Fountain Valley City Council
September 20, 2022

CITY OF

FOUNTAIN VALLEY
FY 2021-2022

CONSOLIDATED ANNUAL

PERFORMANCE EVALUATION
REPORT
(CAPER)

2 CITY OF FOUNTAIN VALLEY

CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) FY 2021-2022

CITY COUNCIL
Patrick Harper, Mayor
Kim Constantine, Mayor Pro Tempore Ted Bui, Council Member Glenn Grandis, Council Member Michael Vo , Council Member Maggie Le, City Manager

HOUSING AND COMMUNITY DEVELOPMENT ADVISORY BOARD
Ahmad Tahir, Chair
Michael White, Vice Chair Susan Saurastri, Board Member Cindy Cao, Board Member Ray Pasos, Board Member

HOUSING AND COMMUNITY DEVELOPMENT DIVISION
Omar Dadabhoy, Community Development Director
Ashlyn Newman, Housing Coordinator
Nikesha Hazel, Housing Technician

3 EXECUTIVE SUMMARY
The City of Fountain Valley (City) is an entitlement jurisdiction, receiving an annual allocation of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD). As a recipient of CDBG funds, the City is required to prepare a fiveyear strategic plan that identifies housing and community needs, prioritizes these needs, identifies resources to address the needs, and establishes annual goals and objectives to meet the identified needs. This five-year plan is known as the Consolidated Plan. The purpose of the Consolidated Plan is to outline a strategy for the City to follow in using CDBG funding to achieve the goals of the CDBG program, “to develop viable urban communities by providing decent housing and a suitable living environment and expanding economic opportunities principally for low- and moderate-income persons.” The Consolidated Plan is created as a work plan that is divided into five separate planning and reporting cycles. Since factors such as decreases in funding are not usually known from year to year, the five-year goals must remain fluid and are adjusted on an annual basis.

Each year, the City is required to provide the public and HUD with an assessment of its accomplishments toward meeting the priority goals outlined in the Consolidated Plan. This annual assessment is known as the Consolidated Annual Performance and Evaluation Report (CAPER). This document provides a review and evaluation of the City of Fountain Valley’s progress toward meeting the 2021-22 annual goals and outcomes as outlined in the 2021-22 Action Plan, as well as the larger five-year goals of the 2020-24 Consolidated Plan. This report will summarize the City’s accomplishments for the time period July 1, 2021, to June 30, 2022.

In addition to the annual allocation the City receives from HUD each year, a separate allocation was provided through the passage of the CARES Act in 2020 that authorized HUD to distribute additional funding to entitlement communities to be used to fund programs that prevent, prepare for, and respond to coronavirus (COVID-19). These funds are designated as CDBG-CV funds. This fiscal year, the City used CDBG-CV funds to provide working capital grants to assist low-income small businesses that were negatively affected by COVID-19, and to fund year two of the new Senior Social Services Program in Response to COVID-19.

The effect of COVID-19 on the City’s CDBG program has diminished since last year however,some program accomplishments continued to be impacted. This report will identify any program accomplishments that were lower, or higher than expected, due to COVID-19.

This document will also provide the narratives and budget information for activities during 2021- 22, as well as a summary of the progress of achieving the goals of the Consolidated Plan.

4 The CAPER contains the following basic elements:
• It provides HUD with necessary information for the Department to meet its regulatory requirement to assess the City of Fountain Valley’s ability to carry out the CDBG Program in compliance with all applicable rules and regulations; • It provides information necessary for HUD’s Annual Report to the U.S. Congress; • It provides a description of the programs, projects and activities that the City of Fountain Valley has undertaken to address priority needs and local objectives during Fiscal Year 2021-22;
• It provides a specific description of all activities carried out using funds under HUD’s CDBG program;
• It provides a general description of activities planned utilizing other funds including Fountain Valley Housing Authority funds; and
• It provides the City of Fountain Valley an opportunity to describe and disseminate to its citizens the many successes of the program in meeting the goals stated in the 2020-24 Consolidated Plan.

5 CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.

91.520(a)
This CAPER has been prepared to provide information to the residents of the City of Fountain Valley, interested persons, and HUD regarding the City’s use of federal grant funds to meet the priority needs identified in the City’s 2020-24 Consolidated Plan. The CAPER focuses on annual goals and accomplishments for the period of July 1, 2021, through June 30, 2022. This reporting period covers the second year of the 2020-24 Consolidated Plan cycle. (Note: Not all five-year goals were addressed during the 2021-22 report period).

During FY 2021-22, the City of Fountain Valley continued working toward meeting the goals outlined in the 2020-24 Consolidated Plan. The impact of COVID-19 on the CDBG program lessened this year however many modifications that were made to existing programs in order to comply with COVID-19 protocols, and prioritize community safety, remain in place. Activities were developed and implemented, using CDBG-CV grant to fund activities that prevent, prepare for and respond to the coronavirus. Project outcomes were varied, both higher and lower than anticipated, depending on the degree that the program was affected by COVID-19 and the impact of governmental constraints enacted in response to the pandemic.

Highlights of the City’s accomplishments in implementing its FY 2021-22 Housing and Community Development Grant programs include:
• Owner Occupied Home Improvement – 31 loans, grants, and rebates for home repairs, and lead testing grants, were undertaken for owner- occupied, income eligible properties
• Fair Housing Services - 124 individuals assisted
• Code Enforcement – 227 violations abated in CDBG eligible areas • Emergency Shelter and Services for Battered Women – 38 individuals/families assisted • Disabled Adult Services –11 individuals assisted
• Senior Services – 473 individuals assisted, 81 of those where the CDBG-CV funded Senior Social Services Program in Response to COVID-19
• Youth Services – 88 youth and their families assisted • Small Business Emergency Assistance Grant Program – Provided one- time grants to 35 low-income business owners for COVID-19 related expenses. Funded with CDBG-CV.

6 Comparison of the proposed versus actual outcomes for each outcome measure submitted with the Consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520 (g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program goals.

Table 1- Accomplishments – Program Year & Strategic Plan to Date Goal Category Source/
Amount
Indicator Unit of
Measure
Expected
5 Yr.

Strategic
Plan
Actual 5
Yr.

Strategic
Plan
5 Yr.

Percent
Complete
Expected
FY 21-22
Program
Year
Actual
FY 21-22
Program
Year
FY 21-22
Percent
Complete
Administration Administration CDBG:
$65,007
Other Other 5 2 40% 1 1 100%
Affordable
Housing
Development
Affordable
Housing
CDBG:
$0
Rental Units
Constructed
Household
Housing
Unit
50 50 100% 0 50 N/A
Code
Enforcement
Affordable
Housing
Code
Enforcement
CDBG:
$82,000
Housing Code
Enforcement/
Foreclosed
Property Care
Household
Housing
Unit
1250 441 35% 150 227 156%
Economic
Development
Non-Housing
Community
Development
Economic
Development
CDBG:
$0
CDBG-CV:
$0
Jobs created/
retained
Jobs 45 42 93% 0 0 N/A

7 Goal Category Source/
Amount
Indicator Unit of
Measure
Expected
5 Yr.

Strategic
Plan
Actual
5 Yr.

Strategic
Plan
5 Yr.

Percent
Complete
Expected
FY 21-22
Program
Year
Actual
FY 21-
22Progra
m Year
FY 21-22
Percent
Complete
Fair Housing
Report
Fair Housing
Report not
part of
Administrative
20%
CDBG:
$0
Other Other 1 0 0 0 0 N/A
Fair Housing
Services
Fair Housing
Services
CDBG:
$4,800
Other Other 350 234 67% 60 124 207%
Homeless
Services and
Housing
Homeless
Domestic
violence
shelter and
services
CDBG:
$9,211
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
assisted
350 117 33% 55 38 69%
Housing Choice
Voucher –
Rental
Assistance
Affordable
Housing
Homeless
Rental
AssistanceOCHA
CDBG:
$0
Other Other 2100 898 43% 440 433 98%

8 Goal Category Source/
Amount
Indicator Unit of
Measure
Expected
5 Yr.

Strategic
Plan
Actual
5 Yr.

Strategic
Plan
5Yr.

Percent
Complete
Expected
FY 21-22
Program
Year
Actual
FY 21-22
Program
Year
FY 21-22
Percent
Complete
Lead Based
Paint Hazard
Grant
Affordable
Housing
Lead Based
Paint Hazards
Testing
CDBG:
$7,500
Other Other 75 10 13% 15 8 53%
Neighborhood
Revitalization
Affordable
Housing
CDBG:
$267,791
Homeowner
Housing
Rehabilitation
Household
Housing
Unit
75 35 47% 15 23 153%
Services for
Disabled
Non-Homeless
Special Needs
Disable Adults
CDBG:
$6,787
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
50 21 40% 10 11 110%
Services for
Frail/Elderly
Non-Homeless
Special Needs
Services for
Elderly/Frail
Elderly
CDBG:
$19,391
CDBG-CV:
$20,547
Public service
activities other
than Low/
Moderate
Income Housing
Benefit
Persons
Assisted
775 1165 150% 205 691 337%

9 Goal Category Source/
Amount
Indicator Unit of
Measure
Expected
5 Yr.

Strategic
Plan
Actual 5
Yr.

Strategic
Plan
5 Yr.

Percent
Complete
Expected
FY 20-21
Program
Year
Actual
FY 20-21
Program
Year
FY 20-21
Percent
Complete
Youth Services Non-Homeless
Special Needs
Youth Services
CDBG:
$16,966
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
475 177 37% 95 88 93%
Table 1- Accomplishments – Program Year & Strategic Plan to Date

10 Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The following priorities are outlined in the five–year Consolidated Plan:
• Improve and preserve existing residential neighborhoods by implementing home, infrastructure, and public facility improvements, and code enforcement programs. • Address the needs of persons with special needs through the provision of financial assistance to PSAs, and the removal of architectural barriers to the physically challenged. • Provide affordable housing opportunities for renter households through an on-going partnership with the Orange County Housing Authority.
• Administer available federal, state and locally funded housing and community development grant programs, including providing fair housing services and ensuring compliance with applicable state and federal regulations.

Funding priorities for FY 2021-22 were established based on the extent of the need, the availability of other funding sources to address those needs, and whether a similar program was offered by other entities. The City has determined the most effective use of funds is to fund PSAs at the maximum 15% cap and to utilize the majority of remaining CDBG funds toward offering rehabilitation grants, rebates and loans to income qualified residents to provide decent and sanitary housing and to provide code enforcement in CDBG eligible areas to ensure a suitable living environment.

The onset of COVID-19 and the subsequent allocation of CDBG-CV funding through the CARES Act, allowed the City to develop and prioritize additional goals to provide assistance for activities that prevent, prepare for, or respond to coronavirus. The City used CDBG-CV funds to provide working capital grants to low-income small business owners as well as funding year two of the Senior Social Services Program in Response to Covid.

The City of Fountain Valley traditionally provides grants to PSAs who provide a variety of programs to assist low- and moderate-income households with services that they may not otherwise be able to afford. During the reporting period, 691 low- and moderate-income residents received services from the PSA’s participating in the City’s PSA grant program. This is 89% higher than the projected number of clients served for the year primarily due to the increased number of clients utilizing the Meals on Wheels programs and the Senior Social Services Program in Response to COVID. Services provided through the grant program included childcare scholarships, youth diversion services, congregate and home delivered meals for elderly, case management for developmentally disabled adults, senior social services programs, and emergency and transitional shelter and educational services for domestic violence victims. Both the youth diversion program and the domestic violence program had a lower number of clients served than anticipated. This seems to be a result of COVID-19 restrictions that required or encouraged both schooling and working from home. The juvenile diversion program

11 received less referrals from schools because students tele-commuted for a portion of the year, and similarly, the domestic violence program, received less referrals due to many domestic violence victims working from home, and not able to leave the house as much in order to request help privately. The PSA’s funded with the annual CDBG grant, spent all the funds that were allocated to them. The Senior Social Services in Response to COVID-19, funded with CDBG-CV funds, spent 70% of their allocation while helping 62% more clients than initially projected. The total expenditure for PSA services was $66,835.00. $14,480 of that amount was for the Senior Social Services in Response to COVID-19 Program funded by CDBG-CV.

The City of Fountain Valley administered a number of programs to assist low- and moderate-income households with affordable housing concerns. These programs all met or had higher projected outcomes possibly due to the community becoming more comfortable with COVID-19 concerns. The total expenditures for Housing Programs was $203,612.97 and included the following programs:
• Neighborhood Preservation Program - This program initiated 23 single-family home and mobile home grants and rebates. 14 were completed and nine grants/rebates are currently in construction and the cost is not included in the total. The expenditures for this activity including program administration totaled $133,125.53
• Lead Based Paint Hazard Grant Program - This program grants funds necessary for the testing and remediation of lead based paint hazards in the home. In 2021-22, eight homes were tested for lead based paint hazards. The expenditure for the activity was $2,700.00. • Code Enforcement Program - This program helps preserve the housing stock by responding to complaints about various municipal code violations in the designated low-mod census tracts. In 2021-22, Code Enforcement abated 227 municipal code violation cases. The amount expended on this activity was $67,787.44.

CDBG regulations allows no more than 20% of the total annual grant to go towards Administration of the FY 2021-22 CDBG entitlement allocation. This amount includes the cost of providing fair housing services to city residents. For the fiscal year, a total of $62,802.54 was expended on administrative costs with an additional $4,800 spent to provide fair housing services to city residents through an agreement with Fair Housing Council of Orange County (FHCOC). The total cost of Administration of the FY 2021-22 entitlement allocation was $67,602.54.

FHCOC provided fair housing services that includes community education regarding issues such as fair lending practices, tenants’ rights, and housing discrimination. The FHCOC also investigates cases of home mortgage discrimination and other fair lending practices. Due to the pandemic, FHCOC continued to primarily host virtual workshops instead of in-person events regarding fair housing, for both landlords and tenants. They did conduct one in-person event in Fountain Valley and are slowly starting to return to additional in-person events as COVID challenges are reduced. They continue to be available via phone and email to assist residents as well as in-office appointments. FHCOC prepares an annual update to the Regional Analysis of Fair Housing Impediments (AI) report for the City of Fountain Valley, which can be

12 reviewed in the attachments to this report. During FY 2021-22, FHCOC assisted 111 households with issues and questions regarding housing matters during this reporting period, over 50% more than projected for the fiscal year.

In the years following the initial COVID shutdown, many businesses across the City continued to struggle financially due to the impact of COVID-19. In response to this need, the City used CDBG-CV funding to develop the Small Business Emergency Assistance Grant (SBEA) in FY 20-21 for low-income small business owners needing financial assistance to overcome the economic impacts of COVID-19. The grant provided up to $10,000 for working capital to cover day-to-day business operating expenses and/or costs for personal protective equipment to enhance the safety of the business, staff, and customers.

Funding was distributed to 35 low-income business owners that used the funds to assist their businesses prepare for, prevent, or respond to COVID-19. While the application period began in FY 20-21, the $350,000 in CDBG-CV funding was not disbursed until FY 21-22 for this activity.

While not funded with CDBG monies, the Fountain Valley Housing Authority (FVHA) partnered with affordable housing developer Related California to build a 50-unit affordable housing apartment complex in the city. The project includes eight units dedicated to holders of Veterans Administration Supportive Housing (VASH) vouchers and the remainder to primarily extremely low and very low-income households. The project broke ground in December 2020 and was fully lease-up in June 2022. The funding for this project came solely from the FVHA Low Moderate Income Housing Asset Fund.

13 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)
CDBG
White 383
Black or African American 10
Asian 316
American Indian or American Native 0
Native Hawaiian or Other Pacific Islander 1
Total 710
Hispanic 97
Not Hispanic 613
Table 1 – Table of assistance to racial and ethnic populations by source of funds Narrative
Based on the data from Table 2, the racial breakdown of households assisted with CDBG funding is:
• White – 54%
• Black or African American - 1.4%
• Asian – 45%
• American Indian or American Native - 0%
• Native Hawaiian or Other Pacific Islander -.4%
Of the 710 families, 14% identified as Hispanic.

The latest Census estimates from July 2021 approximates the following racial breakdown for the City of Fountain Valley:
• White – 50.7 %
• Black or African American - 0.4%
• Asian – 36.6%
• American Indian/Native Alaskan - .2%
• Other- 12.1%
• Identify as Hispanic - 16.6%
According to the Consolidated Plan, no racial or ethnic group is disproportionately experiencing HUD

14 identified “housing problems.” For this report period, it appears that all racial groups and ethnicities are using services in an amount consistent with the percentages of population within the city.

15 CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal $479,463 $321,646
Other / CDBG-CV public - federal $20,547 $14,480
CDBG Program Income public - federal $0 $0
Table 2 - Resources Made Available
Narrative
The FY 2021-22 Action Plan estimated a budget of $500,000 to fund CDBG activities for this reporting period. This amount included the current year allocation, additional funds from prior year’s allocations that had not yet been spent and CDBG-CV funds. It should be noted that this estimate did not include the additional CDBG-CV funds the City was allocated to respond to COVID-19 and was estimated prior to knowing the escalation of COVID. The City later amended the FY 2019-20 Action Plan, in compliance with HUD regulations, in order to receive the CDBG-CV funding. Once the FY 2019-20 Action Plan was amended, the City is able to use the funds in any fiscal year for activities that prevent, prepare for or respond to the coronavirus.

The City also used CDBG-CV funds in the amount of $350,000 to develop the Small Business Assistance Grant that provided $10,000 in working capital to low-income business owners to assist with costs incurred due to COVID. The funding was part of the FY 19-20 Action Plan and disbursed in July 2021.

Identify the geographic distribution and location of investments Target Area Planned
Percentage of
Allocation
Actual Percentage
of Allocation**
Narrative
Description

CDBG ELIGIBLE EXCEPTION
CRITERIA 0 0 N/A
CDBG/Code Enforcement Eligible
Exception Criteria 25 21 Code Enforcement
City-Wide 75 79 All other activities
Table 3 – Identify the geographic distribution and location of investments Narrative
As reflected in Table 4, the majority of CDBG funds were distributed city-wide. Both the PSA program and the Neighborhood Home Improvement Program services are not limited to the

16 CDBG eligible areas. This is because areas of the City outside of the CDBG target areas can benefit from federally assisted program provided they meet the program’s eligibility criteria.

Eligibility is established by household income and household size. City staff collects income and household data when determining income eligibility for the Neighborhood Improvement Program and PSA’s collect the same data from their clients. The majority of the City’s PSA grant recipients however, serve communities that are presumed low-income by HUD definitions, so clients do not need to provide proof of income. Program administration is also expended on a citywide basis.

Code enforcement numbers in CDBG eligible areas are returning to historical numbers as residents are returning to work outside the home and may encounter time management challenges in maintaining their properties on a regular basis. A map of CDBG-eligible areas is provided in the attachments at the end of the report.

17 Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

The CDBG Program is leveraged by various funding sources. The highest ratio of leveraging CDBG funds is the PSA Program. Many of the non-profit organizations receive funds from a variety of federal, state, local and private sources. The CDBG funds they receive from the city are generally a very small portion of their overall funding. PSA organizations provide the greatest return for the amount of CDBG funds spent, due to their ability to leverage the CDBG funds with their overall funding. This leveraging allows low-income Fountain Valley residents access to services that they may not have an opportunity to receive otherwise, at no cost. The services include programs for battered women and children, youth criminal diversion programs, youth services, and senior services.

To help offset PSA program costs for grant recipients, the City provides use of the Senior Center for the senior meal program and the senior social services program and provides office space at the police department for the youth criminal diversion program. This is an example of how the city used publicly owned facilities to assist in addressing the needs identified in the plan.

Examples of other leveraged funds come from the Home Improvement Program. Eligible lowincome homeowners can use their personal funds to pay for a rehabilitation project and will receive 50% of their costs back in CDBG funds, per program policy, in the form of a rebate. Code Enforcement CDBG funds are also leveraged by general funds.

The City does not participate in any programs that have matching requirements.

18 CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

One-Year
Goal
Actual
Number of Homeless households to be provided affordable housing units 0 0 Number of Non-Homeless households to be provided affordable housing units 0 0
Number of Special-Needs households to be provided affordable housing units 0 0
Total 0 0
Table 4 – Number of Households
One-Year
Goal
Actual
Number of households supported through Rental Assistance 440 433 Number of households supported through The Production of New Units 0 0 Number of households supported through Rehab of Existing Units 15 23 Number of households supported through Acquisition of Existing Units 0 0 Total 455 456
Table 5 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The City collaborates with Orange County Housing Authority who administers the voucher assistance program for the city. This ensures that rental assistance is made available to the most disadvantaged households in the city and helps provide rental assistance to special needs populations to ensure they have affordable housing. As Table 6 shows, the amount of vouchers issued was just slightly lower than the one–year goal.

As noted on Table 6, the City reached over 150% of its annual goal for the projected number of households supported through the Rehab of Existing Units. The Home Improvement Program received an uptick in qualified applications as COVID cases and protocols began to recede. The Home Improvement Program was able to transition back to offering complete grants, for interior and exterior projects, after temporarily limiting projects to Exterior Grants only while COVID was rampant. The City exceeded its rehabilitation goals for this year and is continuing to receive a significant number of qualified low-income applicants with numerous projects in the pipeline for approval. Staff continued to

19 market the Home Improvement Program by posting program information and availability on the City’s social media pages and website, posting flyers at the Senior Center, asking City Council members, Commissioners and Board members to disseminate information on the program, publishing articles in community newsletters, and mailing targeted letters to homes with deferred maintenance. The program is advertised in Fountain Valley Living Magazine, the local city magazine that is delivered to all city households, and generates many applicants. One of the most effect means of advertising is word of mouth from satisfied participants. This is one of the most valuable ways qualified residents find out about the program.

Discuss how these outcomes will impact future annual action plans.

The FY 2021-22 CDBG program outcomes show that the activities funded were successful in assisting low-income households in the city. In future plans, the City will continue to focus on providing grants to a wide variety of PSAs to assist the underserved, and to offer grants, rebates and loans to low-income homeowners for rehabilitation of their homes, as the City has had measured success with these programs.

Code enforcement in eligible areas will also be utilized, as it continues to be an effective tool to address issues of deteriorated or deteriorating properties, and to ensure that all properties obtain building permits when required, to support the safety of all residents. Code enforcement also helps in the marketing of the Home Improvement Program as they provide information of the availability of funds to residents who are oftentimes unaware of the existence of the programs.

While CDBG funds can be used to assist with renovations and creation of new public facilities, and capital projects in the targeted neighborhoods, other priority community needs, such as housing and human services, are a higher priority due to the limited amount of CDBG funds that are available.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 4 N/A
Low-income 19 N/A
Moderate-income 0 N/A
Total 23 N/A
Table 7 – Number of Households Served

20 Narrative Information
City of Fountain Valley funds programs and projects through the PSA Grant Program, Neighborhood Revitalization Program and Fair Housing Council of Orange County to households with income levels that are 80% or less of the median County income.

Of the 23 projects funded through the City’s Neighborhood Revitalization Home Improvement Program 65% had incomes at 50% or less of the Orange County median income and the remainder were between 51% and 80% of the Orange County median income. 42% of the households were disabled, 61% were elderly, and 42% were female head of households. All households assisted in the Home Improvement Program were owner-occupied households.
433 vouchers for rental assistance were provided by OCHA in Fountain Valley. This includes regular Housing Choice Vouchers, Veterans Affairs Supportive Housing Vouchers, Non-Elderly Disabled Vouchers, Family Unification Vouchers, Family Self-Sufficient Vouchers and Port-in Vouchers from other Housing Authorities. Of this amount, 328 vouchers were for elderly households and 51 were for disabled households. All OCHA voucher recipients qualify as low-income. (Table 6) The households assisted by the City’s Neighborhood Revitalization Program are reflected in Table 6 and Table 7. Interval House Shelter assisted 38 domestic households in need of emergency shelter however per HUD regulations are counted in public service agency accomplishments not as in Table 4.

Outside of the CDBG program, the Fountain Valley Housing Authority has provided funding for a 50-unit affordable housing apartment complex that will have eight units set aside for permanent supportive housing for Veterans Affairs Supportive Housing (VASH) recipients. This new affordable housing complex, named Prado, will be available to extremely low and very low-income households and address “worst case needs” for low-income households in the community. The project has been fully occupied since June 2022.

The City also monitors 78 affordable owner occupied units, 156 senior affordable apartments, and 14 affordable all-age apartments to ensure they continue to comply with affordability restrictions. The City will also begin monitoring the 50-unit Prado project for compliance in 2023.

21 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The number of persons experiencing homelessness in the City of Fountain Valley, tallied in the 2022 Point in Time (PIT) count, was 38 unsheltered and zero sheltered persons. To address the need for specialized homeless outreach, the City contracted with City Net, a well-respected local homeless services provider, to provide homeless housing navigation services to persons experiencing homelessness in Fountain Valley, and to assist them in connecting to shelter and housing. City Net is one of the largest and most effective providers of street outreach and engagement services in southern California and has successfully provided services to many neighboring communities. City Net offers a number of programs to assist persons experiencing homelessness such as:
• Street Outreach
• Engagement Services
• Housing Navigation
• Case Management
• Transportation
• Emergency Health/Mental Health
• Services for Special Populations
• Food and Emergency Services
• Housing First
• Trauma-Informed Care
City Net’s expertise is direct client contact and currently has engagement contacts with 30 + homeless individuals in Fountain Valley educating them on services and housing options that are available to them. They have successfully transitioned several people from the street and into housing and many others into specialized services. City Net services are funded outside of the CDBG program.

The Fountain Valley Police Department continues to fund two full-time Homeless Liaison Officers (HLO) dedicated to homeless intervention and education and work alongside City Net. City Net services and the HLO’s are funded outside of the CDBG program.

