Item 12 - COVID-19 Econ Impact Update, Approval of Proposed Reorg of Staff the Fin Dept and Proposed Changes to the Classification PlanSeptember 15, 2020, Item #12DATE: TO: FROM: CONTACT: SUBJECT: Summary: AGENDA REPORT CityofPoway September 15, 2020 Honorable Mayor and Members of the City Council Aaron Beanan, Director of Finance ~ Aaron Beanan, Director of Finance 858-668-4411 or abeanan@poway.org CITY COUNCIL COVI D-19 Economic Impacts Update, Approval of Proposed Reorganization of Staffing in the Finance Department and Proposed Changes to the City of Poway Classification Plan and Salary Schedules This report will focus on the preliminary General Fund financial results for Fiscal Year 2019-20 (ended June 30, 2020), updates to the forecast for Fiscal Year 2020-21 (ending June 30, 2021 }, important upcoming dates for the forecast, a proposed reorganization in the Finance Department and proposed changes to the City of Poway Classification Plan and Salary Schedules. Recommended Action: It is recommended that the City Council note and file the report on economic impacts and adopt the resolution approving the personnel changes related to the proposed staffing reorganization and position classification plans and salary schedules. Discussion: Consistent with staff's commitment during the Fiscal Year 2020-21 (taking place from July 1, 2020 to June 30, 2021) budget process to update Council as often as applicable to the changing economic environment resulting from the COVID-19 pandemic, staff will discuss the preliminary General Fund financial results for Fiscal Year ended June 30, 2020, updates to the forecast for Fiscal Year 2020-21, and important upcoming dates for the forecast. Staff will also discuss a proposed reorganization in the Finance Department which results in savings this fiscal year and proposed changes to the City of Poway Classification Plan and Salary Schedules. Preliminary General Fund Financial Results for Fiscal Year 2019-20 While the information presented in the table below is preliminary and will change, the General Fund's early results for Fiscal Year 2019-20 are encouraging. The results will change because, for example, not all revenue and expenditure accruals have been made yet, non-operating revenues and expenditures haven't been finalized yet, etc. The results are encouraging from an operating revenue and operating expenditure standpoint and will be discussed in more detail following the table on the next page. 1 of 21
September 15, 2020, Item #12FY 2019-20 Projected FY 2019-20 Preliminary Year-End (as of April 2020) (as of August 2020) Property Tax $22,750,001 $22,362,155 Sales Tax 13,135,648 14,185,047 Franchise Fees, TOT 2,883,083 2,525,262 Other 9,195,596 9,680,108 -----------------------Tot a I Operating Revenues 47,964,328 48,752,572 Legislative and Admin. Services Finance Human Resources Community Services Development Services Public Works Fire Law Enforcement Tot a I Operating Expenditures Revenues: 1,062,431 1,818,463 1,111,268 6,083,434 4,861,669 6,083,876 13,026,391 13,504,284 -------------47,551,816 842,814 1,791,033 1,107,004 5,708,872 4,990,711 5,708,872 13,013,153 13,492,256 46,654,715 The City's largest revenue source is property tax. Property tax came in 1.7 percent less than projected. Based on preliminary analysis, this is primarily attributable to lower than anticipated Redevelopment Property Tax Trust Fund (RPTTF) disbursements. Sales tax, the City's second largest revenue source, came in almost 8 percent higher than the revised COVID-19 projections from April. The City's sales tax consultant, HDL, had revised the City's January 2020 projections for Fiscal Year 2019-20 down from just under $14.5 million to $13.1 million. Consumer buying habits helped temper the anticipated shortfall. Based on the data, consumers shifted from buying at brick-and-mortar stores to online. The City saw a benefit from this through its share of the County Pool and because of the 2018 South Dakota v. Wayfair, Inc., Overstock.com, Inc., and Newegg, Inc. court case ('Wayfair decision"). The Wayfair decision required certain businesses without a physical presence in California to collect and remit sales taxes on transactions occurring within the state. As consumers shifted buying habits on line during the start of the COVID-19 pandemic, more money flowed to the County pool from online retailers as a result of the Wayfair decision which in turn increased revenue to Poway. Second, consumers spent a lot of time stocking up on supplies at brick-and-mortar retailers such as Costco, Walmart, and Target. This spike in demand helped Poway's sales tax revenues. These sales tax results are based on the California Department of Tax and Fee Administration's (CDTFA) estimates for the second quarter (i.e. April through June) and could be adjusted later. While franchise fee revenue has not yet been fully accrued into Fiscal Year 2019-20, Transient Occupancy Tax (TOT) revenue has been. TOT was revised down from $701 thousand to $502 thousand as a result of COVID-19. This revision was based on staff's discussions with the City's hotel operators about how COVID-19 was projected to impact them. Final TOT receipts came in slightly higher at approximately $516 thousand, or just under 3 percent more. Other revenues, which includes interest, community service fees, and development service fees among others, came in about $484 thousand better than expected. Some revenues in this category were significantly impacted by the COVID-19 pandemic. For example, Community Service revenues came in approximately $867 thousand below estimates. The State and County health mandates resulted in more than a quarter's programming being canceled as a result of multiple facility closures. Another example are the city's ambulance revenues which saw a decrease of approximately $140 2 of 21
September 15, 2020, Item #12thousand through June 30. Other revenues were less impacted by the COVID-19 pandemic. Development related revenues are one example coming in almost $243 thousand above estimates. Preliminary operating revenue results for Fiscal Year 2019-20 are consistent with staff's "Moderate-V" recession forecast. A "V" shape occurs when the economy suffers a sharp, but brief, period of economic decline followed by a strong recovery. The moderate "V" assumes a sharp decline in economic activity followed by a moderately paced recovery. Staff's moderate "V" scenario projects annual revenue losses between $1.5 million and $2.5 million with an anticipated duration of two years. The mid-year budget presented to Council on March 17, 2020 projected Fiscal Year 2019-20 operating revenues to be approximately $49.5 million. Operating revenue results to date are approximately $48.7 million, or $1.2 million less. COVI D-19 Economic Aid: The City has received federal aid as a result of the COVID-19 pandemic. During Fiscal Year 2019-20 the City was awarded approximately $886 thousand in Coronavirus Aid, Relief, and Economic Security (CARES) Act funding through the County of San Diego. The award will help defray the City's costs in responding to the COVID-19 pandemic. These funds have not yet been accrued and reflected in the table above. Based on preliminary estimates, approximately 75 percent of this award amount will directly benefit the General Fund. The City also received over $54 thousand when staff applied to the Department of Health and Human Services to help defray the lost ambulance revenue discussed above. The City has also provided its local businesses with economic aid during Fiscal Year 2019-20. For example, on April 16, 2020 the City