting of the City Council held on the 16th day of March, 2022 and was adopted thereafter by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: City Clerk RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BURLINGAME AUTHORIZING POSITION AMENDMENTS AND ADOPTING AN AMENDED CITY OF BURLINGAME SALARY SCHEDULE WHEREAS, under the City of Burlingame Civil Service Rules, adopted pursuant to Municipal Code Section 3.52.030, the City Council is the final authority for approving the classification and compensation plan; and WHEREAS, the proposed changes are as detailed below: • Reclassification of one Library Assistant II position to Administrative Assistant I position in the Library Department; • Deletion of one vacant Deputy Finance Director (-1.0 FTE) position in the Finance Department; • Addition of one Financial Services Manager (1.0 FTE) position in the Finance Department and adoption of the Financial Services Manager classification and salary range; • Reclassification of one Senior Management Analyst position to Financial Services Manager position in the Finance Department; • Reclassification of one Payroll Administrator position to Senior Accountant position in the Finance Department; • Reclassification of one Accounting Technician position to Customer Services Supervisor and adoption of the Customer Services Supervisor classification and salary range; • Addition of one Accounting Technician (1.0 FTE) in the Finance Department; and • Addition of one Building Inspector 1/11 (1.0 FTE) in the Building Division of the Community Development Department; and • Revision of Accountant classification and adoption of Accountant 11 salary range; and • Revision of Sustainability Coordinator classification; and WHEREAS, the basis for the proposed changes is fully detailed in the staff report for this item on the March 16, 2022 City Council agenda; and WHEREAS, the proposed changes are contingent upon adoption of the Fiscal Mid -Year 2021-22 Budget revisions; and WHEREAS, the bargaining units representing the impacted classifications have reviewed the proposed changes and have not brought forth any objections or concerns; and WHEREAS, the changes require the City Council to adopt an amended City of Burlingame Salary Schedule. NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Burlingame finds, orders, and declares that: 1. The Council approves the reclassification of one Library Assistant II position to Administrative Assistant I position in the Library Department; 2. The Council approves the deletion of one vacant Deputy Finance Director (-1.0 FTE) position in the Finance Department; 3. The Council approves the addition of one Financial Services Manager (1.0 FTE) position in the Finance Department and adoption of the Financial Services Manager classification and salary range; 4. The Council approves the reclassification of one Senior Management Analyst position to Financial Services Manager position in the Finance Department; 5. The Council approves the reclassification of one Payroll Administrator position to Senior Accountant position in the Finance Department; 6. The Council approves the reclassification of one Accounting Technician position to Customer Services Supervisor and adoption of the Customer Services Supervisor classification and salary range; 7. The Council approves the addition of one Accounting Technician (1.0 FTE) in the Finance Department; and 8. The Council approves the addition of one Building Inspector 1/11 (1.0 FTE) in the Building Division of the Community Development Department; and 9. The Council approves the revision of Accountant classification and adoption of Accountant 11 salary range; and 10. The Council approves the revision of Sustainability Coordinator classification; and 11. The Council adopts the amended City of Burlingame Salary Schedule. Ricardo Ortiz, Mayor I, Meaghan Hassel Shearer City Clerk of the City of Burlingame, certify that the foregoing resolution was introduced at a regular meeting of the City Council held on the 16th day of March 2022, and was adopted thereafter by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: Meaghan Hassel Shearer, City Clerk SUSTAINABILITY COORDINATOR PROGRAM MANAGER Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessaryfor entry into the class and do not necessarily convey the qualifications of incumbents within the position. DEFINITION Under general direction of the City Manager, the Sustainability Program Manager is responsible for planning, organizing, directing and coordinating a greenhouse gas (GHG) emission reduction and environmental sustainability program. The incumbent will coordinate with City departments and the public to establish and implement an action plan for City operations and the community -at -large to implement the City's Climate Action Plan and to promote sustainability principles in general. DISTINGUISHING CHARACTERISTICS The incumbent will be a person with vision and commitment to sustainability efforts with the desire to make a change in the community. The majority of work will involve independent thinking, departmental coordination, and active community involvement. IMPORTANT AND ESSENTIAL DUTIES: (include but are not limited to the following) • Develop and coordinate sustainability strategy and programs for City. • Formulate sustainability policies. • Coordinate Build and manage sustainability activities among departments, external agencies and community organizations, and City-wide. • Serve as a technical resource on sustainability initiatives. • Work with City departments to establish sustainable practices applicable to their respective functions. • Keep City current on Federal, State, and local legislation affecting sustainability programs and projects, and analyze implications of new regulations and requirements. • Evaluate proposed sustainability measures to prioritize investment through life cycle costing and cost/benefit analysis. Develop processes to track progress in achieving environmentally sustainable goals and objectives. • Write grant applications. • Act as a City liaison on sustainability topics to private organizations and other government agencies. • Make presentations to Council, other City departments, and applicable outside organizations. • Prepare public information materials. • Prepare reports, correspondence, spreadsheets, and PowerPoint presentations. • Establish and maintain effective working relationships. • Maintain complete and accurate records. A115 SUSTAINABILITY ROGRAM MANAGER PAGE 1 OF 3 —Perform other duties as assigned. Education and Experience: Any combination equivalent to experience and education that could likely provide the required knowledge, skills, and abilities would be qualifying. A typical way to obtain the knowledge, skills, and abilities would be: Experience: One or- mer-eThree to five years of experience in the field of sustainability program oversight and administration. Education: Bachelor's in environmental science, engineering, economics, planning, or other pertinent field. Demonstrated experience of coordinating or overseeing programs in a public sector environment is highly desirable and one or more years of experience in a field related to sustainability practices. License/Certificate A valid Class C California Driver's License. KNOWLEDGE ABILITIES/SKILLS (The following are a representative sample of the knowledge/abilities and skills necessary to perform essential duties of the position.) Knowledge of: • Principles and practices of program planning, implementation, and evaluation. • Principles of customer service and community relations. • Sustainability programs and environmental issues. • Presentations and networking. Ability to: • Effectively and clearly communicate — both verbally and in writing. • Work independently. • Conduct research and analyze data. • Be flexible. • Make public presentations. • Administer programs. • Lead with a vision. • Motivate and network. • Learn applicable laws, statutes, ordinances, • Complete clear and concise reports and correspondence. • Collect, organize and analyze information. • Operate assigned equipment. SPECIAL REQUIREMENTS This class specification should not be interpreted as all-inclusive. It is intended to identify the essential functions and requirements of this job. Incumbents may be requested to perform job - related responsibilities and tasks other than those stated in this specification. Any essential function or requirement of this class will be evaluated as necessary should an incumbent/applicant be unable to perform the function or requirements due to a disability as defined by the Americans with Disabilities Act (ADA). Reasonable accommodation for the specific disability will be made for the incumbent/applicant when possible. A115 SUSTAINABILITY ROGRAM MANAGER PAGE 2 OF 3 PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS Physical Requirements: Work in an office environment; ability to sit, stand, walk, kneel, crouch, squat, stoop, crawl, twist, climb. Working Conditions: Work in a standard office environment; availability to work irregular hours, including evenings, nights, or some weekends. Al15 SUSTAINABILITY COORDINATOR ROGRAM MANAGER NON-EXEMPT AFSCME LOCAL 829 ADMINISTRATIVE UNIT 03/2020 03/2022 A115 SUSTAINABILITY ROGRAM MANAGER PAGE 3 OF 3 OU .U. iGAME ACCOUNTANT I/II Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities that are associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position. DEFINITION: Under general supervision, performs professional level accounting duties, including general accounting, financial and statistical reporting in accordance with Generally Accepted Accounting Principles (GAAP) and governmental accounting standards; assists in auditing City funds and accounts; performs other related duties as required. DISTINGUISHING CHARACTERISTICS: Accountant I The Accountant I is the entry-level classification in the accountant series that allows the incumbent to develop journey level knowledge and abilities. Initially, under immediate supervision, incumbents perform the more routine professional level accounting duties while learning City policies and procedures. As experience is gained, there is greater independence of action within established guidelines. Upon successful completion of at least one year as an Accountant I and being able to perform the full scope of professional