The City has also connected with Be Well OC, a public- private partnership, who are developing a coordinated system in Orange County to provide the best in mental health and substance abuse care to the community. Many persons experiencing homelessness struggle with these issues. The central coordinator for the program is the non-profit Mind OC who has recruited organizations that collaborate

22 to provide education and services regarding mental health and substance abuse that:

1. Reduce stigma

2. Prevent and Act Early

3. Close Treatment Gaps and Improve Access

4. Strengthen Crisis Response

5. Establish Community Hubs

6. Align Partners, Policies and Programs
The City continues to support the County of Orange in its Continuum of Care Program (CoC) that administers the homelessness strategy on a countywide approach. The CoC has restructured its governance so that functions are performed by either the Continuum of Care Board or the Commission to End Homelessness. They have also done extensive updating of their data initiatives to better assess the information collected to assist in implementing programs in the most efficient and cost effective manner.

Addressing the emergency shelter and transitional housing needs of homeless persons All City Net programs are aligned with Housing First principals. This means they place persons experiencing homelessness into decent, safe housing, before addressing other issues like stabilizing health, reducing harmful behaviors, or increasing income. City Net believes that by using this approach, ensuring basic necessities like safe housing are taken care of first, people can focus on other pressing issues that need addressed in order to get them stabilized and back to contributing members of society.

City Net provides housing search and placement services for eligible clients and is able to locate and place clients in emergency and transitional housing throughout the county that have available space.

City Net and FVPD are also able to refer individuals to the Yale Navigation Center in Santa Ana that is one-half mile outside of Fountain Valley. Yale Navigation Center is a 425-bed interim housing site that provides shelter and supportive services for individuals experiencing homelessness in Orange County.

In addition to City Net’s services and FVPD efforts, the City allocated CDBG funds to Interval House through the PSA grant. Interval House offers emergency and transitional housing to domestic violence victims who would otherwise be homeless. Last year Interval House assisted 38 women with emergency shelter and support. They also provide the city with 24-hour crisis counseling and community outreach and education. In-person client services and community outreach were reduced due to COVID-19 safety protocols over the past few years but are starting to schedule more in-person educational events.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections

23 programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City makes referrals to the County of Orange Continuum of Care Coordinated Entry System (CES) that has established a coordinated system that paves the way for more efficient homeless assistance.

Their program helps people move through the system faster by quickly matching them with the appropriate assistance program, and by providing prevention and diversion resources upfront that can oftentimes prevent homelessness. Coordinated Entry is one essential piece of a broader housing crisis resolution system that rapidly returns people who experience homelessness to stable housing.

Other elements include shifting investments towards interventions that achieve the best housing results and removing barriers such that there is an appropriate and effective housing intervention for everyone who needs one.

In order to further assist connecting people experiencing homelessness with additional supportive services offered in Orange County, 2-1-1 Orange County or www.211oc.org has created a “Comprehensive Resource Guide for Orange County”. This virtual one-stop resource guide puts clients in contact with organizations offering supportive services such as substance abuse treatment, mental health services, veterans services, health care, employment services, legal services, disability services, senior services, transportation and shower facilities. Staff routinely makes referrals to 2-1-1 Orange County for those clients seeking information.

During the 2021-22 reporting period, Fountain Valley allocated the maximum allowable amount of CDBG funds to public service programs. While some of the organizations funded do not directly serve the homeless, many of their activities help prevent homelessness. These activities include counseling programs for victims of domestic violence and at-risk youth, services for disable adults, youth services, and senior services. The City’s Home Improvement Program also prevents potential homelessness by offering grants, rebates and loans to low-income, owner occupied households, to pay for repairs to their property that allows them to stay in their homes longer.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City had 38 persons experiencing homelessness, all unsheltered, during the 2022 Point in Time count. Unsheltered homeless are classified as “worst-case housing needs” in the community. As previously discussed, the City provides homeless services via the homeless service provider, City Net, to assist the FVPD HLO’s in moving these clients get off the street and into decent housing. One issue that

24 they often encounter in providing assistance, is the fact the homeless population in the City is somewhat transient. Many homeless, including those living in vehicles, may be in the City one day, and gone the next. City Net and/or the HLO may initiate contact with homeless individuals to offer services, and later they cannot be located for follow up.

The FVPD also refers victims of domestic violence that have become unexpectedly homeless, to emergency shelters. Interval House is funded through the CDBG program to provide emergency and transitional housing for city residents affected by domestic violence and assisted 38 households during this reporting period. City Net’s comprehensive program addresses the needs of the homeless community.

Outside of the CDBG program, the Fountain Valley Housing Authority has provided funding for the 50- unit affordable housing apartment complex, Prado, that will have eight units set aside for permanent supportive housing for Veterans Affairs Supportive Housing (VASH) recipients. This new affordable housing complex will be available to extremely low and very low-income households and address “worst case needs” for low-income households in the community. The project was fully leased up in June 2022.

Additionally, the OCHA provided six Emergency Housing Vouchers, eight Continuum of Care Permanent Supportive Program Vouchers and 21 VASH certificates to Fountain Valley households to assist individuals that are experiencing homelessness or at risk of becoming homeless.

25 CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
There are no public housing units located in the City of Fountain Valley.

The City collaborates with OCHA to provide affordable housing opportunities through the provision of HUD’s Housing Choice Voucher (formerly Section 8 Rental Assistance) to extremely low and very lowincome persons/households including seniors, disabled persons and persons with special needs. In 2011, the City’s Housing Authority passed a resolution to authorize the Orange County Housing Authority to continue to provide Housing Choice Vouchers in its Areas of Operation within the City of Fountain Valley. In FY 2021-22, 433 vouchers were issued to Fountain Valley households.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
There are no public housing units located in the City of Fountain Valley; therefore, no actions are being taken.

Actions taken to provide assistance to troubled PHAs
There are no public housing units located in the City of Fountain Valley; therefore, no actions are being taken.

26 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The major barrier to achieving affordable housing goals is the exorbitant cost of existing housing and the increasingly high cost of housing construction and land costs. Another major factor is the lack of available land that would produce an economically viable option for production of housing for low and moderate-income households.

In an effort to identify land readily available for affordable housing, the City modified the Harbor Boulevard South Island Specific Plan in 2017 to allow affordable housing units to be developed by right. An affordable housing developer purchased vacant land in the specific plan area, built a 50-unit affordable housing apartment complex, which is fully leased up as of June 2022. This is the Prado project mentioned earlier in this report. The complex has eight units dedicated to Permanent Support Housing for VASH recipients and the remainder to primarily extremely low and very low-income households. The VA provides social services on site for the veterans and Life steps Social Service Agency provides services for the remaining units. Lifesteps services are targeted to the tenant population to ensure that the services provided serve the best interests of the tenants.

To further remove barriers to transitional and supportive housing, the City Council passed an ordinance in 2016 permitting transitional and supportive housing by right in all residential zones in an attempt to dissolve barriers to their operation in the city.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City utilizes its entire PSA budget to fund services for underserved individuals in our community. The PSA Grants provide CDBG funds to agencies that have programs for many of the underserved communities including the low and moderate-income elderly, disabled adults and youth.

To assist the underserved elderly frail/elderly population, the City monitored 154 units of rental housing for very low and low-income seniors and collaborated with the Orange County Housing Authority who provided Housing Choice Vouchers to 433 very low-income seniors. The City provided CDBG funds through the PSA Program to: Meals on Wheels that provided delivered meals over the year to 56 homebound seniors and provided congregate meals at the senior center for 417 low-income city residents. Both Meals on Wheels senior meal programs modified their services due to the constraints the pandemic had on their programs. The Congregate Meal program continues to operate as a drive thru meal pick up program, and services continue to be expanded for the home delivery clients.

27 The second year of the Senior Social Services Outreach Program in Response to COVID-19 continues to be successful. This program allows seniors to get virtual, phone and in-person services that help seniors locate needed services and obtain referrals to social service programs and agencies. The program addresses issues that seniors need help with and connects them with programs that can provide assistance. Many seniors are still isolating due to concerns about COVID and this program helps them connect with services and counseling to hopefully alleviate their concerns, or educate them in healthy ways to deal with it.

The City also provides referrals to County programs that are designed to provide a level of care that allows persons with low incomes to receive assistance such as food, shelter, medical needs. There are also private efforts that the City collaborates with such as low-income utility discount programs.

Through the partnership with Orange County Housing Authority, 433 Housing Choice Vouchers were provided to low-income individuals, including many with physical and mental disabilities. Additionally, the City continued to ensure all accessibility features are installed during construction of new housing units in compliance with Fair Housing requirements. The City also provided grant monies to Elwyn California who provided case management to 11 developmentally disabled adults.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City provides lead based paint hazard testing and/or risk assessment on every home rehabilitation project utilizing CDBG funds.

The City will continue to provide Lead Based Paint Hazard Grants to all approved rehabilitation program recipients as part of home improvement program, in compliance with HUD requirements. If a home tests positive for lead in a project area, the grant will also provide funds for abatement. In FY 2021-22, eight homes were tested for lead-based paint hazards. One home tested positive for lead in an area that was proposed to be part of the rehabilitation project. This home is still in the bidding process for the scope of work requested and the lead abatement is part of the scope of work.

Many of the homes receiving assistance were tested for lead in the previous fiscal year or were exempt from the lead testing requirement due to being built prior to 1978.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) According to 2022 Census data estimates, the percentage of the population with income beneath the poverty level in the State of California was 11.5% and in the whole USA, 12.8%. In comparison, the estimated percentage of residents in Fountain Valley with income below the poverty line was 8.8%.

The City utilizes its entire public service budget to supply grants that assist underserved individuals, which includes residents living below poverty level. The Public Service Program provides programs for

28 low and moderate-income elderly, disabled adults and youth that they might not otherwise be able to afford. The City also provide grants, rebates and low interest deferred payment loans to low- income homeowners to assist with any necessary repairs on their owner-occupied property to keep their properties safe and sanitary.

The City also supports many County programs that are designed to provide a level of care that allows persons with extremely low incomes and below to receive assistance such as food, shelter, medical needs. This includes collaborating with private companies to support programs such as low-income utility discount programs. The City continues its partnership with OCHA to provide rental assistance to low-income households.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City of Fountain Valley’s Planning and Building Department serves as the lead agency for the implementation of all programs/projects/activities outlined within the Consolidated Plan and subsequent Annual Action Plans. The department is comprised of the Housing and Community Development (HCD) Division, Building Division, Code Enforcement, and the Planning Division.

Additionally, the City continued to participate in efforts to work collectively and cooperatively with other Orange County jurisdictions by participating in countywide efforts for all housing programs.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City of Fountain Valley does not operate any public housing; however, relationships with both private for-profit developers and non-profit public service providers remain active as the City continues to implement its community development programs. In order to maintain and enhance existing relationships between public, private and non-profit organizations, the City of Fountain Valley will continue to participate in all local and regional information and referral meetings between agencies. As discussed earlier, the city provides funding to several non-profit social service agencies through the Public Service Agency Grant program.

The City continues to support and encourage efforts of the OCHA to coordinate private housing resources and social service agencies’ programs.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City of Fountain Valley collaborated with all Orange County cities and the County of Orange to develop a Regional Analysis of Impediments (AI) to Fair Housing Choice for the 5-year period that covers HUD program years 2020-2024. The AI provides: 1) an overview of laws, regulations, and administrative policies and procedures; 2) an assessment of how those laws affect the location, availability, and

29 accessibility of housing; and 3) an assessment of conditions, both public and private, affecting fair housing choice.

To ensure Fountain Valley residents have no-cost access to expert advice regarding fair housing, the City funds Fair Housing Council of Orange County (FHCOC) who provides Fair Housing services to the community. During FY 2021-22, FHCOC handled a total of 124 general housing and discrimination complaints and inquiries from City residents and property owners. 345 possible violations were received from the 124 inquiries. The most common complaints were regarding rental agreements (93), household repairs (35), and 30-day and 60-day notice questions (33). FHCOC was able to assist all but three residents and those three were referred to outside agencies for assistance with their issues.

FHCOC offers the majority of educational programs and workshops virtually due to COVID-19 but is slowly returning to in-person events as the spread of COVID diminishes. For FY 2021-22 they hosted one in-person activity and outreach activity in Fountain Valley.

FHCOC provides an annual report detailing the City’s and FHCOC significant accomplishments addressing Fair Housing. The Fair Housing Council of Orange County Analysis of Impediments FY 2021-22 Accomplishments report is attached.

The City continues to explore an inclusionary zoning requirement for all new housing developments that requires at least 10-15 percent of for-sale units be affordable to households with incomes 80 percent or below and rental units be affordable to households with incomes 60 percent or below which was a proposed goal, specific to Fountain Valley, in the 2020-2024 Orange County Analysis of Impediments to Fair Housing.

30 CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
HCD Staff - The HCD department prepares an annual report, known as the CAPER, which includes a financial analysis of all HUD, funded activities and programs and an evaluation of each program’s performance in meeting its programmatic expenditure goals and outcomes.

Staff monitors every project, including home rehabilitation and PSAs, to ensure compliance with CDBG regulations. Staff conducts on-site annual audits for all sub-grantees and on- site progress inspections throughout each home rehabilitation project and uses specific checklists for each program. Reasonable accommodation made for non-English speakers and persons with disabilities when needed.

Housing and Community Development Advisory Board – The Housing and Community Development Advisory Board (HCDAB) meets on a regular basis to review programs and procedures related to the CDBG. Each year, the HCDAB is presented with the CAPER for review.

City Council - The City Council reviews the CAPER on an annual basis and conducts a public hearing to receive comments from stakeholders.

Quarterly Reports: - On a quarterly basis, the HCDAB is presented with a report that summarizes the accomplishments of PSAs funded under the City’s PSA Grant program.

IDIS: - Integrated Disbursement and Information System – All funds to be drawn are reviewed by the Finance Department prior to the authorization of the draw of funds from HUD.

Monitoring changes due to COVID-19
Monitoring activities were able to remain primarily the same other than on-site monitoring. Fiscal year 2021-22 audits were conducted remotely. The PSA’s supplied the necessary information to city staff to evaluate their programs compliance with CDBG regulations.

31 Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

Public Hearings continued to be conducted in person and information was provided to the public on how to watch City Council meetings online, or on cable, if they chose not to attend in person.

Reasonable accommodation made for non-English speakers and persons with disabilities when needed.

A Notice of Availability of the City of Fountain Valley’s FY 2021-22 CAPER and dates of public meeting and public hearing was published in the Fountain Valley View on August 25, 2022. The FY 2021-22 CAPER was made available to the public for a 15-day period commencing on September 1, 2021, and ending on September 16, 2022. The Public Notice advised of a public meeting in front of the HCDAB on September 7, 2022, and a public hearing in front of the City Council on September 20, 2022. The draft CAPER was posted on the City of Fountain Valley’s website, at City Hall and the Fountain Valley Branch of the Library and additionally available via email request. The Public Notice provided an email address for public comment for those not wanting to attend in person or mail in comments and also advised how to view the Council meeting online or on cable television.

A public meeting of the HCDAB meeting was held on September 7, 2022, to review the draft FY 2021-22 CAPER. The meeting agenda was noticed at City Hall and was posted on the City’s website. The HCDAB forwarded a recommendation to City Council to approve the CAPER and submit the report to HUD. No public comments were received.

A public hearing was held in the City of Fountain Valley Council Chambers on September 20, 2022, before the Fountain Valley City Council, to review the draft FY 2021-22 CAPER and to receive public comments. The meeting agenda was noticed at City Hall and the City website. City Council meetings are available to stream on the City’s website and on local cable TV. An email was provided to obtain citizen input on the CAPER for those not able to attend. The Fountain Valley City Council unanimously voted to approve the CAPER and submit it to HUD. No public comments were received. (TBD) Summary of Public Comments
No public comments were received for the FY 21-22 CAPER. (TBD)

32 CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City of Fountain Valley has completed the second year of the 2020-24 five-year Consolidated Plan. The City made effective strides towards meeting its goals as laid out in the Consolidated Plan despite the effect COVID-19 had upon the community. The City will continue to implement the projects identified in the Con Plan to benefit low and moderate-income households in the city and additionally develop or enhance programs that assist residents that are effected by COVID-19 with the assistance of CDBG-CV funding.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

33 CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City of Fountain Valley has completed the second year of the 2020-24 five-year Consolidated Plan. The City made effective strides towards meeting its goals as laid out in the Consolidated Plan despite the effect COVID-19 had upon the community. The City will continue to implement the projects identified in the Con Plan to benefit low and moderate-income households in the city and additionally develop or enhance programs that assist residents that are effected by COVID-19 with the assistance of CDBG-CV funding.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

34 CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 6 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0
Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 0
Technical assistance to help Section 3 business concerns understand and bid on contracts. 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs. 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 0 Assisted residents with finding child care. 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0
Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0
Provided or connected residents with training on computer use or online technologies. 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0

35 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 Other. 0
Table 7 – Qualitative Efforts - Number of Activities by Program Narrative
The City did not conduct any activities required to meet Section 3 regulations.

36 ATTACHMENTS

37 FAIR HOUSING COUNCIL

OF ORANGE COUNTY

ANALYSIS OF IMPEDIMENTS
FY 2021-22

ACCOMPLISHMENTS

38 During the 2021-2022 report period the City of Fountain Valley took the following actions (on its own or in cooperation with regional partners and the Fair Housing Council of Orange County (FHCOC)) to overcome impediments to fair housing choice identified in the regional AI:
 Fair Housing Community Education – During 2021-22, the FHCOC regionally conducted or participated in 67 virtual and 21 in-person education and/or outreach activities, reaching a culturally and ethnically diverse audience, in which they made participants aware of fair housing laws and counseling services (including services to help households improve their readiness for a home purchase). Because of the COVID-19 pandemic-driven need to engage with participants virtually, 52 of the virtual activities were not specific to residents of Fountain Valley, but they were all available to those residents. For Fountain Valley, we participated in 1 in-person education and outreach activity specific to the residents of Fountain Valley.

Regionally, about 2,400 people were contacted or served by these activities. Through its various regional outreach efforts, FHCOC distributed over 19,800 information pieces on fair housing, its services and other housing-related topics, in either English, Spanish or Vietnamese. A significant number of these items were distributed electronically, with the rest mainly distributed via mail or bulk delivery. Additionally, throughout Orange County FHCOC held 12 virtual training sessions for rental property owners/managers. FHCOC presented 2 virtual fair housing seminars for housing providers in cooperation with the Apartment Association of Orange County (AAOC).

Nineteen general fair housing workshops intended for participation by both/either housing consumers and providers throughout Orange County were provided. Due to the virtual nature of these workshops none were specific to residents of Fountain Valley, but they were largely available to those residents.  Fair Housing Enforcement – On a regional basis, FHCOC staff performed 176 intakes regarding fair housing issues, which resulted in receipt of 128 allegations of housing discrimination and the opening of 61 case files, where the allegations seemed sufficiently meritorious to warrant further investigation and/or action. We also counseled or informed another 67 clients regarding fair housing law and/or rights. Six intakes and 4 allegations arose from Fountain Valley, but no opened cases involved housing in Fountain Valley. On a regional basis, FHCOC also conducted 116 paired telephonic, systemic tests for discriminatory rental housing practices. An additional 8 paired systemic tests of real estate agents and 6 paired systemic pre-application tests of lenders were conducted telephonically. While all such systemic testing would normally be conducted in person, COVID-19 pandemic restrictions necessitated they

39 be conducted via telephone only. Four systemic rental tests involved locations in Fountain Valley.

Furthermore, 20 paired telephonic or relay supported test were conducted regionally to assess possible discrimination against housing seekers who are deaf or hard of hearing. We also conducted 5 assessments of compliance with accessibility requirements for persons with disabilities at covered multi-family properties built within the last two years.
 Housing Dispute Evaluation & Resolution – On a regional basis, activities provided by FHCOC included assisting 3,168 unduplicated households addressing 9,875 issues, disputes and/or inquires. Of these, 124 unduplicated households, involving 345 issues, disputes and/or inquires, were from Fountain Valley.  Reasonable Accommodations – On a regional basis, 15 inquiries regarding reasonable accommodations and modifications were received by FHCOC that resulted in casework beyond basic counseling. None of the inquiries arose from Fountain Valley. Overall, 10 of the 15 clients requested and received a reasonable accommodation, with 4 still pending and 1 where the client did not pursue the matter.

Of those that are pending, any that are effectively and improperly denied will likely be referred as an administrative complaint filed with the Fair Housing and Equal Opportunity (FHEO) Office of the U.S. Department of Housing and Urban Development. Another 104 households were counseled on issues involving reasonable accommodation of a disability-related need at their housing.  Web-based Outreach – FHCOC’s website currently has an on-line housing discrimination complaint-reporting tool that generates an email to FHCOC. It is also used for other, non-discrimination, housing-related issues. The City of Fountain Valley has a link to the FHCOC website where residents can access this information.  Monitoring On-line Advertising – Orange County rentals listed on Craigslist were monitored by FHCOC for discriminatory content (as permitted by staffing limitations).

Any discriminatory advertisements were flagged as prohibited and FHCOC responded to these ads through Craigslist’s reply mechanism in order to inform the poster of possible discriminatory content. In most instances it was not possible to identify the property address and the identity of the individual making the posting. When possible FHCOC also brought these ads to the attention of Craigslist to hasten their removal, although the Craigslist reporting mechanism is no longer simple. When investigation was found to be feasible, the ad was referred to FHCOC’s investigators for possible enforcement action. Other on-line rental advertising sites (e.g., OC Register, LA Times, Westside Rentals, Zillow, etc.) were sporadically monitored; however, the lack

40 of an efficient text search function on these sites made monitoring them less practical.

Without exception, among the ‘apt / housing’ Craigslist rental listings, the identified problematic postings indicated restrictions with regard to children under the age of 18 or improper preference for seniors or ‘older adults’ for housing opportunities that did not appear to qualify as housing for older persons (age 55 and over). Overt racial or national origin discrimination in postings was not observed. Advertising in the ‘rooms / shared’ area of Craigslist was observed to have a higher incidence of stated preferences that violated fair housing law. However due to the practical aspects of resource limitations and case law considerations of shared housing situations, most were not acted upon. With the change in California law effective January 1, 2020 that expanded ‘source of income’ protections to individuals who use forms of housing rent assistance, such as the Housing Choice Voucher (often called ‘Section 8’), FHCOC had previously identified numerous Craigslist postings that contained discriminatory language regarding the use of housing rental assistance. In the 2021-2022 program year, FHCOC did not find any Craigslist postings for Orange County rentals that discriminated against users of a Housing Choice Voucher, even though this continued to be an issue in other parts of Southern California.
 Monitor Home Mortgage Disclosure Act Data - Ongoing monitoring of Home Mortgage Disclosure Act (HMDA) data continues to be infeasible due to limited resources at FHCOC. FHCOC last was able to conduct such analysis using 2008 data (then the latest available) in conjunction with the preparation of the 2010-2015 Regional AI.

Analysis of updated HMDA data from 2013, as well as other mortgage lending practices, was included as part of the City of Fountain Valley’s FY 2015-2020 Regional Analysis of Impediments to Fair Housing Choice (AI), which was submitted as part of its Five Year Consolidated Plan FY 2015 - 2020. Similarly, the recently completed Regional Orange County Analysis of Impediments to Fair Housing Choice for the 2020-2024 Consolidated Plan cycle, contained some basic analysis of regional HMDA date for the period of 2014-2017. That analysis showed disparities in the access to loans on the basis of race, with minority applicants having less access than white applicants.
 During 2021-22, FHCOC continued efforts to promote housing affordability within Orange County. It provided services and outreach to organizations involved in the creation and preservation of affordable housing. These groups included the Kennedy Commission, Mental Health Association of Orange County, Radiant Health (formerly Aids Services Foundation), Affordable Housing Clearinghouse, Jamboree Housing Corporation, Mercy House, South County Outreach, Families Forward, Orange County Congregations Community Organizations, and Orange County Community Housing Corporation.

41  During the 2021-22 reporting period, FHCOC continued to offer fair housing training sessions, and these were open to all local government staff. Due to COVID-19 imposed restrictions all trainings were conducted virtually. Training activity included providing training to staff of the Orange County Housing Authority, which serves Fountain Valley. Any City staff attending training could receive certification of their attendance.
 The FHCOC produced and provided written fair housing related materials in English, Spanish and Vietnamese to the persons in Fountain Valley. Due to limitations necessitated by the COVID-19 pandemic our ability to distribute physical materials was severely limited, as public meetings and events were still significantly limited.

Some materials were distributed by mail or email to persons contacting our agency or participating in virtual outreach activities. FHCOC also undertook specific virtual outreach efforts to immigrant populations in low-income neighborhoods. On a regional basis, an estimated 870 limited English proficiency (LEP) households were served during the 12 month program period, through a combination of telephonic contact and virtual education and outreach activities. FHCOC also continued to implement activities under HUD Fair Housing Initiatives Program grants, for both education and outreach and fair housing enforcement. These efforts were also limited to virtual activities. These program efforts specifically targeted fair housing services to persons with disabilities, minority groups and immigrant communities, especially immigrants with limited English proficiency. Program efforts included a fair housing testing program that sought to involve members of immigrant populations with limited English proficiency, both for purposes of enforcing fair housing laws as testers and as a vehicle to increase outreach to these populations.
 Through its status as a HUD-approved Housing Counseling agency, FHCOC assisted individuals, including those with limited English proficiency (LEP), with various housing related problems. This included being available to counsel and assist those who had received loans with documents, all prepared in English, which had terms that were different from what they believed or were informed they were obtaining, or of which they had less than a full understanding. Many of the other counseling activities under its HUD-approved Housing Counseling also assisted individuals with LEP

42 PROOF OF PUBLICATION

PUBLIC NOTICE

PUBLIC COMMENT PERIOD

43

44

45 CDBG ELIGIBLE AREAS
FOR

CODE ENFORCEMENT

46

47 HUD REPORTS
PR-26 CDBG Financial Summary
Report
PR- 26 CDBG-CV Financial Summary
Report
PR-26 CDBG Activity Summary by
Selected Grant

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
11:05
08-31-22
Program Year 2021

FOUNTAIN VALLEY , CA
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)

LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)

FOUNTAIN VALLEY , CA
2,021.00
463,466.32
349,037.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 812,503.32
254,042.97

0.00 254,042.97
67,602.54

0.00 0.00
321,645.51
490,857.81

0.00 0.00
254,042.97

0.00 254,042.97
100.00%
PY: 2020 PY: 2021 PY: 2022

0.00 0.00

0.00%
52,355.00

0.00 0.00

0.00 52,355.00
349,037.00
51,976.24

0.00 401,013.24

13.06%
67,602.54

0.00 0.00

0.00 67,602.54
349,037.00

0.00 0.00
349,037.00

19.37%

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
11:05
08-31-22
Program Year 2021

FOUNTAIN VALLEY , CA
LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 Report returned no data.

LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 Report returned no data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
Total
4 4
4 5
5 5
8 8
8 6
6 6
7 7
7 9
9 9
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 11
11 11
11 11
11 11
11 3
3 3
3 1035
1035
1035
1037
1037
1037
1038
1038
1038
1036
1036
1036
1040
1040
1040
1039
1039
1039
1029
1042
1045
1046
1048
1050
1051
1052
1053
1054
1063
1064
1065
1031
1031
1031
1031
1026
1027
1028
1030
1043
1044
1047
1049
1033
1033
1033
1033
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6606131
6606131
6606131
6649205
6649205
6649205
6674913
6674913
6674913
6674913
6674913
6674913
6606131
6636701
6649205
6674913
6606131
6606131
6606131
6606131
6606131
6606131
6636701
6649205
6606131
6636701
6649205
6674913
Meals on Wheels Congregate
Meals on Wheels Congregate
Meals on Wheels Congregate
Meals on Wheels - Home Delivered
Meals on Wheels - Home Delivered
Meals on Wheels - Home Delivered
Elwyn - Disabled Adult Program
Elwyn - Disabled Adult Program
Elwyn - Disabled Adult Program
Boys and Girls Club Scholarships
Boys and Girls Club Scholarships
Boys and Girls Club Scholarships
Waymakers Juvenile Diversion
Waymakers Juvenile Diversion
Waymakers Juvenile Diversion
Interval House - Domestic Violence Shelter
Interval House - Domestic Violence Shelter
Interval House - Domestic Violence Shelter
Jackson - Home Exterior Grant
Ly - Home Exterior Grant
Jackson - Disability Modification Grant
Ly - Emergency Grant
Fitzpatrick - Grant
Alas & Henriquez - Grant
Alas & Henriquez - Rebate
Duncan - Grant
Duncan - Emergency Grant
Duncan - Rebate
Grant - Ly
Ly - Rebate
Ly - Emergency Grant
Neighborhood Revitalization Program Administration
Neighborhood Revitalization Program Administration
Neighborhood Revitalization Program Administration
Neighborhood Revitalization Program Administration
Ford - Lead
Duncan - Lead
Roden - Lead
Fitzpatrick - Lead
Whitney - Lead
Do - Lead
Jackson - Lead
Do - Lead Abate
Code Enforcement
Code Enforcement
Code Enforcement
Code Enforcement
05A
05A
05A
05A
05A
05A
05A
05B
05B
05B
05B
05D
05D
05D
05D
05D
05D
05D
05G
05G
05G
05G
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14H
14H
14H
14H
14H
14I
14I
14I
14I
14I
14I
14I
14I
14I
15 15
15 15
15 LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 05A
LMC
LMC
LMC
Matrix Code 05B
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 05D
LMC
LMC
LMC
Matrix Code 05G
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
Matrix Code 14A
LMH
LMH
LMH
LMH
Matrix Code 14H
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
Matrix Code 14I
LMA
LMA
LMA
LMA
Matrix Code 15
$5,818.00
$2,909.00
$2,909.00
$3,877.50
$1,938.75
$1,938.75
$19,391.00
$3,393.50
$1,696.75
$1,696.75
$6,787.00
$4,605.50
$2,302.75
$2,302.75
$4,478.14
$2,325.36
$951.50
$16,966.00
$4,605.50
$2,302.75
$2,302.75
$9,211.00
$8,830.00
$10,000.00
$4,300.00
$1,925.00
$14,000.00
$14,000.00
$3,137.50
$14,000.00
$850.00
$2,497.50
$14,000.00
$2,300.00
$3,100.00
$92,940.00
$12,006.18
$5,350.58
$4,385.12
$16,518.65
$38,260.53
$350.00
$350.00
$350.00
$350.00
$350.00
$350.00
$350.00
$250.00
$2,700.00
$30,601.55
$11,772.76
$7,415.12
$17,998.01
$67,787.44
$254,042.97
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
11:05
08-31-22
Program Year 2021

FOUNTAIN VALLEY , CA
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
Matrix
Code
National
Objective
Drawn Amount
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
Total
4 4
4 5
5 5
8 8
8 6
6 6
7 7
7 9
9 9
1035
1035
1035
1037
1037
1037
1038
1038
1038
1036
1036
1036
1040
1040
1040
1039
1039
1039
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
6606131
6636701
6674913
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Meals on Wheels Congregate
Meals on Wheels Congregate
Meals on Wheels Congregate
Meals on Wheels - Home Delivered
Meals on Wheels - Home Delivered
Meals on Wheels - Home Delivered
Elwyn - Disabled Adult Program
Elwyn - Disabled Adult Program
Elwyn - Disabled Adult Program
Boys and Girls Club Scholarships
Boys and Girls Club Scholarships
Boys and Girls Club Scholarships
Waymakers Juvenile Diversion
Waymakers Juvenile Diversion
Waymakers Juvenile Diversion
Interval House - Domestic Violence Shelter
Interval House - Domestic Violence Shelter
Interval House - Domestic Violence Shelter
Activity to prevent, prepare for, and respond to Coronavirus B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
B21MC060550
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
EN
05A
05A
05A
05A
05A
05A
05A
05B
05B
05B
05B
05D
05D
05D
05D
05D
05D
05D
05G
05G
05G
05G
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 05A
LMC
LMC
LMC
Matrix Code 05B
LMC
LMC
LMC
LMC
LMC
LMC
Matrix Code 05D
LMC
LMC
LMC
Matrix Code 05G
$5,818.00
$2,909.00
$2,909.00
$3,877.50
$1,938.75
$1,938.75
$19,391.00
$3,393.50
$1,696.75
$1,696.75
$6,787.00
$4,605.50
$2,302.75
$2,302.75
$4,478.14
$2,325.36
$951.50
$16,966.00
$4,605.50
$2,302.75
$2,302.75
$9,211.00
$52,355.00
$52,355.00
LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2021
2021
2021
2021
2021
2021
2021
Total
2 2
2 2
10 10
10 1032
1032
1032
1032
1034
1034
1034
6606131
6636701
6649205
6674913
6606131
6636701
6674913
Administration of Grant
Administration of Grant
Administration of Grant
Administration of Grant
Fair Housing Council Orange County
Fair Housing Council Orange County
Fair Housing Council Orange County
21A
21A
21A
21A
21A
21D
21D
21D
21D
Matrix Code 21A
Matrix Code 21D
$49,751.29
$9,480.82
$1,337.03
$2,233.40
$62,802.54
$2,700.00
$1,050.00
$1,050.00
$4,800.00
$67,602.54

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
11:12
08-31-22

FOUNTAIN VALLEY , CA
Metrics
New Grantee (CV)
PART I: SUMMARY OF CDBG-CV RESOURCES
01 CDBG-CV GRANT
02 FUNDS RETURNED TO THE LINE-OF-CREDIT
03 FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
04 TOTAL AVAILABLE (SUM, LINES 01-03)
PART II: SUMMARY OF CDBG-CV EXPENDITURES
05 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 06 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
07 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
08 TOTAL EXPENDITURES (SUM, LINES 05 - 07)
09 UNEXPENDED BALANCE (LINE 04 - LINE8 )
PART III: LOWMOD BENEFIT FOR THE CDBG-CV GRANT
10 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
11 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
12 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
13 TOTAL LOW/MOD CREDIT (SUM, LINES 10 - 12)
14 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 05)
15 PERCENT LOW/MOD CREDIT (LINE 13/LINE 14)
PART IV: PUBLIC SERVICE (PS) CALCULATIONS
16 DISBURSED IN IDIS FOR PUBLIC SERVICES
17 CDBG-CV GRANT
18 PERCENT OF FUNDS DISBURSED FOR PS ACTIVITIES (LINE 16/LINE 17) PART V: PLANNING AND ADMINISTRATION (PA) CAP
19 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
20 CDBG-CV GRANT
21 PERCENT OF FUNDS DISBURSED FOR PA ACTIVITIES (LINE 19/LINE 20)

FOUNTAIN VALLEY , CA

616,554.00

0.00 0.00
616,554.00

535,677.90
20,044.05

0.00 555,721.95
60,832.05

0.00 0.00
535,677.90
535,677.90
535,677.90
100.00%

14,480.00
616,554.00

2.35%

20,044.05
616,554.00

3.25%

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
11:12
08-31-22

FOUNTAIN VALLEY , CA
LINE 10 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 10 Report returned no data.

LINE 11 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 11 Report returned no data.

LINE 12 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 12 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2019
2020
2021
13 13
12 948
949
950
951
952
953
954
955
956
957
958
959
960
961
991
992
993
994
995
996
997
998
999
1000
1001
1002
1003
1004
1005
1006
1007
1008
1009
1010
1011
1012
1013
1014
1015
1016
1017
1018
1019
1020
1021
1022
1023
1024
1025
1041
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6401064
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6526645
6606131
6636701
All-In Productions - SBERG
Douglas A. Tran, M.D. - SBERG
Talbert Dentistry - SBERG
Dr. Tam Bui, MD, Inc. - SBERG
Harbor Electric & Lighting - SBERG
Coast Physical Medicine - SBERG
Hard Media - SBERG
Alliance Rapid Manufacturing - SBERG
Starfish Restaurant - SBERG
Enjoying Mechanics - SBERG
Troung B. Nguyen, MD, Inc- SBERG
Professional Plumbing Inc - SBERG
TK Construction - SBERG
Figueroa Professional Services - SBERG
SBEA Grant - Advance Medical Equipment
SBEA Grant - AH Technology Solutions, Corp
SBEA Grant - Alliance Rehab
SBEA Grant - Andy's Cuts Barbershop
SBEA Grant - Angelfood Donuts
SBEA Grant - Bahn Khot Vung Tau Restaurant
SBEA Grant - Baskin Robbins #3069
SBEA Grant - Bella Ciao Hair Salon
SBEA Grant - Cafe & Te
SBEA Grant - Center Shoe Repair
SBEA Grant - Christina Chauncey, D.P.M.

SBEA Grant - Cty 611
SBEA Grant - Cyber Electronics
SBEA Grant - Daze Spa
SBEA Grant - Euroman Auto Service
SBEA Grant - Fountain Valley Pizza D'Z
SBEA Grant - Hall Occasions
SBEA Grant - Hwang's WMAC, Inc.

SBEA Grant - Lily's Beauty LLC
SBEA Grant - Los Altos Cleaners
SBEA Grant - Moonlight Pizza & Chicken
SBEA Grant - OC Live Active Chiropractic
SBEA Grant - OCC Builders, Inc
SBEA Grant - Pho Kim Quy, Inc
SBEA Grant - Pho Ktea
SBEA Grant - Pholosophy/Pholicious
SBEA Grant - Seeden Photography
SBEA Grant - Simply Home Cafe
SBEA Grant - Sky Drone Link
SBEA Grant - Teske Financial
SBEA Grant - The Tan Spa
SBEA Grant - Thyme Well Spent Catering
SBEA Grant - United Studios of Self-Defense
SBEA Grant - Vital Chiropractic
SBEA Grant - Williams MMA
Fresh Beginnings Ministries - Senior Services Program
Fresh Beginnings Ministries - Senior Services Program
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18C
18C
18C
18C
18C
18C
18A
18C
18C
18C
18C
18C
18C
18A
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
18C
05A
05A
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMA
LMA
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMA
LMCMC
LMCMC
LMCMC
LMCMC
LMC
LMCMC
LMA
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMCMC
LMC
LMC
$8,019.48
$15,848.00
$4,944.92
$20,000.00
$19,126.00
$10,342.00
$20,000.00
$10,628.00
$5,520.00
$11,115.50
$9,190.00
$19,050.00
$5,164.00
$12,250.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$10,000.00
$7,540.00

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
11:12
08-31-22

FOUNTAIN VALLEY , CA
Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2021
Total
12 1041 6674913 Fresh Beginnings Ministries - Senior Services Program 05A LMC $3,320.00 $535,677.90
LINE 16 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 16 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2021
Total
12 1041 6606131
6636701
6674913
Fresh Beginnings Ministries - Senior Services Program
Fresh Beginnings Ministries - Senior Services Program
Fresh Beginnings Ministries - Senior Services Program
05A
05A
05A
LMC
LMC
LMC
$7,540.00
$3,620.00
$3,320.00
$14,480.00
LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2019
Total
2 946 6393441
6400466
CDBG-CV Program Admin
CDBG-CV Program Admin
21A
21A
$12,381.86
$7,662.19
$20,044.05

PR26 - Activity Summary by Selected Grant
Date Generated: 08/31/2022
Grantee: FOUNTAIN VALLEY
Grant Year: 2021
Formula and Competitive Grants only
State Grantee Grant Grant Activity Matrix National IDIS Activity Amount Funded Amount Drawn Total Grant Amount for CDBG 2021 Grant year = $349,037.00 % of CDBG Drawn Total CDBG Funded
Name Year Number Group Code Objective Activity Status From Selected Grant From Selected Grant From Selected Amount Grant/Grant
Amount
(All Years All Sources)
Activity to prevent,
prepare for, and
respond to Coronavirus
Total CDBG Drawn
Amount
(All Years All Sources)
CA FOUNTAIN VALLEY 2021 B21MC060550 Administrative And Planning 21A 1032 No Open $62,802.54 $60,569.14 $62,802.54 $60,569.14 CA FOUNTAIN VALLEY 2021 B21MC060550 Administrative And Planning 21D 1034 No Open $4,800.00 $3,750.00 $4,800.00 $3,750.00 Total Administrative And Planning $67,602.54 $64,319.14 18.43% $67,602.54 $64,319.14 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1029 No Completed $8,830.00 $8,830.00 $8,830.00 $8,830.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1042 No Completed $10,000.00 $10,000.00 $10,000.00 $10,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1045 No Completed $4,300.00 $4,300.00 $4,300.00 $4,300.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1046 No Completed $1,925.00 $1,925.00 $1,925.00 $1,925.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1048 No Completed $14,000.00 $14,000.00 $14,000.00 $14,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1050 No Completed $14,000.00 $14,000.00 $14,000.00 $14,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1051 No Completed $3,137.50 $3,137.50 $3,137.50 $3,137.50 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1052 No Open $0.00 $0.00 $14,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1053 No Open $0.00 $0.00 $850.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1054 No Open $0.00 $0.00 $2,497.50 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1055 No Open $0.00 $0.00 $14,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1056 No Open $0.00 $0.00 $1,275.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1057 No Open $0.00 $0.00 $452.50 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1058 No Open $0.00 $0.00 $11,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1059 No Open $0.00 $0.00 $5,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1060 No Open $0.00 $0.00 $11,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1061 No Open $0.00 $0.00 $11,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1062 No Open $0.00 $0.00 $3,975.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1063 No Open $0.00 $0.00 $14,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1064 No Open $0.00 $0.00 $2,300.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1065 No Open $0.00 $0.00 $3,100.00

CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1066 No Open $0.00 $0.00 $14,000.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14A LMH 1067 No Open $0.00 $0.00 $600.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14H LMH 1031 No Open $21,741.88 $21,741.88 $38,260.53 $21,741.88 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1026 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1027 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1028 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1030 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1043 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1044 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1047 No Completed $350.00 $350.00 $350.00 $350.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 14I LMH 1049 No Completed $250.00 $250.00 $250.00 $250.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Housing 15 LMA 1033 No Open $49,789.43 $49,789.43 $67,787.44 $49,789.43 Total Housing $130,423.81 $130,423.81 37.37% $273,990.47 $130,423.81 CA FOUNTAIN VALLEY 2021 B21MC060550 Public Services 05A LMC 1035 No Open $11,636.00 $8,727.00 $11,636.00 $8,727.00 CA FOUNTAIN VALLEY 2021 B21MC060550 Public Services 05A LMC 1037 No Open $7,755.00 $5,816.25 $7,755.00 $5,816.25 CA FOUNTAIN VALLEY 2021 B21MC060550 Public Services 05B LMC 1038 No Open $6,787.00 $5,090.25 $6,787.00 $5,090.25 CA FOUNTAIN VALLEY 2021 B21MC060550 Public Services 05D LMC 1036 No Open $9,211.00 $6,908.25 $9,211.00 $6,908.25 CA FOUNTAIN VALLEY 2021 B21MC060550 Public Services 05D LMC 1040 No Open $7,755.00 $6,803.50 $7,755.00 $6,803.50 CA FOUNTAIN VALLEY 2021 B21MC060550 Public Services 05G LMC 1039 No Open $9,211.00 $6,908.25 $9,211.00 $6,908.25 Non CARES Related Public Services $52,355.00 $40,253.50 11.53% $52,355.00 $40,253.50 Total 2021 - CDBG $250,381.35 $234,996.45 67.33% $393,948.01 $234,996.45 Total 2021 $250,381.35 $234,996.45 67.33% $393,948.01 $234,996.45 Grand Total $250,381.35 $234,996.45 67.33% $393,948.01 $234,996.45

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: September 20, 2022 Members of the City Council
SUBJECT: First Read and Introduction of an Ordinance of the City Council of the City of Fountain Valley Adding Section 12.08.105 to the Fountain Valley Municipal Code to Prohibit Feeding, Disturbing, or Having Physical Contact with Wildlife on City Property to Reduce the Presence of Coyotes
Three-Year Strategic Goals
☒ Enhance the culture and environment of “A Nice Place to Live” ☐ Attract and retain revenue producing businesses
☐ Achieve fiscal stability in accordance with the 20-Year Financial Plan ☐ Attract and retain quality staff
☐ Not applicable
EXECUTIVE SUMMARY:

Proposed for introduction and first reading of an ordinance adding Section 12.08.105 to the Fountain Valley Municipal Code to prohibit feeding, disturbing, or having physical contact with wildlife on City property. The ordinance is meant to reduce the presence of coyotes.

DISCUSSION:

The presence of coyotes in the City of Fountain Valley has increased over the past several years. Recently, a child was attacked by a coyote in the County portion of Mile Square Regional Park, which is located within the boundaries of the City of Fountain Valley.

The City maintains a comprehensive coyote management plan to support coexistence with urban coyotes using education, behavior modification, and development of a tiered-response plan to control aggressive coyote behavior. As stated in the coyote management plan, the act of feeding wildlife is known to lead to an increase in wildlife activity. Feeding can attract coyotes and their prey to an area leading to an increased likelihood of creating habituated coyotes, resulting in increases in coyote human interaction. Coyotes can be attracted into suburban neighborhoods by human-associated food, such as pet food, unsecured compost or trash, and fallen fruit. Intentional and unintentional feeding can lead coyotes to associate humans with sources of food, which can result in negative interactions among coyotes, people, and pets.

Coyote Management
September 20, 2022

To reduce the possibility of coyotes attempting to interact with humans, the proposed ordinance prohibits feeding wildlife on City property as well as disturbing or having physical contact with wildlife.

FISCAL REVIEW:

There is no fiscal impact related to this item.

PUBLIC NOTIFICATION:

This item was properly noticed as a public hearing.

ENVIRONMENTAL IMPACT REVIEW:

Not applicable.

ATTORNEY REVIEW:

The Attorney(s) for the City prepared the attached ordinance and this staff report.

ALTERNATIVES:

Alternative No. 1:

Alternative No. 2:

RECOMMENDATION:

Introduce and approve a first reading of an Ordinance of the City Council of the City of Fountain Valley adding Section 12.08.105 to the Fountain Valley Municipal Code to prohibit feeding, disturbing, or having physical contact with wildlife on City property in order to reduce the presence of coyotes and set the matter for second reading and adoption.

Do not approve the attached ordinance.

Staff is requesting City Council approval of Alternative No. 1: Introduce and approve a first reading of an Ordinance of the City Council of the City of Fountain Valley adding Section

12.08.105 to the Fountain Valley Municipal Code to prohibit feeding, disturbing, or having physical contact with wildlife on City property in order to reduce the presence of coyotes and set the matter for second reading and adoption.

Prepared by: Colin Burns, Attorney for the City
Reviewed by: Matt Sheppard, Chief of Police

Coyote Management
September 20, 2022

Fiscal review by: Sherry Johnson, Interim Finance Director Approved by: Maggie Le, City Manager
Attachments:

1. Ordinance

2. Coyote Management Plan

1 ORDINANCE NO. _____

AN ORDINANCE OF THE CITY COUNCIL OF THE

CITY OF FOUNTAIN VALLEY ADDING SECTION

12.08.105 TO THE FOUNTAIN VALLEY MUNICIPAL

CODE TO PROHIBIT FEEDING, DISTURBING, OR

HAVING PHYSICAL CONTACT WITH WILDLIFE ON

CITY PROPERTY IN ORDER TO REDUCE THE

PRESENCE OF COYOTES
WHEREAS, coyotes present a danger to people and pets; and WHEREAS, the presence of coyotes in the City of Fountain Valley has increased over the past several years; and
WHEREAS, in a recent tragic incident, a child was attacked and bitten by a coyote in the County portion of Mile Square Regional Park, located within the corporate boundaries of the City of Fountain Valley; and
WHEREAS, feeding wildlife on City property has the effect of attracting coyotes into the City; and
WHEREAS, disturbing or having physical contact with wildlife is dangerous and can also attract coyotes into the City; and
WHEREAS, reducing the presence of coyotes will promote the health, safety and welfare of the community.

NOW, THEREFORE, the City Council of the City of Fountain Valley does hereby ORDAIN as follows:

Section 1. Section 12.08.105 of the Fountain Valley Municipal Code is added to read as follows:

12.08.105 Feeding Wildlife on City Property Prohibited. Unless specifically authorized by the Director of Community Services in writing, no person shall feed, disturb, or have physical contact with wildlife on city property.

Ordinance Adding FVMC 12.08.105
Code Amendment No.

2 Section 2. If any section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of the ordinance. The City Council declares that it would have passed this ordinance and each and every section, subsection, sentence, clause or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.

Section 3. The City Clerk shall certify to the adoption of this Ordinance and cause it to be published as required by law.

PASSED AND ADOPTED by the City Council of the City of Fountain Valley at a regular meeting this _______ day of ______________, 2022.

ATTEST:
___________________________ _____________________________ Rick Miller Patrick Harper
City Clerk Mayor
APPROVED AS TO FORM:

HARPER & BURNS LLP
___________________________
Colin Burns
Attorney for the City

City of Fountain Valley

COYOTE MANAGEMENT PLAN
April 7, 2017

INTRODUCTION
The intent of this Plan is to provide guidance in dealing with coyotes in Fountain Valley.

Guidelines and provisions of this Plan do not supersede federal, state, and county regulations and policies.

GOALS
The goal of this Management Plan is to support coexistence with urban coyotes using education, behavior modification, and development of a tiered-response plan to control aggressive coyote behavior. The suggested actions in this Plan are designed to increase citizens’ knowledge and understanding of how coyotes behave and make clear how such behavior can be managed to reduce or eliminate conflicts with coyotes.

STRATEGY
The strategy for managing coyotes is based on balancing respect and protection of wildlife and their habitats without compromising public safety. The main strategy is comprised of a three pronged approach:

1. Public education designed around co-existence with coyotes.

2. Eliminate the feeding of wildlife.

3. Ensuring public safety by implementing appropriate tiered responses to coyote and human interaction.

This Plan requires participating by the entire community.

ENFORCEMENT
The act of feeding wildlife is known to lead to an increase in wildlife activity. Feeding can attract coyotes and their prey to an area leading to an increased likelihood of creating a habituated coyote(s), resulting in increases in coyote human interaction.

California law strictly prohibits feeding wildlife.

RESPONSE PLAN
A detailed tiered Response Plan has been developed to provide a mechanism for identifying and classifying different levels of human and coyote interactions.

I. BACKGROUND
The City of Fountain Valley does not own or have any control of the wild animals found within its boundaries, nor is the City responsible for the actions or damage they cause. These animals are a common and important part of our natural ecosystem.

Although the City of Fountain Valley places a high value on wildlife, some individual animals adapted to urban environments have the potential to cause problems and/or conflicts in specific situations. In addressing problems, the City promotes policies supporting prevention and implementation of remedial measures that do not harm the wildlife or their habitats.

A wildlife problem is defined as any situation that causes a health or safety issue to its residents. In cases where problems with wildlife are associated with human behavior (leaving garbage exposed or intentional wildlife feeding), ordinances and enforcement may be enacted to minimize conflict.

In some instances, traditional management tools to effectively manage urban wildlife are ineffective. For example, relocation of coyotes is not ecologically sound and in many instances prohibited by the California Department of Fish and Wildlife (CDFW). Generally, relocated animals do not survive the transfer. If they do, they rarely stay in their relocated area and tend to disperse to other locations where they may cause problems to humans, be involved in territorial disputes, or introduce disease. In some instances, the translocated coyote will go to great lengths to return to its previous home. For these reasons, the CDFW rarely allows relocation and is oftentimes against the law.

As a last resort, lethal control measures when employed are controversial and non-selective; they target the alpha coyote or “problem” coyote. If they are used, they must be humane and in compliance with federal and state laws.