Council approved $2,000,000 from the City's Extreme Events/Public Safety reserve to fund the Poway Emergency Assistance Recovery Loan (PEARL) program for small businesses. The PEARL program's goal is to offer financial assistance to small businesses located in Poway by complementing existing state and federal loan programs and to provide a financial bridge to businesses to survive the current emergency. As of August 31, 2020, staff had received 78 applications requesting over $2.8 million in loans. Based on staff's review, almost $1.4 million has been loaned under the program. Expenditures: As part of staffs retrenchment strategies, departments agreed to limit Fiscal Year 2019-20 spending. Many purchases and projects were delayed, vacant positions unfunded, and expenditures weren't realized as a result of facility closures which helped preserve General Fund cash. Liquidity is very important during a recession because it helps ensure the city can fund essential services. Preliminary results indicate departments did a good job of reducing spending which helped reduce the projected operating expenditures by almost $900 thousand. COVID-19 Expenditure Impacts: Since the start of the COVID-19 emergency in March, the City has spent resources to comply with State and County health mandates and support Poway's local economy. For example, from March through June the City spent over $21 O thousand in supplies. This includes purchases of personal protective equipment, materials for employee health screening stations, equipment to allow staff teleworking capabilities, etc. It also included the purchase of barricades and delineators to limit access to our public spaces like parks and trails. The City also spent approximately $830 thousand on staffing costs related to complying with the State and County health mandates, supporting the PEARL program, Farmers Market, and acquisition and distribution of personal protective equipment. These costs do 3 of 21
September 15, 2020, Item #12not include other safety services support costs, such as the Sheriff's support or firefighter COVID-19 response calls and do differ from the Continuation of Emergency COVID-19 staff report as that report does not include staffing costs in the total. Staff anticipates that many of these costs will be reimbursed from the CARES Act or through the Federal Emergency Management Agency (FEMA). Forecast Updates for Fiscal Year 2020-21 Revenues: The City has received several encouraging updates on operating revenues for Fiscal Year 2020-21. The City projected property tax increases of 2.5 percent based on earlier data from the County of San Diego assessor's office. However, the City received a letter in July indicating they are projecting the assessed values to increase 4.33 percent in Fiscal Year 2020-21, or approximately $192 thousand more than the estimates included in the budget. Sales tax estimates for Fiscal Year 2020-21 have also improved. This is based on the data for the first quarter of 2020 (i.e. January through March). For example, early projections by the City's sales tax consultant HDL in March and April predicted consumption decreases across the various sales tax categories. However, based on information to date, it appears people's buying habits shifted from brick-and-mortar to online (i.e. they didn't significantly decrease, just adjusted) as discussed previously in the staff report. Additionally, specific sector data such as car sales has shown positive trends. For example, based on data from a large car dealership within the County of San Diego, their auto sales had almost reached pre-COVI D-19 levels by mid-July. This information and more led HDL to increase the City's Fiscal Year 2020-21 sales tax estimates from $13.1 million to over $13.6 million, an increase of over $500 thousand. Sales tax revenue is more sensitive to changes in economic conditions, and as such, can be a good indicator of the severity and duration of a recession. Increases in projected sales tax revenues based on information to date supports a less severe economic event and is consistent with staff's "Moderate-V" recession forecast. While this is consistent with staff's recession forecast, these amounts are still significantly less than pre-COVID revenue projections. COVID-19 Economic Aid: During Fiscal year 2020-21 the City was awarded approximately $609 thousand in CARES Act funding through the State of California. This award will also help defray the City's costs in responding to the COVID-19 pandemic. Between the County of San Diego and State of California CARES Act awards, the City will receive approximately $1.495 million. The City also has an application open with FEMA to help defray other costs incurred because of the COVID-19 pandemic such as personnel and equipment costs. FEMA reimburses 75 percent of eligible expenditures. Typically, the California Disaster Assistance Act (CDAA) would pick up another 18.75 percent of the FEMA eligible expenditures. However, the CDAA has not officially indicated whether they will be for the COVID-19 pandemic. If the CDAA did participate, the City would be reimbursed up to 93.75 from FEMA/CDAA funds. The City has also provided its local businesses with economic aid during Fiscal Year 2020-21. For example, on July 7, 2020 Council approved the purchase of picnic tables to assist Poway restaurants with the expansion of outdoor dining areas to help restaurants survive the economic hardships from COVI D-19. Additionally, Council approved the Sharing Outdoor Spaces (SOS) initiative at a special meeting on July 15, 2020. This program's goal is to help groups impacted by the State's July 13, 2020 order requiring the cessation of indoor activities by opening the City's open spaces, such as parks, to churches and fitness-oriented organizations, so they can continue to operate. 4 of21
September 15, 2020, Item #12Expenditures: The Fiscal Year 2020-21 proposed operating budget and CIP staff report indicated the importance of CalPERS investment performance to the City's pension costs. As staff stated, if CalPERS Public Employees' Retirement Fund (PERF) investment returns do not achieve seven percent in a given fiscal year, the shortfall is made up via increased charges to plan members, like the City, starting two years later. In April 2020, CalPERS had modeled several return scenarios for agencies to use in projections. These were seven, zero, negative five, and negative ten percent investment returns. The Cal PERS PERF finished Fiscal Year 2019-20 with a 4.7 percent investment return. The estimated annual costs to the City, after the five-year ramp up period, will be approximately $365 thousand per year in addition to pre-COVID projected annual increases. While they did not achieve the necessary 7 percent return, they did achieve higher than anticipated returns. This helped mitigate the increase in pension costs previously forecasted. For reference, during presentations to the Budget Review Committee, staff estimated the impacts of a PERF zero investment return scenario to the City would be approximately $950 thousand per year and $1.37 million under a negative 5 percent return scenario. COVID-19 Expenditure Impacts: Since July 1, 2020 the City has continued to spend resources to comply with State and County health mandates and support Poway's local economy. For example, the City has spent over $124 thousand in supplies. This includes purchases of picnic tables for the picnic table program, personal protective equipment, materials for employee health screening stations, equipment to allow staff teleworking capabilities, etc. The City