Concord City Council
February 11, 2025

City Council Agenda Report
Agenda Item No.4.g
February 11, 2025
any net loss of residential capacity. For these reasons, the proposed zoning map amendment is in conformance with the General Plan.
2) The proposed amendment would not be detrimental to the public interest, health, safety, convenience, or welfare of the city; and
The proposed zoning map amendment would implement Program 14.3 of the 2023-2031 Housing Element and would not be detrimental to the public interest, health, safety, convenience, or welfare of the City. On the contrary, the proposed amendment would serve the City’s public interest by bringing the City into compliance with state law and incentivizing housing development that will meet the housing needs of all economic segments of the community. In the event the City has discretion on a development project facilitated by the proposed zoning map amendment, the City will evaluate the project against applicable policies to ensure they will not be detrimental to the public interest, health, safety, or welfare of the city.
3) Zoning map amendments shall also find that the affected site is physically suitable, including absence of physical constraints, access, compatibility with adjoining land uses, and provision of utilities, for the requested zoning designation and proposed or anticipated uses and/or development.

The site is physically suitable for inclusion in the AH Overlay District because it is currently served by utilities, has sufficient access, and meets the state law requirements for an “adequate site.” The site does not have physical constraints that should preclude it from the AH Overlay District and its compatibility with surrounding land uses and proximity to services and transit make it suitable for inclusion in the AH Overlay.

Financial Impact
Drafting of the Ordinance has no impact on the City’s budget. Staff time used to prepare the ordinance and supporting materials has been funded by the City’s General Plan Update fund and is built into the adopted budget. If the site redevelops with housing, the City will lose sales tax revenue and likely gain property tax revenue, but it is not possible to analyze the extent of these changes without more specific information tied to a specific project proposal.

Environmental Determination
Pursuant to the California Environmental Quality Act (CEQA) of 1970, Public Resources Code Section 21000, et. seq., as amended and implementing State CEQA Guidelines, Title 14, Chapter 3 of the California Code of Regulations (collectively “CEQA”), the proposed zoning map amendment does not constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Section 15060(c)(2) or 15378 because it has not potential for resulting in either a direct physical change in the

City Council Agenda Report
Agenda Item No.4.g
February 11, 2025
environment, or a reasonably foreseeable indirect physical change in the environment.

Even if the zoning map amendment did constitute a project under CEQA, the amendment falls within the “common sense” exemption set forth in 14 Cal. Code Regs.

Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment….” Therefore, the proposed zoning map amendment does not warrant further environmental review. This determination reflects the City’s independent judgement and analysis.

Public Contact
The City Council Agenda was posted at City Hall and on the City’s website. Notification was mailed to all owners and occupants of property within 500 feet of the subject parcel at least 10 days prior to the public hearing, and has been published in the East Bay Times, as required by state law and the Concord Municipal Code. Additionally, notice has been provided to all individuals on the housing interested parties list.

Attachments

1. Ordinance to rezone 1700 Willow Pass Road with
Exhibit A: Zoning Map

ORDINANCE NO. 25-XX

AN ORDINANCE AMENDING THE CITY OF CONCORD ZONING MAP
BY REZONING 1700 WILLOW PASS ROAD TO INCLUDE IT IN THE

AFFORDABLE HOUSING (AH) OVERLAY DISTRICT IN

ACCORDANCE WITH STATE LAW REQUIREMENTS
(APN: 126-342-006)
WHEREAS, state Housing Element Law (Government Code Section 65580 et seq.) requires that the City Council adopt a housing element for the eight-year period 2023-2031 to accommodate the City of Concord (“City”) Regional Housing Needs Allocation (“RHNA”) of 5,073 housing units, comprised of 1,292 very-low income units, 744 low-income units, 847 moderate-income units, and 2,190 above moderate-income units; and
WHEREAS, to comply with state Housing Element Law, the City adopted the 2023-2031 Housing Element Update (“2023-2031 HEU”) on August 22, 2023, and identified sites that can accommodate housing units meeting the City’s RHNA; and
WHEREAS, on October 23, 2023, the State of California Department of Housing and Community Development determined the 2023-2031 HEU to be in substantial compliance with Housing Element Law a process known as certification; and
WHEREAS, the State of California has found that local governments shall ensure that the housing element inventory can accommodate, at all times throughout the planning period, its remaining unmet share of the regional housing need allocated to the local government and requires that, if the approval of a development project results in fewer units by income category than identified in the jurisdiction’s sites inventory for that parcel and the jurisdiction does not find that the remaining sites in the housing element are adequate to accommodate the jurisdiction’s share of the regional housing need by income level, then the jurisdiction shall within 180 days identify and make available additional adequate sites to accommodate the jurisdiction’s share of the regional housing need by income level (Government Code section 65863); and
WHEREAS, the Planning Commission approved a Use Permit and Design and Site Review for the development of 230 above moderate-income units at 2400 Salvio Street (APNs 126-083-011, -012, - Attachment 1

Ord. No. 25-XX
013) on August 21, 2024, for a site identified in the 2023-2301 HEU to accommodate 234 lower-income units and the project created a net loss of units that the City committed to offset within 180 days of project approval; and
WHEREAS, the Planning Division has analyzed Concord’s remaining RHNA and remaining capacity pursuant to 2023-2031 HEU Program 14.3 and has found a net loss of 107 above moderate- income units that must be accommodated; and
WHEREAS, a 3.05-acre nonvacant site at 1700 Willow Pass Road (APN 126-342-006) was identified as an adequate site for above moderate-income units to replace the net loss; and WHEREAS, the site was identified in the 2014-2022 Housing Element and is a nonvacant site; WHEREAS, Government Code Section 65583.2(c) requires by-right approval of housing development projects on nonvacant sites identified in a prior housing element when at least 20 percent of the units are affordable to lower-income households; and WHEREAS, the Concord Municipal Code utilizes the Affordable Housing Overlay District to implement by-right approval for sites identified in previous housing element cycles; and WHEREAS, a zoning map amendment is proposed to rezone 1700 Willow Pass Road to include the Affordable Housing Overlay District in accordance with state law requirements; and WHEREAS, the Planning Commission, after giving all public notices required by state law and the Concord Municipal Code, held a duly noticed public hearing on January 15, 2025 on the proposed zoning map amendment, received the staff report and staff presentation, received comments from the public and interested parties, and after closing the public comments portion discussed the matter (the “Planning Commission Information”); and
WHEREAS, following the January 15, 2025 public hearing, the Planning Commission adopted Resolution No. 25-03 PC recommending City Council approval of an Ordinance amending the City of Concord Zoning Map as contained in Exhibit A; and WHEREAS, the City Council, after giving all public notices required by state law and the Municipal Code, held a duly noticed public hearing on February 11, 2025 to consider this Ordinance; and

Ord. No. 25-XX
WHEREAS, at such public hearing, the City Council considered all oral and written information, testimony, and comments and at the public hearing, the oral report from City staff, the written report from City staff dated February 11, 2025, attached materials, exhibits presented, the Planning Commission Information, and all other information that constitutes the record of proceedings relating to the proposed Ordinance, which are maintained at the offices of the City of Concord City Clerk (collectively, “City Council Information”), and declared their intent to approve and adopt the Ordinance.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF CONCORD DOES ORDAIN AS FOLLOWS:

Section 1. All of the facts set forth in the Recitals are true and correct and are hereby incorporated and adopted as findings of the City Council as if fully set forth herein.

Section 2. The City Council has reviewed, considered, and evaluated all of the Planning Commission Information, City Council Information, all other pertinent plans, documents, and testimony prior to acting upon Ordinance.

Section 3. The documents and other materials that constitute the record of proceedings upon which the City Council has based its decision are located in an may be obtained from the City of Concord Clerk’s Office, 1950 Parkside Drive, Concord, CA 94519.

Section 4. CEQA. Pursuant to the California Environmental Quality Act of 1970, Public Resources Code §21000, et seq., as amended and implementing State CEQA Guidelines, Title 14, Chapter 3 of the California Code of Regulations (collectively, “CEQA”), the Ordinance does not constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs.

Section 15060(c)(2) or 15378 because it has not potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect change in the environment. Even if the Ordinance did constitute a “project” under CEQA, the Ordinance falls within the “common sense” exemption set forth in 14 Cal. Code Regs. Section 15061(b)(3), excluding project where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment…” Therefore, the proposed zoning map amendment does not warrant further

Ord. No. 25-XX
environmental review. This determination reflects the City’s independent judgement and analysis.

Section 5. Zoning Map Amendment Findings
1) The proposed amendment is consistent with the general plan.

The proposed zoning map amendment would include the site in the Affordable Housing (AH) Overlay District (AH Overlay) while the underlying zoning would remain Downtown Mixed-Use (DMX). The DMX zone and the AH Overlay are both consistent with the site’s General Plan Downtown Mixed-Use designation, which is intended for a high density and intensity mix of residential, commercial, and office development, as well as the Downtown Specific Plan, which identifies the site for residential development. Moreover, the project implements 2023-2031 Housing Element Program 14.3, which requires the City to monitor and correct any net loss of residential capacity. For these reasons, the proposed zoning map amendment is in conformance with the General Plan.
2) The proposed amendment would not be detrimental to the public interest, health, safety, convenience, or welfare of the city.

The proposed zoning map amendment would implement Program 14.3 of the 2023-2031 Housing Element and would not be detrimental to the public interest, health, safety, convenience, or welfare of the City. On the contrary, the proposed amendment would serve the City’s public interest by bringing the City into compliance with state law and incentivizing housing development that will meet the housing needs of all economic segments of the community. In the event the City has discretion on a development project facilitated by the proposed zoning map amendment, the City will evaluate the project against applicable policies to ensure they will not be detrimental to the public interest, health, safety, or welfare of the city.
3) Zoning map amendments shall also find that the affected site is physically suitable, including absence of physical constraints, access, compatibility with adjoining land uses, and provision of utilities, for the requested zoning designation and proposed or anticipated uses and/or development.

Ord. No. 25-XX
The site is physically suitable for inclusion in the AH Overlay District because it is currently served by utilities, has sufficient access, and meets the state law requirements for an “adequate site.” The site does not have physical constraints that should preclude it from the AH Overlay District and its compatibility with surrounding land uses and proximity to services and transit make it suitable for inclusion in the AH Overlay District.

Section 6. The City Council does hereby pass and adopt this Ordinance No. 25-XX.

Section 7. Concord Zoning Map is hereby amended, as set forth in Exhibit A and attached here to and made a part hereof.

Section 8. This Ordinance No. 25-XX shall become effective thirty (30) days following its passage and adoption. In the event a summary of said Ordinance is published in lieu of the entire Ordinance, a certified copy of the full text of this Ordinance shall be posted in the office of the City Clerk at least five (5) days prior to its adoption and within fifteen (15) days after its adoption, including the vote of the Councilmembers. Additionally, a summary prepared by the City Attorney’s Office shall be published once at least five (5) days prior to the date of adoption of this Ordinance and once within fifteen (15) days after its passage and adoption, including the vote of the Councilmembers, in the East Bay Times, a newspaper of general circulation in the City of Concord.

Carlyn S. Obringer
Mayor
ATTEST:

Joelle Fockler, MMC
City Clerk
(Seal)

6 Ord. No. 25-XX
Ordinance No. 25-XX was duly and regularly introduced at a regular meeting of the City Council of the City of Concord held on February 11, 2025, and was thereafter duly and regularly passed and adopted at a regular meeting of the City Council of the City of Concord on February 11, 2025, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing is a true and correct copy of an ordinance duly and regularly introduced, passed, and adopted by the City Council of the City of Concord, California.

Joelle Fockler, MMC
City Clerk
Attachment: Exhibit A – Zoning Map

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Bonifacio St
Gr
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Bailey Rd
Solano Wy
Galindo St
Babel Ln
Concord Av
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E
Oliv
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d
Port
Chi
cago Hwy
Salvio St
Meadow Ln
Denkinger Rd
Detroit Av
Market St
Treat Blv
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Landana D
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TurtleCreek Rd
Concord Blvd
Clayton Rd
Cowell Rd
Willow
Pass Rd
Proposed Rezoning - 1700 Willow Pass Rd
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0 1,000 2,000500
Feet
S:\MapRequest\CED\Planning\ZoneExhibits\ZoneExhibit\ZoneExhibit.aprx Map Created: 12/5/2024
By GIS Division of Information Technology
Legend
APN: 126-342-006
Affordable Housing Overlay District
Exhibit A to Attachment 1

Staff Report
Date: February 11, 2025
To: City Council
From: Valerie J. Barone, City Manager
Prepared by: Donna Lee, Budget and Treasury Officer
[email protected]
(925) 671-3261
Subject: Considering the following:

1. Providing direction to staff on the Todos Santos Business Association’s (TSBA) funding request for $20,400 to
support the continuation of the current Downtown Security Program from May 11 to the end of this fiscal year, June 30, 2025.

2. Adoption of a Resolution, revised to reflect the direction from item 1 above, amending the Fiscal Year 2024-25
Municipal Budget.

3. Adoption of a Resolution adopting the City of Concord’s Salary Schedule effective January 1, 2025, in accordance with the requirements of California Public Employees
Retirement System (CalPERS) for a publicly available pay schedule.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c), 15061(b), 15273, and/or 15378.

Report in Brief
The Fiscal Years (FY) 2023-24 and 2024-25 Biennial Budget was approved by Council on June 13, 2023. This report, the mid-fiscal year update for FY 2024-25, provides a status update for year two of the biennial budget and compares the finances reflected in the General Fund for the first half of the current fiscal year with the adopted budget. In addition, this report provides an overview of the prior fiscal year’s (FY 2023-24) financial

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City Council Agenda Report
Agenda Item No.

February 11, 2025
performance. Staff is proposing budget changes to reflect updated projections. With the proposed changes, the City will rely more heavily on the City’s fiscal stability fund than previously anticipated in order to retain its target of a 30% General Fund reserve level for this budget cycle.

This report presents the following Budget changes:
• Acknowledges a reduction from the approved budget in the use of one-time Fiscal Stability Reserves for Fiscal Year 2023-24, from $4.7 million to $1.4 million.
• For Fiscal Year 2024-25:
o Decreases general fund sales tax revenue $3.5 million (from $42.3 million to $38.8 million).
o Increases Franchise Fee revenue, Business License Fee revenue and Interest Earnings by $2.1 million (from $13.2 million to $15.3 million). o Appropriates an additional $2.5 million for CalPERS Unfunded Actuarial Liability (increasing the City’s payment from $17.5 million to $20.0 million). o Acknowledges receipt of $3.7 million in one-time budget residual from Measure V from Fiscal Year 2023-24 and allocates $276,000 to the CORE agreement. Staff recommends the remaining $3.4 million be allocated to reserves for now to allow flexibility as the City’s next biannual budget is developed, given the fiscal uncertainty faced by the City. o Appropriates $70,000 from the Inclusionary Housing Fund to support the operations of the City’s First Time Home Ownership Program. The commitment was made by Council in 2023 but the action to document the commitment did not occur due to a staff oversight.
o Appropriates $2.55 million from the Information Technology Replacement Fund to the Enterprise Resource Planning Project (Project #2529); Council discussed this action at its Council meeting of December 3, 2024, Council is now being asked to take the appropriation action. o Authorizes six new positions in the Information Technology Fund to allow the City to bring the IT Help Desk function into the City rather than being a contracted service, saving the City $200,000 a year once complete. o Presents a funding option for the Todos Santos Business Association (TSBA) Downtown Security Program that could fund it through the end of this fiscal year; the amount needed per the TSBA is $20,400 to cover from May 11, 2025 through June 30, 2025. (At the June 28 City Council meeting, Council requested staff propose a funding option for their consideration).

City Council Agenda Report
Agenda Item No.

February 11, 2025
Recommended Action

1. Provide direction to staff on the Todos Santos Business Association’s (TSBA) funding request for $20,400 to support the continuation of the current Downtown Security Program from May 11 to the end of this fiscal year, June 30, 2025.