accounting duties with minimal supervision, incumbents are eligible for promotion to the class of Accountant IL This classification is distinguished from the next higher -level classification of Accountant II by the performance of the full scope of professional accounting duties and a greater degree of independence of action. Annrnmtnnt TT The Accountant II is the journey professional level classification in which incumbents are expected to perform the full scope of professional accounting duties with minimum supervision. Successful performance requires a thorough knowledge of governmental accounting procedures and the ability to exercise sound independent judgment. This classification is distinguished from the next higher classification of Senior Accountant in that the latter is responsible for the overall work of the assigned projects. This is a flexibly staffed classification that may be filled at either level. SUPERVISION RECEIVED/EXERCISED: Receives general supervision from the Financial Services Manager and/or Senior Accountant. May exercise functional and technical supervision over assigned staff for assigned projects. ESSENTIAL FUNCTIONS: (include but are not limited to the following) • Performs professional level accounting duties, including general accounting, revenue tracking, accounts receivable, accounts payable, CIP, and fixed asset accounting. • Compiles the monthly balance sheets, cash receipts, and disbursement statements; prepares journal entries and adjustments to the general ledger; prepares a variety of financial and statistical reports, including year-end and month -end reporting. • Prepares financial and statistical statements in accordance with Generally Accepted Accounting Principles and governmental accounting standards; assists in auditing City funds and accounts; compiles and prepares financial statements, general and subsidiary ledgers, supporting schedules, and other financial and statistical reports; establishes and maintains complete files and records related to assigned functions; participates in the maintenance of various computer files and records; inputs and retrieves a variety of fiscal and statistical information. • Assists in maintaining budgetary control over City departmental expenditures; reviews accounting system conformity and compliance with accounting procedures and legal requirements; monitors various accounts ensuring availability of funds and classification of expenditures. • Assigns and audits accounts and vendor numbers; reconciles records to established balances; identifies and resolves discrepancies; allocates costs to appropriate ledger accounts; makes journal entries. • Conducts internal audits; works in conjunction with private auditors or outside consultants; verifies the classification of funds and accounts; verifies and checks accuracy of off-line computer generated reports; researches and analyzes transactions. • Advises operating departments on established City accounting procedures and regulations; attends meetings and conferences as required. • Establishes positive working relationships with representatives of community organizations, state/local agencies and associations, City management and staff, and the public. PHYSICAL, MENTAL, AND ENVIRONMENTAL WORKING CONDITIONS: Position requires prolonged sitting, standing, walking, reaching, twisting, turning, kneeling, bending, squatting, and stooping in the performance of daily activities. The position also requires grasping, repetitive hand movement and fine coordination in preparing statistical reports and data using a computer keyboard. Additionally, the position requires near vision in reading correspondence, statistical data, and using a computer. Acute hearing is required when providing phone and personal service. The need to lift, drag, and push files, paper, and documents weighing up to 25 pounds also is required. Some of these requirements may be accommodated for otherwise qualified individuals requiring and requesting such accommodations. QUALIFICATIONS: ('The following are minimal qualifications necessary for entry into the classification) Education and/or Experience: Any combination of education and experience that has provided the knowledge, skills, and abilities necessary for an Accountant. A typical way of obtaining the required qualifications is to possess the equivalent of two years of responsible professional aeeettntiag exper-ienee, and a baehelef:'s degree i asceu t g, business administration, finnee, or- a related fie k Accountant I One year of responsible professional accounting experience, and a bachelor's degree iin accounting, business administration, finance, or a related field. Accountant II Two years of responsible professional accounting experience, and a bachelor's degree _ in accounting, business administration, finance, or a related field. ACCOUNTANT Paget of 3 License/Certificate: Possession of, or ability to obtain, a valid Class C California driver's license. KNOWLEDGE/ABILITIES/SKILLS: (The following are a representative sample of the KAS's necessary to perform essential duties of the position) Knowledge of: Generally Accepted Accounting Principles (GAAP) and Basic Principles of Accounting as applied to Governmental Accounting Standards (GASB); principles and practices of municipal government accounting; principles and practices of automated financial systems; grant and fund accounting; account analyses; financial statement preparation; auditing; basic billing, and banking and collection procedures; basic principles of mathematics; applicable federal, state, and local laws, codes, and regulations; methods and techniques of scheduling work assignments; standard office procedures, practices, and equipment; modern office practices, methods, and equipment, including a computer and applicable software; methods and techniques for record keeping and report preparation and writing; proper English, spelling, and grammar; occupational hazards and standard safety practices. Ability to: Examine and verify financial documents, reports and transactions; prepare a variety of financial statements, reports, and analyses; analyze, post, balance, and reconcile financial data, ledgers, and accounts; direct and review the work of assigned support staff, perform mathematical calculations quickly and accurately; interpret, explain, and apply applicable laws, codes, and regulations; read, interpret, and record data accurately; organize, prioritize, and follow-up on work assignments; work independently and as part of a team; make sound decisions within established guidelines; analyze a complex issue and develop and implement an appropriate response; follow written and oral directions; observe safety principles and work in a safe manner; communicate clearly and concisely, both orally and in writing; establish and maintain effective working relationships. Skill to: Operate standard office equipment, including a computer and variety of word processing and software applications, including financial and accounting programs. A-109 ACCOUNTANT I XXX ACCOUNTANT II AFSCME 829 ADMINISTRATIVE UNIT NON-EXEMPT REVISED: April 2009 July 2013 March 2022 ACCOUNTANT Page3 of 3 } 2�'.LPNr7'%N`' CUSTOMER SERVICES SUPERVISOR Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities that are associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position. DEFINITION: Under direction, supervise staff within the Utility Billing and Business Licenses division of the Finance Department; provides excellent customer service to internal and external customers pertaining to the billing and collection of City of Burlingame utility accounts, business licenses, and/or the receipts and accounting for City monies; resolves complex financial transactions; performs related work as assigned. DISTINGUISHING CHARACTERISTICS: The Customer Services Supervisor is the full supervisory classification assigned to direct the daily operations of the Utility Billing and Business License division. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines. This classification is distinguished from the lower classifications of Accounting Technician or Accounting Assistant II, as this position has supervisory and lead responsibilities for the division, and works with greater independence. SUPERVISION RECEIVED/EXCERCISED: Exercises supervision over lower level staff. Receives supervision from higher level personnel. ESSENTIAL FUNCTIONS: (include but are not limited to the following) • Plans, organizes, directs, supervises, reviews and evaluates the work of assigned staff and participates in the customer service activities within the Utility Billing and Business License division including billing, cashiering and/or collection functions; • Provides training and professional development of assigned staff; Implements programs, maintains efficiency in customer service operations; • Performs professional, technical, analytical and reconciliation work in the area of water and sewer revenues and receivables. Oversees and supervises work flow and work requests, data input and reporting in the City's computerized maintenance management software. • Prepares reports and maintains records within utility billing program areas and administration programs for the Department; conducts evaluations of the same. • Resolves the most complex customer service issues and complaints; • Processes, balances and audits bank deposits; makes necessary bank adjustments; • Ensures compliance with various rules, regulations, codes, state and federal laws pertaining to billing and collections; • Uses complex computer software to produce documents and data; Makes complex arithmetic or statistical calculations; • Designs and prepares departmental forms and operational manuals; Prepares correspondence on procedural or informational matters; • Provides information to the public or to City staff that requires the use of judgment and the interpretation of policies, rules or procedures; • Establishes positive working relationships with representatives of community organizations, state/local agencies and associations, City management and staff, and the public. PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS: Position requires prolonged sitting, standing, walking, reaching, twisting, turning, kneeling, bending, squatting, and stooping in the performance of daily activities. The position also requires