It is not economically or ecologically justified to attempt to remove all coyotes from the urban ecosystem as a means of addressing conflicts between humans and coyotes. Attempts made by local, state, and federal agencies, as well as private organizations, over the past century have proven to be ineffective.

II. THE COYOTE
Coyotes are originally native to California and several other western states. Due to their intelligence, adaptability, and the decline of other predatory species due to urban sprawl, coyotes have successfully expanded their range. Coyotes are now found in all states, except Hawaii, and have successfully established themselves in every urban ecosystem across North America.

Coyotes play an important role in the urban ecosystem, particularly as a toppredator. They eat a broad range of small animals, including squirrels, mice, rabbits, rats, and gophers. Rodents make up a majority of their diet. In the process, they control the population sizes of these animals, many of which are considered pests to humans. The coyotes also prey on “mesopredators,” such as raccoons and opossums. Without a top-predator like the coyote to keep them in check, mesopredators can dramatically reduce bird populations by eating their eggs. Coyotes also disperse seeds of native plant species and recycle nutrients.

It is hard to track and inventory coyote populations, making it difficult to know if the number of coyotes has increased in a particular area. What is known is that coyotes can become habituated to humans if they are intentionally or unintentionally fed, which can lead to a loss of fear of people and bolder behavior. In general, coyotes regularly roam an area of about two to five square miles to obtain enough food for the pack members. Normally, each pack is a territorial family group made up of three to ten individuals. A portion of the area the pack inhabits is the pack’s territory, which they will defend from other coyotes. The number of mature coyotes in the pack is often related to the amount of food resources in the territory.

A coyote pack usually has only one breeding (or alpha) female. This female often produces more pups than can be supported by the pack. Young coyotes may leave the pack at about nine to eleven months of age, but dispersal patterns are highly variable. These juvenile coyotes become transients. Other types of transients include older individuals that can no longer defend their role as upper level pack members and are pushed out of the pack.

Transient coyotes move all over in narrow undefended zones that exist between pack territories searching for an open habitat to occupy or group to join. They often die before they succeed (many are hit by vehicles). Coyote eradication programs oftentimes fail because of the constant influx of transient coyotes.

Removing a group of territorial coyotes will create an undefended area into which the transient coyotes will flow. At all times of the year, numbers of transients are immediately available to replenish any voids created by killing resident coyotes.

Furthermore, if either the alpha male or alpha female in a pack is killed, ovulation

in other breeding-age females is often triggered and a corresponding increase in the number of litters and/or number of pups per litter is observed.

Coyote Appearance - What do Coyotes Look Like?
Coyotes vary in color from gray-brown to yellow-gray. Their backs have tawnycolored underfur and long overcoats with black-tipped guard hairs. The latter forms a dorsal stripe and dark band over their shoulders. Their throats and bellies tend to be buff or white in color. Coyotes have long legs, small paws, large pointed ears, and a pointed snout. They weigh between 15 and 40 pounds, but their long legs can make them appear larger.

How and Where do Coyotes Live?
Coyotes may live alone, in pairs, or in family groups with one breeding pair, generally mating once a year, usually January through February. Social organization and group size are highly correlated with food availability. The rest of the group is comprised of multiple generations of offspring. Pups are born March through May. The entire group protects the pups though pup mortality averages between 50 and 70 percent in the first year. Litter size depends on available resources and the number of coyotes in the area.

Although a litter varies from two to twelve pups, the average is six or seven. Pups remain in the den the first six weeks and then travel with the adults. By the end of the summer; they are more independent, yet may still travel with parents and siblings.

Because coyotes are socially organized, the group raises the young and defends their territory from other coyotes. Territories do not overlap. Although they generally live in groups, coyotes often travel alone or in pairs.

In the urban areas, most coyotes live in large parks, golf courses, greenbelts, and natural open space where they find food and cover. Thus, their territory may follow the park or open space boundaries. They are extremely adaptable in creating territories under a wide range of urban conditions.

III. COYOTE ATTRACTANTS IN URBAN AREAS

1. FOOD- Urban areas often support large numbers of rodents, including mice and rats. However, coyotes can be further attracted into suburban neighborhoods by human-associated food, such as pet food, unsecured compost or trash, and fallen fruit. Intentional and unintentional feeding can lead coyotes to associate humans with sources of food, which can result in negative interactions among coyotes, people, and pets. To reduce food attractants in urban and suburban areas:

A. Never hand feed or otherwise deliberately feed a coyote.

B. Avoid feeding pets outside. Remove sources of pet food and water that a coyote could easily access. If feeding pets outside is necessary, promptly remove the bowl and any leftover food.

C. Never include meat or dairy in a compost pile.

D. Maintain good housekeeping, such as regularly raking areas around bird feeders.

E. Remove fallen fruit from the ground.

F. Keep trash in high-quality containers with tight-fitting lids. Only place the cans curbside the morning of collection. If left out overnight, trash cans are more likely to be tipped and explored.

G. Bag especially attractive food wastes, such as meat scraps or leftover pet food, before discarding.

2. WATER- Urban areas provide a year-round supply of water in the form of storm water runoff, artificial lakes, irrigation, pet water dishes, etc., which support both coyotes and their prey.

A. During a drought or otherwise dry conditions, water can be as alluring as food, so remove water bowls set outside for pets and make watering cans unavailable.

3. ACCESS TO SHELTER – Parks, greenbelts, open spaces, golf courses, buildings, sheds, decks and crawl spaces, etc., increase the amount of variability of cover for coyotes. They allow coyotes to safely and easily remain close to people, pets, homes and businesses without detection.

A. In the spring, when coyotes give birth and begin to raise young, they concentrate their activities around dens or burrows in which their young are sheltered. Coyotes may take advantage of available spaces under sheds or decks for use as a den, bringing them into close contacts with people and pets.

4. UNATTENDED PETS – Pets are a normal part of an urban landscape.

Within their territory, coyotes may consider pets as potential prey or potential competitors.

A. Free-roaming pets, especially cats and sometimes small dogs, may attract coyotes into a neighborhood. The best way to minimize risk to pets is to not leave them outside unattended.

B. Cats – Coyotes primarily eat small mammals, such as mice and rats, but will also prey on slightly larger mammals, such as rabbits and groundhogs. Cats are approximately the same size as a groundhog or rabbit and thus make them seen as prey to coyotes. It is important to note that attacks on cats are normal coyote behavior and do not indicate danger for humans. The best way to protect cats from coyotes

(and the other dangers of outside life, such as cars, disease, dogs, and other wildlife) is to keep cats primarily indoors and only let them outside in a secure enclosure or when accompanied by a person and under the control of a leash and/or harness.

C. Feral Cats – People who feed feral cats are often concerned that coyotes might prey on the cats. These concerns are well founded, as coyotes can be attracted to the outdoor pet food. There is no sure way to protect feral cats from coyotes.

D. Dogs are also vulnerable to coyote confrontations. These incidents generally involve coyotes who are accustomed or habituated to people (usually from feeding), or coyotes who are protecting their territory and pups (usually during breeding season).

Small, unattended dogs may be seen as potential prey. It is important to either keep dogs on a six-foot long or shorter leash when outdoors or to stay within six feet of them when on your property. Coyotes may view a dog on a leash longer than six feet as an unattended pet. This is especially important if you are in or near nature preserves or openspace areas. Attacks on unattended, small dogs are normal coyote behavior and do not indicate a danger to people.

Although attacks on larger dogs are rare, coyotes will sometimes go after a large dog when they feel that their territory is threatened. This generally occurs during the coyote breeding season, which takes place from January through March. During this time, it is especially important not to let dogs outside unattended and to keep them on leashes (six feet long or less) when in public areas. Do not allow dogs off leash; it is against the law and is unsafe.

Other domestic animals kept outside, such as rabbits, may also be viewed as prey by coyotes. Protect outdoor animals from coyotes (and other predators) with protective fencing and/or confine them in sturdy cages each evening. Residents are encouraged to use the “Yard Audit Checklist” (Appendix A) as a tool to help recognize and remove attractants in their yards and neighborhoods.

While human attacks are very rare, urban landscape development, habituation through intentional and unintentional feeding, pet related incidents and media attention have led some urban residents to fear coyotes. Steps must be taken to address safety concerns, misconceptions, and appropriate responses to potential threats to human safety. It is important to keep in mind that coyotes have been in and around Fountain Valley for a very long time.

IV. ENFORCEMENT
The act of feeding wildlife is known to lead to an increase in wildlife activity.

Feeding can attract coyotes and their prey to an area leading to an increased likelihood of creating habituated coyote(s) resulting in increases in coyote and human interactions. California law prohibits feeding wildlife.

California Code of Regulations Title 14
§251.1. Harassment of Animals
“Except as otherwise authorized in these regulations or in the Fish & Game Code, no person shall harass, herd or drive any game or nongame bird or mammal or furbearing mammal. For the purposes of this section, harass is defined as an intentional act which disrupts an animal’s normal behavior patterns, which includes, but is not limited to breeding, feeding, or sheltering.” V. PUBLIC EDUCATION AND OUTREACH
Education is the key to having residents make appropriate decisions regarding their safety or managing their property and pets. This involves decreasing attractants, increasing pet safety, and creating reasonable expectations of normal coyote behavior.

Learning how to respond to a coyote encounter empowers residents and can help reduce undesired coyote behaviors. The public should understand what normal coyote behavior is when living in close proximity with coyotes. For example, vocalization is normal acceptable behavior and does not indicate aggression.

Education and outreach efforts by the City will focus on:

1. Understanding human safety, pet safety, coyote attractants, deterrents to coyotes on private property, including appropriate fencing, exclusion techniques, and “what to do” tips.

2. Dissemination of information to residents, local volunteer groups, businesses, and schools through the City’s website, Channel 3, social media, fliers/handouts, mailers, etc.

3. Consulting with land managers, non-profit organizations (e.g. The Humane Society), and agencies like the California Department of Fish and Wildlife that provide public education materials, programs, and expertise.

VI. RESPONSE AND ATTACK PLAN
A detailed tiered response plan has been developed to provide a mechanism for identifying and classifying different levels of human and coyote interactions.

If a human is attacked and physically injured by a coyote, the Fountain Valley Police Department will contact the California Department of Fish and Wildlife to remove the offending coyote.

Threat Level Tiered Response
Level
Green
Behavior - A coyote is seen or heard in an area. Sighting may be during the day or night. Coyote may be seen moving in the area.

Response - Education
Level
Yellow
Behavior - A coyote appears to frequently associate with humans on human-related food sources and exhibits little wariness of human presence. Coyotes seen during the day resting or
continuously moving through an area frequented by people.

Response - Education and investigate what is attracting the coyote to the area.

Level
Orange
Behavior - A coyote is involved in an incident(s) where there is a domestic animal loss. Several level orange incidents in the same general area may indicate the presence of a habituated coyote(s).

Response - Education, public awareness of circumstances surrounding the incident, and contact with the California Department of Fish and Wildlife.

Level Red Behavior - A coyote has been involved in an investigated and documented provoked or unprovoked close encounter or attack on humans.

Response - City Staff will work with the California Department of Fish and Wildlife to lethally remove the responsible coyote(s) after a thorough investigation of the incidents(s).

Appendix A
Yard Audit Checklist
FOOD NEVER hand feed or intentionally feed a coyote.

PET FOOD Never feed pets outdoors; store all pet food
securely indoors.

WATER SOURCES Remove water attractants (such as pet water bowls and leaky irrigation).

BIRD FEEDERS Remove all bird feeders or clean fallen seed to reduce the presence of small mammals that
coyotes prefer to eat.

FALLEN FRUIT Clean up fallen fruit around trees.

COMPOST Do not include meat or dairy among compost
contents unless fully enclosed.

BBQ GRILL Clean-up food around barbecue grills after each use.

TRASH Secure all trash containers with locking lids and place curbside the morning of trash pick-up.

Periodically clean cans to reduce residual odors.

LANDSCAPING Trim vegetation to reduce hiding places and potential denning sites.

STRUCTURE/OUTBUILDINGS Restrict access under decks and sheds, around woodpiles, or any other structure that can provide
cover of denning sites of coyotes and their prey.

FENCING Enclose property with an 8 foot fence (or 6-foot fence with an additional extension or roller-top) to
deter coyotes. Ensure that there are no gaps and
that the bottom of the fence extends underground
6 inches or is fitted with a mesh apron to deter
coyotes from digging underneath.

PETS Never leave pets unattended. Never allows pets
to play with coyotes. Fully enclose outdoor pet
kennels. Walk pets on a leash no longer than 6
feet in length.

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: September 20, 2022 Members of the City Council
SUBJECT: Adopt a Resolution Amending the City’s Salary Schedule, and Approving an Amendment to the Memoranda of Understanding for the Fountain Valley Professional and Technical Unit (“P&T”), relating to Wages, Hours, Terms and Conditions of Employment.

Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☐ Attract and retain revenue producing businesses
☐ Achieve fiscal stability in accordance with the 20-Year Financial Plan ☒ Attract and retain quality staff
☐ Not applicable
EXECUTIVE SUMMARY:

The three-year Memorandum of Understandings (hereinafter referred to as “MOU”) for each employee group was approved by Council on June 28, 2021. One of the terms approved in each of these MOUs included a total compensation study against average market value to include the following entities (with a minor variance for the Public Works Water Division classifications); Anaheim, Brea, Buena Park, Costa Mesa, Cypress, Fullerton, Garden Grove, Huntington Beach, Irvine, La Habra, La Palma, Laguna Beach, Los Alamitos, Newport Beach, Orange, Placentia, Santa Ana, Seal Beach, Tustin, Westminster and special water districts.

The following items to be included in the total compensation calculations in the classification/ compensation study: base pay, employee retirement contribution, health insurance allowances (medical, dental, vision), certificate pay(s) if applicable, bilingual pay, education pay, agency contributions to deferred compensation, agency contributions to retiree medical, uniform allowance if applicable, and other special pays that contributes to total compensation.

The City agreed to reopen the contract no later than four (4) weeks after the finalization of the salary survey to discuss revised terms for total compensation. If positions surveyed are at or above 50% of market value (average), there will be no adjustment to compensation, either positive or negative, and the employees will receive the MOU or contractual approved COLA(s) as scheduled. If positions surveyed are below 50% of market value (average), changes agreed

City Council Request
Approval of a Resolution Amending the Salary Schedule and an Amendment to the Memorandum of Understanding for the Fountain Valley Professional and Technical Unit.

September 20, 2022

upon during the reopener included a maximum total compensation adjustment amount up to four percent (4%) in January 2022, January 2023, and January 2024.

DISCUSSION:

Historically, the City of Fountain Valley (City) supported City employees and completed comparable cities survey to ensure City staff are compensated fairly. City Council usually approved labor agreements that included the average total compensation (ATC) of market.

When the economy took a turn back in 2008, and with the dissolution of the redevelopment agency, the City’s financials were bleak and the City Council moved away from ATC when negotiating with bargaining groups. Since then, the City’s compensations have dropped dramatically and in the last few years, the City experienced employee recruitment and retention challenges. One of the City’s Strategic Goals is to attract, develop, and retain quality staff within financial constraints.

The City’s negotiating team met with representatives of the P&T unit, presented the compensation study findings and came to an agreement. The terms to be memorialized in the Amendment to the July 1, 2021 through June 30, 2024 MOU (Attachment), relating to wages, hours, and conditions of employment. The salary adjustment table (Exhibit to Attachment) for the P&T unit provides the classifications that were determined to be under market average and defines the percentage of increase and effective date of increase to bring these classifications to market average (not to exceed 12% total through the reminder of their contracts:

A. Base salary increases:

Base Salary Adjustment Effective Date Base Salary Adjustment Amount Pay Period Including 1/1/2022 Not to exceed 4%
Pay Period Including 1/1/2023 Not to exceed 4%
Pay Period Including 1/1/2024 Not to exceed 4%
The City’s comprehensive salary resolution is periodically updated to include any negotiated adjustments to the salary range for a classification, title changes to an existing classification, reclassification or deletion of existing classifications, or new classifications. The compensation study results for the miscellaneous employee unit has been completed for the Fountain Valley P&T unit.

FISCAL REVIEW:

The fiscal impact for the compensation adjustments attributable to the compensation study for the P&T unit is outlined in the table below. Per the MOU, adjustments were capped at four (4%) percent each year for a maximum adjustment of up to twelve (12%) percent over the course of the contracts. To calculate the 4% cap, all adjustments were valued in twelve month increments spanning several fiscal years.

Bargaining
Group
FY21/22* *FY22/23 FY23/24 FY 24/25
P&T $78,435 $156,869 $208,952 $106,701
Totals $78,435 $156,869 $208,952 $106,701

City Council Request
Approval of a Resolution Amending the Salary Schedule and an Amendment to the Memorandum of Understanding for the Fountain Valley Professional and Technical Unit.

September 20, 2022

Budget Includes Sufficient Funding
Assumptions for compensation adjustments were included in the current FY2021/22 and FY 22/23 budgets and expensed to various department accounts, therefore staff is not requesting additional appropriations at this time. Funding for future fiscal years’ increases will be included in the city’s annual proposed budget beginning FY2023/24.

PUBLIC NOTIFICATION:

Not applicable.

ENVIRONMENTAL IMPACT REVIEW:

Not applicable.

ATTORNEY REVIEW:

The Attorney(s) for the City have reviewed and approved the Resolution to the Salary Schedule, its Exhibits, and the Amendment and Exhibit to the MOU.

ALTERNATIVES:

Alternative No. 1:

Alternative No. 2:

RECOMMENDATION:

Adopt a Resolution Amending the City’s Salary Schedule and Approving an Amendment to the Memoranda of Understanding for the Fountain Valley Professional and Technical Unit, relating to Wages, Hours, Terms and Conditions of Employment.

Do not approve the Resolution, which amends the City’s Salary Schedule and adopts the Amendment to the MOU.

Staff is requesting City Council approval of Alternative No. 1: Adopt a Resolution Amending the City’s Salary Schedule and Approving an Amendment to the Memoranda of Understanding for the Fountain Valley Professional and Technical Unit, relating to Wages, Hours, Terms and Conditions of Employment.

Prepared by: Carrie Hanes, Human Resources Director
Fiscal review by: Sherry Johnson, Interim Finance Director Approved by: Maggie Le, City Manager
Attachment(s):

1. Resolution Amending the City’s Salary Schedule

2. Amendment to the P&T MOU

City Council Request
Approval of a Resolution Amending the Salary Schedule and an Amendment to the Memorandum of Understanding for the Fountain Valley Professional and Technical Unit.

September 20, 2022

Exhibit(s): Attachment 1:

1. Salary Schedule Effective 1/1/2022

2. Salary Schedule Effective 7/1/2022

3. Salary Schedule Effective 8/23/2022
Attachment 2:

1. P&T Comp Study Increases Table

ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

FOUNTAIN VALLEY RELATING TO THE

CLASSIFICATION AND COMPENSATION

COMPREHENSIVE SALARY SCHEDULE OF CITY

EMPLOYEES AND SUPERSEDING ALL PROVISIONS
CONTAINED IN RESOLUTION NO. 9846 AND ALL

SUBSEQUENT SALARY SCHEDULE RESOLUTIONS,

WHICH PERTAIN TO THE CLASSIFICATION AND
COMPENSATION OF CITY EMPLOYEES.

WHEREAS, the City Council of the City of Fountain Valley hereby establishes a basic compensation plan for City employees in all of the classifications of employment as described in this resolution; and
WHEREAS, representatives of the City Council and the City Manager or the City Manager and representatives of the bargaining groups and unrepresented units noted below periodically negotiate in good faith to reach agreement on benefits and compensation pursuant to Government Code Section 3500 et seq; and Employee Unit Name
Fountain Valley Firefighters’ IAFF Local 4530
Individually Represented Battalion Chiefs
Fountain Valley Police Officers’ Association
Police Officers’ Management Unit
Professional/Technical Unit
Fountain Valley General Employees’ Association
Fountain Valley Municipal Employees’ Association
Individually Represented Professional/Technical Employees Administrative Officers
Part-Time Employees

Resolution of the City Council
Comprehensive Salary Schedule
September 20, 2022
- 2 -
WHEREAS, the City maintains a comprehensive salary resolution of each paid City classification and their corresponding salary range; and WHEREAS, the comprehensive salary resolution is updated periodically to include any negotiated adjustments to the salary range for a classification, title changes to an existing classification, reclassification or deletion of existing classifications, or new classifications; and
WHEREAS, the compensation study results for the miscellaneous employee units have been completed for the Fountain Valley Professional and Technical Unit; and WHEREAS, the City’s negotiating team met and conferred in good faith over the compensation study results for the Fountain Valley Professional and Technical Unit; and WHEREAS, the City has adjusted the salaries for eligible classifications to reflect the agreed upon compensation study adjustments retroactively applied effective the pay period including January 1, 2022, specified in Exhibit 1; and WHEREAS, the salary schedule approved by Council on July 19, 2022 to reflect the three (3%) percent cost of living increase adjustments to eligible classifications effective July 1, 2022, has now be recalculated as specified in Exhibit 2.

NOW, THEREFORE, the City Council of the City of Fountain Valley does hereby resolve as follows:

Resolution of the City Council
Comprehensive Salary Schedule
September 20, 2022
- 3 -
SECTION 1. Effective Date: Pay Period including 1/1/2022, all provisions shall be effective as noted in Exhibit 1 for each classification.

SECTION 2. Effective Date: Pay Period including 7/1/2022, all provisions shall be effective as noted in Exhibit 2 for each classification.

SECTION 3. Effective Date: Upon adoption, all provisions shall be effective as noted in Exhibit 3 for each classification.

SECTION 4. The salary ranges as specified in Exhibit 1, Exhibit 2, and Exhibit 3 for paid City classifications for employees are hereby established.

PASSED AND ADOPTED by the City Council of the City of Fountain Valley at a regular meeting on this 20th day of September 2022.
__________________________
Patrick Harper, Mayor
__________________________
Maggie Le, City Manager
ATTEST:
__________________________
City Clerk

Resolution of the City Council
Comprehensive Salary Schedule
September 20, 2022
- 4 -
APPROVED AS TO FORM:
__________________________
Colin Burns
Attorney for the City
Attachments: Exhibit 1
Exhibit 2
Exhibit 3

Bargaining Unit Codes:

POA: Fountain Valley Police Officers' Association
POMU: Fountain Valley Peace Officers' Management Unit
FVFA: Fountain Valley Firefighters' Association IAFF Local 4530 BC: Individually Represented Battalion Chiefs
P&T: Professional/Technical Unit
IRP&T: Individually Represented Professional/Technical Employee FVGEA: Fountain Valley General Employees' Association
FVMEA: Fountain Valley Municipal Employees' Association DD: Department Directors (non-represented)
PT: Part-time employees (non-represented)
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POA 1/1/2022 008 Corporal Annual $87,789.34 $92,178.81 $96,787.75 $101,627.14 $106,708.49 Monthly $7,315.78 $7,681.57 $8,065.65 $8,468.93 $8,892.37 Bi-weekly $3,376.51 $3,545.34 $3,722.61 $3,908.74 $4,104.17 Hourly $42.21 $44.32 $46.53 $48.86 $51.30
POA 1/1/2022 004 Police Officer Annual $83,601.33 $87,778.60 $92,165.43 $96,775.81 $101,623.67 Monthly $6,967.17 $7,315.53 $7,681.30 $8,065.37 $8,468.64 Bi-weekly $3,215.62 $3,376.40 $3,545.22 $3,722.48 $3,908.60 Hourly $40.20 $42.20 $44.31 $46.53 $48.86
POA 1/1/2022 003 Police Sergeant Annual $107,910.55 $113,303.28 $118,975.43 $124,926.99 $131,171.94 Monthly $8,992.95 $9,442.60 $9,914.74 $10,410.46 $10,930.99 Bi-weekly $4,150.60 $4,358.13 $4,576.03 $4,804.83 $5,045.07 Hourly $51.88 $54.48 $57.20 $60.06 $63.06
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POMU 1/1/2022 002 Police Lieutenant Annual $132,238.08 $138,852.48 $145,791.36 $153,079.68 $160,729.92 Monthly $11,019.84 $11,571.04 $12,149.28 $12,756.64 $13,394.16 Bi-weekly $5,086.08 $5,340.48 $5,607.36 $5,887.68 $6,181.92 Hourly $63.58 $66.76 $70.09 $73.60 $77.27
POMU 1/1/2022 001 Police Captain Annual $150,883.20 $158,421.12 $166,345.92 $174,657.60 $183,393.60 Monthly $12,573.60 $13,201.76 $13,862.16 $14,554.80 $15,282.80 Bi-weekly $5,803.20 $6,093.12 $6,397.92 $6,717.60 $7,053.60 Hourly $72.54 $76.16 $79.97 $83.97 $88.17
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVFA 1/1/2022 F03 Firefighter Annual $75,329.24 $79,095.70 $83,050.48 $87,203.01 $91,563.16 (adopted 4/5/2022) Monthly $6,277.44 $6,591.31 $6,920.87 $7,266.92 $7,630.26 Bi-weekly $2,897.28 $3,042.14 $3,194.25 $3,353.96 $3,521.66 Hourly $25.87 $27.16 $28.52 $29.95 $31.44
FVFA 1/1/2022 F04 Firefighter/Paramedic Annual $85,504.20 $89,779.41 $94,268.38 $98,981.80 $103,930.89 (adopted 4/5/2022) Monthly $7,125.35 $7,481.62 $7,855.70 $8,248.48 $8,660.91 Bi-weekly $3,288.62 $3,453.05 $3,625.71 $3,806.99 $3,997.34 Hourly $29.36 $30.83 $32.37 $33.99 $35.69
FVFA 1/1/2022 F02 Fire Engineer Annual $85,791.63 $90,081.21 $94,585.27 $99,314.54 $104,280.26 (adopted 4/5/2022) Monthly $7,149.30 $7,506.77 $7,882.11 $8,276.21 $8,690.02 Bi-weekly $3,299.68 $3,464.66 $3,637.90 $3,819.79 $4,010.78 Hourly $29.46 $30.93 $32.48 $34.11 $35.81
FVFA 1/1/2022 F01 Fire Captain Annual $100,910.36 $105,955.88 $111,253.68 $116,816.36 $122,657.18 (adopted 4/5/2022) Monthly $8,409.20 $8,829.66 $9,271.14 $9,734.70 $10,221.43 Bi-weekly $3,881.17 $4,075.23 $4,278.99 $4,492.94 $4,717.58 Hourly $34.65 $36.39 $38.21 $40.12 $42.12
FVFA 1/1/2022 F06 Administrative Fire Captain Annual $120,524.48 $126,550.70 $132,878.24 $139,522.15 $146,498.26 (adopted 4/5/2022) Monthly $10,043.71 $10,545.89 $11,073.19 $11,626.85 $12,208.19 Bi-weekly $4,635.56 $4,867.33 $5,110.70 $5,366.24 $5,634.55 Hourly $57.94 $60.84 $63.88 $67.08 $70.43
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 BC 1/1/2022 P23 Battalion Chief Annual $141,069.35 $148,122.82 $155,528.96 $163,305.41 $171,470.68 (adopted 4/5/2022) Monthly $11,755.78 $12,343.57 $12,960.75 $13,608.78 $14,289.22 Bi-weekly $5,425.74 $5,697.03 $5,981.88 $6,280.98 $6,595.03 Hourly $48.44 $50.87 $53.41 $56.08 $58.88
BC 1/1/2022 P56 Division Chief Annual $153,765.59 $161,453.87 $169,526.56 $178,002.89 $186,903.04 (adopted 4/5/2022) Monthly $12,813.80 $13,454.49 $14,127.21 $14,833.57 $15,575.25 Bi-weekly $5,914.06 $6,209.76 $6,520.25 $6,846.27 $7,188.58 Hourly $52.80 $55.44 $58.22 $61.13 $64.18
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 P&T 1/1/2022 P57 Building Official Annual $131,088.30 $137,642.71 $144,524.85 $151,751.09 $159,338.65 Monthly $10,924.02 $11,470.23 $12,043.74 $12,645.92 $13,278.22 Bi-weekly $5,041.86 $5,293.95 $5,558.65 $5,836.58 $6,128.41 Hourly $63.02 $66.17 $69.48 $72.96 $76.61
P&T 1/1/2022 P09 Community Services Supervisor Annual $79,275.46 $83,239.23 $87,401.19 $91,771.25 $96,359.81 Monthly $6,606.29 $6,936.60 $7,283.43 $7,647.60 $8,029.98 Bi-weekly $3,049.06 $3,201.51 $3,361.58 $3,529.66 $3,706.15 Hourly $38.11 $40.02 $42.02 $44.12 $46.33
P&T 1/1/2022 P46 Crime Analyst Annual $81,379.05 $85,448.00 $89,720.40 $94,206.42 $98,916.74 Monthly $6,781.59 $7,120.67 $7,476.70 $7,850.54 $8,243.06 Bi-weekly $3,129.96 $3,286.46 $3,450.78 $3,623.32 $3,804.49 Hourly $39.12 $41.08 $43.13 $45.29 $47.56
EXHIBIT 1
City of Fountain Valley Salary Resolution
Effective 1/01/2022 - Revised 9/6/2022