2. Adopt a Resolution, revised to reflect the direction from item 1 above, amending the FY 2024-25 Municipal Budget. (Attachment 1)

3. Adopt a Resolution adopting the City of Concord’s Salary Schedule Effective January 1, 2025. (Attachment 2)

4. Make the CEQA determinations as provided in this staff report.

Background
On June 13, 2023, the City Council adopted the City’s biennial operating budget covering Fiscal Years 2023-24 and 2024-25. Biennial budgeting refers to the practice of developing a budget every two years. Under biennial budgeting, the public and City Council receive annual mid-fiscal year updates in February/March as well as a mid- cycle review approximately 12 months after the initial adoption of the biennial budget.

This report, the mid-fiscal year update for FY 2024-25, provides a status update for year two of the biennial budget and compares the finances reflected in the General Fund for the first half of the current fiscal year with the adopted budget. In addition, this report provides an overview of the prior fiscal year’s (FY 2023-24) financial performance.

There are numerous Council-adopted policies and ordinances that guide the preparation of the City’s budget. Of critical importance is the City’s Fiscal Sustainability Ordinance (Chapter 3.20 of the Concord Municipal Code). This ordinance ensures the City continues to employ sound fiscal strategies. It specifies that one-time1 revenues are used for non-recurring, rather than ongoing, expenditures and further defines the uses for which the City shall employ such funds. The City Council retains the authority over how to allocate these funds from the categories below:
• Infrastructure maintenance backlog
• Special or one-time, non-recurring expenditure needs of the City • Strengthening the City’s General Fund Reserves
• Annual recommended contributions to long-term liabilities • Unfunded post-employment benefits
1 One-time means funds and/or revenues that the City receives on a non-recurring basis (usually only received in one annual budget) and/or that are unexpected, unanticipated and not included in the baseline revenue projections in the budget or amended budget. For example, these may include, but are not limited to, unbudgeted unanticipated proceeds from the sale of surplus land, unanticipated unbudgeted one-time sales tax allocations associated with capital improvements from local businesses that were not included in the budget, or the receipt of funds for unbudgeted, unanticipated retroactive (prior-year payments) taxes or fees, etc.

City Council Agenda Report
Agenda Item No.

February 11, 2025
All recommendations in this report are consistent with the City’s Fiscal Sustainability Ordinance.

The Council has been very successful in creating fiscal stability for the City; an effort that has been a focus of Council since the 2008 Great Recession which significantly impacted City revenues and expenditures. The budget adjustments in this report continue the Council’s efforts to assure long-term fiscal stability in a manner that preserves essential services and invests in community priorities.

Discussion
The report is divided as follows for ease of reading:

Part I: Update on Accomplishments Related to Council’s Priorities for FY 2024-25 Part II: Mid-Year Budget Discussion
A. Prior Year (FY 2023-24) General Fund Revenues and Expenditures Review B. Fiscal Year 2024-25 Mid-Year General Fund and Measure V Revenue Review and Recommended Adjustments
C. Fiscal Year 2024-25 Mid-Year General Fund Expenditure Review and Recommended Adjustments
D. General Fund Reserves
E. Fiscal Year 2024-25 Proposed Adjustments to Measure V Funds This section includes a discussion of funding the TSBA Security Program through the end of this fiscal year.

F. Fiscal Year 2024-25 Proposed Adjustments to Other Funds Part III: City of Concord’s Salary Schedule
Part IV: Unfunded Personnel Liability Update
Part I: Update on Accomplishments Related to Council’s Priorities At Council’s annual priority setting workshop for FY 2024-25, held April 6, 2024, Council reaffirmed the organization’s focus on (in no stated priority order): fiscal stability, economic development, quality of life, public safety, roadway/infrastructure maintenance, customer service, and employee success and organizational efficiency.

City Council Agenda Report
Agenda Item No.

February 11, 2025
Further, the Council established six Tier 12 priorities for Fiscal Year 2024-25 and one Tier 23 priority.

Work on all Tier 1 priorities for this fiscal year are in process or implemented.

Tier I
❖ Concord Naval Weapons Station Reuse – Council, acting as the Local Reuse Authority, accepted Brookfield’s Term Sheet (March 2024) outlining the next steps to securing entitlements (Specific Plan, EIR) and prioritizing reaching an agreement with the U.S. Navy on the price and terms of payment for the property in an Economic Development Conveyance agreement.
❖ Implementation of the Homeless Strategic Plan – The City Council allocated $5.0 million to implement the Homeless Strategic Plan, supporting six nonprofit organizations through grants ranging from $25,000 to $1.7 million. These organizations were selected through a formal grant application process led by a Council Ad Hoc Committee, with final approvals by the full City Council. The funded nonprofits will provide a mix of temporary housing and comprehensive support services, helping individuals transition out of homelessness and achieve long-term stability.
❖ Implementation of the Housing Element Update – The 2023-2031 Housing Element contains goals, policies, and programs to address the housing needs of all segments of the City’s population. The City has completed or is underway with the following notable programs:
o Affirmatively Furthering Fair Housing (AFFH). Continued progress on the state mandated Affirmatively Furthering Fair Housing (AFFH) Program, which supports inclusive housing opportunities. The program involves development of an overlay zone on approximately 20 acres in higher-resource neighborhoods to allow optional multifamily housing development without altering existing zoning or uses. On January 7, 2025, the City Council selected seven sites for further evaluation. Final decisions will follow the completion of additional analysis in summer/fall 2025. o Development Code Amendments. The City Council amended the Design and Site Review process to require staff-level ministerial review for all multifamily housing projects. Amendments also included allowing a 25% additional density in the Transit Station Overlay District “by-right” for projects that meet all objective standards, simplified regulations for 2 Tier I priorities are to be the focus of the organization for the year, beyond day-to-day regular services and priorities.
3 Tier 2 priorities are to be accomplished if resource allocation and workloads allow without disrupting the achievement of Tier 1 priorities or day-to-day regular services.

City Council Agenda Report
Agenda Item No.

February 11, 2025
emergency shelters as required by state law and clarified when a neighborhood meeting is required for housing projects.
❖ Economic Development Strategy Update – A Request for Proposal to hire a consultant was issued for the creation of a new Economic Development Strategic Plan. City Council approved a contract with Strategic Economics on January 28, 2025. Staff is working with the consultant to complete this project and have it approved by Council by fall 2025.
❖ Develop a Plan to Address Unfunded Infrastructure Needs – Staff met to discuss the City’s unfunded infrastructure needs and is developing a list of options for Council consideration. The first step in the process will be a Council workshop on this topic scheduled for March 1. Any options that can be incorporated into the next biennial budget will be included in the FYs 2025-26 and 2026-27 budget upon Council direction. This would allow for near-term action; however, it is anticipated that the Plan ultimately adopted by Council will be a multi-year plan.
❖ Develop and Adopt Two-year General Fund Operating Budget – The biennial operating budget process kicked off in January internally and departments are currently developing their proposed budgets. The Council is scheduled to hold a goal setting workshop in support of the budget process on March 29 and Council consideration of the draft budget will occur at a budget workshop tentatively scheduled for May 13, 2025, with the budget hearing tentatively scheduled for June 10, 2025.

Tier II
❖ Develop and implement sidewalk vending regulations - The state legislature passed Senate Bill (“SB”) 946 in 2018 and SB 972 in 2022, establishing parameters around how local governments can regulate sidewalk vending. City staff has developed a work plan geared towed creating sidewalk vending regulations that comply with State law. The draft work plan was presented to the City Council on January 28, 2025, and the new Ordinance is anticipated to be adopted before the end of this fiscal year.

In addition to the organization’s progress on the priorities above, Attachment 3 to this report summarizes accomplishments and progress made to-date on many other noteworthy projects and programs.

Part II: Mid-Year Budget Discussion
The mid-year budget discussion begins with a brief overview of the actual General Fund performance for the prior fiscal year, FY 2023-24. At the January 28, 2025, City Council meeting, Council was presented with the independent auditor’s report for FY 2023-24 also referred to as the Annual Comprehensive Financial Report (ACFR). The ACFR states the City’s financial statements fairly present both the financial position of the City

City Council Agenda Report
Agenda Item No.

February 11, 2025
and the financial activity for the year ended June 30, 2024. This opinion is considered “clean” or “unmodified,” which means the financial records reflect appropriately the financial activity of FY 2023-24 and is the highest rating available to a public agency.

A. Prior Year (FY 2023-24) General Fund Revenues and Expenditures Review Total FY 2023-24 General Fund revenues came to $132.6 million. This included $113.5 million in regular (non-Measure V) revenue, $16.1 million in Measure V revenue allocated to the operating budget, and $3.0 million in FY 2022-23 budget residual.

Total General Fund expenditures used for operations came to $134.0 million, resulting in an end of year reliance on the one-time fiscal stability fund of $1.4 million. The City’s fiscal stability fund4 has a value of $12.6 million. The FYs 2023-24 and 2024-25 adopted budget anticipated the need to use $10.5 million from this fund over the two-year budget period to ensure a balanced budget. The originally anticipated reliance on the fiscal stability fund for last fiscal year (FY 23-24) was $4.7 million. The actual amount needed from the fund in FY 2023-24 is $1.4 million. This is $3.3 million less than originally budgeted due to revenues coming in over budget5 and expenditures coming in below budget. Staff recommends transferring $1.4 million from the Fiscal Stability Fund to the General Fund Operating Budget to ensure the Fiscal Year 2023-24 budget ends as a balanced budget and retains the Council’s target of a 30% reserve.

The following table provides a summary of the FY 2023-24 budget residual.

Table 1: Summary of Prior Year (FY 2023-24) General Fund Operating Results

4 The fiscal stability fund was developed with one-time revenues and is separate, and in addition to, the City’s general fund reserves.
5 Primarily property taxes, franchise fees, and interest revenue.

Regular Resources (non-Measure V) 113.5
Measure V Allocated to General Fund 16.1
Prior Year (FY22-23) Budget Residual 3.0
Total Resources 132.6
Operating Expenditures 132.2
PO Rollovers 1.8
Total Appropriations 134.0
FY 2023-24 Budget Deficit (1.4)
General Fund
(in millions of dollars($))
Resources
Appropriations

City Council Agenda Report
Agenda Item No.

February 11, 2025
Measure V
Total FY 2023-24 Measure V revenues came in stronger than anticipated resulting in revenues exceeding expenditures by $3.76 million. Staff recommends retaining $3.4 million in reserves in response to the uncertain financial environment the City is facing as it builds its next two-year budget, from revenues decreasing, pers costs increasing, and the federal government threatening to withhold significant amounts of grant dollars the City is relying on. Retaining the revenue in reserves while the City builds its next two-year budget is a prudent decision. Council will then be able to evaluate the use of these revenues as it reviews and adopts the next two-year budget in May and June of this year. The remaining $300,000 is proposed for consideration to fund the TSBA security program and last year’s costs for the City’s CORE contract. All three investments are discussed in more detail in Section E of this report.

Table 2: Summary of Prior Year (FY 2023-24) Measure V Operating Results B. Fiscal Year 2024-25 Mid-Year General Fund Revenue Review As of December 31, 2024, the City received 36% of its budgeted revenues for FY 2024-

25. Due to the normal timing of when cities receive General Fund revenues (namely 6 Primarily Measure V sales taxes and interest revenue.

Regular Resources 35.1
Prior Year (FY22-23) Budget Residual 3.6
Total Resources 38.7
Support for General Fund Operations 14.1
Council Directed Priorities: Public Safety, CORE, Code
Enforcement, Maintenance Response Team, Infrastructure
Maintenance 2.5
Infrastructure Investment: Transportation Grants, Residential Paving, Building and Parks Maintenance 17.6
Designated For Transportation Manager II 0.8
Total Appropriations 35.0
FY 2023-24 Budget Residual 3.7
Appropriations
Measure V
(in millions of dollars ($))
Resources

City Council Agenda Report
Agenda Item No.

February 11, 2025
property and sales tax payments), the receipt of anywhere between 32-39% of revenues at the mid-year mark is typical.

The following chart demonstrates the revenue collection trend in the General Fund during the first and second quarters of the fiscal year.

Chart 1: General Fund Revenue Collection: Current Fiscal Year (FY 2024-25) Compared to the 5-Year Average

City Council Agenda Report
Agenda Item No.

February 11, 2025
General Fund and Measure V Revenue Summary and Recommended Adjustments The following table provides a summary of General Fund and Measure V revenue for the FY 2024-25 Municipal Budget and the proposed adjustments.

Table 3: General Fund and Measure V Revenue Summary – FY 2024-25

The revenue adjustments are described below.
(1) Sales Tax: ($3.5M) Decrease (ongoing)
Revenues have been coming in lower than anticipated since the Biennial Budget was prepared in 2023, primarily driven by a decrease in auto sales, an overall less robust consumer purchasing environment, and transitioning reliance to online purchasing. This adjustment is based on actual results as of September 30, 2024, current knowledge of trends, and projections by the City’s sales tax consultant. Staff recognizes there is still uncertainty in the economy and cautions that these projections are still subject to volatility, but they represent staff’s conservative, best estimates at this time. (2) Franchise Fees: $1.3M Increase (ongoing)
In general franchise fees have been coming in higher than anticipated since the Biennial Budget was prepared in 2023 and are projected to exceed budget. (3) Business License Fees: $0.4M Increase (ongoing)
Business License fees have been coming in higher than anticipated since the Biennial Budget was prepared in 2023 and are projected to exceed budget.

Business License Fees decreased during the COVID pandemic due to many business closures and when the budget was prepared in 2023, the revenues Regular Revenues
FY 2024-25
Budget
FY 2024-25
Projected
Proposed
Adjustment Ref
Property Tax 34,865,000 34,865,000
Sales Tax 42,317,000 38,817,000 (3,500,000) (1) Franchise Fees 8,534,400 9,834,400 1,300,000 (2) Transient Occupancy Tax 2,507,800 2,507,800 Business License Fees 3,890,300 4,290,300 400,000 (3) Charges for Services, Licenses, and Permits 10,593,801 10,593,801 Other Revenues 28,279,866 28,679,866 400,000 (4) Total General Fund Revenues 130,988,167 129,588,167 (1,400,000) Measure V Revenues Adopted Budget
FY 2024-25
Projected
Proposed
Adjustment Ref
Measure V Sales Tax Revenue 33,000,000 33,000,000 Total Measure V Revenues 33,000,000 33,000,000 -

City Council Agenda Report
Agenda Item No.

February 11, 2025
were still coming in low. In the two years since, revenues have risen to the pre- pandemic norms.
(4) Other Revenues: $0.4M Increase (ongoing)
This primarily represents interest earnings. Interest rates have increased since the Biennial Budget was prepared in 2023. Additionally, staff has been actively managing cashflows to maximize interest earnings.

C. Fiscal Year 2024-25 Mid-Year General Fund Expenditures Review and Recommended Adjustments
As of December 31, 2024, the City spent 48% of the FY 2024-25 General Fund budget and the fund is on track to meet the adopted budget.

The following chart demonstrates the expenditure trend in the General Fund during the first and second quarters of the fiscal year.

Chart 2: General Fund Expenditure Trend: Current Fiscal Year Compared to the 5-Year Average

City Council Agenda Report
Agenda Item No.

February 11, 2025
FY 2024-25 General Fund Appropriations Recommended Adjustment CalPERS Unfunded Actuarial Liability: $2,500,000 (ongoing) As part of the adopted two-year budget, finance budgeted the CalPERS unfunded actuarial liability for FY 2024-25 based on the estimates that were provided by CalPERS at that time. The unfunded liability is adjusted each year based on many factors, including interest earnings, changes in actuarial assumptions, etc. The FY 2024-25 liability is based on activity as of June 30, 2022. The most significant factor contributing to the increase is the failure of CalPERS to meet their projected interest earnings in FY 2021-22. CalPERS assumes a 6.8% investment return. Actual results in FY 2021-22 was a loss of 6.1%, which is a 12.9% differential. The actual payment due for FY 2024- 25 is $20.0 million which is approximately $2.5 million more than was budgeted in June of 2023. This increase will be required in future years payments to CalPERS as well.