also spent approximately $11 O thousand on staffing costs complying with the State and County health mandates, supporting the picnic table program and SOS program, and acquisition and distribution of personal protective equipment. These costs do not include other safety services support costs, such as the Sheriff's support or firefighter COVID-19 response calls. Staff anticipates that many of these costs will be reimbursed from the CARES Act or through the Federal Emergency Management Agency (FEMA). Additionally, staff will propose the purchase of a civic services software package on September 15, 2020. This new civic services software package with allow the City to provide services such as the submission, management, review, and tracking of permits, plan review, code compliance, and business/regulatory licensing completely online. This software package directly supports the State and County health mandates and helps the City become more efficient while providing increased service to the Poway community. Based on communication with the County, staff believes this is a reimbursable item under the CARES Act. Complete details are provided in that staff report. Broader Trends National and State economic indicators are important to understand the broader economic trends as a result of the COVID-19 pandemic. In this report, staff will focus on the national indicators. For example, the Gross Domestic Product (GDP) for the U.S. will help indicate whether the economy is growing or slowing and if growing, what the overall pace of the United States recovery is. Based on initial estimates from the Bureau of Economic Analysis (BEA) in late July, the United States GDP shrank at an annualized rate of 32.9 percent. Based on revised estimates in late August, this was adjusted to a 31.7 percent annualized decrease. The chart on the following page reflects the most recent five quarters of information. 5 of 21
September 15, 2020, Item #1219,500.0 19,000.0 ~ 18,,500.0 C ~ ~ 18,000.0 ·= ~ 17,500.0 ~ cv Q,I o: 17,000.0 16,500.0 16,000.0 United States -Gross Domestic Product 02 03 04 Olr 2019 2019 2019 2020 5.00% 0.00% -5.00% ~ Q,I -10.00% -~ cv ::, C C -15.00% <t Q,I tl.0 -20.00% C: tU .l: u 0 0 -25.00% -30.00% -35.00% O2r 2020 This was the largest annualized GDP decline in American history. However, such a sharp and deep decline in GDP is consistent with the reasons for this recession: a global pandemic that led to a widespread shutdown intended to help slow the spread of the virus. Further, GDP is typically reported at an annual rate (i.e. annualized) as if the quarterly change were to continue for a full year. This reporting approach can be misleading during very volatile economic times like those created as a result of the COVID-19 pandemic. The quarterly decrease was 9.1 percent for reference. Further revisions to the second quarter data and the first third quarter estimates will be an important indicator for the overall path of the U.S. economy. The trends in the stock market help provide insight into the economic volatility this pandemic has created as a result of uncertainty and lack of historical precedents. As shown in the chart on the following page, in February 2020, the Dow Jones Industrial Average (DJIA) reached an all-time high of 29,551.42 prior to the COVID-19 pandemic. Subsequently, it slid to 18,591.93, a 37.1 percent decrease, in March 2020. As of the market close on August 31, it was 28,430.05, a 52.9 percent increase. These swings and the volatility over the last 6 months would suggest that the market isn't getting a clear read on the economic data being released but is generally optimistic with where the economy is heading. [Remainder of page intentionally left blank] 6 of 21
September 15, 2020, Item #1235,000 30,000 20,000 15,000 10,000 5,000 0 Dow Jones Industrial Average, Index, Daily, Not Seasonally Adjusted Peak: Feb 12, 2020; 29,551.42 Trough: Mar 23, 2020: 18,591.93 Market Close: Aug 31, 2020; 28,430.05 January-20 February-20 March-20 April-20 May-20 June-20 July-20 August-20 Labor statistics are a very strong economic indicator for the COVID-19 pandemic. Businesses across all sectors shut down to comply with the government mandated stay at home orders which led to less consumer spending and, therefore, less business income. To mitigate reduced revenues, businesses furloughed or laid off employees. It is reasonable given pre-pandemic economic activity that people will be reemployed as the economy continues to reopen. Initial unemployment claims summarized by the Federal Reserve Bank of St. Louis' Economic Data (FRED) provides insight into how this recession is different from previous ones. Initial unemployment claims are a lagging economic indicator because employers tend to lay people off as a last result during a recession. Historically, therefore, the unemployment claims peak at the end of the recession and it takes a while to come back down. However, during the COVID-19 recession, unemployment claims are a leading indicator as shown in the graphic on the following page. This data again points to businesses shutting down to comply with the government mandated stay at home orders, not structural economic issues. [Remainder of page intentionally left blank] 7 of 21
September 15, 2020, Item #1200
0 .....
N -
1/1/2010
S/1/2010
9/1/2010
1/1/2011
5/1/2011
9/1/2011
1/1/2012
5/1/2012
9/1/2012
1/1/2013
5/1/2013
9/1/2013
1/1/2014
5/1/2014
9/1/2014
1/1/2015
5/1/2015
9/1/2015
1/1/2016
5/1/2016
9/1/2016
l/1/2017
5/1/2017
9/1/2017
1/1/2018
5/1/2018
9/1/2018
1/1/2019
5/1/2019
9/1/2019
1/1/2020
5/1/2020
cj r-...J .J;:,.
Rate(%)
(T, O? 6 i-' N 1--" .i::, I·-' (j)
C ::,
;:.:
tD C.
V, .... DJ .... tD Vl
C ::,
tD 3
'B. 0 < 3
tD ::,
r+
~ DJ ....
tD
20
'-0
C'"
0
"'C tD ::,
::,
OQ
Vl
~
DJ .... tD
3 g-3 ~ S;. ;i s· ;i
QJ l/l 0 ' .__ (D ~-(D :::J -· :::J n C OQ o._:::J M (D'<:::J :::J'"M QJ(D:::J'":::J OJM;:jj
ro" ~ ~ ::-. ~ !:!. s· :::J
o..rDc::o:::JNgMo.. _V'lo oru 0 V'l 0 -+, M )> • -M -· n C :::J""""O OJ c :::J'" :::J
&::Lo..~V'l :::J (D g:.
og~ru~rog-ro :EOQru:::J,3,c
:::J :::J'"l/l o..-o-g_~ :::J ro ro :::J'" W 0 -· ro O..,ruo'<03
o ro· l/l °" 3 :::J -o ' l/l -· (D QJ -l/l :::J ""O :::J :::J 0 ru"cnroMo..'<
ci-o ;:jj rl :::'! l/l 3 ""O QJ (D ~ (D (D 0oV'l:::Jro<:::J =:::,(OM (OM
M 0... 0... ""CJ ~-'
rorus~IB'<!~ 3, ,;,:s 0 ro
-o ro .i::,..ro ro -+,ru QQ:._.QJo._M:::J
'--'""" ""O l/l -· :::J'" 0... ro ro -o ro :::J vi. (D :::J (D 0 .__
l/l -· ' < )> ' 0 :::Jnro-ororr
M OQ (D ' ~-~ Q
o~~g:.~~-o 3 Q QJ ' M -• (D ;:::;: :::J l/l (D __. 0 ~-oci" 0 0 ro ~ ? :::J
ru3-+,3-....J-lOQ M '--:::J'" l/l ro '< C 0 ""O -· , MQJ:::J:::J(DV'lQJ
:::J'" :::J ro s:-rl s· ro" ro 0... N V'l ro -+, Vl 0. :::J 0 0-0JN-lM,:::J'"
CV'lo:::J""ru3° ~-:::J'" • (D :::J QJ :E
:::J o QJ o· o.. !:!. :::J m ;:::i. __. rr :::J'" 0 -· lllrDO ru:::J:::J
-· ·' 00 .g l/l :E g:.
3 V'l-o (D 0..0J (D
-orDro:::J'oV'lM QJ < ' -· l/l QJ
~~n~:gc~
l/l(D~V'l(D3(D
oroM,0..3rr -+, n -· QJ M QJ (D
M O ~ ro° 0 ~-Q :::J"":::J,o._-->N< rooro,oro<
OQ3ruoNo..ru
0 r=;· ~ :g ""O ~ vi ~ V'l 0 ro ro O 0
,:::J""<o..;::l3-o
:::J0(DMrD-n' 3n•o:::J;:oo
(D A°~ WM m ~-~ ~ 0 :___i ~ ~ ~
1/1/1970
5/31/1971
10/27/1972
3/26/1974
8/23/1975
1/19/1977
6/18/1978
11/15/1979
4/13/1981
9/10/1982
2/7/1984
7/6/1985
12/3/1986
5/1/1988
9/28/1989
2/25/1991
7/24/1992
12/21/1993
5/20/1995
10/16/1996
3/15/1998
8/12/1999
1/8/2001
6/7/2002
11/4/2003
4/2/2005
8/30/2006
1/27/2008
6/25/2009
11/22/2010
4/20/2012
9/17/2013
2/14/2015
7/13/2016
12/10/2017
5/9/2019
I-" 0
8 o
0 8
N ·a
8 0 8
w 0
8 0 8
.j::,,
0 8 0 8
r...n "C)
8 0 8
(j) 0 8 0 8
,__,
0 8 0 8
C ::, ;:..·
CD V,
V, .... DJ .... tD Vl
::, ;:..· iii.