grasping, repetitive hand movement, and fine coordination in preparing statistical reports and data using a computer keyboard. Additionally, the position requires near vision in reading correspondence, statistical data, and using a computer. Acute hearing is required when providing phone and personal service. The need to lift, drag, and push files, paper, and documents weighing up to 25 pounds also is required. Some of these requirements may be accommodated for otherwise qualified individuals requiring and requesting such accommodations. QUALIFICATIONS: (The following are minimal qualifications necessary for entry into the classification) Education and/or Experience: Any combination of experience and education that would provide the required knowledge and ability is qualifying. A typical combination is: Education: College courses in Accounting, Business Administration, or a closely related field. Bachelor's degree preferred. Experience: 4 years of experience performing a variety of advanced utility billing customer service work, including one year of lead or supervisory experience. License/Certificate: Possession of, or ability to obtain, a valid Class C California driver's license. KNOWLEDGE/ABILITIES/SKILLS: (The following area representative sample of the K4S's necessary to perform essential duties of the position) Knowledge of - Best methods, practices and techniques for customer service; Principles and practices of effective supervision; Customer billing and collection techniques; Administrative principles, practices and methods, including goal setting, program and budget development, work planning and organization; Current trends, technologies and regulations in the area of utility customer service; Utility rate structures and schedules; Cash handling and billing internal controls; CUSTOMER SERVICES SUPERVISOR Page 2 of 3 Department policies and procedures pertaining to utility billing and collections; Customer service information systems. Ability to: Plan, organize direct, supervise, review and evaluate the work of assigned staff; Research and implement programs to maintain efficiency in the functional operations of billing, cashiering and/or collection; Communicate effectively, both orally and in writing; Develop recordkeeping systems and forms; Develop logical, concise and clear reports and correspondence; Perform routine mathematical computations; Perform clerical procedures; Use computer word processing, database and spreadsheet software; Evaluate alternative solutions and present recommendations; Interact with the public effectively and courteously; Establish and maintain cooperative and effective relationships with those contacted during the course of work; Explain policies and utility rates to customers; Exercise independent judgment within general policy guidelines. Skill to: Operate an office computer and a variety of word processing, spreadsheet and software applications. CUSTOMER SERVICES SUPERVISOR AFSCME 829 ADMINISTRATIVE UNIT NON-EXEMPT 3/16/2022 CUSTOMER SERVICES SUPERVISOR Page 3 of 3 RURLINC,AM£ FINANCIAL SERVICES MANAGER Class specifications are only intended to present a descriptive summary of the range of duties and responsibilities associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position. DEFINITION: Under the general supervision of the Director of Finance and/or the Deputy Director of Finance, this position is assigned to functional areas and, if assigned, is responsible for managing the accounting functions; coordinating the activities of budget and financial operations; and other assigned functional areas of the Department of Finance. This position requires independent judgment and initiative in maintaining the City's accounting system by applying generally accepted accounting principles and standards. ESSENTIAL FUNCTIONS: (include but are not limited to the following) • Plan, organize, lead and control the work of staff who are involved in providing services related to general accounting, financial reporting, budgeting, accounts payable, utility billing, revenue services, business license, payroll, contract administration, and other assigned functional areas. • Develop and implement the goals, objectives, performance measures and priorities for assigned programs. Monitor and evaluate the efficiency and effectiveness of service delivery methods; identify opportunities for improvement and direct the implementation of changes. • Select, train, supervise and evaluate assigned staff including subordinate supervisors. • Plan and manage month -end and year-end closing; interim and final audits for the City. Take a lead role in overseeing the work of finance staff in meeting the year-end financial reporting and audit deadlines. Review of audit materials and financial statements; and prepare response to audit findings. • Ensure accuracy and timely submittal of financial reports for Federal, State and other agencies, including the Annual Comprehensive Financial Report. • Coordinate the development and administration of the City budget, including preparation of the City's five-year financial forecast. • Implement and maintain effective internal accounting control; ensure proper segregation of duties and City assets are safeguarded. • Direct the monthly reconciliation of each asset and liability account of the City. • Direct the preparation and processing of accounts payable, accounts receivable, payroll, and cash deposits. • Administer the City-wide revenue program; provide revenue projections and prepare revenue analysis. • Assist the Finance Director and Public Works staff to prepare the Capital Improvement Program budget. • Monitor the investment and withdrawal of funds and assist with the City's quarterly investment report. • Oversee internal controls in cash handling and collections. • Conduct a wide variety of special studies; prepare detailed and analytical accounting, budget, financial, statistical, narrative and staff reports. • Monitor, interpret and review changes to relevant Federal and State laws and regulations. Develop, recommend and implement changes to City's accounting policies and procedures to ensure compliance with new accounting standards, laws, ordinances and regulations. • Manage and review the enterprise resource planning system of the City and new financial computer applications to ensure data integrity and effective internal control; and compliance with generally accepted accounting principles. • Makes presentations to and communicates with senior management, boards, commissions, civic groups and the general public; represents city and departments at external activities. • Investigates and follows -up on citizen requests for service, complaints, and requests for information. • Perform other duties as assigned. KNOWLEDGE/ABILITIES/SKILLS (The following are a representative sample of the knowledge/abilities and skills necessary to perform essential duties of the position) Knowledge of: • Principles, practices, methods and techniques used in budgeting, and municipal accounting, including Generally Accepted Accounting Principles (GAAP). • Quantitative and management analysis techniques to determine fiscal impacts. • Computer based accounting and financial systems. • Principles and practices of effective supervision. • Contract administration. • Advanced Microsoft applications including Excel and other computer software. Ability to: • Use effective leadership and supervisory skills to promote a motivated and highly performing finance team. • Supervise, train, and evaluate personnel. • Plan, organize, and complete special projects. • Design, implement, and evaluate programs. • Apply professional accounting principles to the maintenance of complex fiscal accounting records. • Perform internal auditing of governmental and enterprise functions. • Establish and maintain satisfactory working relationships with the public and City employees. • Negotiate and administer contracts. • Prepare, administer and monitor the budget. • Prepare costing analysis for projects and negotiations. • Analyze financial information. • Oversee the automation of financial applications. • Communicate clearly and concisely in both written and oral form. QUALIFICATIONS (The following are minimal qualifications necessary for entry into the classification) Education and Experience: • Bachelor's Degree in Accounting, Finance, Business Administration or a related field. A Master's Degree in one of the above fields is preferred. CPA or CPFO is highly desirable. Five (5) years increasingly responsible experience in accounting or auditing work preferably in a public sector environment. • Three (2) years of supervisory experience. • Effective leadership, management, and supervisory skills. Significant Environmental Conditions: Ability to operate office equipment and to work in a standard office environment. FINANCIAL SERICES MANAGER UNREP EXEMPT March 16, 2022 Accounting Technician (Revenue Services) Finance Director/IT Manager Admin Assistant 1 (20%) Financial Services Manager (Accounting/GL, Revenue Services, CAFR, Audit) VACANT (former DEPUTY) Senior Accountant (General Ledger) Accountant 1/11 (GL) VACANT Revised Classification Accounting Technician (Accounts Payable) Financial Services Manager (Budget, ERP, Payroll, Utility Billing) Reclass Snr Mgmt Analyst Customer Services Supervisor (Utility Billing) Reclass Accounting Technician Accounting Assistant 1/II/III (Business License) Accounting Assistant 1/11/III (Water) Senior Account (Payroll) Reclass Payroll Administrator Accounting Technician (Payroll) NEW VACANT CITY OF BURLINGAME BURLINGAME SALARY SCHEDULE - MERIT EFFECTIVE DATE: 03/16/2022 PAY BASIS STEP A STEP B STEP C STEP D STEP E 777 ANNUAL $80,759.28 $84,817.08 $89,045.14 $93,443.46 $98,125.63 MONTHLY $6,729.94 $7,068.09 $7,420.43 $7,786.96 $8,177.14 BI-WEEKLY $3,106.13 $3,262.20 $3,424.81 $3,593.98 $3,774.06 HOURLY RATE $38.8266 $40.7775 $42.8101 $44.9248 $47.1758 ACCOUNTANT II ANNUAL $84,533.36 $88,733.02 $93,074.55 $97,785.12 $102,665.82 MONTHLY $7,044.45 $7,394.42 $7,756.21 $8,148.76 $8,555.49 131-WEEKLY $3,251.28 $3,412.81 $3,579.79 $3,760.97 $3,948.69 HOURLY RATE $40.6410 $42.6601 $44.7474 $47.0121 $49.3586 A104 ACCOUNTING ASSISTANT I ANNUAL $57,774.39 $60,697.18 $63,733.44 $66,769.69 $69,976.20 MONTHLY $4,814.53 $5,058.10 $5,311.12 $5,564.14 $5,831.35 131-WEEKLY $2,222.09 $2,334.51 $2,451.29 $2,568.07 $2,691.39 HOURLY RATE $27.7761 $29.1814 $30.6411 $32.1009 $33.6424 A160 ACCOUNTING ASSISTANT II ANNUAL $63,733.44 $66,769.69 $69,976.20 $73,211.11 $76,814.94 MONTHLY $5,311.12 $5,564.14 $5,831.35 $6,100.93 $6,401.25 131-WEEKLY $2,451.29 $2,568.07 $2,691.39 $2,815.81 $2,954.42 HOURLY RATE $30.6411 $32.1009 $33.6424 $35.1976 $36.9303 A102 ACCOUNTING ASSISTANT III ANNUAL $73,211.11 $76,814.94 $80,589.02 $84,646.82 $88,874.88 MONTHLY $6,100.93 $6,401.25 $6,715.75 $7,053.90 $7,406.24 131-WEEKLY $2,815.81 $2,954.42 $3,099.58 $3,255.65 $3,418.26 HOURLY RATE $35.1976 $36.9303 $38.7448 $40.6956 $42.7283 A103 ACCOUNTING TECHNICIAN ANNUAL $80,759.28 $84,817.08 $89,045.14 $93,443.46 $98,125.63 MONTHLY $6,729.94 $7,068.09 $7,420.43 $7,786.96 $8,177.14 131-WEEKLY $3,106.13 $3,262.20 $3,424.81 $3,593.98 $3,774.06 HOURLY RATE $38.8266 $40.7775 $42.8101 $44.9248 $47.1758 D202 ACTING POLICE CHIEF ANNUAL $207,004.07 $217,314.56 MONTHLY $17,250.34 $18,109.55 BI-WEEKLY $7,961.70 $8,358.25 HOURLY RATE $99.5213 $104.4781 A105 ADMINISTRATIVE ASSISTANT I ANNUAL $69,805.94 $73,438.16 $77,127.06 $80,929.53 $84,817.08 MONTHLY $5,817.16 $6,119.85 $6,427.26 $6,744.13 $7,068.09 131-WEEKLY $2,684.84 $2,824.54 $2,966.43 $3,112.67 $3,262.20 HOURLY RATE $33.5605 $35.3068 $37.0804 $38.9084 $40.7775 A100 ADMINISTRATIVE ASSISTANT II ANNUAL $76,814.94 $80,589.02 $84,590.03 $88,562.76 $92,819.22 MONTHLY $6,401.25 $6,715.75 $7,049.17 $7,380.23 $7,734.94 131-WEEKLY $2,954.42 $3,099.58 $3,253.46 $3,406.26 $3,569.97 HOURLY RATE $36.9303 $38.7448 $40.6683 $42.5783 $44.6246 D502 ASSIST CITY ATTORNEY ANNUAL $155,485.68 $163,259.93 $171,422.92 $179,994.07 $188,993.77 MONTHLY $12,957.14 $13,604.99 $14,285.24 $14,999.51 $15,749.48 131-WEEKLY 1$5,980.22 1$6,279.23 1$6,593.19 1$6,922.85 1$7,268.99 D106 IASSIST CM ADMIN. SVCS. DIR A605 (ASSISTANT ENGINEER B421 (ASSISTANT PARKS SUPERVISOR A111 (ASSISTANT PLANNER D300 �ASSISTANTTO THE CITY MANAGER A608 IASSOCIATE ENGINEER A112 IASSOCIATE PLANNER B600 ASST. DIRECTOR OF PUBLIC WORKS 5607 (AUTOMOTIVE MECHANIC A705 I BUILDING ATTENDANT A706 I BUILDING ATTENDANT - CS A603 IBUILDING INSPECTOR I HOURLY RATE $74.7528 $78.4904 $82.4149 $86.5356 $90.8624 ANNUAL $168,121.14 $176,329.03 $185,175.91 $194,342.20 $204,178.79 MONTHLY $14,010.10 $14,694.09 $15,431.33 $16,195.18 $17,014.90 BI-WEEKLY $6,466.20 $6,781.89 $7,122.15 $7,474.70 $7,853.03 HOURLY RATE $80.8275 $84.7736 $89.0269 $93.4338 $98.1629 ANNUAL $99,061.99 $103,886.02 $108,823.51 $114,527.11 $120,315.90 MONTHLY $8,255.17 $8,657.17 $9,068.63 $9,543.93 $10,026.33 BI-WEEKLY $3,810.08 $3,995.62 $4,185.52 $4,404.89 $4,627.53 HOURLY RATE $47.6260 $49.9453 $52.3190 $55.0611 $57.8441 ANNUAL $96,375.14 $101,194.22 $106,253.72 $111,566.42 $117,145.04 MONTHLY $8,031.26 $8,432.85 $8,854.48 $9,297.20 $9,762.09 BI-WEEKLY $3,706.74 $3,892.09 $4,086.68 $4,291.02 $4,505.58 HOURLY RATE $46.3343 $48.6511 $51.0835 $53.6378 $56.3198 ANNUAL $84,504.96 $88,733.02 $93,102.95 $97,756.72 $102,665.82 MONTHLY $7,042.08 $7,394.42 $7,758.58 $8,146.39 $8,555.49 BI-WEEKLY $3,250.19 $3,412.81 $3,580.88 $3,759.87 $3,948.69 HOURLY RATE $40.6274 $42.6601 $44.7610 $46.9984 $49.3586 ANNUAL $118,414.51 $124,322.37 $130,530.03 $137,071.40 $143,946.61 MONTHLY $9,867.88 $10,360.20 $10,877.50 $11,422.62 $11,995.55 BI-WEEKLY $4,554.40 $4,781.63 $5,020.39 $5,271.98 $5,536.41 HOURLY RATE $56.9300 $59.7704 $62.7549 $65.8998 $69.2051 ANNUAL $108,936.98 $114,271.78 $119,720.05 $126,048.01 $132,404.24 MONTHLY $9,078.08 $9,522.65 $9,976.67 $10,504.00 $11,033.69 BI-WEEKLY $4,189.88 $4,395.07 $4,604.62 $4,848.00 $5,092.47 HOURLY RATE $52.3735 $54.9384 $57.5578 $60.6000 $63.6559 ANNUAL $94,351.55 $99,061.99 $104,027.88 $109,305.89 $114,782.56 MONTHLY $7,862.63 $8,255.17 $8,668.99 $9,108.82 $9,565.21 BI-WEEKLY $3,628.91 $3,810.08 $4,001.07 $4,204.07 $4,414.71 HOURLY RATE $45.3614 $47.6260 $50.0134 $52.5509 $55.1839 ANNUAL $164,545.80 $172,835.76 $181,158.47 $190,435.15 $199,975.02 MONTHLY $13,712.15 $14,402.98 $15,096.54 $15,869.60 $16,664.59 BI-WEEKLY $6,328.68 $6,647.53 $6,967.63 $7,324.43 $7,691.35 HOURLY RATE $79.1085 $83.0941 $87.0954 $91.5554 $96.1419 ANNUAL $77,788.26 $81,603.63 $85,665.96 $89,975.26 $94,586.56 MONTHLY $6,482.36 $6,800.30 $7,138.83 $7,497.94 $7,882.21 BI-WEEKLY $2,991.86 $3,138.60 $3,294.84 $3,460.59 $3,637.94 HOURLY RATE $37.3983 $39.2325 $41.1855 $43.2574 $45.4743 ANNUAL $46,565.73 $48,835.76 $51,361.24 $53,943.52 $56,554.19 MONTHLY $3,880.48 $4,069.65 $4,280.10 $4,495.29 $4,712.85 BI-WEEKLY $1,790.99 $1,878.30 $1,975.43 $2,074.75 $2,175.16 HOURLY RATE $22.3874 $23.4788 $24.6929 $25.9344 $27.1895 ANNUAL $61,293.02 MONTHLY $5,107.75 BI-WEEKLY $2,357.42 HOURLY RATE $29.4678 ANNUAL $93,698.91 $98,125.63 $103,261.78 $108,142.48 $113,335.30 MONTHLY $7,808.24 $8,177.14 $8,605.15 $9,011.87 $9,444.61 A613 IBUILDING INSPECTOR II A101 BUILDING MAINTENANCE WORKER 5603 ICCTV LEADWORKER B604 ICHIEF BUILDING OFFICIAL D102 ICITY ATTORNEY D109 ICITY CLERK B602 ICITY ENGINEER D801 ICITY LIBRARIAN D200 ICITY MANAGER D110 CODE COMP OFF SNR RISK ANALYST B103 ICODE COMPLIANCE OFFICER D108 ICOMM DEV DIRECTOR BI-WEEKLY $3,603.80 $3,774.06 $3,971.61 $4,159.33 $4,359.05 HOURLY RATE $45.0475 $47.1758 $49.6451 $51.9916 $54.4881 ANNUAL $98,380.96 $103,034.73 $108,426.20 $113,533.96 $119,010.62 MONTHLY $8,198.41 $8,586.23 $9,035.52 $9,461.16 $9,917.55 BI-WEEKLY $3,783.88 $3,962.87 $4,170.24 $4,366.69 $4,577.33 HOURLY RATE $47.2985 $49.5359 $52.1280 $54.5836 $57.2166 ANNUAL $71,082.88 $74,856.90 $77,893.28 $81,979.48 $86,008.89 MONTHLY $5,923.57 $6,238.08 $6,491.11 $6,831.62 $7,167.41 BI-WEEKLY $2,733.96 $2,879.11 $2,995.90 $3,153.06 $3,308.03 HOURLY RATE $34.1745 $35.9889 $37.4488 $39.4133 $41.3504 ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 ANNUAL $141,025.25 $148,032.05 $155,335.18 $162,966.97 $171,059.29 MONTHLY $11,752.10 $12,336.00 $12,944.60 $13,580.58 $14,254.94 BI-WEEKLY $5,424.05 $5,693.54 $5,974.43 $6,267.96 $6,579.20 HOURLY RATE $67.8006 $71.1693 $74.6804 $78.3495 $82.2400 ANNUAL $236,639.96 MONTHLY $19,720.00 BI-WEEKLY $9,101.54 HOURLY RATE $113.7693 ANNUAL $115,399.31 $120,432.18 $126,353.82 $132,439.42 $138,952.77 MONTHLY $9,616.61 $10,036.02 $10,529.49 $11,036.62 $11,579.40 BI-WEEKLY $4,438.44 $4,632.01 $4,859.76 $5,093.82 $5,344.34 HOURLY RATE $55.4805 $57.9001 $60.7470 $63.6728 $66.8043 ANNUAL $151,068.77 $158,732.11 $166,395.03 $174,947.19 $183,670.69 MONTHLY $12,589.06 $13,227.68 $13,866.25 $14,578.93 $15,305.89 BI-WEEKLY $5,810.34 $6,105.08 $6,399.81 $6,728.74 $7,064.26 HOURLY RATE $72.6293 $76.3135 $79.9976 $84.1093 $88.3033 ANNUAL $173,855.76 $183,066.40 $192,310.13 $201,948.92 $211,784.50 MONTHLY $14,487.98 $15,255.53 $16,025.84 $16,829.08 $17,648.71 BI-WEEKLY $6,686.76 $7,041.02 $7,396.54 $7,767.27 $8,145.56 HOURLY RATE $83.5845 $88.0128 $92.4568 $97.0909 $101.8195 ANNUAL $269,078.16 MONTHLY $22,423.18 BI-WEEKLY $10,349.16 HOURLY RATE $129.3645 ANNUAL $100,898.89 $105,519.08 $110,821.44 $116,309.75 $122,139.14 MONTHLY $8,408.24 $8,793.26 $9,235.12 $9,692.48 $10,178.26 BI-WEEKLY $3,880.73 $4,058.43 $4,262.36 $4,473.45 $4,697.66 HOURLY RATE $48.5091 $50.7304 $53.2795 $55.9181 $58.7208 ANNUAL $94,828.36 $99,549.87 $104,543.95 $109,743.87 $115,251.75 MONTHLY $7,902.36 $8,295.82 $8,712.00 $9,145.32 $9,604.31 BI-WEEKLY $3,647.24 $3,828.84 $4,020.92 $4,220.92 $4,432.76 HOURLY RATE $45.5905 $47.8605 $50.2615 $52.7615 $55.4095 ANNUAL $175,303.12 $184,020.18 $193,264.15 $202,935.48 $213,034.66 MONTHLY $14,608.59 $15,335.02 $16,105.35 $16,911.29 $17,752.89 BI-WEEKLY $6,742.43 $7,077.70 $7,433.24 $7,805.21 $8,193.64 HOURLY RATE $84.2804 $88.4713 $92.9155 $97.5651 $102.4205 T900 COMMUNICATION DISPATCHER I ANNUAL $77,477.62 $80,966.98 $84,828.64 $88,792.59 $93,162.69 MONTHLY $6,456.47 $6,747.25 $7,069.05 $7,399.38 $7,763.56 BI-WEEKLY $2,979.91 $3,114.11 $3,262.64 $3,415.10 $3,583.18 HOURLY RATE $37.2489 $38.9264 $40.7830 $42.6888 $44.7898 T901 COMMUNICATION DISPATCHER II ANNUAL $81,305.45 $84,862.74 $89,063.52 $93,162.69 $97,939.31 MONTHLY $6,775.45 $7,071.90 $7,421.96 $7,763.56 $8,161.61 BI-WEEKLY $3,127.13 $3,263.95 $3,425.52 $3,583.18 $3,766.90 HOURLY RATE $39.0891 $40.7994 $42.8190 $44.7898 $47.0863 D100 COUNCIL MEMBER ANNUAL $7,080.48 MONTHLY $590.04 BI-WEEKLY $272.33 HOURLY RATE $3.4041 A106 CUSTODIAN ANNUAL $58,285.17 $60,952.51 $63,988.76 $67,365.53 $70,827.49 MONTHLY $4,857.10 $5,079.38 $5,332.40 $5,613.79 $5,902.29 BI-WEEKLY $2,241.74 $2,344.33 $2,461.11 $2,590.98 $2,724.13 HOURLY RATE $28.0218 $29.3041 $30.7639 $32.3873 $34.0516 CUSTOMER SERVICES SUPERVISOR ANNUAL $84,533.36 $88,733.02 $93,074.55 $97,785.12 $102,665.82 MONTHLY $7,044.45 $7,394.42 $7,756.21 $8,148.76 $8,555.49 BI-WEEKLY $3,251.28 $3,412.81 $3,579.79 $3,760.97 $3,948.69 HOURLY RATE $40.6410 $42.6601 $44.7474 $47.0121 $49.3586 D501 DEPUTY CITY ATTORNEY ANNUAL $111,482.39 $117,056.52 $122,909.35 $129,054.81 $135,507.54 MONTHLY $9,290.20 $9,754.71 $10,242.45 $10,754.57 $11,292.30 BI-WEEKLY $4,287.78 $4,502.17 $4,727.28 $4,963.65 $5,211.83 HOURLY RATE $53.5973 $56.2771 $59.0910 $62.0456 $65.1479 B603 DEPUTY DIRECTOR OF PW OPS ANNUAL $150,632.52 $158,197.10 $166,072.82 $174,431.27 $183,066.40 MONTHLY $12,552.71 $13,183.09 $13,839.40 $14,535.94 $15,255.53 BI-WEEKLY $5,793.56 $6,084.50 $6,387.42 $6,708.90 $7,041.02 HOURLY RATE $72.4195 $76.0563 $79.8428 $83.8613 $88.0128 B107 DEPUTY FINANCE DIRECTOR ANNUAL $134,018.48 $140,729.32 $147,768.97 $155,104.57 $162,901.22 MONTHLY $11,168.21 $11,727.44 $12,314.08 $12,925.38 $13,575.10 BI-WEEKLY $5,154.56 $5,412.67 $5,683.42 $5,965.56 $6,265.43 HOURLY RATE $64.4320 $67.6584 $71.0428 $74.5695 $78.3179 D600 DIRECTOR OF PUBLIC WORKS ANNUAL $185,369.15 $194,612.76 $204,382.92 $214,580.88 $225,338.13 MONTHLY $15,447.43 $16,217.73 $17,031.91 $17,881.74 $18,778.18 BI-WEEKLY $7,129.58 $7,485.11 $7,860.88 $8,253.11 $8,666.85 HOURLY RATE $89.1198 $93.5639 $98.2610 $103.1639 $108.3356 A451 ECON DEV & HOUSING SPECIALIST ANNUAL $103,034.73 $108,199.27 $113,619.15 $119,294.34 $125,253.39 MONTHLY $8,586.23 $9,016.61 $9,468.26 $9,941.20 $10,437.78 BI-WEEKLY $3,962.87 $4,161.51 $4,369.97 $4,588.24 $4,817.44 HOURLY RATE $49.5359 $52.0189 $54.6246 $57.3530 $60.2180 B605 ELECTRICAL SUPERVISOR ANNUAL $107,007.42 $111,864.89 $117,543.78 $123,325.06 $129,517.27 MONTHLY $8,917.29 $9,322.07 $9,795.32 $10,277.09 $10,793.11 BI-WEEKLY $4,115.67 $4,302.50 $4,520.91 $4,743.27 $4,981.43 HOURLY RATE $51.4459 $53.7813 $56.5114 $59.2909 $62.2679 A301 EMERGENCY PREP/FIRE ED ANNUAL $79,766.12 $83,568.48 $87,739.87 $92,251.66 $96,678.37 MONTHLY $6,647.18 $6,964.04 $7,311.66 $7,687.64 $8,056.53 BI-WEEKLY $3,067.93 $3,214.17 $3,374.61 $3,548.14 $3,718.40 HOURLY RATE $38.3491 $40.1771 $42.1826 $44.3518 $46.4800 A604 ENGINEERING TECHNICIAN II ANNUAL $79,453.88 $83,483.41 $87,739.87 $92,053.00 $96,593.31 MONTHLY $6,621.16 $6,956.95 $7,311.66 $7,671.08 $8,049.44 BI-WEEKLY $3,055.92 $3,210.90 $3,374.61 $3,540.50 $3,715.13 HOURLY RATE $38.1990 $40.1363 $42.1826 $44.2563 $46.4391 A625 ENV REG COMPLIANCE MANAGER ANNUAL $98,496.97 $103,378.40 $108,627.58 $114,010.46 $119,694.17 MONTHLY $8,208.08 $8,614.87 $9,052.30 $9,500.87 $9,974.51 BI-WEEKLY $3,788.35 $3,976.09 $4,177.98 $4,385.02 $4,603.62 HOURLY RATE $47.3544 $49.7011 $52.2248 $54.8128 $57.5453 D105 EXECUTIVE ASSISTANT ANNUAL $84,411.30 $88,259.79 $92,799.62 $97,438.19 $102,339.36 MONTHLY $7,034.28 $7,354.98 $7,733.30 $8,119.85 $8,528.28 BI-WEEKLY $3,246.59 $3,394.61 $3,569.22 $3,747.62 $3,936.13 HOURLY RATE $40.5824 $42.4326 $44.6153 $46.8453 $49.2016 B611 FACILITIES & FLEET SUPERVISOR ANNUAL $97,907.76 $102,793.64 $107,981.28 $113,388.54 $119,015.40 MONTHLY $8,158.98 $8,566.14 $8,998.44 $9,449.05 $9,917.95 BI-WEEKLY $3,765.68 $3,953.60 $4,153.13 $4,361.10 $4,577.52 HOURLY RATE $47.0710 $49.4200 $51.9141 $54.5138 $57.2190 B900 FACILITIES AND FLEET MANAGER ANNUAL $113,986.03 $119,698.72 $125,685.68 $131,980.12 $138,548.70 MONTHLY $9,498.84 $9,974.89 $10,473.81 $10,998.34 $11,545.73 BI-WEEKLY $4,384.08 $4,603.80 $4,834.06 $5,076.16 $5,328.80 HOURLY RATE $54.8010 $57.5475 $60.4258 $63.4520 $66.6100 5704 FACILITIES LEADWORKER ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 5703 FACILITIES MAINTENANCE WORKER ANNUAL $71,063.52 $74,768.90 $77,980.47 $82,042.80 $85,995.34 MONTHLY $5,921.96 $6,230.74 $6,498.37 $6,836.90 $7,166.28 BI-WEEKLY $2,733.21 $2,875.73 $2,999.25 $3,155.49 $3,307.51 HOURLY RATE $34.1651 $35.9466 $37.4906 $39.4436 $41.3439 D103 FINANCE DIRECTOR ANNUAL $183,691.43 $192,869.40 $202,442.12 $212,639.95 $223,232.54 MONTHLY $15,307.62 $16,072.45 $16,870.18 $17,720.00 $18,602.71 BI-WEEKLY $7,065.06 $7,418.05 $7,786.24 $8,178.46 $8,585.87 HOURLY RATE $88.3133 $92.7256 $97.3280 $102.2308 $107.3234 FINANCIAL SERVICES MANAGER ANNUAL $120,406.83 $126,744.03 $133,414.77 $140,436.60 $147,828.00 MONTHLY $10,033.90 $10,562.00 $11,117.90 $11,703.05 $12,319.00 BI-WEEKLY $4,631.03 $4,874.77 $5,131.34 $5,401.41 $5,685.69 HOURLY RATE $57.8879 $60.9346 $64.1417 $67.5176 $71.0712 B606 FLEET MANAGER ANNUAL $111,420.17 $117,064.79 $122,880.12 $129,003.85 $135,435.07 MONTHLY $9,285.01 $9,755.40 $10,240.01 $10,750.32 $11,286.26 BI-WEEKLY $4,285.39 $4,502.49 $4,726.16 $4,961.69 $5,209.04 HOURLY RATE $53.5674 $56.2811 $59.0770 $62.0211 $65.1130 A805 GRAPHIC ARTIST ANNUAL $70,515.37 $74,034.01 $77,723.02 $81,610.57 $85,696.77 MONTHLY $5,876.28 $6,169.50 $6,476.92 $6,800.88 $7,141.40 BI-WEEKLY $2,712.13 $2,847.46 $2,989.35 $3,138.87 $3,296.03 A614 IGREEN BUILDING SPECIALIST 5403 IGROUNDS EQUIPMENT REPAIR D107 IHUMAN RESOURCES ANALYST II D805 IHUMAN RESOURCES DIRECTOR D400 HUMAN RESOURCES TECHNICIAN 5610 INSTRUMENTATION MECHANIC TECH 5404 I IRRIGATION REPAIR SPECIALIST A606 IJUNIOR ENGINEER 5608 I LEAD EQUIPMENT MECHANIC A801 ILIBRARIAN I A800 ILIBRARIAN II B801 ILIBRARIAN III HOURLY RATE $33.9016 $35.5933 $37.3669 $39.2359 $41.2004 ANNUAL $81,610.57 $85,696.77 $90,038.30 $94,465.02 $99,203.85 MONTHLY $6,800.88 $7,141.40 $7,503.19 $7,872.09 $8,266.99 BI-WEEKLY $3,138.87 $3,296.03 $3,463.01 $3,633.27 $3,815.53 HOURLY RATE $39.2359 $41.2004 $43.2876 $45.4159 $47.6941 ANNUAL $67,678.68 $70,854.00 $74,406.12 $78,039.00 $81,940.92 MONTHLY $5,639.89 $5,904.50 $6,200.51 $6,503.25 $6,828.41 BI-WEEKLY $2,603.03 $2,725.15 $2,861.77 $3,001.50 $3,151.57 HOURLY RATE $32.5379 $34.0644 $35.7721 $37.5188 $39.3946 ANNUAL $98,852.39 $103,819.96 $108,787.25 $114,346.57 $120,103.56 MONTHLY $8,237.70 $8,651.66 $9,065.60 $9,528.88 $10,008.63 BI-WEEKLY $3,802.02 $3,993.08 $4,184.13 $4,397.95 $4,619.37 HOURLY RATE $47.5253 $49.9135 $52.3016 $54.9744 $57.7421 ANNUAL $172,934.20 $182,112.15 $191,257.38 $200,829.97 $210,698.85 MONTHLY $14,411.18 $15,176.01 $15,938.12 $16,735.83 $17,558.24 BI-WEEKLY $6,651.32 $7,004.31 $7,356.05 $7,724.23 $8,103.80 HOURLY RATE $83.1415 $87.5539 $91.9506 $96.5529 $101.2975 ANNUAL $75,213.79 $78,758.83 $82,623.35 $86,743.29 $91,278.38 MONTHLY $6,267.82 $6,563.24 $6,885.28 $7,228.61 $7,606.53 BI-WEEKLY $2,892.84 $3,029.19 $3,177.82 $3,336.28 $3,510.71 HOURLY RATE $36.1605 $37.8649 $39.7228 $41.7035 $43.8839 ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 ANNUAL $70,761.52 $74,082.72 $77,788.26 $81,603.63 $85,665.96 MONTHLY $5,896.79 $6,173.56 $6,482.36 $6,800.30 $7,138.83 BI-WEEKLY $2,721.60 $2,849.34 $2,991.86 $3,138.60 $3,294.84 HOURLY RATE $34.0200 $35.6168 $37.3983 $39.2325 $41.1855 ANNUAL $89,953.23 $94,238.09 $99,061.99 $103,886.02 $108,823.51 MONTHLY $7,496.10 $7,853.17 $8,255.17 $8,657.17 $9,068.63 BI-WEEKLY $3,459.74 $3,624.54 $3,810.08 $3,995.62 $4,185.52 HOURLY RATE $43.2468 $45.3068 $47.6260 $49.9453 $52.3190 ANNUAL $81,683.40 $85,665.56 $89,956.66 $94,463.67 $99,310.34 MONTHLY $6,806.95 $7,138.80 $7,496.39 $7,871.97 $8,275.86 BI-WEEKLY $3,141.67 $3,294.83 $3,459.87 $3,633.22 $3,819.63 HOURLY RATE $39.2709 $41.1854 $43.2484 $45.4153 $47.7454 ANNUAL $73,948.94 $77,524.37 $81,099.79 $85,242.66 $89,300.59 MONTHLY $6,162.41 $6,460.36 $6,758.32 $7,103.56 $7,441.72 BI-WEEKLY $2,844.19 $2,981.71 $3,119.22 $3,278.56 $3,434.64 HOURLY RATE $35.5524 $37.2714 $38.9903 $40.9820 $42.9330 ANNUAL $81,411.91 $85,469.72 $89,584.32 $93,954.24 $98,863.34 MONTHLY $6,784.33 $7,122.48 $7,465.36 $7,829.52 $8,238.61 BI-WEEKLY $3,131.23 $3,287.30 $3,445.55 $3,613.62 $3,802.44 HOURLY RATE $39.1404 $41.0913 $43.0694 $45.1703 $47.5305 ANNUAL $102,696.65 $107,828.40 $113,028.08 $118,878.12 $124,693.54 MONTHLY $8,558.05 $8,985.70 $9,419.01 $9,906.51 $10,391.13 A804 I LIBRARY ASSISTANT I A803 I LIBRARY ASSISTANT II A802 I LIBRARY ASSISTANT III B803 I LIBRARY CIRCULATION SUPE B805 IIIBRARY SERVICES MANAGER 5606 IMAINTENANCE ELECTRICIAN 5605 IMAINTENANCE WORKER I A121 I MANAGEMENT ANALYST A120 I MANAGEMENT ASSISTANT A107 IOFFICE ASSISTANT I A670 IOFFICE ASSISTANT II 5401 IPARK MAINTENANCE LEAD BI-WEEKLY $3,949.87 $4,147.25 $4,347.23 $4,572.24 $4,795.91 HOURLY RATE $49.3734 $51.8406 $54.3404 $57.1530 $59.9489 ANNUAL $56,639.25 $59,562.04 $62,513.23 $65,379.23 $68,812.79 MONTHLY $4,719.94 $4,963.50 $5,209.44 $5,448.27 $5,734.40 BI-WEEKLY $2,178.43 $2,290.85 $2,404.36 $2,514.59 $2,646.65 HOURLY RATE $27.2304 $28.6356 $30.0545 $31.4324 $33.0831 ANNUAL $63,194.26 $66,003.47 $69,550.62 $72,671.94 $76,247.37 MONTHLY $5,266.19 $5,500.29 $5,795.89 $6,056.00 $6,353.95 BI-WEEKLY $2,430.55 $2,538.60 $2,675.02 $2,795.07 $2,932.59 HOURLY RATE $30.3819 $31.7325 $33.4378 $34.9384 $36.6574 ANNUAL $70,543.77 $73,750.28 $77,609.43 $81,468.71 $85,299.46 MONTHLY $5,878.65 $6,145.86 $6,467.45 $6,789.06 $7,108.29 BI-WEEKLY $2,713.22 $2,836.55 $2,984.98 $3,133.41 $3,280.75 HOURLY RATE $33.9153 $35.4569 $37.3123 $39.1676 $41.0094 ANNUAL $81,008.25 $84,839.39 $88,841.82 $93,494.36 $97,804.59 MONTHLY $6,750.69 $7,069.95 $7,403.49 $7,791.20 $8,150.38 BI-WEEKLY $3,115.70 $3,263.05 $3,416.99 $3,595.94 $3,761.72 HOURLY RATE $38.9463 $40.7881 $42.7124 $44.9493 $47.0215 ANNUAL $119,733.03 $125,856.50 $132,082.47 $138,719.40 $145,903.21 MONTHLY $9,977.75 $10,488.04 $11,006.87 $11,559.95 $12,158.60 BI-WEEKLY $4,605.12 $4,840.63 $5,080.10 $5,335.36 $5,611.66 HOURLY RATE $57.5640 $60.5079 $63.5013 $66.6920 $70.1458 ANNUAL $87,148.07 $91,512.36 $96,178.49 $100,981.96 $106,087.43 MONTHLY $7,262.34 $7,626.03 $8,014.87 $8,415.16 $8,840.62 BI-WEEKLY $3,351.85 $3,519.71 $3,699.17 $3,883.92 $4,080.29 HOURLY RATE $41.8981 $43.9964 $46.2396 $48.5490 $51.0036 ANNUAL $63,542.61 $66,754.02 $70,486.98 $73,780.76 $77,321.71 MONTHLY $5,295.22 $5,562.84 $5,873.92 $6,148.40 $6,443.48 BI-WEEKLY $2,443.95 $2,567.46 $2,711.04 $2,837.72 $2,973.91 HOURLY RATE $30.5494 $32.0933 $33.8880 $35.4715 $37.1739 ANNUAL $87,698.99 $92,314.53 $97,173.26 $102,287.64 $107,671.20 MONTHLY $7,308.25 $7,692.88 $8,097.77 $8,523.97 $8,972.60 BI-WEEKLY $3,373.04 $3,550.56 $3,737.43 $3,934.14 $4,141.20 HOURLY RATE $42.1630 $44.3820 $46.7179 $49.1768 $51.7650 ANNUAL $84,221.11 $88,449.30 $92,819.22 $97,501.27 $102,353.70 MONTHLY $7,018.43 $7,370.78 $7,734.94 $8,125.11 $8,529.48 BI-WEEKLY $3,239.27 $3,401.90 $3,569.97 $3,750.05 $3,936.68 HOURLY RATE $40.4909 $42.5238 $44.6246 $46.8756 $49.2085 ANNUAL $55,475.84 $58,285.17 $61,206.61 $64,102.35 $67,592.58 MONTHLY $4,622.99 $4,857.10 $5,100.55 $5,341.86 $5,632.72 BI-WEEKLY $2,133.69 $2,241.74 $2,354.10 $2,465.48 $2,599.71 HOURLY RATE $26.6711 $28.0218 $29.4263 $30.8185 $32.4964 ANNUAL $60,753.85 $63,534.78 $66,712.90 $70,033.00 $73,239.51 MONTHLY $5,062.82 $5,294.57 $5,559.41 $5,836.08 $6,103.29 BI-WEEKLY $2,336.69 $2,443.65 $2,565.88 $2,693.58 $2,816.90 HOURLY RATE $29.2086 $30.5456 $32.0735 $33.6698 $35.2113 ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 WORKER MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 5407 PARK MAINTENANCE WORKER I ANNUAL $63,817.20 $66,754.02 $70,486.98 $73,780.76 $77,321.71 MONTHLY $5,318.10 $5,562.84 $5,873.92 $6,148.40 $6,443.48 BI-WEEKLY $2,454.51 $2,567.46 $2,711.04 $2,837.72 $2,973.91 HOURLY RATE $30.6814 $32.0933 $33.8880 $35.4715 $37.1739 5406 PARK MAINTENANCE WORKER II ANNUAL $66,754.02 $70,486.98 $73,780.76 $77,321.71 $81,136.88 MONTHLY $5,562.84 $5,873.92 $6,148.40 $6,443.48 $6,761.41 BI-WEEKLY $2,567.46 $2,711.04 $2,837.72 $2,973.91 $3,120.65 HOURLY RATE $32.0933 $33.8880 $35.4715 $37.1739 $39.0081 A201 PARKING ENFORCEMENT OFFICER ANNUAL $62,002.45 $64,953.64 $68,160.15 $71,621.99 $75,197.42 MONTHLY $5,166.87 $5,412.80 $5,680.01 $5,968.50 $6,266.45 BI-WEEKLY $2,384.71 $2,498.22 $2,621.54 $2,754.69 $2,892.21 HOURLY RATE $29.8089 $31.2278 $32.7693 $34.4336 $36.1526 A200 PARKING SYSTEM TECHNICIAN ANNUAL $67,365.53 $70,827.49 $74,090.80 $77,694.62 $81,582.17 MONTHLY $5,613.79 $5,902.29 $6,174.23 $6,474.55 $6,798.51 BI-WEEKLY $2,590.98 $2,724.13 $2,849.65 $2,988.25 $3,137.78 HOURLY RATE $32.3873 $34.0516 $35.6206 $37.3531 $39.2223 D705 PARKS & RECREATION DIRECTOR ANNUAL $173,855.76 $183,066.40 $192,310.13 $201,948.92 $211,784.50 MONTHLY $14,487.98 $15,255.53 $16,025.84 $16,829.08 $17,648.71 BI-WEEKLY $6,686.76 $7,041.02 $7,396.54 $7,767.27 $8,145.56 HOURLY RATE $83.5845 $88.0128 $92.4568 $97.0909 $101.8195 B430 PARKSSUPE/CITYARBORIST ANNUAL $105,365.16 $110,804.66 $116,278.16 $122,059.54 $129,585.53 MONTHLY $8,780.43 $9,233.72 $9,689.85 $10,171.63 $10,798.79 BI-WEEKLY $4,052.51 $4,261.72 $4,472.24 $4,694.60 $4,984.06 HOURLY RATE $50.6564 $53.2715 $55.9030 $58.6825 $62.3008 B410 PARKSSUPERINT/CITYARBORIST ANNUAL $124,478.65 $130,926.07 $137,308.18 $144,249.14 $151,716.53 MONTHLY $10,373.22 $10,910.51 $11,442.35 $12,020.76 $12,643.04 BI-WEEKLY $4,787.64 $5,035.62 $5,281.08 $5,548.04 $5,835.25 HOURLY RATE $59.8455 $62.9453 $66.0135 $69.3505 $72.9406 B420 PARKS SUPERVISOR ANNUAL $102,867.75 $108,101.64 $113,541.08 $119,254.40 $126,609.30 MONTHLY $8,572.31 $9,008.47 $9,461.76 $9,937.87 $10,550.78 BI-WEEKLY $3,956.45 $4,157.76 $4,366.96 $4,586.71 $4,869.59 HOURLY RATE $49.4556 $51.9720 $54.5870 $57.3339 $60.8699 A114 PAYROLL ADMINISTRATOR ANNUAL $84,533.36 $88,733.02 $93,074.55 $97,785.12 $102,665.82 MONTHLY $7,044.45 $7,394.42 $7,756.21 $8,148.76 $8,555.49 BI-WEEKLY $3,251.28 $3,412.81 $3,579.79 $3,760.97 $3,948.69 HOURLY RATE $40.6410 $42.6601 $44.7474 $47.0121 $49.3586 A609 PERMIT TECHNICIAN ANNUAL $74,204.27 $77,864.88 $81,865.89 $85,867.03 $90,123.49 MONTHLY $6,183.69 $6,488.74 $6,822.16 $7,155.59 $7,510.29 BI-WEEKLY $2,854.01 $2,994.80 $3,148.69 $3,302.58 $3,466.29 HOURLY RATE $35.6751 $37.4350 $39.3586 $41.2823 $43.3286 A108 PLANNER ANNUAL $94,351.55 $99,033.60 $104,084.68 $108,936.98 $114,527.11 MONTHLY $7,862.63 $8,252.80 $8,673.72 $9,078.08 $9,543.93 BI-WEEKLY $3,628.91 $3,808.98 $4,003.26 $4,189.88 $4,404.89 HOURLY RATE $45.3614 $47.6123 $50.0408 $52.3735 $55.0611 D104 PLANNING DIRECTOR ANNUAL $172,046.51 $180,533.45 $189,678.36 $196,586.73 $208,955.68 MONTHLY $14,337.21 $15,044.45 $15,806.53 $16,382.23 $17,412.97 BI-WEEKLY $6,617.17 $6,943.59 $7,295.32 $7,561.03 $8,036.76 HOURLY RATE $82.7146 $86.7949 $91.1915 $94.5129 $100.4595 B111 PLANNING MANAGER ANNUAL $136,321.13 $143,130.72 $150,236.08 $157,769.43 $165,697.12 MONTHLY $11,360.09 $11,927.56 $12,519.67 $13,147.45 $13,808.09 BI-WEEKLY $5,243.12 $5,505.03 $5,778.31 $6,068.06 $6,372.97 HOURLY RATE $65.5390 $68.8129 $72.2289 $75.8508 $79.6621 A205 POLICE ADM SERVICES COORD ANNUAL $72,388.22 $75,992.04 $79,737.72 $83,511.81 $87,512.82 MONTHLY $6,032.35 $6,332.67 $6,644.81 $6,959.32 $7,292.74 BI-WEEKLY $2,784.16 $2,922.77 $3,066.84 $3,211.99 $3,365.88 HOURLY RATE $34.8020 $36.5346 $38.3355 $40.1499 $42.0735 M200 POLICE CAPTAIN ANNUAL $164,131.09 $172,098.07 $179,624.09 $188,472.95 $197,619.28 MONTHLY $13,677.59 $14,341.51 $14,968.67 $15,706.08 $16,468.27 BI-WEEKLY $6,312.73 $6,619.16 $6,908.62 $7,248.96 $7,600.74 HOURLY RATE $78.9091 $82.7395 $86.3578 $90.6120 $95.0093 D201 POLICE CHIEF ANNUAL $200,294.72 $210,280.88 $220,769.99 $231,694.22 $243,356.43 MONTHLY $16,691.23 $17,523.41 $18,397.50 $19,307.85 $20,279.70 BI-WEEKLY $7,703.64 $8,087.73 $8,491.15 $8,911.32 $9,359.86 HOURLY RATE $96.2955 $101.0966 $106.1394 $111.3915 $116.9983 A202 POLICE CLERK I ANNUAL $57,774.39 $60,697.18 $63,733.44 $66,769.69 $69,976.20 MONTHLY $4,814.53 $5,058.10 $5,311.12 $5,564.14 $5,831.35 BI-WEEKLY $2,222.09 $2,334.51 $2,451.29 $2,568.07 $2,691.39 HOURLY RATE $27.7761 $29.1814 $30.6411 $32.1009 $33.6424 A203 POLICE CLERK II ANNUAL $63,733.44 $66,769.69 $69,976.20 $73,211.11 $76,814.94 MONTHLY $5,311.12 $5,564.14 $5,831.35 $6,100.93 $6,401.25 BI-WEEKLY $2,451.29 $2,568.07 $2,691.39 $2,815.81 $2,954.42 HOURLY RATE $30.6411 $32.1009 $33.6424 $35.1976 $36.9303 A204 POLICE CLERK III ANNUAL $88,449.30 MONTHLY $7,370.78 BI-WEEKLY $3,401.90 HOURLY RATE $42.5238 M202 POLICE LIEUTENANT ANNUAL $140,442.61 $147,434.07 $154,824.29 $162,551.70 $170,688.32 MONTHLY $11,703.55 $12,286.17 $12,902.02 $13,545.98 $14,224.03 BI-WEEKLY $5,401.64 $5,670.54 $5,954.78 $6,251.99 $6,564.94 HOURLY RATE $67.5205 $70.8818 $74.4348 $78.1499 $82.0618 P200 POLICE OFFICER ANNUAL $97,064.45 $102,401.21 $107,030.31 $112,661.96 $118,028.18 MONTHLY $8,088.70 $8,533.43 $8,919.19 $9,388.50 $9,835.68 BI-WEEKLY $3,733.25 $3,938.51 $4,116.55 $4,333.15 $4,539.55 HOURLY RATE $46.6656 $49.2314 $51.4569 $54.1644 $56.7444 P201 POLICE OFFICER TRAINEE ANNUAL $93,402.03 MONTHLY $7,783.50 BI-WEEKLY $3,592.39 HOURLY RATE $44.9049 M201 POLICE SERGEANT ANNUAL $117,910.32 $123,482.91 $129,615.82 $136,220.41 $143,149.34 MONTHLY $9,825.86 $10,290.24 $10,801.32 $11,351.70 $11,929.11 BI-WEEKLY $4,535.01 $4,749.34 $4,985.22 $5,239.25 $5,505.74 B201 IPOLICE SERVICES MANAGER A711 IPROGRAM COORDINATOR A610 �PROIICTMGRGIS COORDINATOR A611 IPUBLIC WORKS INSPECTOR A702 IRECREATION COORDINATOR I A701 IRECREATION COORDINATOR II B711 IRECREATION MANAGER B710 IRECREATION SUPERINTENDENT B700 IRECREATION SUPERVISOR B106 ISENIOR ACCOUNTANT A602 ISENIOR BUILDING INSPECTOR B601 ISENIOR CIVIL ENGINEER HOURLY RATE $56.6876 $59.3668 $62.3153 $65.4906 $68.8218 ANNUAL $118,946.37 $124,893.92 $131,138.57 $137,695.49 $144,580.36 MONTHLY $9,912.20 $10,407.83 $10,928.21 $11,474.62 $12,048.36 BI-WEEKLY $4,574.86 $4,803.61 $5,043.79 $5,295.98 $5,560.78 HOURLY RATE $57.1858 $60.0451 $63.0474 $66.1998 $69.5098 ANNUAL $50,481.68 $52,978.76 $55,589.43 $58,341.84 $61,293.02 MONTHLY $4,206.81 $4,414.90 $4,632.45 $4,861.82 $5,107.75 BI-WEEKLY $1,941.60 $2,037.64 $2,138.06 $2,243.92 $2,357.42 HOURLY RATE $24.2700 $25.4705 $26.7258 $28.0490 $29.4678 ANNUAL $139,044.32 MONTHLY $11,587.03 BI-WEEKLY $5,347.86 HOURLY RATE $66.8483 ANNUAL $93,415.07 $98,012.04 $102,977.94 $108,114.08 $113,590.75 MONTHLY $7,784.59 $8,167.67 $8,581.50 $9,009.51 $9,465.90 BI-WEEKLY $3,592.89 $3,769.69 $3,960.69 $4,158.23 $4,368.88 HOURLY RATE $44.9111 $47.1211 $49.5086 $51.9779 $54.6110 ANNUAL $55,589.66 $58,341.92 $61,293.02 $64,357.70 $67,575.46 MONTHLY $4,632.47 $4,861.83 $5,107.75 $5,363.14 $5,631.29 BI-WEEKLY $2,138.06 $2,243.92 $2,357.42 $2,475.30 $2,599.06 HOURLY RATE $26.7258 $28.0490 $29.4678 $30.9413 $32.4883 ANNUAL $72,842.20 $76,332.56 $79,936.38 $83,908.99 $88,080.39 MONTHLY $6,070.18 $6,361.05 $6,661.37 $6,992.42 $7,340.03 BI-WEEKLY $2,801.62 $2,935.87 $3,074.48 $3,227.27 $3,387.71 HOURLY RATE $35.0203 $36.6984 $38.4310 $40.3409 $42.3464 ANNUAL $110,567.40 $116,386.73 $122,512.32 $128,960.33 $135,747.72 MONTHLY $9,213.95 $9,698.89 $10,209.36 $10,746.69 $11,312.31 BI-WEEKLY $4,252.59 $4,476.41 $4,712.01 $4,960.01 $5,221.07 HOURLY RATE $53.1574 $55.9551 $58.9001 $62.0001 $65.2634 ANNUAL $119,733.03 $125,890.84 $132,082.47 $138,787.84 $145,937.56 MONTHLY $9,977.75 $10,490.90 $11,006.87 $11,565.65 $12,161.46 BI-WEEKLY $4,605.12 $4,841.96 $5,080.10 $5,337.99 $5,612.98 HOURLY RATE $57.5640 $60.5245 $63.5013 $66.7249 $70.1623 ANNUAL $100,815.16 $106,049.18 $110,941.45 $116,756.84 $122,572.56 MONTHLY $8,401.26 $8,837.43 $9,245.12 $9,729.74 $10,214.38 BI-WEEKLY $3,877.51 $4,078.81 $4,266.98 $4,490.65 $4,714.33 HOURLY RATE $48.4689 $50.9851 $53.3373 $56.1331 $58.9291 ANNUAL $94,586.80 $99,537.45 $104,836.63 $110,310.21 $116,132.93 MONTHLY $7,882.23 $8,294.79 $8,736.39 $9,192.52 $9,677.74 BI-WEEKLY $3,637.95 $3,828.36 $4,032.18 $4,242.70 $4,466.65 HOURLY RATE $45.4744 $47.8545 $50.4023 $53.0338 $55.8331 ANNUAL $105,106.23 $110,299.05 $115,520.39 $121,649.69 $127,778.99 MONTHLY $8,758.85 $9,191.59 $9,626.70 $10,137.47 $10,648.25 BI-WEEKLY $4,042.55 $4,242.27 $4,443.09 $4,678.83 $4,914.58 HOURLY RATE $50.5319 $53.0284 $55.5386 $58.4854 $61.4323 ANNUAL $143,850.74 $151,034.76 $158,629.21 $166,531.55 $174,912.88 MONTHLY $11,987.56 $12,586.23 $13,219.10 $13,877.63 $14,576.07 B610 ISENIOR MANAGEMENT ANALYST A113 ISENIOR PLANNER A607 SENIOR PUBLIC WORKS INSPECTOR B608 ISTREET & SEWER SUPERVISOR 5601 STREET, SEWER DOWNTOWN LEAD 5604 STREET, SEWER, DOWNTOWN MW II B607 STREETS STORM SEWER DIV MGR A115 �SUSTAINABILITY PROGRAM MANAGER 5602 ITRAFFIC SIGN PAINT LEAD A601 ITRAFFIC-CIVIL ENGINEER A600 ITRANSPORTATION ENGINEER A612 ITRANSPORTATION PROGRAM BI-WEEKLY $5,532.72 $5,809.03 $6,101.12 $6,405.06 $6,727.42 HOURLY RATE $69.1590 $72.6129 $76.2640 $80.0633 $84.0928 ANNUAL $103,825.30 $108,566.81 $114,040.75 $119,688.72 $125,685.33 MONTHLY $8,652.11 $9,047.23 $9,503.40 $9,974.06 $10,473.78 BI-WEEKLY $3,993.28 $4,175.65 $4,386.18 $4,603.41 $4,834.05 HOURLY RATE $49.9160 $52.1956 $54.8273 $57.5426 $60.4256 ANNUAL $119,688.09 $125,621.59 $131,875.02 $138,477.61 $145,458.20 MONTHLY $9,974.01 $10,468.47 $10,989.59 $11,539.80 $12,121.52 BI-WEEKLY $4,603.39 $4,831.60 $5,072.12 $5,326.06 $5,594.55 HOURLY RATE $57.5424 $60.3950 $63.4015 $66.5758 $69.9319 ANNUAL $103,744.16 $108,936.98 $114,271.78 $119,720.05 $126,048.01 MONTHLY $8,645.35 $9,078.08 $9,522.65 $9,976.67 $10,504.00 BI-WEEKLY $3,990.16 $4,189.88 $4,395.07 $4,604.62 $4,848.00 HOURLY RATE $49.8770 $52.3735 $54.9384 $57.5578 $60.6000 ANNUAL $97,907.76 $102,793.64 $107,981.28 $113,388.54 $119,015.40 MONTHLY $8,158.98 $8,566.14 $8,998.44 $9,449.05 $9,917.95 BI-WEEKLY $3,765.68 $3,953.60 $4,153.13 $4,361.10 $4,577.52 HOURLY RATE $47.0710 $49.4200 $51.9141 $54.5138 $57.2190 ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 ANNUAL $66,754.02 $70,486.98 $73,780.76 $77,321.71 $81,136.88 MONTHLY $5,562.84 $5,873.92 $6,148.40 $6,443.48 $6,761.41 BI-WEEKLY $2,567.46 $2,711.04 $2,837.72 $2,973.91 $3,120.65 HOURLY RATE $32.0933 $33.8880 $35.4715 $37.1739 $39.0081 ANNUAL $113,986.03 $119,698.72 $125,685.68 $131,980.12 $138,548.70 MONTHLY $9,498.84 $9,974.89 $10,473.81 $10,998.34 $11,545.73 BI-WEEKLY $4,384.08 $4,603.80 $4,834.06 $5,076.16 $5,328.80 HOURLY RATE $54.8010 $57.5475 $60.4258 $63.4520 $66.6100 ANNUAL $104,023.40 $109,237.90 $114,684.74 $120,430.43 $126,442.47 MONTHLY $8,668.62 $9,103.16 $9,557.06 $10,035.87 $10,536.87 BI-WEEKLY $4,000.90 $4,201.46 $4,410.95 $4,631.94 $4,863.17 HOURLY RATE $50.0113 $52.5183 $55.1369 $57.8993 $60.7896 ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 ANNUAL $103,886.02 $108,823.51 $114,527.11 $120,315.90 $126,388.53 MONTHLY $8,657.17 $9,068.63 $9,543.93 $10,026.33 $10,532.38 BI-WEEKLY $3,995.62 $4,185.52 $4,404.89 $4,627.53 $4,861.10 HOURLY RATE $49.9453 $52.3190 $55.0611 $57.8441 $60.7638 ANNUAL $119,776.85 $125,820.96 $132,120.52 $138,675.53 $145,712.79 MONTHLY $9,981.40 $10,485.08 $11,010.04 $11,556.29 $12,142.73 BI-WEEKLY $4,606.80 $4,839.27 $5,081.56 $5,333.67 $5,604.34 HOURLY RATE $57.5850 $60.4909 $63.5195 $66.6709 $70.0543 ANNUAL $121,365.84 $127,495.14 $133,766.31 $140,519.97 $147,528.96 MANAGER MONTHLY $10,113.82 $10,624.60 $11,147.19 $11,710.00 $12,294.08 BI-WEEKLY $4,667.92 $4,903.66 $5,144.86 $5,404.61 $5,674.19 HOURLY RATE $58.3490 $61.2958 $64.3108 $67.5576 $70.9274 5405 TREE LEADWORKER ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 5409 TREE MAINTENANCE WORKER ANNUAL $68,428.50 $72,326.04 $75,619.82 $79,270.40 $83,168.11 MONTHLY $5,702.38 $6,027.17 $6,301.65 $6,605.87 $6,930.68 BI-WEEKLY $2,631.87 $2,781.77 $2,908.45 $3,048.86 $3,198.77 HOURLY RATE $32.8984 $34.7721 $36.3556 $38.1108 $39.9846 5411 TREE WORKER ANNUAL $70,624.35 $73,945.51 $77,678.47 $81,493.84 $85,610.97 MONTHLY $5,885.36 $6,162.13 $6,473.21 $6,791.15 $7,134.25 BI-WEEKLY $2,716.32 $2,844.06 $2,987.63 $3,134.38 $3,292.73 HOURLY RATE $33.9540 $35.5508 $37.3454 $39.1798 $41.1591 5400 UTILITIES INSPECTOR/LOCATOR ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 B500 WATER DIVISION MANAGER ANNUAL $113,986.03 $119,698.72 $125,685.68 $131,980.12 $138,548.70 MONTHLY $9,498.84 $9,974.89 $10,473.81 $10,998.34 $11,545.73 BI-WEEKLY $4,384.08 $4,603.80 $4,834.06 $5,076.16 $5,328.80 HOURLY RATE $54.8010 $57.5475 $60.4258 $63.4520 $66.6100 5501 WATER MAINTENANCE LEAD ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 5503 WATER MAINTENANCE WORKER II ANNUAL $66,754.02 $70,486.98 $73,780.76 $77,321.71 $81,136.88 MONTHLY $5,562.84 $5,873.92 $6,148.40 $6,443.48 $6,761.41 BI-WEEKLY $2,567.46 $2,711.04 $2,837.72 $2,973.91 $3,120.65 HOURLY RATE $32.0933 $33.8880 $35.4715 $37.1739 $39.0081 5502 WATER METER REPAIRER ANNUAL $67,412.78 $70,651.73 $74,027.93 $77,733.30 $81,603.63 MONTHLY $5,617.73 $5,887.64 $6,168.99 $6,477.78 $6,800.30 BI-WEEKLY $2,592.80 $2,717.37 $2,847.23 $2,989.74 $3,138.60 HOURLY RATE $32.4100 $33.9671 $35.5904 $37.3718 $39.2325 B501 WATER OPERATIONS SUPERVISOR ANNUAL $97,907.76 $102,793.64 $107,981.28 $113,388.54 $119,015.40 MONTHLY $8,158.98 $8,566.14 $8,998.44 $9,449.05 $9,917.95 BI-WEEKLY $3,765.68 $3,953.60 $4,153.13 $4,361.10 $4,577.52 HOURLY RATE $47.0710 $49.4200 $51.9141 $54.5138 $57.2190 5508 WATER QUALITY AND METER LEAD ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 5507 WATER QUALITY AND METER TECH ANNUAL $70,486.98 $74,000.35 $77,705.88 $81,603.63 $85,665.96 MONTHLY $5,873.92 $6,166.70 $6,475.49 $6,800.30 $7,138.83 BI-WEEKLY $2,711.04 $2,846.17 $2,988.69 $3,138.60 $3,294.84 HOURLY RATE $33.8880 $35.5771 $37.3586 $39.2325 $41.1855 B503 WATER QUALITY SUPERVISOR ANNUAL $97,907.76 $102,793.64 $107,981.28 $113,388.54 $119,015.40 MONTHLY $8,158.98 $8,566.14 $8,998.44 $9,449.05 $9,917.95 BI-WEEKLY $3,765.68 $3,953.60 $4,153.13 $4,361.10 $4,577.52 HOURLY RATE $47.0710 $49.4200 $51.9141 $54.5138 $57.2190 S505 WATER SERVICE OPSTECH ANNUAL $78,090.26 $82,042.80 $86,132.51 $90,551.64 $95,108.15 MONTHLY $6,507.52 $6,836.90 $7,177.71 $7,545.97 $7,925.68 BI-WEEKLY $3,003.47 $3,155.49 $3,312.79 $3,482.76 $3,658.01 HOURLY RATE $37.5434 $39.4436 $41.4099 $43.5345 $45.7251 A110 ZONING TECHNICIAN ANNUAL $80,532.22 $84,419.77 $88,591.16 $93,102.95 $97,643.25 MONTHLY $6,711.02 $7,034.98 $7,382.60 $7,758.58 $8,136.94 BI-WEEKLY $3,097.39 $3,246.91 $3,407.35 $3,580.88 $3,755.51 HOURLY RATE $38.7174 $40.5864 $42.5919 $44.7610 $46.9439 Amended 7110117 FY2017-18 budget classification and compensation revisions Amended 8121117 classification and compensation revisions Amended 9118117 classification and compensation revisions Amended 12125117 3% salary increase Department Head and Unrepresented Unit, Teamsters, AFSCME BAMM, Amended 612512018 3% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs Amended 9117118 classification and compensation revisions Amended 12124118 3% salary increase Department Head and Unrepresented Unit, AFSCME BAMM, Amended 1121119 4.5% salary increase Teamsters Unit effective 1212412018 Amended 3113119 classification and compensation revisions Amended 6117119 adding Environmental Regulatory Compliance Manager Amended 6117119 4.5% salary increase AFSCME Admin Unit, effective 6124119 per applicable MOU Amended 8119119 4.5% salary increase AFSCME Maintenance Unit, effective 8119119 per applicable MOU Amended 12123119 3% salary increase Department Head and Unrepresented Unit Amended 11612020 3% salary increase City Manager, effective 12123119 Amended 211812020 to include new classifications Amended 612212020 2.5% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs Amended 12122120 3% salary increase Department Head and Unrepresented Unit Amended 415121 classification and compensation revisions Amended 612112021 2% salary increase for AFSCME Admin and Maint bargaining unit, per applicable MOUs Amended 8116121 classification and compensation revisions Amended 12120121 2% salary increase for POA, APA, PSA, Teamsters, DH/Unrep, per applicable MOUs BURLINGAME AGENDA NO: 5b STAFF REPORT MEETING DATE: March 16, 2022 To: Honorable Mayor and City Council Date: March 16, 2022 From: Syed Murtuza, Director of Public Works — (650) 558-7230 Art Morimoto, Assistant Director of Public Works — (650) 558-7230 Margaret Glomstad, Director of Parks and Recreation — (650) 558-7307 Subject: Review of Draft FY 2022-23 General Fund, Measure I, Gas Tax, Measure A, Senate Bill (SB 1), Parking Enterprise Funds, Public Facilities Impact Fees, and Solid Waste Funded Capital Improvement Program RECOMMENDATION Staff recommends that the City Council review the proposed draft FY 2022-23 General Fund, Measure I, Gas Tax, Measure A, Measure I, SB 1, Parking Enterprise Fund, Public Facilities Impact Fees, and Solid Waste funded Capital Improvement Program (CIP), and provide feedback. BACKGROUND Historically, staff has presented the City Council with a draft of the proposed General Fund CIP as part of the mid -year budget study session in order to receive Council feedback with sufficient time to incorporate any changes prior to the adoption of the budget. The draft General Fund CIP typically includes General Fund, Measure I, Gas Tax, Measure A, SB 1, and Parking Enterprise funded projects. This year, additional funding sources, including the Public Facilities Impact Fees and the Solid Waste Fund, are being utilized to lessen the impacts on the General Fund. Staff will present the CIP for the Storm Drainage System, Water System, Sanitary Sewer System, and Waste Water Treatment Plant at a future meeting as part of the overall budget presentation. Last year, during the FY 2021-22 budget review, the City Council adopted a reduced General Fund CIP that reflected the ongoing and anticipated adverse economic impacts due to COVID-19. Similarly, the CIP for FY 2022-23 has been developed to account for the continued lower General Fund revenue levels. DISCUSSION GENERAL FUND CIP In developing the FY 2022-23 CIP, staff evaluated the most critical needs of City infrastructure and identified projects with the following distribution of funding: $3.185M in General Funds; $2.OM from Measure I; $2.13M from a combination of Gas Tax, Measure A, and SB 1; $650K from Parking Enterprise Funds; $1.13M in Public Facilities Impact Fees; $200K in Solid Waste Funds; and $3.4M in potential grant funding, for a total of $12.695M for next year's CIP. 1 FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A. SB 1, Public Facilities March 16, 2022 Impact Fees & Solid Waste Funded CIP Below is a summary table of each of the CIP program categories with project descriptions and costs. Staff will provide the City Council with additional information on these projects at the March 16, 2022 Mid -Year Budget Study Session. PARKS AND RECREATION IMPROVEMENTS ($3,445,000) Project Description Aquatic Facility - Pool Deck Replacement/Resurfacing General Fund $1,310 Impact Fees Grants Total Recommendation $1,310 Burlingame Square Caltrain Station Mobility Hub $200 $500 $700 Alpine Park Renovation & ADA Improvements $190 $160 $350 Town Square Project Development $300 $300 Cuernavaca Field Renovation & ADA Improvements (ind. synthetic turf) $250 $250 Trash Receptacles in compliance with SB 1383 $200 $200 Pathways & Landscape Improvements $75 $75 Eucalyptus Tree Management $75 $75 City Parks Fencing $75 $75 Playground Replacement Fund $50 $50 Laguna Playground Renovation & ADA Improvements $50 $50 Annual Tree Replacement $10 $10 Subtotal Parks and Recreation Improvements: $2,585 $360 $500 $3,445 Note: Funding presented in thousands. The proposed funding for the Aquatic Facility Project will supplement existing funds and is for the final contractual payment to the San Mateo Union High School District for the work completed at the aquatic facility. The final payment of $1.43M is due upon completion of the new community center. The City was awarded a $500K Metropolitan Transportation Commission grant for the Mobility Hub improvements at the Burlingame Caltrain Station at California Drive and Burlingame Avenue. The General Fund request of $200K will be utilized as local matching funds for the grant. The Alpine Park Renovation Project will replace a 25-year old playground and address Americans with Disabilities Act (ADA) needs. The proposed $350K funding for this project will consist of existing playground replacement funds ($160K in Public Facilities Impact Fees for Parks and $190K in General Funds). The funding for field renovations and ADA improvements at Cuernavaca Park is to advance the project design phase through construction documents. The work at Cuernavaca Park will consist of improvements to the infield, outfield, dugouts, irrigation system, and drainage facilities, and address ADA deficiencies at the field. $50K is requested for planning improvements to Laguna Park to replace the 23-year old park. 2 FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A. SB 1, Public Facilities March 16, 2022 Impact Fees & Solid Waste Funded CIP Funding is requested in the amount of $300K for project design development of the Town Square at Parking Lot E. This project was initiated by Community Development and will be developed in conjunction with the Post Office Project. $200K is proposed from the Solid Waste Fund to purchase trash receptacles, including compost bins, to comply with upcoming SB 1383 regulations. The above list excludes the annual set aside funding for future replacement of synthetic turf at Burlingame School District facilities (BSD) and Murray Field. The funding for future replacement of artificial turf fields will be accelerated in future years upon better economic conditions. The remaining projects on the list primarily consist of infrastructure maintenance projects based on the needs assessment and replacement schedule as identified in the department's work program. BIKE, PEDESTRIAN, AND TRAFFIC IMPROVEMENTS ($5,780,000) Project Description General Fund/ Measure A Gas Tax Impact Fees Grants Total Recommendation Old Bayshore Highway - - $150 $1,200 $1,350 (Design Development/ Environmental Clearance) Sidewalk Repair Program $1,200 $100 - - $1,300 Murchison, Trousdale and Davis Bike Lane - $600 - $400 $1,000 Project Neighborhood Bike Boulevard - - $300 $500 $800 California Drive Class I Bike Improvements $100 - - $200 $300 (Broadway to Murchison) California Drive Class I Bike Improvements $100 - - $200 $300 (Oak Grove to Burlingame Ave) California Drive Bike Improvements $100 - - $200 $300 (Burlingame Ave and Peninsula Ave) MTC Quick Strike Pedestrian Safety Grant - $80 - $200 $280 Project Traffic and Transportation Studies $50 - $50 - $100 Citywide Pedestrian Safety Improvements $50 - - - $50 Subtotal Bike/Ped/Traffic Improvements: $1,600 $780 $500 $2,900 $5,780 Note: Funding presented in thousands. The CIP includes $1.OM from Measure I for the Sidewalk Program and associated ADA improvements in the general area as shown on the map in the attached PowerPoint presentation. Additionally, $200K is being requested from the General Fund as a past practice to fund sidewalk improvements, and $100K from the Gas Tax to fund curb and gutter improvements as part of the project. 