D. General Fund Reserves
The City successfully maintained its general fund reserve at the end of FY 2023-24, and in fact relied less on the City’s one-time fiscal stability fund than was projected, needing only $1.4 million from this account. However, staff anticipates reliance on the remaining $11.2 million of Fiscal Stability Funds when FY 2024-25 closes out to maintain a 30% General Fund Operating Budget reserve.

E. Measure V Amendments
As discussed above in Section A, Measure V revenues exceeded expenditures by $3.7 million in FY 2023-24. These are one-time funds and must be appropriated according to the Fiscal Sustainability Ordinance. Recommendations for the use of these funds are listed below.
(1) Coordinated Outreach Referral and Engagement (CORE) Agreement $276,000 (one-time)
The City entered into a three-year agreement with Contra Costa County on January 28, 2025, to provide CORE services to unsheltered persons and families, covering FYs 2023-24, 2024-25, and 2025-26. The amount to be paid from Measure V funds for FY 2023-24 is approximately $276,000. The funds were budgeted in the FY 2023-24, however they were not drawn down during that fiscal year as there was no contract in place, therefore they are now in the Measure V fund balance reserves. Consequently, Council is being asked to appropriate these funds to pay the FY 2023-24 amount due to the county. The amount due for FY 2024-25 is currently budgeted and the FY 2025-26 amount will be incorporated into the budget during the Biennial Budget process.

City Council Agenda Report
Agenda Item No.

February 11, 2025
(2) Option for Funding the TSBA Street Maintenance Program through the end of June 2025: $20,400 (one-time)
Council requested information on how it might fund this program through the end of this fiscal year. Doing so would allow the program to continue while Council builds its next two-year budget, allowing Council an opportunity to review the cost of funding this program for a longer term against their other priorities and available resources. Should Council desire to fund this program through the end of this fiscal year, it is simplest to fund it from this one-time funding source. (3) Reserving remaining $3.4 million for consideration of expenditures as part of developing the next Biennial Budget (Fiscal Years 2025-26 &2026-27) (one-time) The City is in the early stages of preparing the next biennial budget. Council will review the proposed budget in May and adopt it in June of this year. Staff is also working on an updated long-range financial forecasting model for use by staff, Council and the community in preparing the next biennial budget. Staff strongly recommends that Council not take action to allocate the remaining $3.4 million of this one-time Measure V revenue until it can do so with comprehensive information related to the long-range forecast and the next two-year budget.

Additionally, the new federal administration has threatened to withhold grant funding to many programs, some of which the City of Concord relies on. It is hoped that there will be more clarity on these funding threats over the next few months, as this too may impact Concord’s next biennial budget.

F. Other Fund Amendments
(1) Community Development Inclusionary Housing Fund: $70,000 (ongoing) Staff recommends that Council approve a $70,000 appropriation from the City’s Inclusionary Housing Fund (Fund 251) to support the administration of the First- Time Homebuyer and Below-Market Rate Homeownership Programs for FY 2024-25. The commitment was made in 2023 when City Council approved the First-Time Homebuyer (FTHB) loans and Program to be funded out of Fund 251.

However, staff made a clerical error in the 2023 staff report and only the FTHB loans were specifically appropriated to Fund 251, and not the Program costs.

These programs, administered by the Bay Area Affordable Homeownership Alliance (BAAHA), play a vital role in promoting homeownership opportunities for low- to moderate-income households by providing services such as down payment assistance and managing affordable housing portfolios. The Inclusionary Housing Fund has sufficient resources to cover this appropriation, which will ensure the continued effectiveness of these programs and support the City’s broader affordable housing initiatives.

City Council Agenda Report
Agenda Item No.

February 11, 2025
(2) Information Technology Replacement Fund: Appropriate $2.55M to Project #2529 for ERP Implementation (one-time)
On December 3, 2024, Council approved the acquisition of a new financial Enterprise Resource Planning (ERP) System. The first two years of this project will be paid from using funds available in the IT Replacement Budget. Staff is now requesting Council take the necessary action to appropriate the funds in the amount of $2,550,000 from the IT Replacement Fund (#635) to the ERP System Replacement Project (Project #2529).
(3) Information Technology Fund Help Desk Reorganization: Approval to add six positions to the City’s position count to allow for recruitment to begin.

The City’s IT Department utilizes contracted support from a Managed Services Provider (MSP) for its Help Desk, Infrastructure, and Server Administration. The City also has contracted support for OnBase, the City’s Document Management system. The costs for these contracts total $1,260,000 annually. The IT Director has identified the use of outside vendors for such critical systems support as a security risk. This is based on the experience over the last few years of other cities which suffered from successful cyber-attacks rooted in compromised contractor support, with two recent examples of this type of breach having occurred at cities within Contra Costa County.

City Council Agenda Report
Agenda Item No.

February 11, 2025
After a full evaluation of risks, the IT Director explored the costs for bringing these services inside the City organization. He has determined that security risks can be minimized significantly and service levels enhanced by bringing these services inside the organization. Additionally, there are cost savings to doing so.

The current contracts expire in July and to bring these services inside the organization Council must authorize adding six staff positions now, so that the organization can recruit for, fill the positions, and have the new staff onboard as the next fiscal year begins. The contractual cost reductions and staff cost increases would show up beginning in the next biannual budget.

IT Service Provided
Current Annual
Cost Annual Costs7
Contracted Help Desk, Infrastructure and Server Support $1,100,000 Contracted Document Management Support (OnBase) $160,000 1: FTE - Sr Network Engineer $195,542
2: FTE - Information Systems Technician II $147,601
3: FTE - Information Systems Technician II $147,601
4: FTE - Information Systems Technician II $147,601
5: FTE - Sr Systems Analyst $206,159
6: FTE - Sr Programmer Analyst $197,906
Total $1,260,000 $1,042,410
Anticipated Savings $217,590
Part III: City of Concord’s Salary Schedule
The California Public Employees’ Retirement System (CalPERS) requires that the City of Concord’s Salary Schedule be formally adopted by the City Council in a public meeting after changes to it occur. Attached is the most current salary schedule, which reflects the following changes since the last publicly adopted salary schedule:
• The Camp Concord contract position wage was adjusted effective December 23, 2024.
• California’s minimum wage increased from $16.00 to $16.50 per hour effective January 1, 2025, and the wages of nine limited-term classifications were adjusted to reflect the increase.

Council must adopt the revised City’s Salary Schedule incorporating these adjustments, to meet CalPERS requirements. See Attachment 2.
7 Costs are based off on next fiscal year’s salaries, which incorporate a 5% increase from this year’s salaries, and projected benefit costs.

City Council Agenda Report
Agenda Item No.

February 11, 2025
Part IV: Unfunded Personnel Liabilities
The City Council has maintained a focus on addressing unfunded personnel liabilities for many years. On May 16, 2023, the Council received an update on the status of the City’s unfunded personnel liabilities, along with options to pay down those liabilities faster than scheduled.

The Council supported continuing the City’s current practice of prioritizing the use of budget residual towards making additional discretionary payments (ADP). Additionally, Council requested that this issue be revisited with each biennial budget development process. In preparation for the development of the City’s next biennial budget, the attached memo (Attachment 4) provides an update on the status of the City’s personnel liabilities and provides an overview of options that are typically considered when addressing unfunded personnel liabilities. Staff is not recommending implementing any additional strategies at this time, as the City’s projected operating budget is not anticipated to have capacity to make additional resources available to address these liabilities. Staff will continue to provide regular updates to Council and make recommendations to pay down personnel liabilities as resources allow.

Environmental Review
None of the activities addressed herein constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c)(2), 15060(c)(3), 15273, and/or 15378 because none of the activities has the potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment; even if any activity was a project under CEQA, each is exempt under 14 Cal. Code Regs. Sections 15061(b)(2), 15061(b)(3), 15273, and/or 15378(b)(4).

Financial Impact
The proposed actions allow the City to maintain its reserve levels at the 30% level through FY 2024-25.

Budget Adjustment or Transfer Required
See Attachment 1.

Public Contact
The City Council Agenda was posted.

Attachments

1. Resolution amending the Fiscal Year 2024-25 Municipal Budget Exhibit A – Fiscal Year 2024-25 Municipal Budget Amendment Detail

2. Resolution adopting the City of Concord’s Salary Schedule effective January 1, 2025, in accordance with the Requirements of California Public Employees Retirement System (CalPERS) for a publicly available pay schedule

City Council Agenda Report
Agenda Item No.

February 11, 2025
Exhibit A – Salary Schedule

3. Mid-Year Update of Accomplishments - Fiscal Year 2024-25

4. Memo on City’s Unfunded Personnel Liabilities

Res No. 25-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Amending the Fiscal Year 2024-25
Municipal Budget
Resolution No. 25-XX
/
WHEREAS, the City Manager has recommended amendments to the to the Municipal Operating Budget for Fiscal Year 2024-25; and
WHEREAS, the amendments reflect the updated fund balances available as determined in the final accounting and audit of the city’s finances; and
WHEREAS, the amendments are in compliance with the City’s Fiscal Stability Ordinance Section 3.20.020, entitled use of One-Time and Budget Residual Funds; and WHEREAS, the City’s Fiscal Stability Ordinance requires that one-time funds and budget residual funds identified through each budget cycle shall only be used to fund the following city needs as directed by the City Council at a public meeting. The City Council retains the discretion of how to allocate these funds between the categories listed below: (1) annual recommended contribution to unfunded liabilities; (2) infrastructure backlog; (3) unfunded post-employment benefits; (4) special or one-time, non-recurring expenditure needs of the City; and (5) strengthening the City’s General Fund Reserves; and
WHEREAS, the City Council has directed staff as to any amendments thereto.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CONCORD DOES RESOLVE AS FOLLOWS:

Section 1. Council action on this item is exempt from California Environmental Quality Act (CEQA) review as the amendment and approval of municipal budgets are not activities that constitute a "project" within the meaning of CEQA Guidelines Section 15060(c)(2) and CEQA Guidelines Section 15378 (including subsections 15378(b)(2), (4) and/or (5)), do not commit the City to a definite course of action, and do not constitute discretionary approval of a specific project. If this were determined to be a “project” for CEQA analysis, this activity falls within the "Common Sense" CEQA Attachment 1

Res No. 25-XX 2
exemption set forth in CEQA Guidelines Section 15061(b)(3) and/or 15273 because it involves government funding/fiscal activities. No unusual circumstances exist and none of the exceptions under CEQA Guidelines Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis. Individual projects will undergo CEQA analysis as necessary.

Section 2. Approves the City Manager’s recommendations with regard to amendments to the Municipal Budget for Fiscal Year 2024-25, as shown in Exhibit A.

Section 3. This resolution shall become effective immediately upon its passage and adoption.

PASSED AND ADOPTED by the City Council of the City of Concord on February 11, 2025, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing Resolution No. 25-XX was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on February 11, 2025.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment: Exhibit A – Fiscal Year 2024-25 Municipal Budget Amendment Detail

Fiscal Year 2024-25 Municipal Budget Amendment Detail
General Fund Revenue

1. Sales Tax: ($3,500,000) (ongoing)

2. Franchise Fees: $1,300,000 (ongoing)

3. Business License Fees: $400,000 (ongoing)

4. Interest Earnings: $400,000 (ongoing)
General Fund Appropriations

5. Transfer $1,400,000 from the Fiscal Stability Fund to the General Fund (one- time)

6. CalPERS UAL: $2,500,000 (ongoing)
Measure V Appropriations

7. CORE Contract: $276,000 (one-time)

8. Council must direct if this item stays in or gets excluded from this list: TSBA Street Maintenance Program: $20,400 (one-time)

9. Maintain in Reserves: $3.4 million (one-time)
Other Fund Appropriations

10.Inclusionary Housing Fund – Appropriate $70,000 (ongoing)

11.Information Technology Replacement Fund – Appropriate $2,550,000 to Project #2529 for ERP Implementation (one-time)

12.Information Technology Fund – Add Six New Positions: No additional funds needed, authorization requested to begin recruitments with start date of 7/1/25 or later (ongoing)
IT Service Provided
1 FTE - Sr Network Engineer
3 FTE - Information Systems Technician II
1 FTE - Sr Systems Analyst
1 FTE - Sr Programmer Analyst
Exhibit A to
Attachment 1

Res. No. 25-XXXX.X 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Adopting the City of Concord’s Salary
Schedule Effective January 1, 2025, in Accordance
with the Requirements of California Public
Employees Retirement System (CalPERS) for a
Publicly Available Pay Schedule
Resolution No. 25-XXXX.X
/
WHEREAS, the California Public Employees Retirement System (CalPERS) regulations require member agencies formally adopt a publicly available pay schedule under Government Code Section 20636(b)(1) and California Code of Regulations (CCR) Section 570.5; and WHEREAS, the City Council of the City of Concord has the authority to implement Government Code Section 20636 (b)(1); and
WHEREAS, attached to this resolution is the City’s comprehensive salary schedule, effective January 1, 2025, amending the wage increase for Contract Positions; and WHEREAS, CalPERS regulations require all of this information be included in one document; and
WHEREAS, the City Council, after giving all public notices required by State Law and the Concord Municipal Code, held a duly noticed meeting on February 11, 2025, on this item, considered testimony and information received at the public meeting, the oral and written reports from City staff dated February 11, 2025, as well as other documents contained in the record of proceeding which are maintained at the offices of the City of Concord City Clerk’s Office, 1950 Parkside Drive, Concord, CA.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CONCORD DOES RESOLVE AS FOLLOWS:

Section 1. None of the activities addressed herein, the staff report, or Exhibit A hereto, constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs.

Sections 15060(c)(2), 15060(c)(3), or 15378 because none of the activities has the potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect Attachment 2

Res. No. 25-XXXX.X 2
physical change in the environment; even if any activity was a project under CEQA, each is exempt under 14 Cal. Code Regs. Sections 15061(b)(2), 15061(b)(3) and 15378(b)(4).

Section 2. The City Council adopts the salary schedule effective January 1, 2025, as shown in Exhibit A hereto.

Section 3. This resolution shall become effective immediately upon its passage and adoption.