C ::,
CD
3
"'C
0 < 3 tD ::, .... n iii'9
3 Vl -:E tD tD
" ~
V, l> -
September 15, 2020, Item #12Consumer and business statistics, such as their confidence and spending/investment patterns, will also provide insight for the trajectory of the economic recovery. Industrial production and business confidence indicators provide insight into how this portion of the economy is responding to the COVI D-19 pandemic. Consumer statistics are also analyzed to determine how consumers are responding to the COVID-19 pandemic. Early data on how people are spending is encouraging. As with the other data discussed in this report, consumers reduced spending significantly during the start of the pandemic and then started increasing their spending. This behavior is likely attributable to several factors such as people's perceptions of the severity of the economic effects of the pandemic, stocking up on supplies in anticipation of the pandemic's severity and/or duration, and the federal and state stimulus that attempted to mitigate the financial impacts of the pandemic. As the chart below shows, consumer confidence has decreased since the beginning of the year. Consumer confidence is a qualitative metric that tries to define people's perceptions of their financial situation, their sentiment about the broader economy, their employment, and ability to save. While consumer confidence has consistently decreased since early this year, it has declined at a decreasing rate. Slightly dissonant with the reduction in consumer spending growth during July, consumer confidence didn't materially decline as the virus resurged in July. The trends over the next few months will help better describe consumers expectations which are a key component to increasing consumption and the health of the economy. QI) C: 103 3 102.5 "O CIJ .... "' :::, 102 =ti' 101.5 (U (U ~~ :, o 101 .... 0 ;: .... e & 100.s <t ~ ~ ,._ u ~ 100 u (U ] ~ 99.S "O +,, ... (ti 99 "O C: cu +-' 98.5 \,I\ 0 u 98 u.l 0 United States -Consumer Confidence 2.00% 1.000/o 0.00% <11 QI) C n, .s:: u -1.Cl0% 'J!._ -2.00% -3 00% While the business and consumer data are encouraging there are some concerning trends with respect to production and spending. While both grew quickly after April, they did so at declining rates, showing their lowest growth in July after a COVID-19 resurgence. Staff has previously indicated the importance of people that have been temporarily laid off or furloughed being quickly rehired to the speed of the economic recovery. How these data points progress are important to the path of economic recovery. 9 of 21
September 15, 2020, Item #12Important Upcoming Dates for the Forecast As discussed above, economic indicators are important for understanding the broader economic trends as a result of the COVID-19 pandemic. While staff did not discuss economic indicators for California, they are monitoring them. The list below represents some of the more significant national and state economic indicators staff are watching and when the next updates occur: • GDP (Dept. of Commerce -Bureau of Economic Analysis) o September 30: U.S. GDP 2nd quarter 2020 (third estimate) o October 2: GDP by state 2nd quarter 2020 o October 29: GDP 3rd quarter 2020 (advance estimate) • Labor o Employment and unemployment (Dept. of Labor -Bureau of Labor Statistics) ■ September 18 (August data) o Initial unemployment claims • Weekly (Thursdays) • Consumer o Consumer spending (Dept. of Commerce -Bureau of Economic Analysis) ■ October 30 (September data) o Retail sales (U.S. Census Bureau) ■ September 16 Uuly data) ■ October 16 (August data) o Consumer confidence (Organization for Economic Co-operation & Development, "OECD") ■ September 8 (August data) ■ October 8 (September data) • Business o Industrial Production (Federal Reserve Board) ■ September 15 (August data) o Business Confidence (OECD) ■ September 8 (August data) ■ October 8 (September data) While national and state economic statistics are useful in understanding the overall economic trends from the COVID-19 pandemic, there are several key revenue sources for the City that will indicate how Poway is trending. The two largest revenue sources for the City, accounting for almost 64 percent of revenue, are property tax and sales tax. Property tax represented 37.9 percent of General Fund revenues at June 30, 2019 while sales tax represented 25.8 percent. Property tax is less volatile to economic events than sales tax. As such, how sales tax is impacted by the COVID-19 pandemic is a good indicator about how the City will be impacted. While only a small percentage of General Fund revenues, 1 percent at June 30, 2019, transient occupancy tax (''TOT") may provide evidence of how the health orders are impacting people's travel plans which, in turn, may shed light on how quickly economic activity will resume or how it will be altered. Staff is also monitoring the change in interest rates to find the right balance between more liquid investments such as LAIF and less liquid investments such as bonds. This is done periodically and not on specific dates. The list below represents some important upcoming dates for Poway's revenues: • Property Tax 10 of 21 o December 15 (first disbursement for Fiscal Year 2020-21; percentage of estimate distributed in anticipation of collection)
September 15, 2020, Item #12• Sales Tax o Second quarter results (April -June) • Mid-September (final results) o Third quarter results Uuly -September) • September 21 Uuly data) • October 21 (August data) • November 20 (September data) • Mid-December (final results) • TOT o October 31 Uuly -September data) In summary, the economic data still supports a moderate recession scenario. However, there are still several near-term factors that could lead to a worsening economic environment, many of which center on containing the spread of the virus. For example, the economy was partially shutdown again in July stunting consumer confidence and slowing the growth in business and consumer spending, a critical factor in the speed of recovery. Beyond that, will school openings during the school year trigger another round of shutdowns? Will employees who have been furloughed or laid off around the country be quickly rehired? Specific to California, will travel and entertainment resume quickly? Will supply chain disruptions, such as people failing to pay mortgages, lead to structural demand side economic issues? Staff will continue to monitor the economic environment, economists' projections, and Poway's revenue experiences compared to current projections to understand if the City should adapt its response to help further mitigate the economic impacts from the COVI D-19 pandemic. Staff will return to Council with updated information as appropriate. As staff is monitoring the direct effects of the COVID-19 pandemic on the City, they are also compiling data for the City's long-range forecast. This forecast will provide insights into the City's structural financial condition and is currently anticipated to be completed later this calendar year. Proposed Staffing Changes Part of staff's job as stewards of public funds is to ensure the resources entrusted to the City are used in the most efficient and cost effective way possible for the benefit of the community. While this is important during normal economic times, it becomes even more critical in challenging economic times. New city staff and department leadership has spent over a year evaluating structures in the Finance Department that would provide the most value to the organization, its residents and businesses. Staff's analysis included understanding how workload was divided, how the public interacted with the Finance Department, and what the Finance Department wants to accomplish for the organization and the public. Based on this analysis, staff has determined a realignment of services by shifting resources to Customer Services would provide the most value to the residents and businesses, as well as the organization. The details of this proposal are discussed on the following pages. [Remainder of page intentionally left blank] 11 of 21