3 FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A. SB 1, Public Facilities March 16, 2022 Impact Fees & Solid Waste Funded CIP In anticipation of many upcoming transportation, bicycle, and pedestrian improvement grant opportunities, several projects are being listed in the CIP with match funding sources identified in advance of grant programs being available. These projects include preliminary design work to advance the project development of Old Bayshore Highway, further development of bicycle improvements on California Drive, and construction of the Neighborhood Bike Boulevard Project, which is currently seeking community input during preliminary design. Matching funds will be drawn from the General Fund, Measure A, or Public Facilities Impact Fees for transportation as shown in the table above. The City has been awarded an MTC Quick Strike grant, and matching funds in the amount of $80K from Measure A is requested for these pedestrian improvements. Additionally, General Funds in the amount of $50K are being requested for Citywide Pedestrian Safety Improvements for implementation and $50k for Traffic and Transportation Studies to address areas with safety concerns as part of the ongoing work program. BUILDING FACILITIES IMPROVEMENTS ($670,000) Project Description Police Station ADA Improvements Impact General Parking Fund Fund Fees - - $200 Recommendation $200 Donnelly Garage Elevator Improvements - $200 - $200 Fire Station 34 Renovations - - $170 $170 City Facilities Roof Replacement Fund - - $100 $100 Subtotal Building Facilities Improvements: $0 $200 $470 $670 Note: Funding presented in thousands. No General Funds are proposed for Building Facilities Improvements at this time. Staff proposes using $200K from Public Facilities Impact Fees to fund the design of Police Station ADA Improvements, including the renovation of the men's and women's locker rooms and ADA improvements throughout the facility. $170K is proposed for the design of improvements at Fire Station 34, including HVAC improvements, modifications to living quarters and operations, and roof replacement. An additional $100K is proposed for the City Facilities Roof Replacement Fund, which sets aside funding to address the design and construction of roof replacements at various City buildings. Staff proposes to use $200K from the Parking Fund for the Donnelly Garage Elevator Improvements Project, which will overhaul the existing outdated elevator equipment. PARKING ENTERPRISE FUNDED PROJECTS ($450, 000) Additional Parking Enterprise funded projects for the CIP include $150K to upgrade existing smart parking meters from 3G to 5G, and $300K to upgrade City parking lots, which includes Lot X by the Lions Club facility. C FY 2022-23 General Fund, Measure 1, Gas Tax, Measure A, SB 1, Public Facilities March 16, 2022 Impact Fees & Solid Waste Funded CIP GAS TAX, SB 1, AND MEASURE I FUNDED PROJECTS ($2,350,000) Based on the condition assessment of 84 miles of existing street infrastructure and the recommendations from the Street Pavement Maintenance Software Program, staff is proposing a total of $2.35M of CIP funding from a combination of Gas Tax, Measure I, and SB 1 funds for next year's street repairs and resurfacing program as follows. • Adeline Road — El Camino Real to Balboa Avenue • Airport Boulevard — Beach Road to San Mateo City limit • Bayshore Highway — Mitten Road to Mahler Road (digouts only) • Broadway — Vancouver Avenue to El Camino Real • Burlingame Avenue — Carolan Avenue to Bloomfield Road • California Drive — Broadway to Oak Grove Avenue • Donnelly Road — Primrose Road to Lorton Avenue (digouts only) • Gilbreth Road — Cowan Road to Mahler Road (digouts only) • Guittard Road — Rollins Road to end • North Carolan Avenue — Edwards Court to Rollins Road The above list is preliminary and subject to change. The final list will be presented during the May Budget Study Session. Of the total $2.35M proposed for next year, $1 M is from Measure I, and $1.35M from a combination of Gas Tax and SB 1 funds. FISCAL IMPACT The estimated cost of the proposed CIP program as identified in this staff report is $12.695M as follows: • General Fund $ 3,185,000 • Measure 1 ($1 M for Sidewalks & $1 M for Streets) $ 2,000,000 • Gas Tax, Measure A, and SB 1 $ 2,130,000 • Parking Enterprise Fund $ 650,000 • Impact Fees $ 1,130,000 • Solid Waste Funds $ 200,000 • Grants $ 3,400,000 Total $12,695,000 Exhibit: • PowerPoint Presentation 5 Mid -Year B Study Sessi Fiscal Year 2022-23 Draft Capital Improvement Program March 16, 2022 4,14 )n �� �� ;, �� � vim• $. ��� n �.�.' 6 6 AiM AM ' is x� :. ;� � ... yY�- � .. ••ice - J L1 1 ;U& _ o w - 411W �U Outline of Topics • Proposed CIP Funding • General Fund Projects • Gas Tax, Measure A, Measure I, SB l , Parking Enterprise, Public Facilities Impact Fees, and Solid Waste Projects • Summary • Council Direction & Feedback Proposed Draft CIP Funding Fiscal Year 2022/2023 'f. General Fund CIP Requests Building Facilities Oho Aquatic Facility - Pool Deck Replacement Resurfacing $1,310 7 I■ $1,310 Burlingame Square Transit Hub $200 $500 $700 Alpine Park Renovation & ADA Improvements $190 $160 $350 Town Square $300 $300 Cuernavaca Field Renovation & ADA Improvements, $250 $250 including Synthetic Turf Trash Receptacles per SB 1383 $200 $200 Pathways & Landscape Improvements $75 $75 Eucalyptus Tree Management $75 $75 City Parks Fencing $75 $75 Playground Replacement Fund $50 $50 Laguna Playground Renovation & ADA Improvements $50 $50 Annual Tree Replacement $10 $10 BSD Synthetic Turf Replacement Fund $0 Picnic Tables, Benches & Fountains $0 Murray Field Synthetic Turf Replacement Fund $0 Athletic Field Renovations Fund $0 TOTAL $2,585 $360 $500 $3,445 ■F=r-sr_ Old Bayshore Highway (Design Development and Env. Clearance) Sidewalk Repair Program Murchison, Trousdale & Davis Bike Lane Project Neighborhood Bike Boulevard California Drive Class I Bike Improvements (Broadway to Murchison) California Drive Class I Bike Improvements (Oak Grove to Burlingame Ave) California Drive Bike Improvements (Burlingame Ave and Peninsula Ave) MTC Quick Strike Pedestrian Safety Grant Project Traffic and Transportation Studies Citywide Pedestrian Safety Improvements TOTAL do x i rnttic imnra $200 $1,000 $100 $100 $100 $100 IM Wo $50 $50 $600 $1,000 $680 $100 _.__.Aft %a $1,200 $300 $50 $500 $400 $500 $200 $200 $200 $200 $2, 900 Y . ,.. -- $1,300 $1,000 $800 $300 $300 $300 $280 $100 $50 $5, 780 e_ Pedestrian � gil vT VA •� • Pa • Park A H •lr01VL:J22M LEGEND: 0 Citywide quick-Burld Projects (OBAG2) J Pedestrian Improvements Murchison,Trousdale, and Davis Bike Lane Project Old Bayshore Feasibility Study (Burlingame -Planning) . Bike Boulevards {Burlingame} California Drive Class I Bike Improvements Af �aysrde 61 F�ark �s" C �c Trenttr, Park `� � � .y ��r��w�` A#tee � wnY�^��Yrrto ��•� 19 VIA ashfngton�,�� S s lb 4 Lot PO Aaygroexy C`y flerrtaye 2 Park Pant County atlonal Area t� I II N 0 0.3 0.6 Sidewalk Repair Program & ADA Improvements Police Station ADA Improvements Donnelly Garage Elevator Improvements Fire Station 34 Renovations City Facilities Roof Replacement TOTAL $200 $200 In $200 $200 $170 $170 $100 $100 $0 $200 $470 $670 Parking Project Description rages General Fund Parking Fund Total Funding Recommendation Cln ❑F 5URLING,AME PUBLIC PARKING rp Street Resurfacing Projects Total Cost: $2,350,000 • Adeline Road - El Camino Real to Balboa Avenue • Airport Boulevard - Beach Road to San Mateo City Limit • Bayshore Highway - Mitten Road to Mahler Road (digouts only) • Broadway - Vancouver Avenue to El Camino Real • Burlingame Avenue - Carolan Avenue to Bloomfield Road • California Drive - Broadway to Oak Grove Avenue • Donnelly Road - Primrose Road to Lorton Avenue (digouts only) • Gilbreth Road - Cowan Road to Mahler Road (digouts only) • Guittard Road - Rollins Road to End • North Carolan Avenue - Edwards Court to Rollins Road I wow P IMP- 2:ry File: H:\140-Burlingame\140-079 ncina Proie 2023 STREET RESURFACING PROJECTS PROJECT MAP LEGEND e✓ �� PROJECT STREET TO BE RESURFACED PAVEMENT SECTION REPAIRS ONLY 6 CALIFORNIA DRIVE BIKE FACILITY PROJECT Ile SAN FRANCISCO BAY �F 4 a- „ c 4E '« v , "` , [[ gk L TOWN OF HILLBOROUGH ' U.a"'-��j.,r DEC \ 6ti1 N.T.S. e� ._i t J 2022 Street Resurface\Engineering\ExhibHs\2023 PROJECT MAP.dwg Plotted: 3-09-22 @ 10:04:10 AM By: pbusinger ""I M 01UNO Parks and Recreation Improvements $3,445,000 Bike, Ped, and Traffic Improvements $5,780,000 Building Facilities Improvements $670,000 Parking & Garages $450,000 Street Resurfacing Projects $2,350,000 TOTAL $12,695,000 E AIL •[• ►l- Iry of Prone! General Fund Measure 1 ($1 M for Sidewalks / $1 M for Streets) Gas Tax, Measure A, and SB-1 Parking Enterprise Fund Impact Fees Solid Waste Fund Grants TOTAL �: 0 err: $3,185,000 $2,000,000 $2,130,000 $650,000 $1,130,000 $200,000 $3,400,000 $12,695,000 AIrIc -900., p. =-- r i Council Direction &Feedback it 46ww�ry