P&T 1/1/2022 P50 Deputy Public Works Director/City Annual $148,535.69 $155,962.47 $163,760.59 $171,948.62 $180,546.05 Engineer Monthly $12,377.97 $12,996.87 $13,646.72 $14,329.05 $15,045.50 Bi-weekly $5,712.91 $5,998.56 $6,298.48 $6,613.41 $6,944.08 Hourly $71.41 $74.98 $78.73 $82.67 $86.80
P&T 1/1/2022 P55 Emergency Medical Services Annual $112,964.47 $118,612.69 $124,543.33 $130,770.49 $137,309.02 Manager Monthly $9,413.71 $9,884.39 $10,378.61 $10,897.54 $11,442.42 Bi-weekly $4,344.79 $4,562.03 $4,790.13 $5,029.63 $5,281.12 Hourly $54.31 $57.03 $59.88 $62.87 $66.01
P&T 1/1/2022 P20 Engineering Associate Annual $100,563.83 $105,592.02 $110,871.62 $116,415.20 $122,235.96 Monthly $8,380.32 $8,799.34 $9,239.30 $9,701.27 $10,186.33 Bi-weekly $3,867.84 $4,061.23 $4,264.29 $4,477.51 $4,701.38 Hourly $48.35 $50.77 $53.30 $55.97 $58.77
P&T 1/1/2022 P31 Environmental Services Annual $99,377.50 $104,346.37 $109,563.69 $115,041.87 $120,793.97 Administrator Monthly $8,281.46 $8,695.53 $9,130.31 $9,586.82 $10,066.16 Bi-weekly $3,822.21 $4,013.32 $4,213.99 $4,424.69 $4,645.92 Hourly $47.78 $50.17 $52.67 $55.31 $58.07
P&T 1/1/2022 P25 Field Services Manager Annual $138,313.27 $145,228.93 $152,490.38 $160,114.90 $168,120.65 Monthly $11,526.11 $12,102.41 $12,707.53 $13,342.91 $14,010.05 Bi-weekly $5,319.74 $5,585.73 $5,865.01 $6,158.27 $6,466.18 Hourly $66.50 $69.82 $73.31 $76.98 $80.83
P&T 1/1/2022 P48 Fire Marshal Annual $116,623.27 $122,454.43 $128,577.16 $135,006.01 $141,756.31 Monthly $9,718.61 $10,204.54 $10,714.76 $11,250.50 $11,813.03 Bi-weekly $4,485.51 $4,709.79 $4,945.28 $5,192.54 $5,452.17 Hourly $56.07 $58.87 $61.82 $64.91 $68.15
P&T 1/1/2022 P05 Housing Coordinator Annual $102,523.18 $107,649.34 $113,031.80 $118,683.39 $124,617.56 Monthly $8,543.60 $8,970.78 $9,419.32 $9,890.28 $10,384.80 Bi-weekly $3,943.20 $4,140.36 $4,347.38 $4,564.75 $4,792.98 Hourly $49.29 $51.75 $54.34 $57.06 $59.91
P&T 1/1/2022 P10 Information Technology Manager Annual $125,446.35 $131,718.66 $138,304.60 $145,219.83 $152,480.82 Monthly $10,453.86 $10,976.56 $11,525.38 $12,101.65 $12,706.73 Bi-weekly $4,824.86 $5,066.10 $5,319.41 $5,585.38 $5,864.65 Hourly $60.31 $63.33 $66.49 $69.82 $73.31
P&T 1/1/2022 P41 Internal Services Supervisor Annual $89,957.55 $94,455.43 $99,178.20 $104,137.11 $109,343.97 Monthly $7,496.46 $7,871.29 $8,264.85 $8,678.09 $9,112.00 Bi-weekly $3,459.91 $3,632.90 $3,814.55 $4,005.27 $4,205.54 Hourly $43.25 $45.41 $47.68 $50.07 $52.57
P&T 1/1/2022 P64 Management Analyst Annual $81,379.05 $85,448.00 $89,720.40 $94,206.42 $98,916.74 Monthly $6,781.59 $7,120.67 $7,476.70 $7,850.54 $8,243.06 Bi-weekly $3,129.96 $3,286.46 $3,450.78 $3,623.32 $3,804.49 Hourly $39.12 $41.08 $43.13 $45.29 $47.56
P&T 1/1/2022 P65 Management Specialist Annual $73,241.15 $76,903.20 $80,748.36 $84,785.78 $89,025.07 Monthly $6,103.43 $6,408.60 $6,729.03 $7,065.48 $7,418.76 Bi-weekly $2,816.97 $2,957.82 $3,105.71 $3,260.99 $3,424.04 Hourly $35.21 $36.97 $38.82 $40.76 $42.80
P&T 1/1/2022 P07 Principal Planner Annual $115,793.85 $121,583.55 $127,662.72 $134,045.86 $140,748.15 Monthly $9,649.49 $10,131.96 $10,638.56 $11,170.49 $11,729.01 Bi-weekly $4,453.61 $4,676.29 $4,910.10 $5,155.61 $5,413.39 Hourly $55.67 $58.45 $61.38 $64.45 $67.67
P&T 1/1/2022 P07A Principal Planner (new hire) Annual $114,110.98 $119,816.53 $125,807.35 $132,097.72 $138,702.61 Monthly $9,509.25 $9,984.71 $10,483.95 $11,008.14 $11,558.55 Bi-weekly $4,388.88 $4,608.33 $4,838.74 $5,080.68 $5,334.72 Hourly $54.86 $57.60 $60.48 $63.51 $66.68
P&T 1/1/2022 P35 Principal Civil Engineer Annual $120,674.19 $126,707.90 $133,043.30 $139,695.46 $146,680.24 Monthly $10,056.18 $10,558.99 $11,086.94 $11,641.29 $12,223.35 Bi-weekly $4,641.32 $4,873.38 $5,117.05 $5,372.90 $5,641.55 Hourly $58.02 $60.92 $63.96 $67.16 $70.52
P&T 1/1/2022 P42 Public Services Supervisor Annual $89,957.55 $94,455.43 $99,178.20 $104,137.11 $109,343.97 Monthly $7,496.46 $7,871.29 $8,264.85 $8,678.09 $9,112.00 Bi-weekly $3,459.91 $3,632.90 $3,814.55 $4,005.27 $4,205.54 Hourly $43.25 $45.41 $47.68 $50.07 $52.57
P&T 1/1/2022 P03A Purchasing Manager Annual $96,188.35 $100,997.77 $106,047.66 $111,350.04 $116,917.55 Monthly $8,015.70 $8,416.48 $8,837.31 $9,279.17 $9,743.13 Bi-weekly $3,699.55 $3,884.53 $4,078.76 $4,282.69 $4,496.83 Hourly $46.24 $48.56 $50.98 $53.53 $56.21
P&T 1/1/2022 P08 Recreation and Community Annual $108,016.56 $113,417.39 $119,088.26 $125,042.68 $131,294.81 Services Manager Monthly $9,001.38 $9,451.45 $9,924.02 $10,420.22 $10,941.23 Bi-weekly $4,154.48 $4,362.21 $4,580.32 $4,809.33 $5,049.80 Hourly $51.93 $54.53 $57.25 $60.12 $63.12
P&T 1/1/2022 P34 Senior Civil Engineer Annual $110,625.02 $116,156.27 $121,964.09 $128,062.29 $134,465.41 Monthly $9,218.75 $9,679.69 $10,163.67 $10,671.86 $11,205.45 Bi-weekly $4,254.81 $4,467.55 $4,690.93 $4,925.47 $5,171.75 Hourly $53.19 $55.84 $58.64 $61.57 $64.65
P&T 1/1/2022 P53 Senior Planner Annual $101,633.01 $106,714.66 $112,050.40 $117,652.92 $123,535.56 Monthly $8,469.42 $8,892.89 $9,337.53 $9,804.41 $10,294.63 Bi-weekly $3,908.96 $4,104.41 $4,309.63 $4,525.11 $4,751.37 Hourly $48.86 $51.31 $53.87 $56.56 $59.39
P&T 1/1/2022 P30 Sewer/Storm Drain Supervisor Annual $97,154.16 $102,011.87 $107,112.46 $112,468.08 $118,091.49 Monthly $8,096.18 $8,500.99 $8,926.04 $9,372.34 $9,840.96 Bi-weekly $3,736.70 $3,923.53 $4,119.71 $4,325.70 $4,541.98

Hourly $46.71 $49.04 $51.50 $54.07 $56.77
P&T 1/1/2022 P06 Support Services Manager Annual $97,041.82 $101,893.90 $106,988.60 $112,338.03 $117,954.93 Monthly $8,086.82 $8,491.16 $8,915.72 $9,361.50 $9,829.58 Bi-weekly $3,732.38 $3,919.00 $4,114.95 $4,320.69 $4,536.73 Hourly $46.65 $48.99 $51.44 $54.01 $56.71
P&T 1/1/2022 P54 Support Services Supervisor Annual $79,275.46 $83,239.23 $87,401.19 $91,771.25 $96,359.81 Monthly $6,606.29 $6,936.60 $7,283.43 $7,647.60 $8,029.98 Bi-weekly $3,049.06 $3,201.51 $3,361.58 $3,529.66 $3,706.15 Hourly $38.11 $40.02 $42.02 $44.12 $46.33
P&T 1/1/2022 P21 Water Supervisor Annual $99,097.24 $104,052.10 $109,254.71 $114,717.44 $120,453.32 Monthly $8,258.10 $8,671.01 $9,104.56 $9,559.79 $10,037.78 Bi-weekly $3,811.43 $4,002.00 $4,202.10 $4,412.21 $4,632.82 Hourly $47.64 $50.03 $52.53 $55.15 $57.91
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 IRP&T 1/1/2022 P12 Accounting Manager Annual $109,553.75 $115,031.44 $120,783.01 $126,822.16 $133,163.27 Monthly $9,129.48 $9,585.95 $10,065.25 $10,568.51 $11,096.94 Bi-weekly $4,213.61 $4,424.29 $4,645.50 $4,877.78 $5,121.66 Hourly $52.67 $55.30 $58.07 $60.97 $64.02
IRP&T 1/1/2022 P58 Budget Manager Annual $109,553.75 $115,031.44 $120,783.01 $126,822.16 $133,163.27 Monthly $9,129.48 $9,585.95 $10,065.25 $10,568.51 $11,096.94 Bi-weekly $4,213.61 $4,424.29 $4,645.50 $4,877.78 $5,121.66 Hourly $52.67 $55.30 $58.07 $60.97 $64.02
IRP&T 1/1/2022 P14 City Clerk Administrator Annual $115,048.58 $120,801.01 $126,841.06 $133,183.11 $139,842.27 Monthly $9,587.38 $10,066.75 $10,570.09 $11,098.59 $11,653.52 Bi-weekly $4,424.95 $4,646.19 $4,878.50 $5,122.43 $5,378.55 Hourly $55.31 $58.08 $60.98 $64.03 $67.23
IRP&T 1/1/2022 P49 Human Resources Analyst Annual $81,379.05 $85,448.00 $89,720.40 $94,206.42 $98,916.74 Monthly $6,781.59 $7,120.67 $7,476.70 $7,850.54 $8,243.06 Bi-weekly $3,129.96 $3,286.46 $3,450.78 $3,623.32 $3,804.49 Hourly $39.12 $41.08 $43.13 $45.29 $47.56
IRP&T 1/1/2022 P15 Human Resources Specialist Annual $73,241.15 $76,903.20 $80,748.36 $84,785.78 $89,025.07 Monthly $6,103.43 $6,408.60 $6,729.03 $7,065.48 $7,418.76 Bi-weekly $2,816.97 $2,957.82 $3,105.71 $3,260.99 $3,424.04 Hourly $35.21 $36.97 $38.82 $40.76 $42.80
IRP&T 1/1/2022 P01 Management Analyst Annual $81,379.05 $85,448.00 $89,720.40 $94,206.42 $98,916.74 (City Manager's office only) Monthly $6,781.59 $7,120.67 $7,476.70 $7,850.54 $8,243.06 Bi-weekly $3,129.96 $3,286.46 $3,450.78 $3,623.32 $3,804.49 Hourly $39.12 $41.08 $43.13 $45.29 $47.56
IRP&T 1/1/2022 P02 Management Specialist Annual $73,241.15 $76,903.20 $80,748.36 $84,785.78 $89,025.07 (City Manager's office only) Monthly $6,103.43 $6,408.60 $6,729.03 $7,065.48 $7,418.76 Bi-weekly $2,816.97 $2,957.82 $3,105.71 $3,260.99 $3,424.04 Hourly $35.21 $36.97 $38.82 $40.76 $42.80
IRP&T 1/1/2022 P40 Principal Management Analyst Annual $97,654.86 $102,537.60 $107,664.48 $113,047.71 $118,700.09 (City Manager's office only) Monthly $8,137.91 $8,544.80 $8,972.04 $9,420.64 $9,891.67 Bi-weekly $3,755.96 $3,943.75 $4,140.94 $4,347.99 $4,565.39 Hourly $46.95 $49.30 $51.76 $54.35 $57.07
IRP&T 1/1/2022 P59 Principal Human Resources Analyst Annual $107,802.24 $113,192.35 $118,851.97 $124,794.57 $131,034.30 Monthly $8,983.52 $9,432.70 $9,904.33 $10,399.55 $10,919.52 Bi-weekly $4,146.24 $4,353.55 $4,571.23 $4,799.79 $5,039.78 Hourly $51.83 $54.42 $57.14 $60.00 $63.00
IRP&T 1/1/2022 P47 Safety and Human Resources Annual $73,241.15 $76,903.20 $80,748.36 $84,785.78 $89,025.07 Specialist Monthly $6,103.43 $6,408.60 $6,729.03 $7,065.48 $7,418.76 Bi-weekly $2,816.97 $2,957.82 $3,105.71 $3,260.99 $3,424.04 Hourly $35.21 $36.97 $38.82 $40.76 $42.80
IRP&T 1/1/2022 P51 Senior Budget Analyst Annual $89,504.93 $93,980.18 $98,679.19 $103,613.15 $108,793.81 Monthly $7,458.74 $7,831.68 $8,223.27 $8,634.43 $9,066.15 Bi-weekly $3,442.50 $3,614.62 $3,795.35 $3,985.12 $4,184.38 Hourly $43.03 $45.18 $47.44 $49.81 $52.30
IRP&T 1/1/2022 P52 Senior Human Resources Analyst Annual $89,504.93 $93,980.18 $98,679.19 $103,613.15 $108,793.81 Monthly $7,458.74 $7,831.68 $8,223.27 $8,634.43 $9,066.15 Bi-weekly $3,442.50 $3,614.62 $3,795.35 $3,985.12 $4,184.38 Hourly $43.03 $45.18 $47.44 $49.81 $52.30
IRP&T 1/1/2022 P39 Senior Management Analyst Annual $89,504.93 $93,980.18 $98,679.19 $103,613.15 $108,793.81 (City Manager's office only) Monthly $7,458.74 $7,831.68 $8,223.27 $8,634.43 $9,066.15 Bi-weekly $3,442.50 $3,614.62 $3,795.35 $3,985.12 $4,184.38 Hourly $43.03 $45.18 $47.44 $49.81 $52.30
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVGEA 1/1/2022 G02 Accountant Annual $78,746.55 $82,683.88 $86,818.07 $91,158.98 $95,716.93 Monthly $6,562.21 $6,890.32 $7,234.84 $7,596.58 $7,976.41 Bi-weekly $3,028.71 $3,180.15 $3,339.16 $3,506.11 $3,681.42 Hourly $37.86 $39.75 $41.74 $43.83 $46.02
FVGEA 1/1/2022 G03 Accounting Technician I Annual $52,890.37 $55,534.89 $58,311.64 $61,227.22 $64,288.58 Monthly $4,407.53 $4,627.91 $4,859.30 $5,102.27 $5,357.38 Bi-weekly $2,034.25 $2,135.96 $2,242.76 $2,354.89 $2,472.64 Hourly $25.43 $26.70 $28.03 $29.44 $30.91
FVGEA 1/1/2022 G03 Accounting Technician I/ Annual $52,890.37 $55,534.89 $58,311.64 $61,227.22 $64,288.58 Storekeeper Monthly $4,407.53 $4,627.91 $4,859.30 $5,102.27 $5,357.38 Bi-weekly $2,034.25 $2,135.96 $2,242.76 $2,354.89 $2,472.64 Hourly $25.43 $26.70 $28.03 $29.44 $30.91
FVGEA 1/1/2022 G04 Accounting Technician II Annual $55,534.89 $58,311.64 $61,227.22 $64,288.58 $67,503.01

Monthly $4,627.91 $4,859.30 $5,102.27 $5,357.38 $5,625.25 Bi-weekly $2,135.96 $2,242.76 $2,354.89 $2,472.64 $2,596.27 Hourly $26.70 $28.03 $29.44 $30.91 $32.45
FVGEA 1/1/2022 G79 Administrative Assistant Annual $59,525.71 $62,502.00 $65,627.10 $68,908.45 $72,353.87 Monthly $4,960.48 $5,208.50 $5,468.92 $5,742.37 $6,029.49 Bi-weekly $2,289.45 $2,403.92 $2,524.12 $2,650.33 $2,782.84 Hourly $28.62 $30.05 $31.55 $33.13 $34.79
FVGEA 1/1/2022 G77 Administrative Specialist Annual $41,290.55 $43,355.08 $45,522.83 $47,798.98 $50,188.92 Monthly $3,440.88 $3,612.92 $3,793.57 $3,983.25 $4,182.41 Bi-weekly $1,588.10 $1,667.50 $1,750.88 $1,838.42 $1,930.34 Hourly $19.85 $20.84 $21.89 $22.98 $24.13
FVGEA 1/1/2022 G73 Assistant Engineer Annual $84,408.23 $88,628.64 $93,060.07 $97,713.07 $102,598.73 Monthly $7,034.02 $7,385.72 $7,755.01 $8,142.76 $8,549.89 Bi-weekly $3,246.47 $3,408.79 $3,579.23 $3,758.20 $3,946.10 Hourly $40.58 $42.61 $44.74 $46.98 $49.33
FVGEA 1/1/2022 G55 Assistant Planner Annual $71,113.51 $74,669.19 $78,402.64 $82,322.78 $86,438.92 Monthly $5,926.13 $6,222.43 $6,533.55 $6,860.23 $7,203.24 Bi-weekly $2,735.13 $2,871.89 $3,015.49 $3,166.26 $3,324.57 Hourly $34.19 $35.90 $37.69 $39.58 $41.56
FVGEA 1/1/2022 G61 Building Inspector Annual $77,005.59 $80,855.87 $84,898.67 $89,143.60 $93,600.78 Monthly $6,417.13 $6,737.99 $7,074.89 $7,428.63 $7,800.07 Bi-weekly $2,961.75 $3,109.84 $3,265.33 $3,428.60 $3,600.03 Hourly $37.02 $38.87 $40.82 $42.86 $45.00
FVGEA 1/1/2022 G49 Code Enforcement Officer Annual $67,976.15 $71,374.96 $74,943.70 $78,690.89 $82,625.43 Monthly $5,664.68 $5,947.91 $6,245.31 $6,557.57 $6,885.45 Bi-weekly $2,614.47 $2,745.19 $2,882.45 $3,026.57 $3,177.90 Hourly $32.68 $34.31 $36.03 $37.83 $39.72
FVGEA 1/1/2022 G12 Community Services Officer Annual $55,522.87 $58,299.01 $61,213.96 $64,274.66 $67,488.40 Monthly $4,626.91 $4,858.25 $5,101.16 $5,356.22 $5,624.03 Bi-weekly $2,135.50 $2,242.27 $2,354.38 $2,472.10 $2,595.71 Hourly $26.69 $28.03 $29.43 $30.90 $32.45
FVGEA 1/1/2022 G24 Dispatcher Annual $64,694.54 $67,929.27 $71,325.73 $74,892.02 $78,636.62 Monthly $5,391.21 $5,660.77 $5,943.81 $6,241.00 $6,553.05 Bi-weekly $2,488.25 $2,612.66 $2,743.30 $2,880.46 $3,024.49 Hourly $31.10 $32.66 $34.29 $36.01 $37.81
FVGEA 1/1/2022 G30 Engineering Technician I Annual $59,874.31 $62,868.02 $66,011.42 $69,311.99 $72,777.59 Monthly $4,989.53 $5,239.00 $5,500.95 $5,776.00 $6,064.80 Bi-weekly $2,302.86 $2,418.00 $2,538.90 $2,665.85 $2,799.14 Hourly $28.79 $30.23 $31.74 $33.32 $34.99
FVGEA 1/1/2022 G29 Engineering Technician II Annual $66,533.68 $69,860.37 $73,353.39 $77,021.06 $80,872.11 Monthly $5,544.47 $5,821.70 $6,112.78 $6,418.42 $6,739.34 Bi-weekly $2,558.99 $2,686.94 $2,821.28 $2,962.35 $3,110.47 Hourly $31.99 $33.59 $35.27 $37.03 $38.88
FVGEA 1/1/2022 G31 Engineering Technician III Annual $73,854.19 $77,546.90 $81,424.25 $85,495.46 $89,770.23 Monthly $6,154.52 $6,462.24 $6,785.35 $7,124.62 $7,480.85 Bi-weekly $2,840.55 $2,982.57 $3,131.70 $3,288.29 $3,452.70 Hourly $35.51 $37.28 $39.15 $41.10 $43.16
FVGEA 1/1/2022 G50 Fire Prevention Specialist Annual $78,313.81 $82,229.50 $86,340.98 $90,658.03 $95,190.93 Monthly $6,526.15 $6,852.46 $7,195.08 $7,554.84 $7,932.58 Bi-weekly $3,012.07 $3,162.67 $3,320.81 $3,486.85 $3,661.19 Hourly $37.65 $39.53 $41.51 $43.59 $45.76
FVGEA 1/1/2022 G72 Fire Prevention Analyst Annual $82,232.51 $86,344.13 $90,661.34 $95,194.41 $99,954.13 Monthly $6,852.71 $7,195.34 $7,555.11 $7,932.87 $8,329.51 Bi-weekly $3,162.79 $3,320.93 $3,486.97 $3,661.32 $3,844.39 Hourly $39.53 $41.51 $43.59 $45.77 $48.05
FVGEA 1/1/2022 G80 Housing Analyst Annual $81,379.04 $85,448.00 $89,720.40 $94,206.41 $98,916.74 Monthly $6,781.59 $7,120.67 $7,476.70 $7,850.53 $8,243.06 Bi-weekly $3,129.96 $3,286.46 $3,450.78 $3,623.32 $3,804.49 Hourly $39.12 $41.08 $43.13 $45.29 $47.56
FVGEA 1/1/2022 G52 Housing Technician Annual $70,800.98 $74,341.02 $78,058.08 $81,960.98 $86,059.03 Monthly $5,900.08 $6,195.09 $6,504.84 $6,830.08 $7,171.59 Bi-weekly $2,723.11 $2,859.27 $3,002.23 $3,152.35 $3,309.96 Hourly $34.04 $35.74 $37.53 $39.40 $41.37
FVGEA 1/1/2022 G84 Human Resources Technician Annual $59,525.71 $62,501.99 $65,627.09 $68,908.45 $72,353.87 Monthly $4,960.48 $5,208.50 $5,468.92 $5,742.37 $6,029.49 Bi-weekly $2,289.45 $2,403.92 $2,524.12 $2,650.32 $2,782.84 Hourly $28.62 $30.05 $31.55 $33.13 $34.79
FVGEA 1/1/2022 G10 Identification Technician Annual $68,637.28 $72,069.14 $75,672.60 $79,456.23 $83,429.04 Monthly $5,719.77 $6,005.76 $6,306.05 $6,621.35 $6,952.42 Bi-weekly $2,639.90 $2,771.89 $2,910.48 $3,056.01 $3,208.81 Hourly $33.00 $34.65 $36.38 $38.20 $40.11
FVGEA 1/1/2022 G57 Information Technology Technician Annual $66,425.50 $69,746.77 $73,234.11 $76,895.82 $80,740.61 Monthly $5,535.46 $5,812.23 $6,102.84 $6,407.98 $6,728.38 Bi-weekly $2,554.83 $2,682.57 $2,816.70 $2,957.53 $3,105.41 Hourly $31.94 $33.53 $35.21 $36.97 $38.82
FVGEA 1/1/2022 G83 Lead Accounting Tech Annual $58,311.54 $61,227.12 $64,288.48 $67,502.90 $70,878.05 Monthly $4,859.30 $5,102.26 $5,357.37 $5,625.24 $5,906.50 Bi-weekly $2,242.75 $2,354.89 $2,472.63 $2,596.27 $2,726.08 Hourly $28.03 $29.44 $30.91 $32.45 $34.08
FVGEA 1/1/2022 G81 Lead Code Enforcement Officer Annual $71,375.02 $74,943.77 $78,690.95 $82,625.50 $86,756.78