September 15, 2020, Item #12The Finance Department currently has 20.50 Full-Time Equivalents (FTEs) across four functional areas: Finance, Budget, Customer Services and Information Technology. Current Organization Chart Finance Department (20.50 Full-Time Equivalents) L -Niiiil --1 -11Ji!'ff PU!! : ::: ::::: IN -. -~ .. liilriilt •. ,1 , __ -• • -• • [Remainder of page intentionally left blank] 12 of 21
September 15, 2020, Item #12The Finance Department is proposing a new organizational structure with 20.75 Full-Time Equivalents (FTEs) across five functional areas: Finance, Budget, Customer Services, Purchasing and Information Technology. Proposed Organization Chart Finance Department (20.75 Full-Time Equivalents) -----i -w;; II ll1MIM-M -The following information provides more detailed information on staffs analysis of the Finance Department's workload distribution, public interaction, and goals along with staffs proposal. Workload Realignment: The annual workload to staff "ratio" is currently high in Customer Services, Finance, and Information Technology (IT). Opportunities to realign services from IT to the other groups are limited or non-existent and opportunities to realign services from Customer Services to Finance are also limited. However, there are opportunities to realign services from Finance to Customer Services, though the 13 of 21
September 15, 2020, Item #12current staffing levels in Customer Services cannot support this. During staff's analysis it was also determined there was not enough work in the Budget functional area to sustain a position year-round. Lastly, it was determined there are opportunities to increase the support provided by the Senior Administrative Assistant position to the other functional areas. A balanced workload is important to how successfully the groups can support the City. Public Interaction: Customer Services is the most publicly facing group, followed closely by IT and Finance, as its interactions with staff and the public are both high. This is because several functions requiring significant interactions with the organization and public, such as utility billing and meter services, business certification, cashiering, etc., reside in Customer Services. The other groups are also outward facing. For example, IT has set up the City's virtual Council meetings and helped the public troubleshoot issues, and helped resolve customer challenges with the Customer Connect implementation, among other things. Finance, for example, helps vendors with payment issues and questions as well as providing people with historical research. To help maximize each groups ability to serve the public, it is important to ensure they have the resources to do so. Finance Goals: The Finance Department is frequently trying to find additional ways to increase efficiency, increase service delivery, and provide more value to the organization and the public. Some of this can be done through technology. For example, staff is recommending a civic services platform at the September 15 Council meeting to enable remote permit, business, and regulatory requests and processing along with a fully electronic plan review. Tied in with this project is increasing credit card limits for the public to make payments and pursuing a new cashiering system to make the cashiering more user friendly and accessible to the public. Finance is also working on another project revising the City's financial chart of accounts to significantly increase efficiency and align with best practice. Within the Finance Department, these projects will impact IT and Customer Services the most. Where the projects impact Finance, shifting workload to Customer Services can help mitigate the staff impacts, though Customer Services does not have the resources to enable this. Some future projects will also impact IT and Customer Services more than Finance. An example staff is currently exploring is automated meter infrastructure (AMI). AMI will provide real-time water data helping improve service and leak detection, among other things, to the city's water customers which will help save customers money. Given how lean the City is, successfully pursuing solutions that increase efficiency and service offerings requires an optimized staff support structure. Proposal: To effectuate the realignment and shift resources to Customer Services under this proposal, the budget responsibilities will be absorbed by the Finance Director position with increased support from the Senior Administrative Assistant and minor support from Finance. Pursuant to the City Manager's authority under Poway Municipal Code Section 2.08.070(0) and as delegated by the City Council in the City's personnel rules, the Budget Administrator position (shown in the Current Organization Chart as orange) will be abolished. Resources will be partially shifted to Customer Services through the proposed addition of a new Lead Customer Services Technician (shown in the Proposed Organization Chart as orange). The new position will lead the Customer Services Technician ll's in the Billing and Operations section. The Lead Customer Services Technician will also be taking workload from Finance applicable to Customer Services including processing property tax payments, sales tax payments, TOT payments, etc. This will better align work functions (i.e. "revenue") to Customer Services which is primarily responsible for the revenue functions of the City. Not only will this realign and reduce 14 of 21
September 15, 2020, Item #12workload in Finance helping create space to pursue projects that will better support the organization and public, it will also help increase efficiency, collaboration, and cross-training. It will also improve succession planning by creating paths for advancement amongst the groups. Lead responsibilities for utility rate setting, with continued support from the Director, will be shifted to Customer Services to better align with the revenue focus of that group. The Customer Services Supervisor position will be reclassified to a Revenue and Operations Manager (shown in the Proposed Organization Chart as yellow) to reflect the higher-level work and scope of managerial responsibilities. In order to help address the workload, public interactions, and goals of the Finance Department, the Information Technology Manager will be reclassified to an Assistant Director of Finance Operations (shown in the Proposed Organization Chart as yellow). This position will be responsible for Purchasing (which was previously managed by the Director}, Information Technology, and Customer Services. This position will also help run the Finance Department's day to day operations in the Director's absence. These changes will further support increasing efficiency, collaboration, cross-training, and improve succession