PASSED AND ADOPTED by the City Council of the City of Concord on February 11, 2025, by the following vote:

AYES: Councilmembers –
NOES: Councilmembers –
ABSTAIN: Councilmembers –
ABSENT: Councilmembers –
I HEREBY CERTIFY that the foregoing Resolution No. 25-XXXX.X was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on February 11, 2025.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment: Exhibit A- Salary Schedule

City of Concord Salary Schedule
Job Code Classification Title Unit Schedule Grade Step 1 Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
4156 Account Clerk I ATC 4156 4 24.4995$ 25.7248$ 27.0108$ 28.3615$ 29.7794$ 31.2684$ 4,247 $ 4,459 $ 4,682 $ 4,916 $ 5,162 $ 5,420 $ 7/8/2024 4154 Account Clerk II ATC 4154 6 28.0649$ 29.4679$ 30.9415$ 32.4886$ 34.1130$ 35.8187$ 4,865 $ 5,108 $ 5,363 $ 5,631 $ 5,913 $ 6,209 $ 7/8/2024 4155 Account Clerk III ATC 4155 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 4151 Accounting Technician I ATC 4151 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 4152 Accounting Technician II ATC 4152 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 4153 Accounts Payable Team Leader ATC 4153 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 4588 Administrative Clerk I ATC PG-ATC 3 21.8717$ 22.9652$ 24.1136$ 25.3195$ 26.5852$ 27.9146$ 3,791 $ 3,981 $ 4,180 $ 4,389 $ 4,608 $ 4,839 $ 7/8/2024 4586 Administrative Clerk II ATC PG-ATC 6 26.7655$ 28.1037$ 29.5090$ 30.9845$ 32.5338$ 34.1604$ 4,639 $ 4,871 $ 5,115 $ 5,371 $ 5,639 $ 5,921 $ 7/8/2024 4584 Administrative Clerk III ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 4570 Administrative Secretary ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3374 Building Inspector ATC 3374 11 43.6239$ 45.8050$ 48.0953$ 50.5001$ 53.0254$ 55.6766$ 7,561 $ 7,940 $ 8,337 $ 8,753 $ 9,191 $ 9,651 $ 7/8/2024 3795 Buyer ATC 3795 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 3376 Code Enforcement Officer ATC PG-ATC 11 38.8507$ 40.7934$ 42.8330$ 44.9748$ 47.2235$ 49.5850$ 6,734 $ 7,071 $ 7,424 $ 7,796 $ 8,185 $ 8,595 $ 7/8/2024 7126 Community Service Officer ATC 7126 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 3354 Construction Inspector ATC 3354 10 40.3934$ 42.4131$ 44.5338$ 46.7605$ 49.0988$ 51.5534$ 7,002 $ 7,352 $ 7,719 $ 8,105 $ 8,510 $ 8,936 $ 7/8/2024 4337 Duplicate/Offset Printing Oper. ATC PG-ATC 5 24.9226$ 26.1688$ 27.4772$ 28.8512$ 30.2938$ 31.8087$ 4,320 $ 4,536 $ 4,763 $ 5,001 $ 5,251 $ 5,514 $ 7/8/2024 7130 Forensic Specialist I ATC 7130 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 7131 Forensic Specialist II ATC 7131 10 37.6652$ 39.5486$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,855 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 3754 GIS Technician ATC PG-ATC 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 4576 Graphic Designer ATC PG-ATC 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 3750 Information Sys. Technician I ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 3752 Information Sys. Technician II ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3341 Permit Center Technician I ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 3342 Permit Center Technician II ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3343 Permit Center Technician III ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 3336 Planning Technician ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 4558 Police Records Clerk I ATC 4558 3 22.9335$ 24.0801$ 25.2841$ 26.5484$ 27.8758$ 29.2698$ 3,975 $ 4,174 $ 4,383 $ 4,602 $ 4,832 $ 5,073 $ 7/8/2024 4556 Police Records Clerk II ATC 4556 6 28.0649$ 29.4679$ 30.9415$ 32.4886$ 34.1130$ 35.8187$ 4,865 $ 5,108 $ 5,363 $ 5,631 $ 5,913 $ 6,209 $ 7/8/2024 4554 Police Records Clerk III ATC 4554 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 3630 Program Assistant ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3701 Programmer Analyst ATC PG-ATC 12 41.9707$ 44.0690$ 46.2727$ 48.5860$ 51.0156$ 53.5665$ 7,275 $ 7,639 $ 8,021 $ 8,422 $ 8,843 $ 9,285 $ 7/8/2024 3640 Rec & Special Events Prg Coord. ATC PG-ATC 11 38.8507$ 40.7934$ 42.8330$ 44.9748$ 47.2235$ 49.5850$ 6,734 $ 7,071 $ 7,424 $ 7,796 $ 8,185 $ 8,595 $ 7/8/2024 5128 Rec Cus Svc Coordinator ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 5140 Recreation Program Aide ATC PG-ATC 6 26.7655$ 28.1037$ 29.5090$ 30.9845$ 32.5338$ 34.1604$ 4,639 $ 4,871 $ 5,115 $ 5,371 $ 5,639 $ 5,921 $ 7/8/2024 4159 Revenue Generation Team Leader ATC 4159 10 37.6652$ 39.5486$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,855 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 3369 Senior Building Inspector ATC 3369 12 47.9806$ 50.3796$ 52.8985$ 55.5435$ 58.3208$ 61.2365$ 8,317 $ 8,732 $ 9,169 $ 9,628 $ 10,109 $ 10,614 $ 7/8/2024 3355 Senior Construction Inspector ATC 3355 11 43.6163$ 45.7971$ 48.0871$ 50.4913$ 53.0160$ 55.6668$ 7,560 $ 7,938 $ 8,335 $ 8,752 $ 9,189 $ 9,649 $ 7/8/2024 4336 Sr Offset Duplic. Print. Oper. ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 3323 Transportation Program Coord. ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 Pay rate of Camp Director (12-23-2024); minimum wage change (1-1-2025) Exhibit A to Attachment 2

City of Concord Salary Schedule
Job Code Classification Title Unit Schedule Grade Step 1 Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
4150 Treasury Technician ATC 4150 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218$ 5,478$ 5,752$ 6,040$ 6,342$ 6,659$ 7/8/2024 3757 Video Services Coordinator ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763$ 6,052$ 6,354$ 6,672$ 7,006$ 7,356$ 7/8/2024 7128 Youth Violence Prevention Spec ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226$ 6,538$ 6,865$ 7,208$ 7,568$ 7,947$ 7/8/2024 1705 City Attorney EXEC CONTR 153.1270$ 153.1270$ 26,542$ 26,542$ 9/16/2024 1521 City Manager EXEC CONTR 160.3790$ 160.3790$ 27,799$ 27,799$ 7/8/2024 1760 Director of Parks and Recreation EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1733 Director of Community Development EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1725 Director of Public Works EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1750 Director Commun Reuse Planning EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1727 Director of Finance EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1745 Director of Human Resources EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1728 Director of Info. Technology EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1712 Assistant City Manager EXEC MGMT EXECUTIVE E-6 105.5112$ 145.0691$ 18,289$ 25,145$ 7/8/2024 1720 Chief of Police CHIEF EXECUTIVECP E-6 105.5112$ $ 152.3226* 18,289 $ 26,403 $ 7/8/2024 3758 Admin Services Coordinator CONF PG-C 10 46.7706$ 49.1089$ 51.5646$ 54.1427$ 56.8499$ 59.6926$ 8,107 $ 8,512 $ 8,938 $ 9,385 $ 9,854 $ 10,347 $ 7/8/2024 4571 Confidential Secretary CONF PG-C 7 38.1036$ 40.0088$ 42.0092$ 44.1098$ 46.3152$ 48.6312$ 6,605 $ 6,935 $ 7,282 $ 7,646 $ 8,028 $ 8,429 $ 7/8/2024 4568 Exec Secretary CONF PG-C 8 40.3722$ 42.3909$ 44.5104$ 46.7360$ 49.0730$ 51.5266$ 6,998 $ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 7/8/2024 4569 Exec Secretary - Confidential CONF PG-C 8 40.3722$ 42.3909$ 44.5104$ 46.7360$ 49.0730$ 51.5266$ 6,998 $ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 7/8/2024 4564 Exec.Assistant - Council/Mgr. CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4566 Executive Legal Secretary CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4580 Human Resources Specialist CONF PG-C 8 40.3722$ 42.3909$ 44.5104$ 46.7360$ 49.0730$ 51.5266$ 6,998 $ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 7/8/2024 4587 Human Resources Technician I CONF PG-C 3 30.3972$ 31.9169$ 33.5129$ 35.1885$ 36.9480$ 38.7956$ 5,269 $ 5,532 $ 5,809 $ 6,099 $ 6,404 $ 6,725 $ 7/8/2024 4585 Human Resources Technician II CONF PG-C 5 34.0792$ 35.7832$ 37.5723$ 39.4510$ 41.4235$ 43.4949$ 5,907 $ 6,202 $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7/8/2024 4567 Legal Secretary CONF PG-C 7 38.1036$ 40.0088$ 42.0092$ 44.1098$ 46.3152$ 48.6312$ 6,605 $ 6,935 $ 7,282 $ 7,646 $ 8,028 $ 8,429 $ 7/8/2024 4565 Paralegal CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4158 Payroll Specialist CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4160 Payroll Technician I CONF PG-C 3 30.3972$ 31.9169$ 33.5129$ 35.1885$ 36.9480$ 38.7956$ 5,269 $ 5,532 $ 5,809 $ 6,099 $ 6,404 $ 6,725 $ 7/8/2024 4161 Payroll Technician II CONF PG-C 5 34.0792$ 35.7832$ 37.5723$ 39.4510$ 41.4235$ 43.4949$ 5,907 $ 6,202 $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7/8/2024 9531 Camp Director CONTRACT CONTRACT 52.0695$ 52.0695$ 9,025 $ 9,025 $ 12/23/2024 9555 Recycling Theft Prevent Spec CONTRACT CONTRACT 28.3236$ 28.3236$ 4,909 $ 4,909 $ 1/17/2020 9557 Vehicle Abatement Officer CONTRACT CONTRACT 30.4069$ 30.4069$ 5,270 $ 5,270 $ 8/5/2024 9542 Violence -Victim Advocate CONTRACT CONTRACT 35.2496$ 35.2496$ 6,110 $ 6,110 $ 7/1/2019 *Required Master's Degree to obtain the top pay range; otherwise, the top pay range is 5% lower than maximum rate.

Pay rate of Camp Director (12-23-2024); minimum wage change (1-1-2025)

City of Concord Salary Schedule
Job Code Classification Title Unit Schedule Grade Step 1 Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
1341 City Treasurer COUNCIL ELECTED 600$ 600$ 12/9/2008 1127 Council Member COUNCIL ELECTED 1,900 $ 1,900 $ 11/5/2024 1121 Mayor COUNCIL ELECTED 1,900 $ 1,900 $ 11/5/2024 1124 Vice Mayor COUNCIL ELECTED 1,900 $ 1,900 $ 11/5/2024 4760 Automotive Parts & Svs Tech. F AND O 4760 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 6812 Custodian F AND O 6812 4 24.4995$ 25.7248$ 27.0108$ 28.3615$ 29.7794$ 31.2684$ 4,247 $ 4,459 $ 4,682 $ 4,916 $ 5,162 $ 5,420 $ 7/8/2024 6163 Environmental Maint. Tech. F AND O 6163 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 6412 Equipment Mechanic F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6542 Facilities Maintenance Tech F AND O PG-F&O 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 6722 General Laborer F AND O 6722 2 21.5155$ 22.5912$ 23.7209$ 24.9070$ 26.1524$ 27.4598$ 3,729 $ 3,916 $ 4,112 $ 4,317 $ 4,533 $ 4,760 $ 7/8/2024 6314 Heavy Equipment Operator I F AND O PG-F&O 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 6312 Heavy Equipment Operator II F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6616 Landscape Gardener F AND O 6616 9 33.8963$ 35.5910$ 37.3707$ 39.2393$ 41.2014$ 43.2612$ 5,875 $ 6,169 $ 6,478 $ 6,801 $ 7,142 $ 7,499 $ 7/8/2024 6193 Lead Custodian F AND O 6193 6 28.0649$ 29.4679$ 30.9415$ 32.4886$ 34.1130$ 35.8187$ 4,865 $ 5,108 $ 5,363 $ 5,631 $ 5,913 $ 6,209 $ 7/8/2024 4351 Lead Dispatcher F AND O 4351 11 47.7216$ 50.1080$ 52.6129$ 55.2438$ 58.0062$ 60.9064$ 8,272 $ 8,685 $ 9,120 $ 9,576 $ 10,054 $ 10,557 $ 7/8/2024 6562 Lead Maint. Collection System Worker F AND O 6562 10 37.6652$ 39.5486$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,855 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 6512 Maintenance Carpenter F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6552 Maintenance Collection System Wkr F AND O 6552 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 6532 Maintenance Electrician F AND O 6532 10 40.9492$ 42.9968$ 45.1468$ 47.4041$ 49.7745$ 52.2629$ 7,098 $ 7,453 $ 7,825 $ 8,217 $ 8,628 $ 9,059 $ 7/8/2024 6614 Maintenance Gardener F AND O 6614 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 6522 Maintenance Painter F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6434 Maintenance Sprinkler Fitter F AND O 6434 10 37.6652$ 39.5971$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,863 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 6115 Maintenance Team Leader F AND O 6115 10 37.6652$ 39.5971$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,863 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 6426 Maintenance Utility Mechanic F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6714 Maintenance Worker I F AND O 6714 5 26.1323$ 27.4392$ 28.8110$ 30.2518$ 31.7643$ 33.3526$ 4,530 $ 4,756 $ 4,994 $ 5,244 $ 5,506 $ 5,781 $ 7/8/2024 6712 Maintenance Worker II F AND O 6712 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 6168 Parks Lead Worker F AND O 6168 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 4352 Police Dispatcher I F AND O 4352 7 35.7282$ 37.5148$ 39.3906$ 41.3600$ 43.4281$ 45.5996$ 6,193 $ 6,503 $ 6,828 $ 7,169 $ 7,528 $ 7,904 $ 7/8/2024 4353 Police Dispatcher II F AND O 4353 9 43.3734$ 45.5422$ 47.8195$ 50.2102$ 52.7210$ 55.3573$ 7,518 $ 7,894 $ 8,289 $ 8,703 $ 9,138 $ 9,595 $ 7/8/2024 6114 Public Works Lead Worker F AND O 6114 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 6113 PW Lead Worker-Infra Maint. F AND O 6113 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 6709 Recreation Utility Worker F AND O 6709 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 6130 Senior Equipment Mechanic F AND O PG-F&O 11 38.8507$ 40.7934$ 42.8330$ 44.9748$ 47.2235$ 49.5850$ 6,734 $ 7,071 $ 7,424 $ 7,796 $ 8,185 $ 8,595 $ 7/8/2024 6120 Senior Maintenance Team Ld. F AND O 6120 11 40.7368$ 42.7737$ 44.9122$ 47.1580$ 49.5159$ 51.9919$ 7,061 $ 7,414 $ 7,785 $ 8,174 $ 8,583 $ 9,012 $ 7/8/2024 6510 Senior Traffic Signal Tech F AND O 6510 11 44.2853$ 46.4997$ 48.8246$ 51.2661$ 53.8294$ 56.5209$ 7,676 $ 8,060 $ 8,463 $ 8,886 $ 9,330 $ 9,797 $ 7/8/2024 6324 Sweeper Operator F AND O PG-F&O 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 6511 Traffic Signal Technician F AND O 6511 10 40.9492$ 42.9968$ 45.1468$ 47.4041$ 49.7745$ 52.2629$ 7,098 $ 7,453 $ 7,825 $ 8,217 $ 8,628 $ 9,059 $ 7/8/2024 6509 Traffic Signal Trainee F AND O PG-F&O 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 6166 Tree Lead Worker F AND O 6166 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 Pay rate of Camp Director (12-23-2024); minimum wage change (1-1-2025)