Monthly $5,947.92 $6,245.31 $6,557.58 $6,885.46 $7,229.73 Bi-weekly $2,745.19 $2,882.45 $3,026.58 $3,177.90 $3,336.80 Hourly $34.31 $36.03 $37.83 $39.72 $41.71
FVGEA 1/1/2022 G25 Lead Dispatcher Annual $67,928.07 $71,324.47 $74,890.69 $78,635.23 $82,566.99 Monthly $5,660.67 $5,943.71 $6,240.89 $6,552.94 $6,880.58 Bi-weekly $2,612.62 $2,743.25 $2,880.41 $3,024.43 $3,175.65 Hourly $32.66 $34.29 $36.01 $37.81 $39.70
FVGEA 1/1/2022 G86 Lead Information Technology Tech Annual $73,068.05 $76,721.45 $80,557.52 $84,585.40 $88,814.67 Monthly $6,089.00 $6,393.45 $6,713.13 $7,048.78 $7,401.22 Bi-weekly $2,810.31 $2,950.83 $3,098.37 $3,253.28 $3,415.95 Hourly $35.13 $36.89 $38.73 $40.67 $42.70
FVGEA 1/1/2022 G08 Lead Records Clerk Annual $52,565.82 $55,194.11 $57,953.81 $60,851.50 $63,894.08 Monthly $4,380.48 $4,599.51 $4,829.48 $5,070.96 $5,324.51 Bi-weekly $2,021.76 $2,122.85 $2,228.99 $2,340.44 $2,457.46 Hourly $25.27 $26.54 $27.86 $29.26 $30.72
FVGEA 1/1/2022 G74 Management Aide Annual $69,166.18 $72,624.49 $76,255.72 $80,068.50 $84,071.93 Monthly $5,763.85 $6,052.04 $6,354.64 $6,672.38 $7,005.99 Bi-weekly $2,660.24 $2,793.25 $2,932.91 $3,079.56 $3,233.54 Hourly $33.25 $34.92 $36.66 $38.49 $40.42
FVGEA 1/1/2022 G87 Permit Technician Annual $57,480.55 $60,354.58 $63,372.31 $66,540.92 $69,867.97 Monthly $4,790.05 $5,029.55 $5,281.03 $5,545.08 $5,822.33 Bi-weekly $2,210.79 $2,321.33 $2,437.40 $2,559.27 $2,687.23 Hourly $27.63 $29.02 $30.47 $31.99 $33.59
FVGEA 1/1/2022 G56 Plan Check Engineer Annual $92,510.07 $97,135.57 $101,992.35 $107,091.97 $112,446.57 Monthly $7,709.17 $8,094.63 $8,499.36 $8,924.33 $9,370.55 Bi-weekly $3,558.08 $3,735.98 $3,922.78 $4,118.92 $4,324.87 Hourly $44.48 $46.70 $49.03 $51.49 $54.06
FVGEA 1/1/2022 G54 Public Works Inspector Annual $73,986.42 $77,685.74 $81,570.03 $85,648.53 $89,930.95 Monthly $6,165.53 $6,473.81 $6,797.50 $7,137.38 $7,494.25 Bi-weekly $2,845.63 $2,987.91 $3,137.31 $3,294.17 $3,458.88 Hourly $35.57 $37.35 $39.22 $41.18 $43.24
FVGEA 1/1/2022 G Records Clerk I Annual $45,065.00 $47,318.25 $49,684.16 $52,168.37 $54,776.79 Monthly $3,755.42 $3,943.19 $4,140.35 $4,347.36 $4,564.73 Bi-weekly $1,733.27 $1,819.93 $1,910.93 $2,006.48 $2,106.80 Hourly $21.67 $22.75 $23.89 $25.08 $26.33
FVGEA 1/1/2022 G09 Records Clerk II Annual $50,065.55 $52,568.82 $55,197.26 $57,957.13 $60,854.98 Monthly $4,172.13 $4,380.74 $4,599.77 $4,829.76 $5,071.25 Bi-weekly $1,925.60 $2,021.88 $2,122.97 $2,229.12 $2,340.58 Hourly $24.07 $25.27 $26.54 $27.86 $29.26
FVGEA 1/1/2022 G76 Recreation Coordinator Annual $56,484.51 $59,308.74 $62,274.18 $65,387.89 $68,657.28 Monthly $4,707.04 $4,942.39 $5,189.51 $5,448.99 $5,721.44 Bi-weekly $2,172.48 $2,281.11 $2,395.16 $2,514.92 $2,640.66 Hourly $27.16 $28.51 $29.94 $31.44 $33.01
FVGEA 1/1/2022 G14 Secretary Annual $59,525.71 $62,502.00 $65,627.10 $68,908.45 $72,353.87 Monthly $4,960.48 $5,208.50 $5,468.92 $5,742.37 $6,029.49 Bi-weekly $2,289.45 $2,403.92 $2,524.12 $2,650.33 $2,782.84 Hourly $28.62 $30.05 $31.55 $33.13 $34.79
FVGEA 1/1/2022 G85 Supervising Records Clerk Annual $62,590.95 $65,720.49 $69,006.52 $72,456.85 $76,079.69 Monthly $5,215.91 $5,476.71 $5,750.54 $6,038.07 $6,339.97 Bi-weekly $2,407.34 $2,527.71 $2,654.10 $2,786.80 $2,926.14 Hourly $30.09 $31.60 $33.18 $34.84 $36.58
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVMEA (Field) 1/1/2022 G45 Equipment Operator I Annual $55,005.99 $57,756.29 $60,644.10 $63,676.31 $66,860.12 Monthly $4,583.83 $4,813.02 $5,053.68 $5,306.36 $5,571.68 Bi-weekly $2,115.61 $2,221.40 $2,332.47 $2,449.09 $2,571.54 Hourly $26.45 $27.77 $29.16 $30.61 $32.14
FVMEA (Field) 1/1/2022 G82 Equipment Operator I- Water Annual $59,406.45 $62,376.77 $65,495.61 $68,770.39 $72,208.91 Monthly $4,950.54 $5,198.06 $5,457.97 $5,730.87 $6,017.41 Bi-weekly $2,284.86 $2,399.11 $2,519.06 $2,645.01 $2,777.27 Hourly $28.56 $29.99 $31.49 $33.06 $34.72
FVMEA (Field) 1/1/2022 G46 Equipment Operator II Annual $57,626.46 $60,507.79 $63,533.18 $66,709.84 $70,045.33 Monthly $4,802.21 $5,042.32 $5,294.43 $5,559.15 $5,837.11 Bi-weekly $2,216.40 $2,327.22 $2,443.58 $2,565.76 $2,694.05 Hourly $27.71 $29.09 $30.54 $32.07 $33.68
FVMEA (Field) 1/1/2022 G47 Equipment Operator II - Water Annual $60,763.83 $63,802.02 $66,992.12 $70,341.72 $73,858.81 Monthly $5,063.65 $5,316.83 $5,582.68 $5,861.81 $6,154.90 Bi-weekly $2,337.07 $2,453.92 $2,576.62 $2,705.45 $2,840.72 Hourly $29.21 $30.67 $32.21 $33.82 $35.51
FVMEA (Field) 1/1/2022 G62 Foreman Annual $63,384.30 $66,553.52 $69,881.19 $73,375.25 $77,044.02 Monthly $5,282.03 $5,546.13 $5,823.43 $6,114.60 $6,420.33 Bi-weekly $2,437.86 $2,559.75 $2,687.74 $2,822.13 $2,963.23 Hourly $30.47 $32.00 $33.60 $35.28 $37.04
FVMEA (Field) 1/1/2022 G63 Foreman Fleet Annual $63,384.30 $66,553.52 $69,881.19 $73,375.25 $77,044.02 Monthly $5,282.03 $5,546.13 $5,823.43 $6,114.60 $6,420.33 Bi-weekly $2,437.86 $2,559.75 $2,687.74 $2,822.13 $2,963.23 Hourly $30.47 $32.00 $33.60 $35.28 $37.04
FVMEA (Field) 1/1/2022 G75 Foreman Water Annual $67,579.47 $70,958.44 $74,506.37 $78,231.69 $82,143.27 Monthly $5,631.62 $5,913.20 $6,208.86 $6,519.31 $6,845.27 Bi-weekly $2,599.21 $2,729.17 $2,865.63 $3,008.91 $3,159.36 Hourly $32.49 $34.11 $35.82 $37.61 $39.49

FVMEA (Field) 1/1/2022 G39 Irrigation Technician Annual $56,568.66 $59,397.09 $62,366.94 $65,485.29 $68,759.56 Monthly $4,714.05 $4,949.76 $5,197.25 $5,457.11 $5,729.96 Bi-weekly $2,175.72 $2,284.50 $2,398.73 $2,518.67 $2,644.60 Hourly $27.20 $28.56 $29.98 $31.48 $33.06
FVMEA (Field) 1/1/2022 G78 Landscape Inspector Annual $70,680.77 $74,214.81 $77,925.55 $81,821.83 $85,912.92 Monthly $5,890.06 $6,184.57 $6,493.80 $6,818.49 $7,159.41 Bi-weekly $2,718.49 $2,854.42 $2,997.14 $3,146.99 $3,304.34 Hourly $33.98 $35.68 $37.46 $39.34 $41.30
FVMEA (Field) 1/1/2022 G36 Maintenance Worker II Annual $52,259.58 $54,872.56 $57,616.19 $60,497.00 $63,521.85 Monthly $4,354.97 $4,572.71 $4,801.35 $5,041.42 $5,293.49 Bi-weekly $2,009.98 $2,110.48 $2,216.01 $2,326.81 $2,443.15 Hourly $25.12 $26.38 $27.70 $29.09 $30.54
FVMEA (Field) 1/1/2022 G35 Maintenance Worker II - Chemical Annual $56,432.67 $59,254.31 $62,217.02 $65,327.88 $68,594.27 Applicator Monthly $4,702.72 $4,937.86 $5,184.75 $5,443.99 $5,716.19 Bi-weekly $2,170.49 $2,279.01 $2,392.96 $2,512.61 $2,638.24 Hourly $27.13 $28.49 $29.91 $31.41 $32.98
FVMEA (Field) 1/1/2022 G64 Maintenance Worker II - Water Annual $56,568.66 $59,397.09 $62,366.94 $65,485.29 $68,759.56 Monthly $4,714.05 $4,949.76 $5,197.25 $5,457.11 $5,729.96 Bi-weekly $2,175.72 $2,284.50 $2,398.73 $2,518.67 $2,644.60 Hourly $27.20 $28.56 $29.98 $31.48 $33.06
FVMEA (Field) 1/1/2022 G33 Mechanic Annual $59,970.47 $62,968.99 $66,117.44 $69,423.32 $72,894.48 Monthly $4,997.54 $5,247.42 $5,509.79 $5,785.28 $6,074.54 Bi-weekly $2,306.56 $2,421.88 $2,542.98 $2,670.13 $2,803.63 Hourly $28.83 $30.27 $31.79 $33.38 $35.05
FVMEA (Field) 1/1/2022 G37 Meter Reader Annual $48,856.56 $51,299.38 $53,864.35 $56,557.57 $59,385.45 Monthly $4,071.38 $4,274.95 $4,488.70 $4,713.13 $4,948.79 Bi-weekly $1,879.10 $1,973.05 $2,071.71 $2,175.29 $2,284.06 Hourly $23.49 $24.66 $25.90 $27.19 $28.55
FVMEA (Field) 1/1/2022 G65 Water Quality Technician Annual $70,716.83 $74,252.67 $77,965.31 $81,863.57 $85,956.75 Monthly $5,893.07 $6,187.72 $6,497.11 $6,821.96 $7,163.06 Bi-weekly $2,719.88 $2,855.87 $2,998.67 $3,148.60 $3,306.03 Hourly $34.00 $35.70 $37.48 $39.36 $41.33
FVMEA (Field) 1/1/2022 G66 Water System Operator Annual $66,533.68 $69,860.37 $73,353.39 $77,021.06 $80,872.11 Monthly $5,544.47 $5,821.70 $6,112.78 $6,418.42 $6,739.34 Bi-weekly $2,558.99 $2,686.94 $2,821.28 $2,962.35 $3,110.47 Hourly $31.99 $33.59 $35.27 $37.03 $38.88
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 City Manager 1/1/2022 CMG City Manager Annual $208,685.01 $219,119.26 $230,075.22 $241,578.99 $253,657.93 Monthly $17,390.42 $18,259.94 $19,172.94 $20,131.58 $21,138.16 Bi-weekly $8,026.35 $8,427.66 $8,849.05 $9,291.50 $9,756.07 Hourly $100.33 $105.35 $110.61 $116.14 $121.95
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 Dept. Director 1/1/2022 D01 Chief of Police Annual $197,782.80 $207,671.94 $218,055.54 $228,958.31 $240,406.23 Monthly $16,481.90 $17,306.00 $18,171.29 $19,079.86 $20,033.85 Bi-weekly $7,607.03 $7,987.38 $8,386.75 $8,806.09 $9,246.39 Hourly $95.09 $99.84 $104.83 $110.08 $115.58
Dept. Director 1/1/2022 D08 Community Services Director Annual $150,893.82 $158,438.51 $166,360.44 $174,678.46 $183,412.38 Monthly $12,574.49 $13,203.21 $13,863.37 $14,556.54 $15,284.37 Bi-weekly $5,803.61 $6,093.79 $6,398.48 $6,718.40 $7,054.32 Hourly $72.55 $76.17 $79.98 $83.98 $88.18
Dept. Director 1/1/2022 D09 Deputy City Manager Annual $150,893.82 $158,438.51 $166,360.44 $174,678.46 $183,412.38 Monthly $12,574.49 $13,203.21 $13,863.37 $14,556.54 $15,284.37 Bi-weekly $5,803.61 $6,093.79 $6,398.48 $6,718.40 $7,054.32 Hourly $72.55 $76.17 $79.98 $83.98 $88.18
Dept. Director 1/1/2022 D03 Director of Public Works Annual $171,433.60 $180,005.28 $189,005.54 $198,455.82 $208,378.61 Monthly $14,286.13 $15,000.44 $15,750.46 $16,537.99 $17,364.88 Bi-weekly $6,593.60 $6,923.28 $7,269.44 $7,632.92 $8,014.56 Hourly $82.42 $86.54 $90.87 $95.41 $100.18
Dept. Director 1/1/2022 D06 Finance Director Annual $166,664.78 $174,998.01 $183,747.92 $192,935.31 $202,582.08 Monthly $13,888.73 $14,583.17 $15,312.33 $16,077.94 $16,881.84 Bi-weekly $6,410.18 $6,730.69 $7,067.23 $7,420.59 $7,791.62 Hourly $80.13 $84.13 $88.34 $92.76 $97.40
Dept. Director 1/1/2022 D02 Fire Chief Annual $191,311.60 $200,877.18 $210,921.04 $221,467.10 $232,540.45 Monthly $15,942.63 $16,739.77 $17,576.75 $18,455.59 $19,378.37 Bi-weekly $7,358.14 $7,726.05 $8,112.35 $8,517.97 $8,943.86 Hourly $91.98 $96.58 $101.40 $106.47 $111.80
Dept. Director 1/1/2022 D07 Human Resources Director Annual $150,893.82 $158,438.51 $166,360.44 $174,678.46 $183,412.38 Monthly $12,574.49 $13,203.21 $13,863.37 $14,556.54 $15,284.37 Bi-weekly $5,803.61 $6,093.79 $6,398.48 $6,718.40 $7,054.32 Hourly $72.55 $76.17 $79.98 $83.98 $88.18
Dept. Director 1/1/2022 D04 Planning/Building Director Annual $166,893.17 $175,237.82 $183,999.72 $193,199.70 $202,859.69 Monthly $13,907.76 $14,603.15 $15,333.31 $16,099.98 $16,904.97 Bi-weekly $6,418.97 $6,739.92 $7,076.91 $7,430.76 $7,802.30 Hourly $80.24 $84.25 $88.46 $92.88 $97.53
Bargaining Unit Effective Date Class Code Classification Type Step 1 Step 2 Step 3 PT 1/1/2022 T38 Accounting Technician I * Hourly $25.43 $26.70 $28.03 PT 1/1/2022 T39 Accounting Technician II * Hourly $26.70 $28.03 $29.44 PT 1/1/2022 T06 Administrative Intern Hourly $15.29 $16.05

PT 1/1/2022 T28
Administrative Intern- City Manager's
Office Houtly $15.29 $16.05
PT 1/1/2022 T29 Administrative Specialist * Hourly $19.85 $20.84 $21.89 PT 1/1/2022 T14 Customer Service Representative Hourly $25.67 $26.96 $28.30 PT 1/1/2022 T15 Dispatcher * Hourly $31.10 $32.66 $34.29 PT 1/1/2022 T21 Dispatcher Trainee Hourly $16.64
PT 1/1/2022 T32
Emergency Medical Services
Manager * Hourly $54.31 $57.03 $59.88
PT 1/1/2022 T22 Emergency Preparedness Assistant Hourly $18.20 $19.11 $20.07 PT 1/1/2022 T05 Engineering Technician I * Hourly $27.13 $28.49 $29.91 PT 1/1/2022 T05 Engineering Technician II * Hourly $27.95 $29.34 $30.81 PT 1/1/2022 T05 Engineering Technician III * Hourly $28.79 $30.23 $31.74 PT 1/1/2022 T35 Fire Administrative Aide Hourly $15.29 $16.05 $16.86 PT 1/1/2022 T36 Firefighter Trainee Hourly $23.05
PT 1/1/2022 T31 Graduate Intern Hourly $15.29 $16.05 $16.86 PT 1/1/2022 T18 Human Resources Coordinator Hourly $15.29 $16.05 PT 1/1/2022 T25 Information Technology Technician * Hourly $31.94 $33.53 $35.21 PT 1/1/2022 T10 Lifeguard Hourly $15.29 $16.05
PT 1/1/2022 T33 Management Aide * Hourly $33.25 $34.92 $36.66 PT 1/1/2022 T23 Management Intern Hourly $19.22 $20.18 $21.19 PT 1/1/2022 T17 Office Specialist I Hourly $16.37 $17.19 $18.05 PT 1/1/2022 T13 Office Specialist II Hourly $18.20 $19.11 $20.07 PT 1/1/2022 T37 Paramedic Trainee Hourly $25.61
PT 1/1/2022 T01 Police Recruit Hourly $36.18
PT 1/1/2022 T12 Police Reserve Officer Hourly $20.80
PT 1/1/2022 T30 Police Services Officer Hourly $20.56 $21.59 $22.67 PT 1/1/2022 T20 Police Cadet Hourly $15.29 $16.05
PT 1/1/2022 T34 Public Information Officer Hourly $52.00 PT 1/1/2022 T26 Recreation Coordinator * Hourly $24.86 $26.10 $27.40 PT 1/1/2022 T03 Recreation Leader Hourly $15.29 $16.05
PT 1/1/2022 T04 Recreation Specialist Hourly $16.12 $16.93 $17.77 PT 1/1/2022 T09 Swim Instructor/Lifeguard Hourly $15.29 $16.05 PT 1/1/2022 T07 Maintenance Worker I Hourly $17.46 $18.33 $19.25 Step 1 removed for part-time classes due to minimum wage law as of 1/1/2022, beginning step is Step 2 for these classes.

Bargaining Unit Codes:

POA: Fountain Valley Police Officers' Association
POMU: Fountain Valley Peace Officers' Management Unit
FVFA: Fountain Valley Firefighters' Association IAFF Local 4530 BC: Individually Represented Battalion Chiefs
P&T: Professional/Technical Unit
IRP&T: Individually Represented Professional/Technical Employee FVGEA: Fountain Valley General Employees' Association
FVMEA: Fountain Valley Municipal Employees' Association DD: Department Directors (non-represented)
PT: Part-time employees (non-represented)
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POA 7/1/2022 008 Corporal Annual $90,423.02 $94,944.17 $99,691.38 $104,675.95 $109,909.75 Monthly $7,535.25 $7,912.01 $8,307.62 $8,723.00 $9,159.15 Bi-weekly $3,477.81 $3,651.70 $3,834.28 $4,026.00 $4,227.30 Hourly $43.47 $45.65 $47.93 $50.32 $52.84
POA 7/1/2022 004 Police Officer Annual $86,109.37 $90,411.96 $94,930.40 $99,679.08 $104,672.38 Monthly $7,175.78 $7,534.33 $7,910.87 $8,306.59 $8,722.70 Bi-weekly $3,311.90 $3,477.38 $3,651.17 $3,833.81 $4,025.86 Hourly $41.40 $43.47 $45.64 $47.92 $50.32
POA 7/1/2022 003 Police Sergeant Annual $111,147.86 $116,702.38 $122,544.69 $128,674.80 $135,107.10 Monthly $9,262.32 $9,725.20 $10,212.06 $10,722.90 $11,258.93 Bi-weekly $4,274.92 $4,488.55 $4,713.26 $4,949.03 $5,196.43 Hourly $53.44 $56.11 $58.92 $61.86 $64.96
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POMU 7/1/2022 002 Police Lieutenant Annual $136,205.22 $143,018.05 $150,165.10 $157,672.07 $165,551.82 Monthly $11,350.44 $11,918.17 $12,513.76 $13,139.34 $13,795.98 Bi-weekly $5,238.66 $5,500.69 $5,775.58 $6,064.31 $6,367.38 Hourly $65.48 $68.76 $72.19 $75.80 $79.59
POMU 7/1/2022 001 Police Captain Annual $155,409.70 $163,173.75 $171,336.30 $179,897.33 $188,895.41 Monthly $12,950.81 $13,597.81 $14,278.02 $14,991.44 $15,741.28 Bi-weekly $5,977.30 $6,275.91 $6,589.86 $6,919.13 $7,265.21 Hourly $74.72 $78.45 $82.37 $86.49 $90.82
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVFA 7/1/2022 F03 Firefighter Annual $77,589.11 $81,468.57 $85,542.00 $89,819.10 $94,310.05 Monthly $6,465.76 $6,789.05 $7,128.50 $7,484.92 $7,859.17 Bi-weekly $2,984.20 $3,133.41 $3,290.08 $3,454.58 $3,627.31 Hourly $26.64 $27.98 $29.38 $30.84 $32.39
FVFA 7/1/2022 F04 Firefighter/Paramedic Annual $88,839.54 $93,281.51 $97,945.59 $102,842.87 $107,985.01 Monthly $7,403.29 $7,773.46 $8,162.13 $8,570.24 $8,998.75 Bi-weekly $3,416.91 $3,587.75 $3,767.14 $3,955.49 $4,153.27 Hourly $30.51 $32.03 $33.64 $35.32 $37.08
FVFA 7/1/2022 F02 Fire Engineer Annual $89,727.93 $94,214.33 $98,925.04 $103,871.30 $109,064.86 Monthly $7,477.33 $7,851.19 $8,243.75 $8,655.94 $9,088.74 Bi-weekly $3,451.07 $3,623.63 $3,804.81 $3,995.05 $4,194.80 Hourly $30.81 $32.35 $33.97 $35.67 $37.45
FVFA 7/1/2022 F01 Fire Captain Annual $103,937.68 $109,134.56 $114,591.29 $120,320.85 $126,336.89 Monthly $8,661.47 $9,094.55 $9,549.27 $10,026.74 $10,528.07 Bi-weekly $3,997.60 $4,197.48 $4,407.36 $4,627.73 $4,859.11 Hourly $35.69 $37.48 $39.35 $41.32 $43.38
FVFA 7/1/2022 F06 Administrative Fire Captain Annual $124,140.21 $130,347.22 $136,864.59 $143,707.81 $150,893.21 Monthly $10,345.02 $10,862.27 $11,405.38 $11,975.65 $12,574.43 Bi-weekly $4,774.62 $5,013.35 $5,264.02 $5,527.22 $5,803.58 Hourly $59.68 $62.67 $65.80 $69.09 $72.54
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 BC 7/1/2022 P23 Battalion Chief Annual $145,301.43 $152,566.50 $160,194.83 $168,204.57 $176,614.80 Monthly $12,108.45 $12,713.88 $13,349.57 $14,017.05 $14,717.90 Bi-weekly $5,588.52 $5,867.94 $6,161.34 $6,469.41 $6,792.88 Hourly $49.90 $52.39 $55.01 $57.76 $60.65
BC 7/1/2022 P56 Division Chief Annual $158,378.56 $166,297.49 $174,612.36 $183,342.98 $192,510.13 Monthly $13,198.21 $13,858.12 $14,551.03 $15,278.58 $16,042.51 Bi-weekly $6,091.48 $6,396.06 $6,715.86 $7,051.65 $7,404.24 Hourly $54.39 $57.11 $59.96 $62.96 $66.11
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 P&T 7/1/2022 P57 Building Official Annual $135,020.95 $141,771.99 $148,860.59 $156,303.62 $164,118.80 Monthly $11,251.75 $11,814.33 $12,405.05 $13,025.30 $13,676.57 Bi-weekly $5,193.11 $5,452.77 $5,725.41 $6,011.68 $6,312.26 Hourly $ 64.91 $ 68.16 $ 71.57 $ 75.15 $78.90
P&T 7/1/2022 P09 Community Services Supervisor Annual $81,653.72 $85,736.41 $90,023.23 $94,524.39 $99,250.61 Monthly $6,804.48 $7,144.70 $7,501.94 $7,877.03 $8,270.88 Bi-weekly $3,140.53 $3,297.55 $3,462.43 $3,635.55 $3,817.33 Hourly $39.26 $41.22 $43.28 $45.44 $47.72
P&T 7/1/2022 P46 Crime Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 EXHIBIT 2
City of Fountain Valley Salary Resolution
07/01/2022 - Revised 9/20/2022