planning within the department. Lastly, the part-time Senior Administrative Assistant hours will be increased by 0.25 FTE from 0.50 FTE to a total of 0.75 FTE (shown in the Proposed Organization Chart as yellow). This is the only Administrative Assistant position for the entire department and will increase much needed high-level administrative support to the Finance Director, as well as each group, so that staff may more efficiently pursue and accomplish the work of the Finance Department. Salary Grade Adjustments: In conjunction with the proposed Finance Department reorganization, staff is also proposing to bring the salary grade of the Information Technology division's Network Administrator position in line with the Administrator classifications within the City. This will ensure internal and external alignment with what the market pays network information technology administrators. All 'administrator' positions with the City of Poway classification plan are at Salary Grade 631. The Network Administrator is currently at Salary Grade 571. Additionally, after a review of the Community Outreach Coordinator position duties and how the position has grown and become instrumental since it was established in communicating with the public, the media and the organization, especially during emergencies, it is recommended the salary grade be adjusted from Grade 531 to 571. New classifications and salary grade adjustments must be authorized by the City Council through approval of the City's Salary Schedules and City of Poway Classification Plan. Environmental Review: This action is not subject to review under the California Environmental Quality Act (CEQA). Fiscal Impact: There is no direct fiscal impact associated with the COVID-19 Economic Updates as it only contains information related to the financial performance of the General Fund. Consistent with the annual budgeting process, only current costs are budgeted. The net fiscal impact of the proposed reorganization in the Finance Department and salary grade adjustment for the Network Administrator position saves the City $12 thousand and the General Fund $26 thousand for Fiscal Year 2020-21. Long term, after all positions affected by the reorganization reach top step, the 15 of 21
September 15, 2020, Item #12proposed reorganization costs the City $47 thousand but still saves the General Fund over $25 thousand. This is due to how the positions are allocated under the City's current cost allocation plan. Further, during the Fiscal Year 2020-21 budget process, the City Manager's department unfunded a lower cost position than was budgeted resulting in over $126 thousand in savings. From the savings differential between the original and lower cost position, a salary budget for the Community Outreach Coordinator's salary grade adjustment was created. Therefore, while the costs associated with the Community Outreach Coordinator's salary grade adjustment are projected to cost $1 O thousand, they were already included as part of the Fiscal Year 2020-21 budget. As such, no appropriation is required for these changes. Public Notification: None. Attachments: A. Resolution to Approve Changes to the City of Poway Salary Schedules for Management & Confidential Employees and Teamsters B. City of Poway Salary Schedule for Management & Confidential Employees C. City of Poway Salary Schedule for Teamsters D. City of Poway Classification Plan Reviewed/Approved By: W~Kaserman Assistant City Manager 16 of 21 Reviewed By: Alan Fenstermacher City Attorney Approved By: City Manager
September 15, 2020, Item #12RESOLUTION 20-A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF POWAY, CALIFORNIA, APPROVING A REORGANIZATION OF STAFFING IN THE FINANCE DEPARTMENT AND A SALARY RANGE ADJUSTMENT FOR THE COMMUNITY OUTREACH COORDINATOR, ADOPTING THE UPDATED POSITION CLASSIFICATION PLAN, APPROVING THE MANAGEMENT/CONFIDENTIAL SALARY SCHEDULE, AND APPROVING THE NON-SAFETY SALARY SCHEDULE WHEREAS, staff has conducted an organizational review of the Finance Department, with a specific focus on the goals of improving service delivery to the public, adding value to the organization, and improving succession planning through internal realignment of functions; WHEREAS, based on the review, a reorganization is needed to accomplish these goals; WHEREAS, the staffing reorganization in the Finance Department includes eliminating the Budget Administrator position, creating a Lead Customer Services Technician position, reclassifying the Information Technology Manager to Assistant Director of Finance Operations, reclassifying the Customer Services Supervisor to Revenue & Operations Manager, increasing the full-time equivalent (FTE) status of the Senior Administrative Assistant -Confidential in the Finance Department from .50 FTE to .75 FTE, and correcting a salary range for the current Network & Computer Systems Administrator position; WHEREAS, the Salary Range for the Network & Computer Systems Administrator was not adjusted when the Administrator classifications were established by the City; WHEREAS, the Network & Computer Systems Administrator position is a single position classification in the Information Technology Division of the Finance Department responsible for the City's computer network and telecommunications infrastructure; and responsibilities include performing specialized and complex work involving significant accountability and decision-making responsibility; WHEREAS, in the City Manager's Office the position of Community Outreach Coordinator was established to increase the City's outreach and communication efforts with the community in addition to supporting departments within the organization to disseminate information and promotional materials to the public and media; WHEREAS, the Community Outreach Coordinator position has developed into a critical position by creating a proactive public relations environment within the community, with media outlets and within the organization and should be compensated at a salary range that reflects the appropriate responsibility and accountability; and WHEREAS, the City Council must approve new classifications added to the City's Classification Plan, Salary Range Adjustments and changes to the Salary Schedules. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway that the following personnel changes are authorized effective September 21, 2020 and the City's Position Classification Plan and corresponding Salary Schedules are approved with the following changes reflected: 17 of 21 ATTACHMENT A
September 15, 2020, Item #12SECTION 1: Add a new position of Lead Customer Services Technician with an FTE of 1.0 at Grade 430 with a monthly salary of $4,693 -$5,705. SECTION 2: Increase the FTE of the Senior Administrative Assistant -Confidential in the Finance Department from .50 FTE to .75 FTE. SECTION 3: Reclassify the Information Technology Manager at Grade 681 with a monthly salary range of $8,778 to $10,670 to a new position on the City's Position Classification Plan of Assistant Director of Finance Operations at Grade 731 with a monthly salary range of $9,937 to $12,080. SECTION 4: Reclassify the Customer Services Supervisor at Grade 571 with a monthly salary range of $6,678 to $8,117 to a new position on the City's Position Classification Plan of Revenue and Operations Manager at Grade 681 with a monthly salary range of $8,778 to $10,670. SECTION 5: Adjust the salary range for the position of Network & Computer Systems Administrator from Grade 571 with a monthly salary range of $6,678 -$8,117 to Grade 631 with a monthly salary range of $7,744 -$9,413. SECTION 6: Adjust the salary range for the position of Community Outreach Coordinator from Grade 531 with a monthly salary of $6,050 -$7,354 to Grade 571 with a monthly salary range of $6,678 to $8,117. PASSED, ADOPTED AND APPROVED at a Regular Meeting of the City Council of the City of Poway, California on the 15th day of September, 2020 by the following vote, to wit: AYES: NOES: ABSENT: DISQUALIFIED: Steve Vaus, Mayor ATTEST: Carrie Gallagher, CMC, Interim City Clerk 18 of 21