City of Concord Salary Schedule
Job Code Classification Title Unit Schedule Grade Step 1 Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
6615 Tree Trimmer F AND O 6615 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 0910 Ltd Ser-Admin Support Limited Ser 0910 16.5000$ 28.0500$ 1/1/2025 0920 Ltd Ser-Camp Specialist Limited Ser 0920 16.5000$ 151.5500$ 1/1/2025 0930 Ltd Ser-Craft Worker Limited Ser 0930 16.5000$ 44.8400$ 1/1/2025 0940 Ltd Ser-Maint. Laborer Limited Ser 0940 16.5000$ 28.0500$ 1/1/2025 0950 Ltd Ser-Professional Limited Ser 0950 16.5000$ 161.8700$ 1/1/2025 0960 Ltd Ser-Public Safety Asst Limited Ser 0960 16.5000$ 44.8400$ 1/1/2025 0970 Ltd Ser-Recreation Specialist Limited Ser 0970 16.5000$ 38.6700$ 1/1/2025 0971 Ltd Ser-Seasonal Limited Ser 0971 16.5000$ 38.6700$ 1/1/2025 0980 Ltd Ser-Technician Limited Ser 0980 16.5000$ 38.6700$ 1/1/2025 2307 Administrative Analyst MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2315 Administrative Svcs Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 1707 Assistant City Attorney MGMT MANAGER M10 79.8460$ 109.7820$ 13,840 $ 19,029 $ 7/8/2024 2140 Assistant City Engineer MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2342 Budget Analyst MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2324 Budget Officer MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2130 Chief Building Official MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 1321 City Clerk MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2120 City Engineer MGMT MANAGERCE M-9 77.2781$ 106.2516$ 13,395 $ 18,417 $ 7/8/2024 2340 Communications Center Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2334 Community Relations Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2133 Community Reuse Area Planner MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2345 Crime Scene Investigations Mgr MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2309 Deputy City Attorney MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 3759 Deputy City Clerk MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 1714 Deputy City Manager MGMT MANAGER M11 86.8405$ 119.3685$ 15,052 $ 20,691 $ 7/8/2024 1715 Deputy Dir. of Public Works MGMT MANAGERPW M-9 78.0213$ 107.2730$ 13,524 $ 18,594 $ 7/8/2024 2134 Economic Dev. Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2353 Employee Services Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2725 Facilities Maint Prog. Mgr. MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2721 Facilities Maint. Supervisor MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2710 Facilities Maintenance Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2326 Financial Analyst MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2322 Financial Operations Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2362 Fleet Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2760 Horticultural Advisor MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2312 Housing Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2377 Housing & Community Services Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2357 Human Resources Analyst I MGMT MANAGER M-2 41.2869$ 56.7660$ 7,156 $ 9,839 $ 7/8/2024 Pay rate of Camp Director (12-23-2024); minimum wage change (1-1-2025)

City of Concord Salary Schedule
Job Code Classification Title Unit Schedule Grade Step 1 Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
2356 Human Resources Analyst II MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2331 Information Technology Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2715 Infrastructure Maint. Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2727 Maintenance Superintendent MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2126 Manager of Busi Sys & Pr Mgmt MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2190 Neighborhood Services Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2128 Network & Operations Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2325 Network Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2519 Parks & Facilities Maint. Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2518 Parks Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2723 Parks Program Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2123 Planning Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2332 Police Records Manager MGMT MANAGER M-3 44.8702$ 61.6939$ 7,778 $ 10,694 $ 7/8/2024 2132 Principal Planner MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2337 Printing Services Supervisor MGMT MANAGER M-2 41.2869$ 56.7660$ 7,156 $ 9,839 $ 7/8/2024 2520 Program Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2360 Purchasing Agent MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2521 Recreation Services Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2136 Redevelopment/Housing Mgr MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2385 Risk Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2311/16 Senior Administrative Analyst MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 1706 Senior Assistant City Attorney MGMT MANAGER M11 86.8405$ 119.3685$ 15,052 $ 20,691 $ 7/8/2024 2150 Senior Civil Engineer MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2338 Senior Financial Analyst MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2352 Senior Human Resources Analyst MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2523 Senior Recreation Program Mgr MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2327 Systems & Programming Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2329 Systems Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2118 Transportation Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2156 Transportation Program Mgr. I MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2151 Transportation Program Mgr. II MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 7115 Police Officer POA 7115 1 56.1456$ 58.9529$ 61.9005$ 64.9955$ 68.2453$ 9,732 $ 10,219 $ 10,729 $ 11,266 $ 11,829 $ 7/8/2024 7114 Police Sergeant POA 7114 1 72.0282$ 75.6296$ 79.4111$ 83.3817$ 87.5508$ 12,485 $ 13,109 $ 13,765 $ 14,453 $ 15,175 $ 7/8/2024 2921 Police Captain POA MGMT PM-10 1 116.0385$ 121.8404$ 127.9324$ 20,113 $ 21,119 $ 22,175 $ 7/8/2024 2923 Police Lieutenant POA MGMT PM-8 1 90.9179$ 95.4638$ 100.2370$ 105.2489$ 110.5113$ 15,759 $ 16,547 $ 17,374 $ 18,243 $ 19,155 $ 7/8/2024 3536 Accountant I PROF 3536 10 41.7273$ 43.8137$ 46.0045$ 48.3048$ 50.7199$ 53.2558$ 7,233 $ 7,594 $ 7,974 $ 8,373 $ 8,791 $ 9,231 $ 7/8/2024 3530 Accountant II PROF 3530 12 48.7515$ 51.1889$ 53.7486$ 56.4356$ 59.2576$ 62.2204$ 8,450 $ 8,873 $ 9,316 $ 9,782 $ 10,271 $ 10,785 $ 7/8/2024 3709 Administrative Assistant PROF PG-P 11 39.2388$ 41.2004$ 43.2607$ 45.4236$ 47.6948$ 50.0798$ 6,801 $ 7,141 $ 7,499 $ 7,873 $ 8,267 $ 8,680 $ 7/8/2024 3711 Administrative Coordinator PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 Pay rate of Camp Director (12-23-2024); minimum wage change (1-1-2025)

City of Concord Salary Schedule
Job Code Classification Title Unit Schedule Grade Step 1 Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
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3114 Assistant Engineer PROF 3114 12 52.9522$ 55.6000$ 58.3798$ 61.2990$ 64.3639$ 67.5819$ 9,178 $ 9,637 $ 10,119 $ 10,625 $ 11,156 $ 11,714 $ 7/8/2024 3134 Assistant Planner PROF 3134 11 41.9562$ 44.0540$ 46.2568$ 48.5697$ 50.9981$ 53.5479$ 7,272 $ 7,636 $ 8,018 $ 8,419 $ 8,840 $ 9,282 $ 7/8/2024 3113 Associate Civil Engineer PROF 3113 14 62.8951$ 66.0399$ 69.3422$ 72.8089$ 76.4497$ 80.2721$ 10,902 $ 11,447 $ 12,019 $ 12,620 $ 13,251 $ 13,914 $ 7/8/2024 3132 Associate Planner PROF 3132 12 46.6729$ 49.0066$ 51.4569$ 54.0298$ 56.7315$ 59.5680$ 8,090 $ 8,494 $ 8,919 $ 9,365 $ 9,833 $ 10,325 $ 7/8/2024 3375 Building Inspection Supervisor PROF 3375 13 53.9061$ 56.6016$ 59.4317$ 62.4030$ 65.5233$ 68.7995$ 9,344 $ 9,811 $ 10,301 $ 10,817 $ 11,357 $ 11,925 $ 7/8/2024 3377 Construction Inspection Sprvsr PROF 3377 12 49.9049$ 52.4001$ 55.0200$ 57.7712$ 60.6598$ 63.6927$ 8,650 $ 9,083 $ 9,537 $ 10,014 $ 10,514 $ 11,040 $ 7/8/2024 7121 Crimes & Intelligence Analyst PROF PG-P 14 49.4861$ 51.9606$ 54.5583$ 57.2864$ 60.1508$ 63.1585$ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 10,947 $ 7/8/2024 3135 Economic Development Spec PROF PG-P 14 49.4861$ 51.9606$ 54.5583$ 57.2864$ 60.1508$ 63.1585$ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 10,947 $ 7/8/2024 3710 GIS Program Analyst PROF PG-P 12 42.3915$ 44.5110$ 46.7365$ 49.0737$ 51.5272$ 54.1037$ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 9,378 $ 7/8/2024 3798 Housing Program Analyst PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3799 Housing Rehab. Coordinator PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3797 Housing Rehab. Specialist PROF 3797 10 37.3732$ 39.2419$ 41.2039$ 43.2644$ 45.4274$ 47.6989$ 6,478 $ 6,802 $ 7,142 $ 7,499 $ 7,874 $ 8,268 $ 7/8/2024 3116 Junior Engineer PROF 3116 10 45.2227$ 47.4840$ 49.8580$ 52.3511$ 54.9686$ 57.7173$ 7,839 $ 8,231 $ 8,642 $ 9,074 $ 9,528 $ 10,004 $ 7/8/2024 3702 Microcomputer Coordinator PROF PG-P 11 39.2388$ 41.2004$ 43.2607$ 45.4236$ 47.6948$ 50.0798$ 6,801 $ 7,141 $ 7,499 $ 7,873 $ 8,267 $ 8,680 $ 7/8/2024 3791 Neighborhood Services Supv PROF 3791 13 53.9061$ 56.6016$ 59.4317$ 62.4030$ 65.5233$ 68.7995$ 9,344 $ 9,811 $ 10,301 $ 10,817 $ 11,357 $ 11,925 $ 7/8/2024 3707 Network Engineer PROF PG-P 12 42.3915$ 44.5110$ 46.7365$ 49.0737$ 51.5272$ 54.1037$ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 9,378 $ 7/8/2024 3140 Plan Check Engineer PROF 3140 14 60.6958$ 63.7308$ 66.9171$ 70.2631$ 73.7763$ 77.4651$ 10,521 $ 11,047 $ 11,599 $ 12,179 $ 12,788 $ 13,427 $ 7/8/2024 3378 Public Works Supervisor PROF 3378 12 49.9049$ 52.4001$ 55.0200$ 57.7712$ 60.6598$ 63.6927$ 8,650 $ 9,083 $ 9,537 $ 10,014 $ 10,514 $ 11,040 $ 7/8/2024 3704 Senior Network System Eng. PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3130 Senior Planner PROF 3130 14 52.2301$ 54.8415$ 57.5836$ 60.4629$ 63.4861$ 66.6605$ 9,053 $ 9,506 $ 9,981 $ 10,480 $ 11,004 $ 11,554 $ 7/8/2024 7123 Senior Police Crimes Analyst PROF PG-P 11 39.2388$ 41.2004$ 43.2607$ 45.4236$ 47.6948$ 50.0798$ 6,801 $ 7,141 $ 7,499 $ 7,873 $ 8,267 $ 8,680 $ 7/8/2024 3703 Senior Programmer Analyst PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3706 Senior Systems Analyst PROF PG-P 14 49.4861$ 51.9606$ 54.5583$ 57.2864$ 60.1508$ 63.1585$ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 10,947 $ 7/8/2024 7122 Sr Crimes & Intelligence Analy PROF PG-P 16 55.6042$ 58.3843$ 61.3035$ 64.3687$ 67.5871$ 70.9664$ 9,638 $ 10,120 $ 10,626 $ 11,157 $ 11,715 $ 12,301 $ 7/8/2024 3792 Sr. Housing Rehab Specialist PROF PG-P 12 42.3915$ 44.5110$ 46.7365$ 49.0737$ 51.5272$ 54.1037$ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 9,378 $ 7/8/2024 3570 Supervising Accountant PROF 3570 14 57.5311$ 60.4076$ 63.4281$ 66.5995$ 69.9293$ 73.4259$ 9,972 $ 10,471 $ 10,994 $ 11,544 $ 12,121 $ 12,727 $ 7/8/2024 3705 Web Coordinator PROF PG-P 10 36.2824$ 38.0965$ 40.0014$ 42.0014$ 44.1015$ 46.3067$ 6,289 $ 6,603 $ 6,934 $ 7,280 $ 7,644 $ 8,026 $ 7/8/2024 Pay rate of Camp Director (12-23-2024); minimum wage change (1-1-2025)

Long-Term Financial Stability & Economic Development
• Investment of ARPA Funds. The American Rescue Plan Act (ARPA) funds were fully utilized by the December 2024 deadline in compliance with federal guidelines. These funds were allocated to various initiatives, including:
o City Projects, Public Safety, and Special Events: $7 million o Support for Nonprofit Organizations: $7 million
o Support for the Unhoused: $3 million
o Support for Small Businesses: $2 million
The remaining funds were utilized for pandemic recovery efforts and other eligible expenditures.
• Helen Putnam Award Recipient. The City of Concord received the Helen Putnam Award for Excellence in Economic Development through the Arts on Oct. 17 for its Creative Concord public arts program. Presented by the League of California Cities at its annual conference in Long Beach, the award recognized Concord’s efforts to revitalize its downtown through arts and community engagement.
• Toyota Pavilion Ticket Sales. The Toyota Pavilion at Concord increased the number of concert tickets sold by 16% from the previous year, up nearly 20,000 attendees to 139,004 total tickets over 16 shows. A wide variety of musical artists performed at the venue in 2024, including hitmakers from nearly every decade, with seven of the 16 shows exceeding 10,000 attendees. The Foo Fighters, Lindsey Stirling, and Earth, Wind and Fire concerts were considered sold out.
• Grant Applications for Infrastructure, Safety, and Sustainability. Applied for over $42 million in state and federal grants to improve Concord’s infrastructure, safety, and sustainability. Major applications include an $11.4 million USDOT RAISE grant for equitable transit corridor connectivity, nearly $20.5 million for Active Transportation Infrastructure projects on Monument Blvd and Treat Blvd, and over $9.8 million in Highway Safety Improvement Program (HSIP) funding for signal upgrades, pedestrian safety enhancements, and citywide signage improvements. Additionally, sought $1 million in EPA and USDA grants for greenhouse gas reduction and urban forestry initiatives, including the development of a long-term Urban Forest Management Plan. • Transportation Impact Fee. Continued Citywide Transportation Impact Fee (TIF) program update to fund capacity enhancing projects anticipated to be completed by early 2025.
• Tree Removal Permit Cost Recovery. Implemented the cost recovery process as approved with the Private Tree Removal Permit Application Fee for staff resources spent on planning, development, and private tree removal permits which was updated with the Master Fee Schedule effective July 1, 2024.
• Edward Byrne Memorial Justice Assistance Grant (JAG). On September 23, 2024, the Contra Costa County Office of the Sheriff announced that Fiscal Year 2024 JAG Program will award $41,920 to the City of Concord as a second-tier sub-grantee. The Contra Costa County Office of the Sheriff is the direct awardee of JAG 2024 funds. The grant funds will be used to provide for one Limited-Service Public Safety Position (Police Officer Trainee).

Attachment 3

• Office of Traffic Safety Grant. The PD was awarded a $275,000 grant from the Office of Traffic Safety (OTS) to fund selective traffic enforcement, education, and training programs. These objectives focus on areas such as DUI enforcement, pedestrian safety, bicycle safety and combating distracted driving. Covering the period from October 2024 to September 2025, the grant has already supported enforcement operations leading to 13 DUI arrests since July 2024.
• Business Attraction. Provided technical assistance to class A property owners/managers to attract seven new tenants, including the legal division of State Farm Insurance (35 employees), and facilitated the attraction of several other businesses, including Vision Technologies, Muuv Lagree, Beau Den Spa & Nails, and Urban Air. • Business Retention. Supported $340,000 of sales through the buy-one-get-one Shop Concord e-gift card promotion. Provided counseling to more than 80 Concord businesses through an in-person pilot at City Hall with the East Bay Small Business Development Center, which Council funded and approved as a three-year program in October 2024.