Hourly $40.30 $42.31 $44.43 $46.65 $48.98
P&T 7/1/2022 P50 Deputy Public Works Director/City Annual $152,991.76 $160,641.34 $168,673.41 $177,107.08 $185,962.44 Engineer Monthly $12,749.31 $13,386.78 $14,056.12 $14,758.92 $15,496.87 Bi-weekly $5,884.30 $6,178.51 $6,487.44 $6,811.81 $7,152.40 Hourly $73.55 $77.23 $81.09 $85.15 $89.41
P&T 7/1/2022 P55 Emergency Medical Services Annual $116,353.40 $122,171.07 $128,279.62 $134,693.61 $141,428.29 Manager Monthly $9,696.12 $10,180.92 $10,689.97 $11,224.47 $11,785.69 Bi-weekly $4,475.13 $4,698.89 $4,933.83 $5,180.52 $5,439.55 Hourly $55.94 $58.74 $61.67 $64.76 $67.99
P&T 7/1/2022 P20 Engineering Associate Annual $103,580.75 $108,759.78 $114,197.77 $119,907.66 $125,903.04 Monthly $8,631.73 $9,063.32 $9,516.48 $9,992.31 $10,491.92 Bi-weekly $3,983.87 $4,183.07 $4,392.22 $4,611.83 $4,842.42 Hourly $49.80 $52.29 $54.90 $57.65 $60.53
P&T 7/1/2022 P31 Environmental Services Annual $102,358.82 $107,476.76 $112,850.60 $118,493.13 $124,417.79 Administrator Monthly $8,529.90 $8,956.40 $9,404.22 $9,874.43 $10,368.15 Bi-weekly $3,936.88 $4,133.72 $4,340.41 $4,557.43 $4,785.30 Hourly $49.21 $51.67 $54.26 $56.97 $59.82
P&T 7/1/2022 P25 Field Services Manager Annual $142,462.67 $149,585.80 $157,065.09 $164,918.35 $173,164.26 Monthly $11,871.89 $12,465.48 $13,088.76 $13,743.20 $14,430.36 Bi-weekly $5,479.33 $5,753.30 $6,040.97 $6,343.01 $6,660.16 Hourly $68.49 $71.92 $75.51 $79.29 $83.25
P&T 7/1/2022 P48 Fire Marshal Annual $120,121.97 $126,128.07 $132,434.47 $139,056.19 $146,009.00 Monthly $10,010.16 $10,510.67 $11,036.21 $11,588.02 $12,167.42 Bi-weekly $4,620.08 $4,851.08 $5,093.63 $5,348.32 $5,615.73 Hourly $57.75 $60.64 $63.67 $66.85 $70.20
P&T 7/1/2022 P05 Housing Coordinator Annual $105,598.87 $110,878.82 $116,422.76 $122,243.90 $128,356.09 Monthly $8,799.91 $9,239.90 $9,701.90 $10,186.99 $10,696.34 Bi-weekly $4,061.50 $4,264.57 $4,477.80 $4,701.69 $4,936.77 Hourly $50.77 $53.31 $55.97 $58.77 $61.71
P&T 7/1/2022 P10 Information Technology Manager Annual $129,209.74 $135,670.22 $142,453.74 $149,576.42 $157,055.24 Monthly $10,767.48 $11,305.85 $11,871.14 $12,464.70 $13,087.94 Bi-weekly $4,969.61 $5,218.09 $5,478.99 $5,752.94 $6,040.59 Hourly $62.12 $65.23 $68.49 $71.91 $75.51
P&T 7/1/2022 P41 Internal Services Supervisor Annual $92,656.28 $97,289.09 $102,153.55 $107,261.23 $112,624.29 Monthly $7,721.36 $8,107.42 $8,512.80 $8,938.44 $9,385.36 Bi-weekly $3,563.70 $3,741.89 $3,928.98 $4,125.43 $4,331.70 Hourly $44.55 $46.77 $49.11 $51.57 $54.15
P&T 7/1/2022 P64 Management Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
P&T 7/1/2022 P65 Management Specialist Annual $75,438.38 $79,210.30 $83,170.81 $87,329.35 $91,695.82 Monthly $6,286.53 $6,600.86 $6,930.90 $7,277.45 $7,641.32 Bi-weekly $2,901.48 $3,046.55 $3,198.88 $3,358.82 $3,526.76 Hourly $36.27 $38.08 $39.99 $41.99 $44.08
P&T 7/1/2022 P07 Principal Planner Annual $119,267.67 $125,231.05 $131,492.61 $138,067.24 $144,970.60 Monthly $9,938.97 $10,435.92 $10,957.72 $11,505.60 $12,080.88 Bi-weekly $4,587.22 $4,816.58 $5,057.41 $5,310.28 $5,575.79 Hourly $57.34 $60.21 $63.22 $66.38 $69.70
P&T 7/1/2022 P07A Principal Planner (new hire) Annual $117,534.31 $123,411.02 $129,581.57 $136,060.65 $142,863.69 Monthly $9,794.53 $10,284.25 $10,798.46 $11,338.39 $11,905.31 Bi-weekly $4,520.55 $4,746.58 $4,983.91 $5,233.10 $5,494.76 Hourly $56.51 $59.33 $62.30 $65.41 $68.68
P&T 7/1/2022 P35 Principal Civil Engineer Annual $124,294.42 $130,509.14 $137,034.60 $143,886.33 $151,080.64 Monthly $10,357.87 $10,875.76 $11,419.55 $11,990.53 $12,590.05 Bi-weekly $4,780.55 $5,019.58 $5,270.56 $5,534.09 $5,810.79 Hourly $59.76 $62.74 $65.88 $69.18 $72.63
P&T 7/1/2022 P42 Public Services Supervisor Annual $92,656.28 $97,289.09 $102,153.55 $107,261.23 $112,624.29 Monthly $7,721.36 $8,107.42 $8,512.80 $8,938.44 $9,385.36 Bi-weekly $3,563.70 $3,741.89 $3,928.98 $4,125.43 $4,331.70 Hourly $44.55 $46.77 $49.11 $51.57 $54.15
P&T 7/1/2022 P03A Purchasing Manager Annual $99,074.01 $104,027.71 $109,229.09 $114,690.55 $120,425.07 Monthly $8,256.17 $8,668.98 $9,102.42 $9,557.55 $10,035.42 Bi-weekly $3,810.54 $4,001.07 $4,201.12 $4,411.17 $4,631.73 Hourly $47.63 $50.01 $52.51 $55.14 $57.90
P&T 7/1/2022 P08 Recreation and Community Annual $111,257.06 $116,819.92 $122,660.91 $128,793.96 $135,233.65 Services Manager Monthly $9,271.42 $9,734.99 $10,221.74 $10,732.83 $11,269.47 Bi-weekly $4,279.12 $4,493.07 $4,717.73 $4,953.61 $5,201.29 Hourly $53.49 $56.16 $58.97 $61.92 $65.02
P&T 7/1/2022 P34 Senior Civil Engineer Annual $113,943.77 $119,640.96 $125,623.01 $131,904.16 $138,499.37 Monthly $9,495.31 $9,970.08 $10,468.58 $10,992.01 $11,541.61 Bi-weekly $4,382.45 $4,601.58 $4,831.65 $5,073.24 $5,326.90 Hourly $54.78 $57.52 $60.40 $63.42 $66.59
P&T 7/1/2022 P53 Senior Planner Annual $104,682.00 $109,916.10 $115,411.91 $121,182.50 $127,241.63 Monthly $8,723.50 $9,159.68 $9,617.66 $10,098.54 $10,603.47 Bi-weekly $4,026.23 $4,227.54 $4,438.92 $4,660.87 $4,893.91 Hourly $50.33 $52.84 $55.49 $58.26 $61.17
P&T 7/1/2022 P30 Sewer/Storm Drain Supervisor Annual $100,068.78 $105,072.22 $110,325.83 $115,842.13 $121,634.23 Monthly $8,339.07 $8,756.02 $9,193.82 $9,653.51 $10,136.19 Bi-weekly $3,848.80 $4,041.24 $4,243.30 $4,455.47 $4,678.24 Hourly $48.11 $50.52 $53.04 $55.69 $58.48
P&T 7/1/2022 P06 Support Services Manager Annual $99,953.08 $104,950.73 $110,198.27 $115,708.18 $121,493.59 Monthly $8,329.42 $8,745.89 $9,183.19 $9,642.35 $10,124.47 Page 2 of 7 Page 228 Bi-weekly $3,844.35 $4,036.57 $4,238.39 $4,450.31 $4,672.83 Hourly $48.05 $50.46 $52.98 $55.63 $58.41
P&T 7/1/2022 P54 Support Services Supervisor Annual $81,653.72 $85,736.41 $90,023.23 $94,524.39 $99,250.61 Monthly $6,804.48 $7,144.70 $7,501.94 $7,877.03 $8,270.88 Bi-weekly $3,140.53 $3,297.55 $3,462.43 $3,635.55 $3,817.33 Hourly $39.26 $41.22 $43.28 $45.44 $47.72
P&T 7/1/2022 P21 Water Supervisor Annual $102,070.16 $107,173.67 $112,532.35 $118,158.97 $124,066.92 Monthly $8,505.85 $8,931.14 $9,377.70 $9,846.58 $10,338.91 Bi-weekly $3,925.78 $4,122.06 $4,328.17 $4,544.58 $4,771.80 Hourly $49.07 $51.53 $54.10 $56.81 $59.65
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 IRP&T 7/1/2022 P12 Accounting Manager Annual $112,840.36 $118,482.38 $124,406.50 $130,626.83 $137,158.17 Monthly $9,403.36 $9,873.53 $10,367.21 $10,885.57 $11,429.85 Bi-weekly $4,340.01 $4,557.01 $4,784.87 $5,024.11 $5,275.31 Hourly $54.25 $56.96 $59.81 $62.80 $65.94
IRP&T 7/1/2022 P58 Budget Manager Annual $112,840.36 $118,482.38 $124,406.50 $130,626.83 $137,158.17 Monthly $9,403.36 $9,873.53 $10,367.21 $10,885.57 $11,429.85 Bi-weekly $4,340.01 $4,557.01 $4,784.87 $5,024.11 $5,275.31 Hourly $54.25 $56.96 $59.81 $62.80 $65.94
IRP&T 7/1/2022 P14 City Clerk Administrator Annual $118,500.04 $124,425.04 $130,646.29 $137,178.61 $144,037.54 Monthly $9,875.00 $10,368.75 $10,887.19 $11,431.55 $12,003.13 Bi-weekly $4,557.69 $4,785.58 $5,024.86 $5,276.10 $5,539.91 Hourly $56.97 $59.82 $62.81 $65.95 $69.25
IRP&T 7/1/2022 P49 Human Resources Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
IRP&T 7/1/2022 P15 Human Resources Specialist Annual $75,438.38 $79,210.30 $83,170.81 $87,329.35 $91,695.82 Monthly $6,286.53 $6,600.86 $6,930.90 $7,277.45 $7,641.32 Bi-weekly $2,901.48 $3,046.55 $3,198.88 $3,358.82 $3,526.76 Hourly $36.27 $38.08 $39.99 $41.99 $44.08
IRP&T 7/1/2022 P62 Human Resources Manager Annual $125,898.24 $133,766.88 $141,635.52 $149,504.16 $157,372.80 Monthly $10,491.52 $11,147.24 $11,802.96 $12,458.68 $13,114.40 Bi-weekly $4,842.24 $5,144.88 $5,447.52 $5,750.16 $6,052.80 Hourly $60.53 $64.31 $68.09 $71.88 $75.66
IRP&T 7/1/2022 P01 Management Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 (City Manager's Office Only) Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
IRP&T 7/1/2022 P02 Management Specialist Annual $75,438.38 $79,210.30 $83,170.81 $87,329.35 $91,695.82 (City Manager's Office Only) Monthly $6,286.53 $6,600.86 $6,930.90 $7,277.45 $7,641.32 Bi-weekly $2,901.48 $3,046.55 $3,198.88 $3,358.82 $3,526.76 Hourly $36.27 $38.08 $39.99 $41.99 $44.08
IRP&T 7/1/2022 P61 Payroll Administrator Annual $111,036.31 $116,588.12 $122,417.53 $128,538.41 $134,965.33 Monthly $9,253.03 $9,715.68 $10,201.46 $10,711.53 $11,247.11 Bi-weekly $4,270.63 $4,484.16 $4,708.37 $4,943.78 $5,190.97 Hourly $53.38 $56.05 $58.85 $61.80 $64.89
IRP&T 7/1/2022 P40 Principal Management Analyst Annual $100,584.51 $105,613.73 $110,894.42 $116,439.14 $122,261.10 (City Manager's Office Only) Monthly $8,382.04 $8,801.14 $9,241.20 $9,703.26 $10,188.42 Bi-weekly $3,868.63 $4,062.07 $4,265.17 $4,478.43 $4,702.35 Hourly $48.36 $50.78 $53.31 $55.98 $58.78
IRP&T 7/1/2022 P59 Principal Human Resources Analyst Annual $111,036.31 $116,588.12 $122,417.53 $128,538.41 $134,965.33 Monthly $9,253.03 $9,715.68 $10,201.46 $10,711.53 $11,247.11 Bi-weekly $4,270.63 $4,484.16 $4,708.37 $4,943.78 $5,190.97 Hourly $53.38 $56.05 $58.85 $61.80 $64.89
IRP&T 7/1/2022 P60 Purchasing Administrator Annual $111,036.31 $116,588.12 $122,417.53 $128,538.41 $134,965.33 Monthly $9,253.03 $9,715.68 $10,201.46 $10,711.53 $11,247.11 Bi-weekly $4,270.63 $4,484.16 $4,708.37 $4,943.78 $5,190.97 Hourly $53.38 $56.05 $58.85 $61.80 $64.89
IRP&T 7/1/2022 P51 Senior Budget Analyst Annual $92,190.08 $96,799.59 $101,639.57 $106,721.54 $112,057.62 Monthly $7,682.51 $8,066.63 $8,469.96 $8,893.46 $9,338.14 Bi-weekly $3,545.77 $3,723.06 $3,909.21 $4,104.67 $4,309.91 Hourly $44.32 $46.54 $48.87 $51.31 $53.87
IRP&T 7/1/2022 P52 Senior Human Resources Analyst Annual $92,190.08 $96,799.59 $101,639.57 $106,721.54 $112,057.62 Monthly $7,682.51 $8,066.63 $8,469.96 $8,893.46 $9,338.14 Bi-weekly $3,545.77 $3,723.06 $3,909.21 $4,104.67 $4,309.91 Hourly $44.32 $46.54 $48.87 $51.31 $53.87
IRP&T 7/1/2022 P39 Senior Management Analyst Annual $92,190.08 $96,799.59 $101,639.57 $106,721.54 $112,057.62 Monthly $7,682.51 $8,066.63 $8,469.96 $8,893.46 $9,338.14 Bi-weekly $3,545.77 $3,723.06 $3,909.21 $4,104.67 $4,309.91 Hourly $44.32 $46.54 $48.87 $51.31 $53.87
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVGEA 7/1/2022 G02 Accountant Annual $81,108.95 $85,164.40 $89,422.62 $93,893.75 $98,588.43 Monthly $6,759.08 $7,097.03 $7,451.88 $7,824.48 $8,215.70 Bi-weekly $3,119.57 $3,275.55 $3,439.33 $3,611.30 $3,791.86 Hourly $38.99 $40.94 $42.99 $45.14 $47.40
FVGEA 7/1/2022 G03 Accounting Technician I Annual $54,477.08 $57,200.94 $60,060.98 $63,064.03 $66,217.24 Monthly $4,539.76 $4,766.74 $5,005.08 $5,255.34 $5,518.10 Bi-weekly $2,095.27 $2,200.04 $2,310.04 $2,425.54 $2,546.82 Hourly $26.19 $27.50 $28.88 $30.32 $31.84
FVGEA 7/1/2022 G03 Accounting Technician I/ Annual $54,477.08 $57,200.94 $60,060.98 $63,064.03 $66,217.24 Storekeeper Monthly $4,539.76 $4,766.74 $5,005.08 $5,255.34 $5,518.10 Bi-weekly $2,095.27 $2,200.04 $2,310.04 $2,425.54 $2,546.82 Page 3 of 7 Page 229 Hourly $26.19 $27.50 $28.88 $30.32 $31.84
FVGEA 7/1/2022 G04 Accounting Technician II Annual $57,200.94 $60,060.98 $63,064.03 $66,217.24 $69,528.10 Monthly $4,766.74 $5,005.08 $5,255.34 $5,518.10 $5,794.01 Bi-weekly $2,200.04 $2,310.04 $2,425.54 $2,546.82 $2,674.16 Hourly $27.50 $28.88 $30.32 $31.84 $33.43
FVGEA 7/1/2022 G79 Administrative Assistant Annual $61,311.48 $64,377.06 $67,595.91 $70,975.70 $74,524.49 Monthly $5,109.29 $5,364.75 $5,632.99 $5,914.64 $6,210.37 Bi-weekly $2,358.13 $2,476.04 $2,599.84 $2,729.83 $2,866.33 Hourly $29.48 $30.95 $32.50 $34.12 $35.83
FVGEA 7/1/2022 G77 Administrative Specialist Annual $42,529.27 $44,655.73 $46,888.52 $49,232.94 $51,694.59 Monthly $3,544.11 $3,721.31 $3,907.38 $4,102.75 $4,307.88 Bi-weekly $1,635.74 $1,717.53 $1,803.40 $1,893.57 $1,988.25 Hourly $20.45 $21.47 $22.54 $23.67 $24.85
FVGEA 7/1/2022 G73 Assistant Engineer Annual $86,940.47 $91,287.50 $95,851.87 $100,644.46 $105,676.69 Monthly $7,245.04 $7,607.29 $7,987.66 $8,387.04 $8,806.39 Bi-weekly $3,343.86 $3,511.06 $3,686.61 $3,870.94 $4,064.49 Hourly $41.80 $43.89 $46.08 $48.39 $50.81
FVGEA 7/1/2022 G55 Assistant Planner Annual $73,246.92 $76,909.26 $80,754.72 $84,792.46 $89,032.08 Monthly $6,103.91 $6,409.11 $6,729.56 $7,066.04 $7,419.34 Bi-weekly $2,817.19 $2,958.05 $3,105.95 $3,261.25 $3,424.31 Hourly $35.21 $36.98 $38.82 $40.77 $42.80
FVGEA 7/1/2022 G61 Building Inspector Annual $79,315.76 $83,281.55 $87,445.63 $91,817.91 $96,408.80 Monthly $6,609.65 $6,940.13 $7,287.14 $7,651.49 $8,034.07 Bi-weekly $3,050.61 $3,203.14 $3,363.29 $3,531.46 $3,708.03 Hourly $38.13 $40.04 $42.04 $44.14 $46.35
FVGEA 7/1/2022 G49 Code Enforcement Officer Annual $70,015.43 $73,516.21 $77,192.02 $81,051.62 $85,104.20 Monthly $5,834.62 $6,126.35 $6,432.67 $6,754.30 $7,092.02 Bi-weekly $2,692.90 $2,827.55 $2,968.92 $3,117.37 $3,273.24 Hourly $33.66 $35.34 $37.11 $38.97 $40.92
FVGEA 7/1/2022 G12 Community Services Officer Annual $57,188.56 $60,047.98 $63,050.38 $66,202.90 $69,513.05 Monthly $4,765.71 $5,004.00 $5,254.20 $5,516.91 $5,792.75 Bi-weekly $2,199.56 $2,309.54 $2,425.01 $2,546.27 $2,673.58 Hourly $27.49 $28.87 $30.31 $31.83 $33.42
FVGEA 7/1/2022 G24 Dispatcher Annual $66,635.38 $69,967.15 $73,465.50 $77,138.78 $80,995.72 Monthly $5,552.95 $5,830.60 $6,122.13 $6,428.23 $6,749.64 Bi-weekly $2,562.90 $2,691.04 $2,825.60 $2,966.88 $3,115.22 Hourly $32.04 $33.64 $35.32 $37.09 $38.94
FVGEA 7/1/2022 G30 Engineering Technician I Annual $61,670.53 $64,754.06 $67,991.76 $71,391.35 $74,960.92 Monthly $5,139.21 $5,396.17 $5,665.98 $5,949.28 $6,246.74 Bi-weekly $2,371.94 $2,490.54 $2,615.07 $2,745.82 $2,883.11 Hourly $29.65 $31.13 $32.69 $34.32 $36.04
FVGEA 7/1/2022 G29 Engineering Technician II Annual $68,529.69 $71,956.18 $75,553.99 $79,331.69 $83,298.27 Monthly $5,710.81 $5,996.35 $6,296.17 $6,610.97 $6,941.52 Bi-weekly $2,635.76 $2,767.55 $2,905.92 $3,051.22 $3,203.78 Hourly $32.95 $34.59 $36.32 $38.14 $40.05
FVGEA 7/1/2022 G31 Engineering Technician III Annual $76,069.82 $79,873.31 $83,866.97 $88,060.32 $92,463.34 Monthly $6,339.15 $6,656.11 $6,988.91 $7,338.36 $7,705.28 Bi-weekly $2,925.76 $3,072.05 $3,225.65 $3,386.94 $3,556.28 Hourly $36.57 $38.40 $40.32 $42.34 $44.45
FVGEA 7/1/2022 G50 Fire Prevention Specialist Annual $80,663.23 $84,696.39 $88,931.21 $93,377.77 $98,046.66 Monthly $6,721.94 $7,058.03 $7,410.93 $7,781.48 $8,170.55 Bi-weekly $3,102.43 $3,257.55 $3,420.43 $3,591.45 $3,771.03 Hourly $38.78 $40.72 $42.76 $44.89 $47.14
FVGEA 7/1/2022 G72 Fire Prevention Analyst Annual $84,699.48 $88,934.46 $93,381.18 $98,050.24 $102,952.75 Monthly $7,058.29 $7,411.20 $7,781.77 $8,170.85 $8,579.40 Bi-weekly $3,257.67 $3,420.56 $3,591.58 $3,771.16 $3,959.72 Hourly $40.72 $42.76 $44.89 $47.14 $49.50
FVGEA 7/1/2022 G80 Housing Analyst Annual $83,820.41 $88,011.44 $92,412.01 $97,032.61 $101,884.24 Monthly $6,985.03 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
FVGEA 7/1/2022 G52 Housing Technician Annual $72,925.00 $76,571.26 $80,399.82 $84,419.81 $88,640.80 Monthly $6,077.08 $6,380.94 $6,699.98 $7,034.98 $7,386.73 Bi-weekly $2,804.81 $2,945.05 $3,092.30 $3,246.92 $3,409.26 Hourly $35.06 $36.81 $38.65 $40.59 $42.62
FVGEA 7/1/2022 G84 Human Resources Technician Annual $61,311.48 $64,377.05 $67,595.91 $70,975.70 $74,524.49 Monthly $5,109.29 $5,364.75 $5,632.99 $5,914.64 $6,210.37 Bi-weekly $2,358.13 $2,476.04 $2,599.84 $2,729.83 $2,866.33 Hourly $29.48 $30.95 $32.50 $34.12 $35.83
FVGEA 7/1/2022 G10 Identification Technician Annual $70,696.40 $74,231.22 $77,942.78 $81,839.92 $85,931.91 Monthly $5,891.37 $6,185.93 $6,495.23 $6,819.99 $7,160.99 Bi-weekly $2,719.09 $2,855.05 $2,997.80 $3,147.69 $3,305.07 Hourly $33.99 $35.69 $37.47 $39.35 $41.31
FVGEA 7/1/2022 G57 Information Technology Technician Annual $68,418.26 $71,839.18 $75,431.14 $79,202.69 $83,162.83 Monthly $5,701.52 $5,986.60 $6,285.93 $6,600.22 $6,930.24 Bi-weekly $2,631.47 $2,763.05 $2,901.20 $3,046.26 $3,198.57 Hourly $32.89 $34.54 $36.26 $38.08 $39.98
FVGEA 7/1/2022 G83 Sr. Accounting Technician Annual $60,060.89 $63,063.93 $66,217.13 $69,527.99 $73,004.39 Monthly $5,005.07 $5,255.33 $5,518.09 $5,794.00 $6,083.70 Bi-weekly $2,310.03 $2,425.54 $2,546.81 $2,674.15 $2,807.86 Hourly $28.88 $30.32 $31.84 $33.43 $35.10
FVGEA 7/1/2022 G81 Lead Code Enforcement Officer Annual $73,516.27 $77,192.08 $81,051.68 $85,104.27 $89,359.48 Monthly $6,126.36 $6,432.67 $6,754.31 $7,092.02 $7,446.62 Bi-weekly $2,827.55 $2,968.93 $3,117.37 $3,273.24 $3,436.90 Hourly $35.34 $37.11 $38.97 $40.92 $42.96 Page 4 of 7 Page 230 FVGEA 7/1/2022 G25 Lead Dispatcher Annual $69,965.91 $73,464.20 $77,137.41 $80,994.29 $85,044.00 Monthly $5,830.49 $6,122.02 $6,428.12 $6,749.52 $7,087.00 Bi-weekly $2,691.00 $2,825.55 $2,966.82 $3,115.16 $3,270.92 Hourly $33.64 $35.32 $37.09 $38.94 $40.89
FVGEA 7/1/2022 G86 Lead Information Technology Annual $75,260.09 $79,023.10 $82,974.25 $87,122.96 $91,479.11 Technician Monthly $6,271.67 $6,585.26 $6,914.52 $7,260.25 $7,623.26 Bi-weekly $2,894.62 $3,039.35 $3,191.32 $3,350.88 $3,518.43 Hourly $36.18 $37.99 $39.89 $41.89 $43.98
FVGEA 7/1/2022 G08 Lead Records Clerk Annual $54,142.79 $56,849.93 $59,692.43 $62,677.05 $65,810.90 Monthly $4,511.90 $4,737.49 $4,974.37 $5,223.09 $5,484.24 Bi-weekly $2,082.42 $2,186.54 $2,295.86 $2,410.66 $2,531.19 Hourly $26.03 $27.33 $28.70 $30.13 $31.64
FVGEA 7/1/2022 G74 Management Aide Annual $71,241.17 $74,803.23 $78,543.39 $82,470.56 $86,594.08 Monthly $5,936.76 $6,233.60 $6,545.28 $6,872.55 $7,216.17 Bi-weekly $2,740.04 $2,877.05 $3,020.90 $3,171.94 $3,330.54 Hourly $34.25 $35.96 $37.76 $39.65 $41.63
FVGEA 7/1/2022 G87 Permit Technician Annual $59,204.97 $62,165.22 $65,273.48 $68,537.15 $71,964.01 Monthly $4,933.75 $5,180.43 $5,439.46 $5,711.43 $5,997.00 Bi-weekly $2,277.11 $2,390.97 $2,510.52 $2,636.04 $2,767.85 Hourly $28.46 $29.89 $31.38 $32.95 $34.60
FVGEA 7/1/2022 G56 Plan Check Engineer Annual $95,285.37 $100,049.64 $105,052.12 $110,304.73 $115,819.96 Monthly $7,940.45 $8,337.47 $8,754.34 $9,192.06 $9,651.66 Bi-weekly $3,664.82 $3,848.06 $4,040.47 $4,242.49 $4,454.61 Hourly $45.81 $48.10 $50.51 $53.03 $55.68
FVGEA 7/1/2022 G54 Public Works Inspector Annual $76,206.01 $80,016.31 $84,017.13 $88,217.98 $92,628.88 Monthly $6,350.50 $6,668.03 $7,001.43 $7,351.50 $7,719.07 Bi-weekly $2,931.00 $3,077.55 $3,231.43 $3,393.00 $3,562.65 Hourly $36.64 $38.47 $40.39 $42.41 $44.53
FVGEA 7/1/2022 G Records Clerk I Annual $46,416.95 $48,737.80 $51,174.69 $53,733.42 $56,420.09 Monthly $3,868.08 $4,061.48 $4,264.56 $4,477.79 $4,701.67 Bi-weekly $1,785.27 $1,874.53 $1,968.26 $2,066.67 $2,170.00 Hourly $22.32 $23.43 $24.60 $25.83 $27.13
FVGEA 7/1/2022 G09 Records Clerk II Annual $51,567.51 $54,145.89 $56,853.18 $59,695.84 $62,680.63 Monthly $4,297.29 $4,512.16 $4,737.77 $4,974.65 $5,223.39 Bi-weekly $1,983.37 $2,082.53 $2,186.66 $2,295.99 $2,410.79 Hourly $24.79 $26.03 $27.33 $28.70 $30.13
FVGEA 7/1/2022 G76 Recreation Coordinator Annual $58,179.05 $61,088.00 $64,142.40 $67,349.52 $70,717.00 Monthly $4,848.25 $5,090.67 $5,345.20 $5,612.46 $5,893.08 Bi-weekly $2,237.66 $2,349.54 $2,467.02 $2,590.37 $2,719.88 Hourly $27.97 $29.37 $30.84 $32.38 $34.00
FVGEA 7/1/2022 G14 Secretary Annual $61,311.48 $64,377.06 $67,595.91 $70,975.70 $74,524.49 Monthly $5,109.29 $5,364.75 $5,632.99 $5,914.64 $6,210.37 Bi-weekly $2,358.13 $2,476.04 $2,599.84 $2,729.83 $2,866.33 Hourly $29.48 $30.95 $32.50 $34.12 $35.83
FVGEA 7/1/2022 G85 Supervising Records Clerk Annual $64,468.68 $67,692.11 $71,076.72 $74,630.55 $78,362.08 Monthly $5,372.39 $5,641.01 $5,923.06 $6,219.21 $6,530.17 Bi-weekly $2,479.56 $2,603.54 $2,733.72 $2,870.41 $3,013.93 Hourly $30.99 $32.54 $34.17 $35.88 $37.67
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVMEA (Field) 7/1/2022 G45 Equipment Operator I Annual $56,656.17 $59,488.98 $62,463.42 $65,586.60 $68,865.92 Monthly $4,721.35 $4,957.41 $5,205.29 $5,465.55 $5,738.83 Bi-weekly $2,179.08 $2,288.04 $2,402.44 $2,522.56 $2,648.69 Hourly $27.24 $28.60 $30.03 $31.53 $33.11
FVMEA (Field) 7/1/2022 G82 Equipment Operator I- Water Annual $61,188.64 $64,248.07 $67,460.48 $70,833.50 $74,375.18 Monthly $5,099.05 $5,354.01 $5,621.71 $5,902.79 $6,197.93 Bi-weekly $2,353.41 $2,471.08 $2,594.63 $2,724.37 $2,860.58 Hourly $29.42 $30.89 $32.43 $34.05 $35.76
FVMEA (Field) 7/1/2022 G46 Equipment Operator II Annual $59,355.26 $62,323.02 $65,439.17 $68,711.13 $72,146.69 Monthly $4,946.27 $5,193.59 $5,453.26 $5,725.93 $6,012.22 Bi-weekly $2,282.89 $2,397.04 $2,516.89 $2,642.74 $2,774.87 Hourly $28.54 $29.96 $31.46 $33.03 $34.69
FVMEA (Field) 7/1/2022 G47 Equipment Operator II - Water Annual $62,586.74 $65,716.08 $69,001.88 $72,451.98 $76,074.57 Monthly $5,215.56 $5,476.34 $5,750.16 $6,037.66 $6,339.55 Bi-weekly $2,407.18 $2,527.54 $2,653.92 $2,786.61 $2,925.95 Hourly $30.09 $31.59 $33.17 $34.83 $36.57
FVMEA (Field) 7/1/2022 G62 Foreman Annual $65,285.83 $68,550.12 $71,977.63 $75,576.51 $79,355.34 Monthly $5,440.49 $5,712.51 $5,998.14 $6,298.04 $6,612.94 Bi-weekly $2,510.99 $2,636.54 $2,768.37 $2,906.79 $3,052.13 Hourly $31.39 $32.96 $34.60 $36.33 $38.15
FVMEA (Field) 7/1/2022 G63 Foreman Fleet Annual $65,285.83 $68,550.12 $71,977.63 $75,576.51 $79,355.34 Monthly $5,440.49 $5,712.51 $5,998.14 $6,298.04 $6,612.94 Bi-weekly $2,510.99 $2,636.54 $2,768.37 $2,906.79 $3,052.13 Hourly $31.39 $32.96 $34.60 $36.33 $38.15
FVMEA (Field) 7/1/2022 G88 Foreman Sewer/Storm Drain Annual $69,606.86 $73,087.20 $76,741.56 $80,578.64 $84,607.57 Monthly $5,800.57 $6,090.60 $6,395.13 $6,714.89 $7,050.63 Bi-weekly $2,677.19 $2,811.05 $2,951.60 $3,099.18 $3,254.14 Hourly $33.46 $35.14 $36.89 $38.74 $40.68
FVMEA (Field) 7/1/2022 G75 Foreman Water Annual $69,606.86 $73,087.20 $76,741.56 $80,578.64 $84,607.57 Monthly $5,800.57 $6,090.60 $6,395.13 $6,714.89 $7,050.63 Bi-weekly $2,677.19 $2,811.05 $2,951.60 $3,099.18 $3,254.14 Hourly $33.46 $35.14 $36.89 $38.74 $40.68
FVMEA (Field) 7/1/2022 G39 Irrigation Technician Annual $58,265.72 $61,179.00 $64,237.95 $67,449.85 $70,822.34 Monthly $4,855.48 $5,098.25 $5,353.16 $5,620.82 $5,901.86 Bi-weekly $2,240.99 $2,353.04 $2,470.69 $2,594.23 $2,723.94 Page 5 of 7 Page 231 Hourly $28.01 $29.41 $30.88 $32.43 $34.05
FVMEA (Field) 7/1/2022 G78 Landscape Inspector Annual $72,801.19 $76,441.25 $80,263.32 $84,276.48 $88,490.31 Monthly $6,066.77 $6,370.10 $6,688.61 $7,023.04 $7,374.19 Bi-weekly $2,800.05 $2,940.05 $3,087.05 $3,241.40 $3,403.47 Hourly $35.00 $36.75 $38.59 $40.52 $42.54
FVMEA (Field) 7/1/2022 G36 Maintenance Worker II Annual $53,827.37 $56,518.74 $59,344.68 $62,311.91 $65,427.51 Monthly $4,485.61 $4,709.89 $4,945.39 $5,192.66 $5,452.29 Bi-weekly $2,070.28 $2,173.80 $2,282.49 $2,396.61 $2,516.44 Hourly $25.88 $27.17 $28.53 $29.96 $31.46
FVMEA (Field) 7/1/2022 G35 Maintenance Worker II - Chemical Annual $58,125.66 $61,031.94 $64,083.53 $67,287.71 $70,652.10 Applicator Monthly $4,843.80 $5,085.99 $5,340.29 $5,607.31 $5,887.67 Bi-weekly $2,235.60 $2,347.38 $2,464.75 $2,587.99 $2,717.39 Hourly $27.95 $29.34 $30.81 $32.35 $33.97
FVMEA (Field) 7/1/2022 G64 Maintenance Worker II - Water Annual $58,265.72 $61,179.00 $64,237.95 $67,449.85 $70,822.34 Monthly $4,855.48 $5,098.25 $5,353.16 $5,620.82 $5,901.86 Bi-weekly $2,240.99 $2,353.04 $2,470.69 $2,594.23 $2,723.94 Hourly $28.01 $29.41 $30.88 $32.43 $34.05
FVMEA (Field) 7/1/2022 G33 Mechanic Annual $61,769.58 $64,858.06 $68,100.97 $71,506.01 $75,081.32 Monthly $5,147.47 $5,404.84 $5,675.08 $5,958.83 $6,256.78 Bi-weekly $2,375.75 $2,494.54 $2,619.27 $2,750.23 $2,887.74 Hourly $29.70 $31.18 $32.74 $34.38 $36.10
FVMEA (Field) 7/1/2022 G65 Water Quality Technician Annual $72,838.34 $76,480.25 $80,304.27 $84,319.48 $88,535.45 Monthly $6,069.86 $6,373.35 $6,692.02 $7,026.62 $7,377.95 Bi-weekly $2,801.47 $2,941.55 $3,088.63 $3,243.06 $3,405.21 Hourly $35.02 $36.77 $38.61 $40.54 $42.57
FVMEA (Field) 7/1/2022 G66 Water System Operator Annual $68,529.69 $71,956.18 $75,553.99 $79,331.69 $83,298.27 Monthly $5,710.81 $5,996.35 $6,296.17 $6,610.97 $6,941.52 Bi-weekly $2,635.76 $2,767.55 $2,905.92 $3,051.22 $3,203.78 Hourly $32.95 $34.59 $36.32 $38.14 $40.05
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 City Manager 7/1/2022 CMG City Manager Annual $245,000.00 Monthly $20,416.67
Bi-weekly $9,423.08
Hourly $117.79
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 Dept. Director 7/1/2022 D01 Chief of Police Annual $203,716.28 $213,902.10 $224,597.20 $235,827.06 $247,618.42 Monthly $16,976.36 $17,825.17 $18,716.43 $19,652.26 $20,634.87 Bi-weekly $7,835.24 $8,227.00 $8,638.35 $9,070.27 $9,523.79 Hourly $97.94 $102.84 $107.98 $113.38 $119.05
Dept. Director 7/1/2022 D08 Community Services Director Annual $155,420.64 $163,191.67 $171,351.25 $179,918.81 $188,914.75 Monthly $12,951.72 $13,599.31 $14,279.27 $14,993.23 $15,742.90 Bi-weekly $5,977.72 $6,276.60 $6,590.43 $6,919.95 $7,265.95 Hourly $74.72 $78.46 $82.38 $86.50 $90.82
Dept. Director 7/1/2022 D09 Deputy City Manager Annual $155,420.64 $163,191.67 $171,351.25 $179,918.81 $188,914.75 Monthly $12,951.72 $13,599.31 $14,279.27 $14,993.23 $15,742.90 Bi-weekly $5,977.72 $6,276.60 $6,590.43 $6,919.95 $7,265.95 Hourly $74.72 $78.46 $82.38 $86.50 $90.82
Dept. Director 7/1/2022 D03 Director of Public Works Annual $176,576.61 $185,405.44 $194,675.71 $204,409.50 $214,629.97 Monthly $14,714.72 $15,450.45 $16,222.98 $17,034.12 $17,885.83 Bi-weekly $6,791.41 $7,130.98 $7,487.53 $7,861.90 $8,255.00 Hourly $84.89 $89.14 $93.59 $98.27 $103.19
Dept. Director 7/1/2022 D06 Finance Director Annual $171,664.72 $180,247.95 $189,260.35 $198,723.37 $208,659.54 Monthly $14,305.39 $15,020.66 $15,771.70 $16,560.28 $17,388.29 Bi-weekly $6,602.49 $6,932.61 $7,279.24 $7,643.21 $8,025.37 Hourly $82.53 $86.66 $90.99 $95.54 $100.32
Dept. Director 7/1/2022 D02 Fire Chief Annual $197,050.95 $206,903.50 $217,248.67 $228,111.11 $239,516.66 Monthly $16,420.91 $17,241.96 $18,104.06 $19,009.26 $19,959.72 Bi-weekly $7,578.88 $7,957.83 $8,355.72 $8,773.50 $9,212.18 Hourly $94.74 $99.47 $104.45 $109.67 $115.15
Dept. Director 7/1/2022 D07 Human Resources Director Annual $155,420.64 $163,191.67 $171,351.25 $179,918.81 $188,914.75 Monthly $12,951.72 $13,599.31 $14,279.27 $14,993.23 $15,742.90 Bi-weekly $5,977.72 $6,276.60 $6,590.43 $6,919.95 $7,265.95 Hourly $74.72 $78.46 $82.38 $86.50 $90.82
Dept. Director 7/1/2022 D04 Planning/Building Director Annual $171,899.96 $180,494.96 $189,519.71 $198,995.69 $208,945.48 Monthly $14,325.00 $15,041.25 $15,793.31 $16,582.97 $17,412.12 Bi-weekly $6,611.54 $6,942.11 $7,289.22 $7,653.68 $8,036.36 Hourly $82.64 $86.78 $91.12 $95.67 $100.45
Part-time
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3
PT 7/1/2022 T38 Accounting Technician I * Hourly $26.19 $27.50 $28.88 PT 7/1/2022 T39 Accounting Technician II * Hourly $27.50 $28.88 $30.32 PT 7/1/2022 T06 Administrative Intern Hourly $15.29 $16.05 PT 7/1/2022 T28
Administrative Intern- City Manager's
Office Houtly $15.29 $16.05
PT 7/1/2022 T29 Administrative Specialist * Hourly $20.45 $21.47 $22.54 PT 7/1/2022 T14 Customer Service Representative Hourly $25.67 $26.96 $28.30 PT 7/1/2022 T15 Dispatcher * Hourly $32.04 $33.64 $35.32 PT 7/1/2022 T21 Dispatcher Trainee Hourly $16.64
PT 7/1/2022 T32
Emergency Medical Services Manager
* Hourly $55.94 $58.74 $61.67
PT 7/1/2022 T22 Emergency Preparedness Assistant Hourly $18.20 $19.11 $20.07 Page 6 of 7 Page 232 PT 7/1/2022 T05 Engineering Technician I * Hourly $27.95 $29.34 $30.81 PT 7/1/2022 T05 Engineering Technician II * Hourly $28.79 $30.23 $31.74 PT 7/1/2022 T05 Engineering Technician III * Hourly $29.65 $31.13 $32.69 PT 7/1/2022 T35 Fire Administrative Aide Hourly $15.29 $16.05 $16.86 PT 7/1/2022 T36 Firefighter Trainee Hourly $23.05
PT 7/1/2022 T31 Graduate Intern Hourly $15.29 $16.05 $16.86 PT 7/1/2022 T18 Human Resources Coordinator Hourly $15.29 $16.05 PT 7/1/2022 T25 Information Technology Technician * Hourly $32.89 $34.54 $36.26 PT 7/1/2022 T10 Lifeguard Hourly $15.29 $16.05
PT 7/1/2022 T33 Management Aide * Hourly $34.25 $35.96 $37.76 PT 7/1/2022 T23 Management Intern Hourly $19.22 $20.18 $21.19 PT 7/1/2022 T17 Office Specialist I Hourly $16.37 $17.19 $18.05 PT 7/1/2022 T13 Office Specialist II Hourly $18.20 $19.11 $20.07 PT 7/1/2022 T37 Paramedic Trainee Hourly $25.61
PT 7/1/2022 T01 Police Recruit Hourly $36.18
PT 7/1/2022 T12 Police Reserve Officer Hourly $20.80
PT 7/1/2022 T30 Police Services Officer Hourly $20.56 $21.59 $22.67 PT 7/1/2022 T20 Police Cadet Hourly $15.29 $16.05
PT 7/1/2022 T34 Public Information Officer Hourly $52.00 PT 7/1/2022 T26 Recreation Coordinator * Hourly $25.60 $26.88 $28.22 PT 7/1/2022 T03 Recreation Leader Hourly $15.29 $16.05
PT 7/1/2022 T04 Recreation Specialist Hourly $16.12 $16.93 $17.77 PT 7/1/2022 T09 Swim Instructor/Lifeguard Hourly $15.29 $16.05 PT 7/1/2022 T07 Maintenance Worker I Hourly $17.46 $18.33 $19.25 Step 1 removed for part-time classes due to minimum wage law as of 1/1/2022, beginning step is Step 2 for these classes. *Classifications are considered full-time equivelents