September 15, 2020, Item #12City of Poway Management I Confidential Salary Schedule Effective September 21, 2020 Classification Title I Grade I Approx. Monthly I Salary Range Step 1 I Citv Manal'"er 'j'j'j 20,bU4 Grn,,n 1 Exemnt At-Will Assistant City Manager 871 13,981 -16,994 80.6623 Director of Community Services 791 11,612-14.115 66.9951 Director of Development Services 831 12,665 -15,393 73.0694 Director of Finance 831 12,665 -15,393 73.0694 Director of Human Resources & Risk Management 771 11,060 -13,443 63.8049 Director of Public Works 831 12,665 -15,393 73.0694 Fire Chief 831 12 ,:;,:;5 -15 393 73.0694 (;rrnm 2A Exemnt At-Will Assistant Director of Public Works Utilities 731 9,937 -12,080 57.3277 Assistant Director of Public Works Operations 731 9,937 -12,080 57.3277 Assistant Director of Finance Operations 731 9,937 -12,080 57.3277 City Clerk 681 8,778 -10,670 50.6411 City Engineer 751 10,436 -12,687 60.2097 City Planner 731 9,937 -12,080 57.3277 Community Services Manager 681 8,778 -10,670 50.6411 Deputy Fire Chief 751 10,436 -12,687 60.2097 Finance Manager 681 8,778 -10,670 50.6411 Fire Battalion Chief (not at-will/2912 hrs/yr) 542 8,778 -10,670 36.1722 Principal Engineer -Utilities 731 9,937 -12,080 57.3277 Public Works Operations Manager 681 8,778 -10,670 50.6411 Revenue and Onerations ManaP-er 681 8 778-10 670 50.6411 Group 2B Exemot Accountant 481 5,326 -6,475 30.7255 Associate Civil Engineer 602 7,261 -8,826 41.8893 Associate Planner 521 5,902 -7,174 34.0517 Community Outreach Coordinator 571 6,678 -8.117 38.5265 Economic Development Administrator 631 7,744-9,413 44.6789 GIS Analyst 531 6,050 -7.354 34.9030 Information Technology Analyst 531 6,050 -7,354 34.9030 Management Analyst 531 6,050 -7,354 34.9030 Network & Computer Systems Administrator 631 7,744-9,413 44.6789 Senior Accountant 561 6.515-7,919 37.5868 Senior Civil Engineer 682 8,871 -10,782 51.1773 Senior Code Compliance Officer 501 5,618 -6,829 32.4109 Senior Fire Safety Inspector 541 6,201 -7.537 35.7756 Senior Human Resources Analyst 571 6,678-8,117 38.5265 Senior Management Analyst 571 6,678-8,117 38.5265 Senior Planner 581 6,845 -8,320 39.4897 Special Proiects Engineer 571 6,678 -8,117 38.5265 Utilities Administrator 631 7,744-9.413 44.6789 Water Treatment Plant Supervisor 630 7,691 -9,349 44.3740 W:::.t<>r t Jtilities Distrib11tinn Sunervisor 640 7 884-9 c;Q3 4c;.4333 Grouo 3 Non-Exemot Assistant Engineer 531 6,050 -7,354 34.9030 Assistant Planner 491 5.481 -6,662 31.6204 Code Compliance Officer 461 5,090 -6.186 29.3627 Construction Maintenance Supervisor 501 5,618 -6,829 32.4109 Facilities Maintenance and Special Districts Supervisor 501 5,618 -6,829 32.4109 Fire Safety Inspector 461 5,090 -6, 1 86 29.3627 Fleet Maintenance Supervisor 521 5,902 -7,174 34.0517 Management Assistant 491 5.481 -6,662 31.6204 Parks Maintenance Supervisor 521 5,902 -7.174 34.0517 Recreation Supervisor 441 4,844 -5,888 27.9478 Senior Accounting Technician 460 5,054 -6, 144 29.1623 Senior Parks Maintenance Crew Leader 441 4,844 -5,888 27.9478 Utility Systems Supervisor 650 8,081 -9,822 46.6204 Wastewater Utilities Sunervisor fi20 7 <;04-q 121 4~.2917 (;roun 4 Nnn-Exemnt Accounting Technician II 333 3,721 -4.523 21.4659 Administrative Assistant Ill 330 3,692 -4.488 21.3002 Executive Assistant to the City Manager 451 4,965 -6,035 28.6465 Human Resources Technician I 412 4,498 -5,468 25.9523 Human Resources Technician II 451 4,965 -6,035 28.6465 Senior Administrative Assistant 371 4 075 -4 954 23.5115 19 of 21 ATTACHMENT B Step 2 I Step 3 I 84.6955 88.9300 70.3449 73.8622 76.7229 80.5591 76.7229 80.5591 66.9951 70.3450 76.7229 80.5591 76.7229 80.5591 60.1939 63.2037 60.1939 63.2037 60.1939 63.2037 53.1732 55.8319 63.2202 66.3812 60.1939 63.2037 53.1732 55.8319 63.2202 66.3812 53.1732 55.8319 37.9809 39.8799 60.1939 63.2037 53.1732 55.8319 53.1732 55.8319 32.2616 33.8747 43.9837 46.1827 35.7528 37.5413 40.4510 42.4745 46.9109 49.2574 36.6466 38.4798 36.6466 38.4798 36.6466 38.4798 46.9109 49.2574 39.4644 41.4385 53.7360 56.4230 34.0300 35.7324 37.5628 39.4418 40.4510 42.4745 40.4510 42.4745 41.4623 43.5364 40.4510 42.4745 46.9109 49.2574 46.5927 48.9223 47.7575 50.14S4 36.6466 38.4798 33.2000 34.8609 30.8295 32.3718 34.0300 35.7324 34.0300 35.7324 30.8295 32.3718 35.7528 37.5413 33.2000 34.8609 35.7528 37.5413 29.3440 30.8119 30.6206 32.1520 29.3440 30.8119 48.9514 51.3990 45.4563 47.7291 22.5393 23.6662 22.3643 23.4831 30.0776 31.5822 27.2488 28.6119 30.0776 31.5822 24.6860 25.9210 Step 4 I Step 5 93.3767 98.0420 77.5553 81.4331 84.5869 88.8056 84.5869 88.8056 73.8622 77.5553 84.5869 88.8056 84.586() 88,~(lc;6 66.3639 69.6909 66.3639 69.6909 66.3639 69.6909 58.6235 61.5582 69.7002 73.1918 66.3639 69.6909 58.6235 61.5582 69.7002 73.1918 58.6235 61.5582 41.8739 43.9701 66.3639 69.6909 58.6235 61.5582 58.6235 61.5582 35.5684 37.3547 48.4920 50.9165 39.4178 41.3896 44.5975 46.8285 51.7195 54.3067 40.4032 42.4243 40.4032 42.4243 40.4032 42.4243 51.7195 54.3067 43.5098 45.6863 59.2440 62.2062 37.5184 39.3952 41.4133 43.4849 44.5975 46.8285 44.5975 46.8285 45.7124 47.9992 44.5975 46.8285 51.7195 54.3067 51.3684 53.9369 S2.6S27 55.2853 40.4032 42.4243 36.6033 38.4343 33.9898 35.6900 37.5184 39.3952 37.5184 39.3952 33.9898 35.6900 39.4178 41.3896 36.6033 38.4343 39.4178 41.3896 32.3520 33.9702 33.7587 35.4464 32.3520 33.9702 53.9690 56.6674 50.1156 52.6213 24.8498 26.0919 24.6570 25.8903 33.1608 34.8195 30.0420 31.5448 33.1608 34.8195 27.2166 28.5780 Approved at the September 15, 2020 Poway City Council Meeting
September 15, 2020, Item #12Classification Title (In alphabetical order) I Accounting Technician I Administrative Assistant I Administrative Assistant II Administrative Assistant Ill Aquatics Coordinator Box Office Coordinator Construction Maintenance Crew Leader Construction Maintenance Worker I Construction Maintenance Worker II Contract Specialist/Inspector Cross-Connection Specialist Customer Services Field Worker Customer Services Technician I Customer Services Technician II Development Services Aide Engineering Inspector Engineering Technician I Engineering Technician II Equipment Mechanic Facilities Maintenance Crew Leader Facilities Maintenance Technician I Facilities Maintenance Technician II Front of House Coordinator GIS Technician I GIS Technician II Lead Customer Services Field Worker Lead Customer Services Technician Lead Engineering Inspector Park Ranger Parks Maintenance Crew Leader Parks Maintenance Worker I Parks Maintenance Worker II Records Technician Recreation Coordinator Recreation Leader I Recreation Leader II Senior Administrative Assistant Senior Equipment Mechanic Senior Park Ranger Senior Utility Systems Mechanic Senior Utility Systems Technician Stormwater Maint. & Const. Worker I Stormwater Maint. & Const. Worker II Technical Theater Coordinator