Quality of Life
• Rent Stabilization and Just Cause for Eviction. Following the City Council’s decision to expand the residential tenant protections program (Program), Housing staff has been working to implement the new Program, including conducting extensive community outreach and education/training, hiring two full-time and one limited duration staff positions dedicated solely to the Program, creating the Program Policies and Procedures manual, building the new Rent Registry portal, and contracting with hearing officers and establishing a process for rent adjustment petitions. The Housing Division successfully launched its acceptance of petitions in October of 2024, as required by the Ordinance, and an updated Rent Registry portal in November of 2024. • Rick Judd Commons – 62 Units of New Rental Affordable Housing. Housing staff is actively partnering with Resources for Community Development (“RCD”) to market their 62-unit affordable housing project known as Rick Judd Commons (formerly known as the Galindo Terrace project) – which the City provided $7.8 million in Housing funds to support its development -- located at 1315 Galindo Street. Marketing efforts have included the dissemination of flyers to local community partners and affordable housing complexes, posting the flyers on the City’s website and social media platforms, and emailing the Housing interested parties list. RCD’s application period was from July 15 to July 29, 2024, and a lottery for the units was completed in August of 2024. RCD is currently in the process of income-qualifying households for the units. • Trick or Treat Trail. The second annual Trick or Treat Trail was hosted for 393 registered youth attendees and their families at Baldwin Park, featuring 25 Concord business and nonprofit organizations offering a variety of treats at decorated booths throughout the park. The event raised $2,025 from the booth hosts and 14 Concord business sponsors, allowing youth participants to register at no cost. • Health Expo. The annual Health Expo at the Concord Senior Center featured 65 health, resource, and wellness vendors that provided information, giveaways, and services to over 500 community members, seniors, and their families. 30 flu shots, 20 blood pressure checks, and 45 demo massages were provided at the Expo. • Be A Santa to a Senior Program. The Commission on Aging and the Concord Senior Center "Be a Santa to a Senior" (BASTAS) service program provided gifts to over 500

seniors in the Concord area with the help of Concord community members, 13 Concord businesses participating as tree hosts with gift tags, and 60 program volunteers. • Camp Concord Programs. Camp Concord welcomed over 600 youth to the "Happiest Place on Dirt" during the 2024 season. Partnerships with Friends of Camp Concord, CARES, the Concord Police Department, and Mt. Diablo Unified School District allowed low-income and at-risk children to enjoy traditional camp experiences like campfires, archery, and swimming in Lake Tahoe led by responsible, trained adult leaders. Concord Recreation Services partnered with Martinez Community and Recreation Services to provide a 5-day, Fifty and Better (FAB) Week at Camp Concord in South Lake Tahoe, with coach bus transportation, for approximately 20 seniors from each agency. • Sports Program Participation. City of Concord Adult Softball Leagues registered 302 teams in 2024, a 23% increase over 2023, with participation by over 6,000 adults. The pickleball program at Willow Pass Park engaged 4,000 participants through tournaments, leagues, clinics, and open play, exceeding mid-year revenue targets. • Concord City Swim Meet. After a 4-year hiatus that began with COVID 19 Pandemic, the Concord City Swim Meet returned to Concord Community Pool. City meet is a 3-day swim meet hosting 1,200 local recreational swimmers from swim teams located throughout Concord, Clayton, Pleasant Hill and Martinez. • Lunch Bunch Preschool Program. The newly implemented Lunch Bunch preschool program is providing supervised care for 35 preschoolers between the morning and afternoon preschool sessions, offering additional childcare support for parents. • Enhanced Community and Public Spaces. Enhanced community engagement and public spaces by improving decorations and presentations for the annual tree lighting ceremony to attract more attendees and enrich the seasonal experience, and by installing new artwork on trash cans at Todos Santos Plaza that reflects Concord’s community, culture, and natural habitat.
• Environmental and Beautification Initiatives. Established the City’s first Micro Forest at Ayer’s School, broke ground on a new Pollinator Garden at Willow Pass, completed landscaping projects at key locations, and launched a City-wide Tree Inventory with a Tree Maintenance Plan and management software.
• Public Cleanliness and Maintenance. Conducted 7,430 graffiti abatements, cleared 28 homeless encampments, and completed the annual Dumpster Day event to enhance the city’s appearance and community spaces
• Facility and Infrastructure Improvements. Public Works staff completed 3,528 facility maintenance work orders, 26 major facility projects, and assisted Engineering with 98 Capital Improvement Projects, 85 permit reviews, and 15 development projects. • Youth Programs and School Engagement. In August 2024, the School Resource Officer (SRO) program returned to Concord High Schools, with officers providing flexible, needs-based support for safety concerns and behavioral health interventions. The Holiday Heroes initiative brought donations and gifts to 47 local students in need, including teen mothers and youth transitioning from group homes, with support from the Colony Park Neighborhood group and a $2,000 donation from the Concord Police Association.
• Police Department Community Engagement Events. CIU hosted three Coffee with a Cop events, introducing two new locations, and a Taco with a Cop event that welcomed

80–100 attendees, strengthening relationships with local organizations. The department also coordinated National Night Out, facilitating city staff attendance at ten events, and partnered with the Chamber of Commerce to host a well-attended business mixer.

Additionally, officers participated in multiple outreach initiatives, including first responder events, crime prevention inspections, senior community engagements, and neighborhood watch meetings.
• Bicycle Rodeo. On July 13th, 2024, the PD hosted its fourth annual Bike Rodeo in partnership with New Hope Church, and Street Smarts Diablo. The event included free bicycle helmets with fittings, a bicycle safety course, and bicycle tune-ups. Designed to promote public safety and community engagement, the event was a great success, drawing significant attendance throughout the City. Local business and community groups contributed food, activities, and nearly 180 brand new bicycles for community youth. The event was generously sponsored by Marathon Petroleum and the Concord Police Association (CPA).
• Walk and Bike to School Events. The Traffic Unit partnered with Holbrook Language Academy for Bike and Walk to School Day on October 2nd and with Silverwood Elementary for Ruby Bridges Walk to School Day on November 17th. These events emphasized pedestrian and bicycle safety, encouraged active transportation, and fostered community spirit while promoting safe routes to school. • Shop with a Cop & Stuff the Cruiser. On December 1, 2024, the PD hosted Shop with a Cop, partnering officers with 13 Meadow Homes Elementary students for a $300 shopping spree, with families receiving $200 Safeway gift cards from the Concord Police Association and Sunvalley Mall. Stuff the Cruiser collected community toy donations at Target in Pleasant Hill, filling five police cars for the Monumental Toy Drive, which distributed gifts to local children on December 7th.
• Police Department Social Media. The PD’s Social Media Team enhances community engagement by sharing updates, officer highlights, and event promotions. Over the past six months, initiatives like Coffee with a Cop, Trunk or Treat, and Bicycle Rodeos have driven significant growth. Facebook reached over 1 million views, with a 14.5% increase in reach, while Instagram saw a 387% surge, reaching 129,100 accounts. These platforms continue to strengthen the PD’s connection with the Concord community. • Special Events. Hosted another successful year of Music & Market series and the Tree Lighting and Mayor’s Sing-Along, connecting the City to thousands of attendees.

Utilizing the new event permit portal, processed 65 special event permit applications, produced 17 City events, and 52 farmers market dates. To ensure future success, spearheaded an economic impact survey of Music & Market attendees, providing actionable insights to improve the program moving forward. Awarded the Helen Putnam Award for Excellence in Economic Development through the Arts for Creative Concord.

Public Safety
• Cameras added at the Pump Station and a new WiFi network and camera system at Camp Concord. As part of the City facilities camera security initiative, the IT Department, in coordination with Recreation Services and Public Works, deployed cameras and a new internet, WiFi, system at Camp Concord, as well as cameras at the old Pump Station. The new technology will provide improved security and much greater situational awareness.
• Federal Earmark Funding for EOC Improvements. Secured over $1 million in a federal earmark for Emergency Operations Center (EOC) improvements. The

achievement occurred through discussions with Congressman DeSaulnier's office and supporting Council's advocacy efforts in Washington, D.C. • Urban Forestry and Vegetation Management. Removed 109 hazardous trees, pruned 17 miles of arterial roads and all city parks, addressed 608 tree-related service calls, and completed fire-protective vegetation and weed abatement across 635 acres to enhance safety and maintain public spaces.
• Public Safety and Infrastructure Improvements. Completed ARPA-funded safety and cleanliness upgrades in City-owned parking garages, transitioned Parks staff to OSHA- required high-visibility safety gear and developed a Local Roadway Safety Plan in collaboration with key agencies to track and improve long-term traffic safety. • Emergency Preparedness and Response. Finalized the Emergency Action Plan for catastrophic events and seasonal storms, implementing area-based staging deployment and backup radio communication for efficient incident response. • Traffic Safety and Transportation Improvements. Installed nine permanent speed feedback signs as part of the citywide traffic-calming program and completed 28 transportation field reviews.
• Community Sidewalk Repair program. Assisted 17 property owners with the sidewalk replacement program, reducing trip hazards and improving pedestrian safety. • Unmanned Aerial System (UAS) Program (Drone Program). The team consists of 15 Part 107 certified pilots. Between July and November 2024, the team flew 533 Law Enforcement missions, and 61 Search and Rescue missions. Current fleet includes four Autel Evo II’s, two Brinc Lemurs, two sets of Loki II’s, one Autel Evo Max 4T and one Tink Hawk 3 (practice drone).
• Technology and Security Enhancements. The PD deployed Axon interview room cameras and installed three new Verkada lobby cameras to improve security.

Preparations for the Verkada security migration and guest management software deployment (February 2025) are underway. Half of the dispatch and server backup batteries have been refreshed, with full completion expected by FY24/25. A new Pure Storage system, enhancing network capacity and file retrieval, was completed in September 2024. Records staff received an upgraded InHouse system for improved security, and work continues on scheduling solutions. Implementation of CopLogic online reporting is in progress, with phase one testing set for January 2025 and full deployment by April 2025.
• Training, Policy Management Projects. The PD completed the state mandated 2023/2024 Peace Officer Standards and Training (POST) two-year training cycle.

Planning for the 2025/2026 training cycle is already in progress. A significant enhancement to PD training next year will be reinstituting Emergency Vehicle Operations and Control (EVOC) Pursuit Intervention Technique training. Four vehicles have already been identified for upfitting to accommodate this training which is scheduled to start in spring of 2025. This training teaches officers strategies and techniques to de-escalate and provide intervention options to mitigate vehicle pursuits • Communications Center. The National Emergency Number Association’s (NENA) industry standard states 99% of 9-1-1 calls arriving at a Public Safety Answering Point (PSAP) shall be answered within 15 seconds. This was surpassed by the Concord Police Department’s Dispatch and Communications Center personnel who achieved this

one hundred percent of the time. One Dispatcher completed training in October, and two additional dispatchers were hired and onboarded, and have entered their training phase. • Emergency Management and Community Preparedness. The PD advanced language access initiatives, completing a grant-funded Language Analysis project and launching the strategy development phase, with completion expected by April 2025.

Findings were presented to Council and featured at multiple emergency management conferences. Staff received hands-on WebEOC training in partnership with County OES, and three Stop the Bleed courses trained 59 participants, including 19 City employees.

The 2024 Emergency Preparedness Fair saw record exhibitor participation. • Community Emergency Response Team (CERT). 74 individuals graduated Concord’s CERT training program. Two adult Basic CERT training courses were delivered over three weekends at PD, in April and October. Teen CERT courses were delivered at Mt.

Diablo and Ygnacio Valley High Schools with 54 teens graduating the program. Teen CERT is now embedded in the curriculum for both Mt. Diablo’s Medical Capstone Program and Ygnacio Valley’s Patient Care Pathway Program, meaning the course is taught as part of the regular school day at both campuses. For the first time in the program’s history, adult and teen CERT volunteers participated in a CERT Rodeo to practice new and existing skills. The rodeo was held at Mount Diablo High School with independent evaluators provided by Bay Area UASI.
• Teen CERT Program. Grant funding of $55,875 was secured to develop the Teen CERT Program, now embedded in high school curricula, with 54 teens and 74 adults graduating. CERT volunteers participated in the first-ever CERT Rodeo for skill development.
• Volunteers in Police Service (VIPS). VIPS contributed 3,000 hours, valued at $118,000, with efforts to rebuild the Neighborhood Patrol Unit. Two new recruits are in training to join in late 2025/early 2026.
• Mental Health Crisis Response – A3 Program
Since 2020, the City has collaborated with Contra Costa Health Services on the A3 Program and PD has been a strong partner to the County for the program, developing procedures to divert mental health crisis calls when appropriate. Since July 2023, A3 has handled 865 calls in Concord and co-responded with PD on 165 cases. As of October 2024, 5150 holds have decreased by 21% compared to last year and by 45% since the program’s inception, highlighting the program’s impact in reducing law enforcement interventions and improving mental health crisis response. • Public Safety and Enforcement Efforts. CIU conducted a Park Enforcement Detail in November 2024, leading to five arrests for park curfew and loitering violations. Officers also organized a DEA Drug Takeback Day, collecting 24 pounds of unwanted medications. Vendor enforcement efforts resulted in 128 vendor interactions, 42 warnings, and five citations, with officers assisting the Contra Costa County Health Department in issuing 26 Notices of Violation. The department also inspected all 81 local tobacco retailers, conducted 20 underage decoy operations, and secured a $68,744 DOJ Tobacco Grant to support continued enforcement and education. • Armored Rescue Van. The PD took delivery of the vehicle in August 2024 and officers have been able to quickly access and deploy the rescue van on several occasions. The rescue van has been utilized to safely position officers to utilize time and distance to safely de-escalate several dangerous situations including mental health crisis situations involving subjects armed with firearms, high risk criminal situations involving armed

suspects, and the safe relocation of community members in harm’s way during these situations.
• Field Training Program. For 2023, the Field Training Program had seven Police Officer Trainees enter the program. One trainee resigned before completing the program. The Field Training Program consists of 35 training officers who are either corporals, patrol officers, or officers in specialty assignments. In 2024, the Field Training Program welcomed three new training officers and three new training corporals. Our training program currently has three entry-level officers in their final stage of training. • Major Crimes Unit. MCU investigated the murder of a male who was involved in an altercation with an acquaintance at a local gas station. The suspect intentionally struck the victim with his vehicle, causing fatal injuries. Patrol officers were quickly able to locate the suspect and incriminating statements and evidence were recovered. The suspect was charged with murder.
• Financial Crimes Unit. FCU collaborated with the California Highway Patrol (CHP) and local retailers on several “BLITZ” operations. These operations concentrate resources in specific areas to target those who engage in organized retail thefts. These operations have occurred at the Sunvalley Mall, Veranda, Willows Shopping Center and Home Depot. Multiple arrests were made during these operations and the success of these operations were shared on the PD’s social media platforms. • Violence Suppression Unit. Two detectives joined the US Marshals Fugitive Task Force on a part-time basis. This regional task force concentrates on offenders wanted for violent crimes and sexual offenses. This task force is a force multiplier, allowing Concord Detectives to maintain focus on their investigations and utilizing the task force for resource-heavy fugitive apprehensions. The task force has arrested violent sexual offenders wanted in connection to Concord cases in Oakland, Richmond, San Francisco and Los Angeles.
• Special Victims Unit. SVU solved a 2000 cold case sexual assault after a DNA match linked a suspect in Los Angeles, who later confessed and was extradited to Contra Costa County for trial. In partnership with the Silicon Valley ICAC Task Force, SVU investigated a cyber-tip on child abuse, leading to the rescue of an 8-year-old victim and felony charges against the suspect.
• Senior Crime and Intelligence Analyst. The addition of a second Senior Crime and Intelligence Analyst in July 2024 enhanced patrol support and intelligence-led resource deployment while maintaining investigative support. The Crime Analyst Unit played a key role in a statewide burglary investigation, leading to a DOJ criminal filing for $246,025 in stolen Louis Vuitton merchandise and over 30 related commercial burglaries, including three in Concord. Working with the Contra Costa County Safe Streets Task Force, the unit assisted in drafting over 90 warrants and executing 11 searches across the Bay Area.

Roadway and Other Infrastructure Maintenance
• Measure V CIP Projects. Completion of the repaving of Monument Boulevard, which is one of the busiest corridors in the City, which included 6.6 lane miles of this heavily traveled arterial and removal of bulb-outs to improve traffic flow along this corridor. The City closely coordinated this major paving project with the Detroit Avenue Pothole Repair Project to ensure minimal disruption to the public during construction. Communication with the public was a key focus to ensure the public knew what to expect in the coming

weeks as the project progressed, which included signage, message boards, and construction notifications via the website. Completion of four residential neighborhood paving projects for the following areas: east of the Downtown BART station, west of Hillsborough Drive, Northwood Drive, and Virgina Lane neighborhoods. • Infrastructure and Utility Maintenance. Repaired over 1,000 feet of asbestos-lined irrigation pipes, cleaned 1,381 sewer lines, and implemented a trenchless repair program, completing five sewer repairs.
• Street and Traffic System Upgrades. Converted 79 streetlights to energy-efficient LED (46% of total now upgraded), completed 96 preventative maintenance work orders for traffic signals and warning beacons, and replaced 489 signs, 1,664 reflectors, and 6,895 feet of thermoplastic markings.
• Citywide Cleanup Efforts. Completed 675 illegal dumping work orders, conducted annual creek maintenance along seven miles of city-maintained creeks, and assessed and maintained 449 trash capture devices.
• Fleet Maintenance and Repairs. Completed 894 fleet work orders, including 348 preventative maintenance tasks and 546 repairs, ensuring the reliability of city vehicles and equipment.

Customer Service
• Accessory Dwelling Unit (ADU) Program. In compliance with Assembly Bill 1332, a new program was launched allowing designers to apply to have their Accessory Dwelling Unit (ADU) Plans “pre-approved” with the City so they can be made available to the public and only go through the plan check process once. The program includes a new application type on the City’s virtual permit center, webpages, forms, and resources. • ADU Grant Funding. The City received $277,226 in grant funding as part of the state’s ADU Accelerator Program. A new City program was created to disburse these funds as rebates to homeowners building ADUs. A portion of the funds will be used to update the City’s pre-approved ADU plans to the 2025 California Building Code. The program includes new webpages, tracking spreadsheets, forms, and resources. • Engineering Permits. Engineering staff processed 162 Wide Load, 359 Utility Encroachment, 20 grading, 190 Encroachment, 9 Site Development, and 6 mapping applications and completed a total of 1,849 inspections. • Engineering Inspections. Engineering staff responded to 45 public requests for service through Concord Connect, and improved public interface through updated Concord Connect closeout procedures to notify the public when a work order request has been closed vs. closing it when it is sent to another management system. • Planning Division – Project Approvals. In August, two housing projects, The Ashbury and Concord Village, totaling 413 housing units, were reviewed and approved by the Planning Commission. The Ashbury also was approved for the release of State tax- exempt bonds making 183 units affordable to lower-income households. • Implemented Wordly translation services for Council Meetings. The IT Department, in coordination with Concord’s Audio/Visual team, setup real-time translation services for City Council Meetings. Wordly allows meeting attendees to use their smartphones to read a transcript or listen with headphones, in their language of choice, to Council meetings. Wordly is available in more than 50 languages.

• Implemented NextRequest, a new Public Records and FOIA request system. To better manage Public Records and Freedom of Information Act (FOIA) requests, the IT Department, in coordination with the City Clerk’s Office, Police Department, and City Attorney’s Office, implemented the NextRequest PRA system. NextRequest provides improved tools for both Staff and the public to submit, manage and review requested public records.
• Video Production. Worked in partnership with several departments to produce promotional videos, including two Public Service Announcements (PSA). One PSA featured City Clerk Joelle Fockler educating residents on the steps they can take to run for elective office. The other featured PD motors officers in a three-video series talking about the dangers of running red-lights, the consequences of doing so, and how to drive more safely.
• Measure V Mailer. Produced the third annual four-page report on how the City is utilizing Measure V funds to improve roads and infrastructure, and support public safety and addressing homelessness. The report was printed and mailed to every address in the City and promoted through Concord’s e-newsletter and social media. The piece also highlights a map showing where projects have been completed, are in progress, and are planned for the future.
• General Election 2024. Successfully conducted a general election for two councilmember districts and consolidated that municipal election with the national election held on November 5, 2024. Organized and held a local candidates forum. Advised on campaign donations law, fair campaign conduct, permissible sign placement, and City rules. Monitored and maintained ballot drop off boxes and coordinated with Contra Costa County elections officials. Reported on City election results and prepared associated resolutions for Council to confirm the election results and select a mayor and vice mayor.
• Community Service and Response. Public Works staff addressed 2,856 public service requests through Concord Connect with enhanced feedback.

Organizational Health & Employee Success
• Replacement of Enterprise Resource Planning Software. Continued progress on the replacement of the City’s outdated Enterprise Resource Planning (ERP) systems for Finance and Human Resources systems. The City selected a vendor and contract negotiations are underway. Software implementation is expected to begin during the spring of 2025.
• Upgraded the City’s budgeting software system, Questica. The City’s Questica budgeting software was thoroughly upgraded to allow for new features and a better user interface. Questica is a comprehensive and collaborative solution for operating, capital, and salary budget preparation and management. It provides accurate, data-driven, budgeting for the City’s biennial budgeting process.
• Completed Network Infrastructure internet improvements. The IT Department upgraded the City’s internet from 1 gig to 10 gigs of bandwidth. This 10-fold increase will allow the City to better leverage both current cloud applications and future planned initiatives such as the WorkDay ERP cloud implementation. • Benefits and Wellness. Improved Human Resources Department (HRD)’s role as a strategic partner with City departments by HRD staff accurately administering and implementing benefits for employees, retirees, and their dependents, resulting in

approximately 2,000 people receiving benefits coverage via the City. Some highlights include: the successful Annual Employee Benefits/Wellness Fair that had approximately 120 attendees, and achieving a 100% accuracy rate in executing 156 individual open enrollment transactions.
• Employee Relations. Improved HRD’s role as a strategic partner with City departments by consistently delivering knowledgeable and accurate advice and counsel to supervisors, managers, and department heads, resulting in solutions-oriented outcomes.

For example, HRD staff successfully conducted multiple investigations and assisted departments in issuing appropriate disciplinary action, and assisted departments in developing and administering performance improvement plans. • Labor Relations. Improved HRD’s role as a strategic partner with City departments by working with supervisors, managers, department heads, union shop stewards, and union representatives, resulting in solutions-oriented outcomes. For example, HRD staff successfully resolved multiple union-City disputes/disagreements at the lowest level possible and in the City’s best interests.
• Operations/Administration. Enhanced HRD’s support to City departments via its improved analysis, validation, and administration of the business and technological needs vital to ensuring smooth City operations (i.e., “back of the house” duties that are not typically seen by most City employees, etc.). For example, HRD staff successfully administered over 450 individual personnel actions, accomplished an 100% accuracy rate in administering 280 wage increases, achieved a 98% compliance rate in ensuring 120 annual Results Based Performance Management appraisals were completed within established timeframes, and efficiently reviewed/administered 156 variable work schedule and/or telecommuting requests.
• Recruitment/Selection. Improved HRD’s support to City departments by successfully expediting the time-to-hire and delivering tailored responses to critical recruitments. For example, HRD staff successfully completed 33 recruitments that resulted in the selection of 34 high-quality new full-time employees, successfully completed 18 promotional/transfer recruitments, and consistently maintained a Citywide vacancy rate between 6% and 9%.
• Training/Workforce Development. Significantly improved HRD’s training/workforce development support to City departments by successfully leading the Employee Learning and Organizational Development Program, and the Leadership Concord certificate program, resulting in City staff providing responsive, cost effective, and innovative services. For example, HRD staff organized 13 trainings (e.g., obtaining trainers, training rooms, breakfast and lunch for participants, preparing handouts, etc.). • Worker’s Compensation. Managed 180 open worker’s compensation claims, seeking closure in the City’s best interests (e.g., whenever possible, capping future costs to limit future liability, etc.). Settled 18 worker’s compensation claims, and closed 41 claims.

Retained an ergonomics consultant to conduct 31 ergonomic evaluations. • Public Works Staff Training and Certification – Completed certifications for staff in key areas, including Backflow Prevention, Arboriculture, Tree Risk Assessment, Playground Safety, Drone Piloting, and Maintenance Management. • Police Department Recruitment and Hiring. The Police Department continues to prioritize recruitment and hiring to address staffing shortages, with nine sworn officer vacancies and 13 officers on long-term leave or reassignment, resulting in a 15% reduction in sworn personnel. These shortages impact key units, including Patrol, Traffic,

and Special Enforcement, with additional retirements expected in 2025 and 2026. To strengthen recruitment, the PD renewed its partnership with EPIC Recruiting, launched a Google ad campaign, and updated its hiring website. Seven recruits are currently in the police academy and will begin field training upon graduation. Efforts are also underway to fill professional staff vacancies, including Community Service Officer and Dispatcher roles. Additionally, the PD collaborated with Human Resources to streamline internal promotions, successfully promoting one Police Captain, six Lieutenants, and six Sergeants in December 2024.
• Officer Wellness and Mental Health Support. The PD received a state Officer Wellness Grant to enhance mental and physical wellness programs. Funds supported Peer Support expansion, improved sleep facilities for officers, and the purchase of situational awareness monitors for wellness resources, set for installation in spring 2025.

This two-year grant runs through December 2025.

Memorandum
Date: November 27, 2024
To: Valerie J. Barone, City Manager
From: Karan Reid, Director of Finance
[email protected]
(925) 671-3192
Subject: Update on the City’s Unfunded Personnel Liabilities Executive Summary
The City Council has maintained a focus on addressing unfunded personnel liabilities for many years. On May 16, 2023, the Council received an update on the status of the City’s unfunded personnel liabilities, along with options to pay down those liabilities faster than scheduled.

The Council supported continuing the City’s current practice of prioritizing the use of budget residual towards making additional discretionary payments (ADP). Additionally, Council requested that this issue be revisited with each biennial budget development process. In preparation for the development of the City’s next biennial budget, this memo provides an update on the status of the City’s personnel liabilities and provides an overview of options that are typically considered when addressing unfunded personnel liabilities. Staff is not recommending implementing any additional strategies at this time, as the City’s projected operating budget is not anticipated to have capacity to make additional resources available to address these liabilities. However, a list of Options to Address Unfunded Personnel Liabilities continues to be included in this annual memo for reference. Staff will continue to provide regular updates to Council and make recommendations to pay down personnel liabilities as resources allow. Council’s next update will be as part of the mid-cycle budget review on February 11, 2025.

Post-Employment Obligations
Post-employment obligations are those benefits that are provided to employees in retirement and include California Public Employees’ Retirement System (CalPERS), City of Concord Retirement System (CCRS) and retiree medical (also known as Other Post- Employment Benefits or OPEB). A summary of each plan is provided below.

Attachment 4

California Public Employees' Retirement System (CalPERS):

The City provides retirement benefits for employees through its participation in the California Public Employees’ Retirement System (CalPERS). The City joined CalPERS in 1993 and transferred retirement plan assets in 1999. CalPERS is a defined benefit pension plan funded by a combination of employee contributions that are set by statute and through collective bargaining; employer contributions that fluctuate from year to year based on an annual actuarial valuation performed by CalPERS; and investment earnings. CalPERS required annual pension cost consists of two components: 1) Normal cost representing the present value of benefits that pension system members earn during the valuation year and 2) Unfunded Accrued Liability (UAL). UAL exists when the assets set aside are less than the actuarially calculated amount that should be set aside for service credit already earned.

CalPERS now requires the City to pay off each UAL layer over 10-20 years depending on the reason for the unfunded liability layer. Previously, CalPERS used a 30-year amortization, which resulted in little progress in UAL layers being paid off. CalPERS is the City’s largest and most volatile personnel obligation due to the funding policy and investment of assets being controlled by the CalPERS Board, not the City Council.

The City’s funded status as of the most recent CalPERS valuation report issued July 2024 is 62%, which is lower than the average of CalPERS agencies at 75%. Overall, it is difficult to compare agencies as they vary in size, benefit tiers, and/or participate in risk pools rather than standalone plans, as Concord does. Below are a few themes that address the difference:
• Many agencies have made additional discretionary payments (ADP) into the CalPERS system to improve funded status. The City of Concord has been prioritizing funding the City of Concord Retirement System (CCRS) when funds have been available and as a result, has made limited ADPs to CalPERS. • Many agencies issued pension obligation bonds (POB) when interest rates were low during the pandemic, so their CalPERS funded status would improve but one would need to also add in the debt service payments on the POBs to determine their true funded status for pensions.
• Concord enhanced pension benefits in the 2000’s which impacted the City’s funded status. While many agencies provided enhanced benefits, many did not. • In some years, Concord’s experience has exceeded actuarial demographic and economic assumptions creating additional unfunded liability layers. o Demographic assumptions include the percentage of employees that terminate, die and retire each future year. If fewer employees die, or more employees retire or separate from Concord than was assumed in the actuary valuation, a new unfunded liability layer is created.
o Economic assumptions include future salary increases for each active employee. In years where the City provides larger COLAs than those assumed in the actuary valuation, a new unfunded liability layer is created.

Several economic downturns in the past significantly impacted pension costs and funded status The greatest impact to annual costs and funded status is the assumption that CalPERS will earn its stated interest rate (discount rate) in the future. The current discount rate is 6.8%. Any year when CalPERS fails to earn this interest rate creates a new

unfunded liability layer for the City’s plans. :
• The Dot Com crash occurred in 2001 and CalPERS experienced a negative return of -7.2%; at the time the discount rate was 8.25% so this resulted in a loss of -15.45%. • In 2009, the Great Recession hit the CalPERS system hard with a negative return of -24%. The discount rate at the time was 7.75%, resulting in a -31.75% loss. As a result, the City’s funded status dropped to 57%.

Chart 1 below shows the CalPERS rate of return, funded ratios and discount rate over time:

CHART 1: CalPERS Rate of Return, Funded Ratios, and Discount Rate Over Time

This pension system’s rates charged to cities have been rising over the last decade based on changes in CalPERS assumptions and Board policies that have been made to address lower than expected investment returns and that were deemed necessary by the CalPERS Board to ensure sustainability of the pension system. While the Public Employees’ Pension Reform Act (PEPRA) that went into effect in 2013 substantially reduced pension benefits for new CalPERS employees hired after January 1, 2013, and will result in lower, more sustainable pension costs for the City, it will take several years before the City will experience lower pension costs.

Table 1 shows how the City’s CalPERS costs have increased over time. Concord’s annual pension costs have increased over 300% in the last decade, from roughly $7.8 million in 2012 to $24.3 million in 2024. The red portions of the bars in the chart represent the annual payments for UAL and shows that the largest increases in costs are due to the unfunded liability, which was $125 million in 2012 and has escalated to $260 million according to the most recent valuation reports received from CalPERS in July 2024. Table 2 shows the current funded status of the City’s combined safety and miscellaneous plans.

Table 1: Concord Historical CalPERS Costs (in $ millions)

Table 2: Funded Status per July 2024 CalPERS Actuarial Report Total Liability $ 682 million, 62% funded

Because of the timing of when CalPERS values and reports their analysis, the information is two years behind. So, the July 2024 report uses valuation data as of June 30, 2023 for setting rates in FY 2025-26. As of June 30, 2024, CalPERS experienced a return of 9.3% compared to their expected return of 6.8%. As a result, projected costs will decrease slightly and funded status will increase a little when the next CalPERS Actuarial Valuation report comes out in summer 2025. Table 3 reflects the expected decrease in annual UAL contributions as a result of this gain. Table 4 reflects the anticipated funded status incorporating the 9.3% gain AND assumes CalPERS earns the assumed rate of return of

6.8% as of June 30, 2025.

Table 3: Projected UAL Payments Incorporating FY24 Return of 9.3%

Table 4: Revised Funded Status with 9.3% Gain
Total Liability is $682 million, 63% funded

Table 5 shows total projected pension contribution costs over time. The total CalPERS cost for all funds will grow from $28 million in FY 2024-25 to a peak of $34 million in FY 2030-31.

Table 5: Concord Projected CalPERS Costs

The City has begun to see the impacts of PEPRA and costs are projected to peak in FY 2030-31 and decline thereafter with the unfunded liability (red bars) fully repaid in FY 2044-

45. This model assumes all actuarial assumptions are met each year including CalPERS achieving its stated interest rate objective of 6.8%. If this does not occur additional layers of unfunded liability will be created increasing costs to the City.

Budgeting for these costs has been, and will continue to be, a challenge for the foreseeable future. According to this projection, the City’s CalPERS pension costs will not drop down to FY 2024-25 cost levels until 2038. The City will need to continue to budget for these annual costs as well as any additional costs that are created when actuarial assumptions are not met.