Utility Systems Mechanic Utility Systems Technician Warehouse Associate Wastewater Utilities Crew Leader Wastewater Utilities Worker I Wastewater Utilities Worker II Water Meter Reader Water Treatment Plant Operator I Water Treatment Plant Operator 11 Water Treatment Plant Operator Ill Water Utilities Crew Leader Water Utilities Worker I Water Utilities Worker II 20 of 21 City of Poway Non-Safety Salary Schedule Effective September 21, 2020 Grade I Approx. I Step 1 I Salary Range 291 3,326 -4,043 19.1880 240 2,936 -3,569 16.9394 270 3,162 -3,843 18.2419 330 3,667 -4,457 21.1549 320 3,577 -4,348 20.6389 320 3,577 -4,348 20.6389 390 4,252 -5, 169 24.5332 290 3,322 -4,038 19.1653 330 3,667 -4,457 21.1549 460 5,055 -6, 144 29.1623 500 5,580 -6,782 32.1898 430 4,694 -5,705 27.0801 291 3,326 -4,043 19.1880 332 3,695 -4,492 21.3201 240 2,936 -3,569 16.9394 470 5,181 -6,298 29.8914 430 4,694 -5,705 27.0801 470 5,181 -6,298 29.8914 400 4,359 -5,298 25.1465 430 4,694 -5,705 27.0801 330 3,667 -4,457 21.1549 370 4,048 -4,920 23.3510 320 3,577 -4,348 20.6389 430 4,694 -5,705 27.0801 470 5,181 -6,298 29.8914 470 5,181 -6,298 29.8914 430 4,693 -5,705 27.0801 550 6,313 -7,673 36.4198 250 3,010 -3,658 17.3629 390 4,252 -5, 169 24.5332 290 3,322 -4,038 19.1653 330 3,667 -4,457 21.1549 350 3,852 -4,683 22.2259 320 3,577 -4,348 20.6389 170 2,470 -3,002 14.2504 210 2,727 -3,314 15.7299 370 4,048 -4,920 23.3510 452 4,980 -6,053 28.7288 290 3,322 -4,038 19.1653 560 6,471 -7,865 37.3303 580 6,798 -8,263 39.2201 290 3,322 -4,038 19.1653 330 3,667 -4,457 21.1549 320 3,577 -4,348 20.6389 520 5,862 -7, 125 33.8194 520 5,862 -7, 125 33.8194 370 4,048 -4,920 23.3510 500 5,580 -6,782 32.1898 390 4,252 -5, 169 24.5332 430 4,694 -5,705 27.0801 370 4,048 -4,920 23.3510 420 4,579 -5,566 26.4196 470 5,181 -6,298 29.8914 520 5,862 -7, 125 33.8194 520 5,862 -7, 125 33.8194 400 4,359 -5,298 25.1465 430 4,694 -5,705 27.0801 ATTACHMENT C Step 2 I 20.1477 17.7863 19.1540 22.2129 21.6711 21.6711 25.7601 20.1237 22.2129 30.6206 33.7993 28.4343 20.1477 22.3861 17.7863 31.3861 28.4343 31.3861 26.4041 28.4343 22.2129 24.5188 21.6711 28.4343 31.3861 31.3861 28.4343 38.2411 18.2310 25.7601 20.1237 22.2129 23.3374 21.6711 14.9631 16.5164 24.5188 30.1652 20.1237 39.1968 41.1811 20.1237 22.2129 21.6711 35.5106 35.5106 24.5188 33.7993 25.7601 28.4343 24.5188 27.7406 31.3861 35.5106 35.5106 26.4041 28.4343 Step 31 21.1548 18.6759 20.1119 23.3238 22.7549 22.7549 27.0484 21.1301 23.3238 32.1520 35.4892 29.8563 21.1548 23.5055 18.6759 32.9558 29.8563 32.9558 27.7246 29.8563 23.3238 25.7451 22.7549 29.8563 32.9558 32.9558 29.8563 40.1535 19.1428 27.0484 21.1301 23.3238 24.5046 22.7549 15.7113 17.3424 25.7451 31.6734 21.1301 1_1.1567 43.2402 21.1301 23.3238 22.7549 37.2864 37.2864 25.7451 35.4892 27.0484 29.8563 25.7451 29.1276 32.9558 37.2864 37.2864 27.7246 29.8563 Step 41 Step 5 22.2126 23.3231 19.6093 20.5896 21.1171 22.1727 24.4893 25.7136 23.8920 25.0864 23.8920 25.0864 28.4000 29.8199 22.1861 23.2952 24.4893 25.7136 33.7587 35.4464 37.2637 39.1269 31.3483 32.9155 22.2126 23.3231 24.6808 25.9147 19.6093 20.5896 34.6027 36.3326 31.3483 32.9155 34.6027 36.3326 29.1100 30.5654 31.3483 32.9155 24.4893 25.7136 27.0315 28.3830 23.8920 25.0864 31.3483 32.9155 34.6027 36.3326 34.6027 36.3326 31.3483 32.9155 42.1601 44.2678 20.0995 21.1043 28.4000 29.8199 22.1861 23.2952 24.4893 25.7136 25.7290 27.0153 23.8920 25.0864 16.4967 17.3213 18.2092 19.1195 27.0315 28.3830 33.2571 34.9200 22.1861 23.2952 43.2145 45.3752 45.4022 47.6723 22.1861 23.2952 24.4893 25.7136 23.8920 25.0864 39.1499 41.1070 39.1499 41.1070 27.0315 28.3830 37.2637 39.1269 28.4000 29.8199 31.3483 32.9155 27.0315 28.3830 30.5840 32.1132 34.6027 36.3326 39.1499 41.1070 39.1499 41.1070 29.1100 30.5654 31.3483 32.9155 Approved at the September 15, 2020 Poway City Council Meeting
September 15, 2020, Item #12Classification Accountant Accounting Technician I Accounting Technician II Administrative Assistant I Administrative Assistant II Administrative Assistant III Aauatics Coordinator Assistant City Manager Assistant Director of Finance Operations Assistant Director of Public Works for Maintenance Operations Assistant Director of Public Works for Utilities Assistant Engineer Assistant Planner Associate Civil Engineer Associate Planner Box Office Attendant Box Office Coordinator City Clerk City Engineer City Manager City Planner Code Compliance Officer Community Outreach Coordinator Community Services Manager Construction Maintenance Crew Leader Construction Maintenance Suoervisor Construction Maintenance Worker I Construction Maintenance Worker II Contract Specialist/Inspector Cross-Connection Soecialist Customer Services Field Worker Customer Services Technician I Customer Services Technician II DePuty Fire Chief Development Services Aide Director of Community Services Director of Development Services Director of Finance Director of Human Resources & Risk Management Director of Public Works Dock Attendant Economic Development Administrator En2:ineering Insoector 21 of 21 City of Poway Position Classification Plan Classification Engineering Technician I Engineering Technician II EauiPment Mechanic Executive Assistant to the City Manager Facilities Maintenance and SPecial Districts Facilities Maintenance Crew Leader Facilities Maintenance Technician I Facilities Maintenance Technician II Finance Manager Fire Battalion Chief Fire Captain/Paramedic Fire Chief Fire Engineer/Paramedic Fire Safety Inspector Firefighter/Paramedic Fleet Maintenance Supervisor Front of House Assistant Front of House Coordinator GIS Analyst GIS Technician I GIS Technician II Human Resources Technician I Human Resources Technician II Information Technology Analyst Intern Lead Customer Services Field Worker Lead Customer Services Technician Lead Engineering Inspector Lifeguard Management Analyst Management Assistant Network and Computer Systems Administrator Park Ranger Parks Maintenance Crew Leader Parks Maintenance Supervisor Parks Maintenance Worker I Parks Maintenance Worker II Principal Engineer -Utilities Public Works Operations Manager Records Technician Recreation Coordinator Recreation Leader I Recreation Leader II ATTACHMENT D Classification Recreation Supervisor Revenue and Operations Manager Seasonal Parks Maintenance Worker Senior Accountant Senior Accounting Technician Senior Administrative Assistant Senior Civil Engineer Senior Code Compliance Officer Senior Dock Attendant Senior Eauipment Mechanic Senior Fire Safety Inspector Senior Human Resources Analvst Senior Lifeguard Senior Management Analyst Senior Park Ranger Senior Parks Maintenance Crew Leader Senior Planner Senior Utility Systems Mechanic Senior Utility Systems Technician SPecial Proiects Engineer Stage Technician Stormwater Maintenance & Construction Worker I Stormwater Maintenance & Construction Worker II Technical Theater Coordinator Utilities Administrator Utility Systems Mechanic Utility Systems Suoervisor Utility Systems Technician Warehouse Associate Wastewater Utilities Crew Leader Wastewater Utilities Suoervisor Wastewater Utilities Worker I Wastewater Utilities Worker II Water Meter Reader Water Treatment Plant Operator I Water Treatment Plant Operator II Water Treatment Plant Operator III Water Treatment Plant Suoervisor Water Utilities Crew Leader Water Utilities Distribution Supervisor Water Utilities Worker I Water Utilities Worker II Approved at the September 15, 2020 Poway City Council Meeting