City of Concord Retirement System (CCRS):

CCRS is the City’s pension plan that closed in 1993 when Concord transferred current employees to CalPERS. Those that remain in CCRS are those employees who were already retired and receiving benefits and those former employees that vested in CCRS but no longer worked for Concord. As of the last actuarial there were 210 employees in this Plan of which 195 were retired with the remainder entitled to but not yet receiving benefits.

No one new can join the plan. Individuals drop out of the Plan upon their and their spouse’s death.

Concord engages an independent actuary to perform a valuation every two years. The actuary applies update procedures in the interim periods to roll forward the Total Pension Liability from the valuation date (June 30, 2022) to the measurement date (June 30, 2024).

The following chart reflects the most recent report as of June 30, 2024.

CCRS Plan Status as of June 30, 2024

Fully funding the CCRS annual Actuarial Determined Contribution (ADC) for the City’s closed pension system costs approximately $2.4 million annually, as determined by an independent actuarial report. This plan is expected to reach 90% funded status in 2034.

Post-Employment Retiree Medical (also known as Other Post-Employment Benefits (OPEB):

Concord provides health insurance to its employees through CalPERS and coverage for retirees is required as part of the contract. Concord engages an independent actuary to perform a valuation every two years. The actuary applies update procedures in the interim periods to roll forward the Total OPEB Liability from the valuation date (June 30, 2022) to the measurement date (June 30, 2023). The following chart reflects the most recent report as of June 30, 2024.

Retiree Medical Plan Status as of June 30, 2024

Fully funding the City’s ADC for retiree medical benefits costs approximately $3.6 million annually, based upon an independent actuarial report. The plan is expected to reach full funded status in approximately 16 years assuming all actuarial assumptions are met and only the ADC payments are made annually.

Past Actions Taken by the City to Address Unfunded Personnel Liabilities
The City has been focusing on addressing its unfunded personnel liabilities since 2008 and has taken a number of steps to address them. Below is a recap of actions taken by the City to address its unfunded personnel liabilities.

Since 2008, the City has taken the following steps:

1) From 2008 – 2011, the City set aside $17.5 million in a trust to help fund retiree medical costs.
2) In 2010, through collective bargaining, the City established a second tier PERS benefit for all newly hired miscellaneous employees, lowering the benefit from 2.5% at 55 years to 2% at 55 years.
3) In 2013, as required by state law, the City implemented PEPRA and established a third tier for new hired miscellaneous employees at 2% at 62 and a second tier for sworn employees at 2.7% at 57.
4) In 2014, the City eliminated the ability for future elected officials (Councilmembers and the Treasurer) from having the ability to earn a postemployment healthcare benefit. 5) In 2014, the City passed a Fiscal Sustainability Ordinance and committed to adding one-time funds when available to pay-down the City’s unfunded liabilities and has continuously done so:
a. 2018 – $3.0M to CCRS
b. 2022 - $4.0M to CCRS ($2.6M for FY22 and $1.4M for FY23) c. 2023 - $2.9M to CCRS
6) In 2015, the City committed to make all ADC payments for all three unfunded personnel liability funds on an annual basis (this was not always done prior to this date), as a critical step in addressing the City’s unfunded postemployment personnel liabilities.
7) In 2016, through collective bargaining, the City removed postemployment healthcare benefits as a benefit from new hired employees. Because the City provides healthcare benefits for active employees through CalPERS, the City, under State law, is still required to offer the PEMCHA minimum benefit as a postemployment healthcare benefit to retirees, but this is a low benefit level and requires retirees to continue to “buy” their health benefit from PERS in retirement (an expensive choice), so few employees choose to participate in the program. At this same time, the City froze the City-paid benefit for existing retirees (and those existing employees that would end up qualifying for the benefit) at the 2016 benefit level; it does not increase over time and retirees who have access to this benefit must pay for all cost increases beyond the capped 2016 level. These changes, at the time they were made, decreased the City’s unfunded liability for OPEB benefits by $16 Million.

Options to Address Unfunded Personnel Liabilities
In addition to being a management best practice to prefund personnel liabilities, addressing unfunded personnel liabilities provides intergenerational equity, reduces costs in the long- term and helps stabilize the operating budget.

Should Council desire to explore options to reduce unfunded personnel liabilities, staff recommends continuing to prioritize funding the CCRS plan until it reaches 85-90% funded status. One that is achieved, prefunding options for the CalPERS pension plan should be prioritized as this is the City’s largest unfunded personnel liability, is subject to the largest volatility as funding policy is set by CalPERS, and reducing this unfunded liability will provide further progress towards Council’s goal of fiscal sustainability.

Since the retiree medical benefit has been significantly reformed, it is likely that the annual ADC will decrease over time as fewer retirees elect coverage under the City of Concord’s program at retirement. This benefit is projected to be fully funded in 2040 if the City remains consistent in meeting its annual ADC obligation. Staff recommends considering increasing the funded level of this benefit once the CalPERS plans have attained Council’s desired funding level.

Council has already taken action to increase funding for CCRS so that it is projected to be 90% funded in 2034. As this is a closed, aging pension system, staff does not recommend funding beyond 90%. Funded status will be reviewed each operating budget cycle, and the funding level can be adjusted at that time to achieve Council’s funding goal.

Funding Objectives:

To determine the most appropriate funding strategies to consider, it is important to define the objective(s) to be achieved. Primary objectives agencies have considered are:
• Achieve a targeted funded status by a certain date
• Reduce employer contributions over the long-term
• Limit year to year contribution volatility
• Increase flexibility regarding minimum required contributions in a given future year

Funding Strategies:

Below are the most common potential funding strategies. Each is discussed in more detail below.

A. Alter CalPERS UAL Schedule (fresh start)
B. Make additional discretionary payments (ADPs)
C. Utilize a pension prefunding trust (Section 115 Trust) D. Issue pension obligation bonds
E. Borrow internally
F. Finance capital projects and use the City’s internal available cash to pay down the higher CalPERS interest rate (tax-exempt exchange)

A. CalPERS Fresh Start
A Fresh Start is when multiple amortization bases are collapsed to one base and amortized together over a new funding period. Savings are achieved by reducing the Fresh Start funding period to fewer years than the current amortization bases are scheduled. The net effect is the City will owe more each year but for fewer years.

Once this option is elected, the City is not able to fall back to the previous funding schedule. As a result, CalPERS recommends an agency make additional discretionary payments rather than committing to a new, shorter amortization schedule.

B. Additional Discretionary Payments (ADPs)
Additional Discretionary Payments or ADPs are payments made above the required payment or the actuarial determined contribution, similar to the additional payments Council has periodically approved for CCRS. Unlike the Fresh Start, ADP’s give Council more flexibility in funding additional payments as the payment amount and frequency can change each year based on the City’s cash flow.

There are various options for funding ADPs:
a) Continue the City’s practice of prioritizing ADPs from budget residual as part of the mid-year and mid-cycle budget process.
b) Dedicate all or a portion of new revenues that have not yet been incorporated into the City’s budget or long-range forecast as funding for ADPs. c) Incorporate ADPs into the City’s biennial operating budget. However, incorporating ADP’s in the operating budget may require reductions in other programs in order to maintain a balanced budget.

C. Section 115 Trust
A contribution to a 115 trust can help the City set aside funds to offset future payments and help mitigate the budget impact of future increases to the UAL. This is often used for rate stabilization such that the City budgets and sets aside higher contributions each year and then draws on those Section 115 funds when rates increase.

An alternate use of a Section 115 Trust is to direct ADPs to a Section 115 Trust once funded status reaches 90%.

D. Pension Obligation Bonds (POB)
Pension Obligation Bonds are taxable bonds that could be issued by the City and used to refinance some or all of the City’s Unfunded Accrued Liability (UAL). Bond proceeds are deposited with CalPERS and invested, along with the plan’s other investments. For the portion of the UAL paid through bond proceeds, the City would make debt service payments to bondholders instead of making UAL contributions to CalPERS. POBs can be issued for the entire UAL or a portion of it. The City would then make two payments, the debt service payments to pay off the bonds and the normal cost pension contribution to CalPERS.

Pension Obligation Bond Analysis:

The POB issuance process takes approximately 6 months from when Council approves the related actions.

First, the City would hire an actuary to provide a risk analysis regarding the likelihood of success of the POB’s. This estimates whether the City is likely to save money over the term of the bonds compared to continuing to pay CalPERS the annual UAL payments.

Next step is to initiate a validation process. Formal legal court validation proceedings are required. This would include:
• Adopting a resolution that authorizes: (1) the City to pursue the issuance of POBs to refund its CalPERS UAL, and (2) the commencement of judicial validation proceedings related to the issuance of such POBs. This requires a filing with Contra Costa County Superior Court seeking authorization to issue POBs. • Initiation of an 8-step validation process takes approximately 90-120 days.

Retaining validation (bond) counsel is a necessary part of this process. Fees typically range between $25,000 to $35,000 plus court filing fees of $3,000 to $5,000. Fees can be higher if validation is challenged.

Once the POB issuance has been validated by the court, Council would approve the financing documents and staff would work with the City’s financing team to market the bonds.

Risks
The success of POBs is dependent upon two variables: 1) borrowing rate on the bonds, and 2) CalPERS investment performance. POBs provide savings by refinancing the UAL at a taxable fixed rate well below the CalPERS discount rate of 6.8%. Also, when bond proceeds are invested with CalPERS, the pension plan may lose value if the market declines soon after the issuance. A market loss would limit the City’s ability to take advantage of compounding interest, likely reduce a significant portion of estimated budget savings in the first few years, and create a new UAL for the City.

Due to the current interest rate environment, POB’s are not feasible at this time.

E. Borrow Internally
The City could borrow internally to pay off a portion of the UAL. The City used a similar strategy to refinance the improvements to the Concord Pavilion. The borrowing rate would equal the current LAIF rate, with savings generated from the payoff used to repay the loan. The City does not currently have capacity to borrow the full $260 million internally so would continue to make UAL payments to CalPERS in addition to the internal loan repayments for the portion of UAL prepaid to CalPERS.

F. Tax-Exempt Exchange
The City could leverage its cash by financing capital projects and reallocating cash budgeted for capital projects to the higher cost of the UAL. This concept is known as a

tax-exempt exchange and can provide significant savings. The Tax-Exempt Exchange requires a 4-step process:

1. Identify capital projects to be funded with accumulated cash balances (other than financing proceeds).

2. Issue tax-exempt bonds to finance these projects instead of paying cash.

3. Pay down the UAL using the cash planned for the capital project.

4. The City would use the budgeted expenditures to pay the debt service on bonds issued for capital projects instead of making payments to CalPERS.

A tax-exempt exchange can be viewed as an alternative to making additional discretionary payments. However, the reduction in UAL payment to CalPERS would need to be at or higher than the debt service payment to be cost-neutral. A challenge to using this approach currently is that few of the City’s current CIP projects are being funded on a cash basis at this point in time.

Matching Objectives with Strategies:

The chart below demonstrates what strategies could be considered to address each objective.

Objective Possible Strategies
Achieve target funded status ADPs, POB, alter UAL (Fresh Start) Reduce long-term costs ADPs, POB, alter UAL (Fresh Start) Limit contribution volatility Alter UAL (Fresh Start), 115 Trust Increase flexibility with required contributions ADPs, 115 Trust

Fiscal Year 2024-25
Mid-Year Budget Update
DONNA K. LEE, BUDGET AND TREASURY OFFICER
FEBRUARY 11, 2025
1

Mid-Year Budget Report Agenda
2 Council Priority Focus Areas/Tier I and II Priorities Budget Overview (Prior Year and Current Year)
 General Fund and Measure V
Recommended Mid-Year Budget Adjustments
 Council Discussion
 Council Action

Requested Council Actions
3 1.Provide Direction to Staff on Funding $20,400 to
the Todos Santos Business Association

2.Adopt a Resolution Amended to Reflect the
Direction from Item 1 Above, Amending the FY
2024-25 Municipal Budget

3.Adopt a Resolution Adopting the City of Concord’s
Salary Schedule Effective January 1, 2025

City Council Priorities
4

City Council Areas of Focus
•Fiscal stability and economic development
•Quality of life
•Public safety
•Roadway/infrastructure maintenance
•Customer service
•Employee success and organizational efficiency
5

FY 2024-25 City Council Priorities
Council Workshop April 6, 2024
6 Tier I
 Concord Naval Weapons Station Reuse
 Implementation of the Homeless Strategic Plan
 Implementation of Housing Element Update
 Economic Development Strategy Update
 Develop Plan to Address Unfunded Infrastructure Needs  Develop and Adopt Two-Year Operating Budget

FY 2024-25 City Council Priorities
Council Workshop April 6, 2024
7 Tier II
 Develop and Implement Sidewalk Vending Regulations

General Fund
Budget Overview
PRIOR YEAR: FY 2023 -24
8

Prior Year: FY 2023-24 General Fund Operations
9 FY 2022-23 General Fund Operating Results
Total Resources $132.6 M
Total Appropriations ($134.0
M)
FY 2023-24 Budget Deficit ( $1.4 M)

Measure V
Budget Overview
PRIOR YEAR: FY 2023 -24
10

Prior Year: FY 2023-24 Measure V Operations
11 FY 2023-24 Measure V Operating Results
Total Resources $38.7 M
Total Appropriations and Assigned
Fund Balance ($35.0 M)
FY 2023-24 Budget Residual $3.7 M

General Fund
Budget Overview
FISCAL YEAR 2024 -25
12Page 68 of 80
Recommended
General Fund
Budget Adjustments
13 FY 2024-25

General Fund Recommended
Revenue Adjustments
14 1. Sales Tax: $3.5M Decrease (ongoing)

2. Franchise Fees: $1.3M Increase (ongoing)

3. Business License Fees: $0.4M Increase (ongoing)

4. Interest Earnings: $0.4M Increase (ongoing)

Total Recommendations: $1.4 Million Decrease (ongoing)

General Fund Recommended
Expenditure Adjustment
15 CalPERS Unfunded Actuarial Liability: $2.5M Increase (ongoing)

Recommended
Measure V
Budget Adjustments
16 FY 2024-25

Measure V One-Time Investment Recommendations
17 1. Coordinated Outreach Referral and Engagement (CORE) Contract: $276,000 (one-time)

2. Todos Santos Business Association: $20,400 (one-time)

3. Retain in Reserves: $3.4 million
Total Recommendations: $3.7 million (one-time)

Recommended Other Fund
Budget Adjustments
18

FY 2024-25 Other Fund Recommendations
19 1. Community Development Inclusionary Housing Fund appropriate from fund balance: $70,000 (ongoing)

2. Information Technology Replacement Fund transfer to ERP Implementation Project: $2.55M (one-time)

3. Information Technology Fund Help Desk Reorganization – Approve six new positions: $1.0M, $200,000 Net Savings (ongoing, no funds requested until FY 2025-26)

Upcoming Council Meetings
20

Upcoming City Council Meetings
21 March 1, 2025 Unfunded Infrastructure Workshop
March 29, 2025 City Council Annual Priority Setting Workshop April 22, 2025 Fee Schedule Update
May 13, 2025 Biennial Operating Budget Workshop
June 10, 2025 FYs 2025-26 and 2026-27 Operating Budget Adoption June 2025 CIP Budget Mid-Cycle Update

Requested Council Actions
22  Provide direction to staff on the Todos Santos Business Association’s (TSBA) funding request for $20,400 to support the continuation of the current Downtown Security Program from May 11 to the end of this fiscal year, June 30, 2025
 Adopt a Resolution, revised to reflect the direction from item 1 above, amending the Fiscal Year 2024-25 Municipal Budget

Requested Council Actions
23  Adopt a Resolution Adopting the City of Concord’s
Salary Schedule Effective January 1, 2025, in
Accordance with the Requirements of California
Public Employees Retirement System (CalPERS) for
a Publicly Available Pay Schedule

Questions?
24