Bargaining Unit Codes:

POA: Fountain Valley Police Officers' Association
POMU: Fountain Valley Peace Officers' Management Unit
FVFA: Fountain Valley Firefighters' Association IAFF Local 4530 BC: Individually Represented Battalion Chiefs
P&T: Professional/Technical Unit
IRP&T: Individually Represented Professional/Technical Employee FVGEA: Fountain Valley General Employees' Association
FVMEA: Fountain Valley Municipal Employees' Association DD: Department Directors (non-represented)
PT: Part-time employees (non-represented)
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POA 7/1/2022 008 Corporal Annual $90,423.02 $94,944.17 $99,691.38 $104,675.95 $109,909.75 Monthly $7,535.25 $7,912.01 $8,307.62 $8,723.00 $9,159.15 Bi-weekly $3,477.81 $3,651.70 $3,834.28 $4,026.00 $4,227.30 Hourly $43.47 $45.65 $47.93 $50.32 $52.84
POA 7/1/2022 004 Police Officer Annual $86,109.37 $90,411.96 $94,930.40 $99,679.08 $104,672.38 Monthly $7,175.78 $7,534.33 $7,910.87 $8,306.59 $8,722.70 Bi-weekly $3,311.90 $3,477.38 $3,651.17 $3,833.81 $4,025.86 Hourly $41.40 $43.47 $45.64 $47.92 $50.32
POA 7/1/2022 003 Police Sergeant Annual $111,147.86 $116,702.38 $122,544.69 $128,674.80 $135,107.10 Monthly $9,262.32 $9,725.20 $10,212.06 $10,722.90 $11,258.93 Bi-weekly $4,274.92 $4,488.55 $4,713.26 $4,949.03 $5,196.43 Hourly $53.44 $56.11 $58.92 $61.86 $64.96
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 POMU 7/1/2022 002 Police Lieutenant Annual $136,205.22 $143,018.05 $150,165.10 $157,672.07 $165,551.82 Monthly $11,350.44 $11,918.17 $12,513.76 $13,139.34 $13,795.98 Bi-weekly $5,238.66 $5,500.69 $5,775.58 $6,064.31 $6,367.38 Hourly $65.48 $68.76 $72.19 $75.80 $79.59
POMU 7/1/2022 001 Police Captain Annual $155,409.70 $163,173.75 $171,336.30 $179,897.33 $188,895.41 Monthly $12,950.81 $13,597.81 $14,278.02 $14,991.44 $15,741.28 Bi-weekly $5,977.30 $6,275.91 $6,589.86 $6,919.13 $7,265.21 Hourly $74.72 $78.45 $82.37 $86.49 $90.82
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVFA 7/1/2022 F03 Firefighter Annual $77,589.11 $81,468.57 $85,542.00 $89,819.10 $94,310.05 Monthly $6,465.76 $6,789.05 $7,128.50 $7,484.92 $7,859.17 Bi-weekly $2,984.20 $3,133.41 $3,290.08 $3,454.58 $3,627.31 Hourly $26.64 $27.98 $29.38 $30.84 $32.39
FVFA 7/1/2022 F04 Firefighter/Paramedic Annual $88,839.54 $93,281.51 $97,945.59 $102,842.87 $107,985.01 Monthly $7,403.29 $7,773.46 $8,162.13 $8,570.24 $8,998.75 Bi-weekly $3,416.91 $3,587.75 $3,767.14 $3,955.49 $4,153.27 Hourly $30.51 $32.03 $33.64 $35.32 $37.08
FVFA 7/1/2022 F02 Fire Engineer Annual $89,727.93 $94,214.33 $98,925.04 $103,871.30 $109,064.86 Monthly $7,477.33 $7,851.19 $8,243.75 $8,655.94 $9,088.74 Bi-weekly $3,451.07 $3,623.63 $3,804.81 $3,995.05 $4,194.80 Hourly $30.81 $32.35 $33.97 $35.67 $37.45
FVFA 7/1/2022 F01 Fire Captain Annual $103,937.68 $109,134.56 $114,591.29 $120,320.85 $126,336.89 Monthly $8,661.47 $9,094.55 $9,549.27 $10,026.74 $10,528.07 Bi-weekly $3,997.60 $4,197.48 $4,407.36 $4,627.73 $4,859.11 Hourly $35.69 $37.48 $39.35 $41.32 $43.38
FVFA 7/1/2022 F06 Administrative Fire Captain Annual $124,140.21 $130,347.22 $136,864.59 $143,707.81 $150,893.21 Monthly $10,345.02 $10,862.27 $11,405.38 $11,975.65 $12,574.43 Bi-weekly $4,774.62 $5,013.35 $5,264.02 $5,527.22 $5,803.58 Hourly $59.68 $62.67 $65.80 $69.09 $72.54
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 BC 7/1/2022 P23 Battalion Chief Annual $145,301.43 $152,566.50 $160,194.83 $168,204.57 $176,614.80 Monthly $12,108.45 $12,713.88 $13,349.57 $14,017.05 $14,717.90 Bi-weekly $5,588.52 $5,867.94 $6,161.34 $6,469.41 $6,792.88 Hourly $49.90 $52.39 $55.01 $57.76 $60.65
BC 7/1/2022 P56 Division Chief Annual $158,378.56 $166,297.49 $174,612.36 $183,342.98 $192,510.13 Monthly $13,198.21 $13,858.12 $14,551.03 $15,278.58 $16,042.51 Bi-weekly $6,091.48 $6,396.06 $6,715.86 $7,051.65 $7,404.24 Hourly $54.39 $57.11 $59.96 $62.96 $66.11
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 P&T 7/1/2022 P57 Building Official Annual $135,020.95 $141,771.99 $148,860.59 $156,303.62 $164,118.80 Monthly $11,251.75 $11,814.33 $12,405.05 $13,025.30 $13,676.57 Bi-weekly $5,193.11 $5,452.77 $5,725.41 $6,011.68 $6,312.26 EXHIBIT 3
City of Fountain Valley Salary Resolution
8/23/2022 - Revised 9/20/2022

Hourly $ 64.91 $ 68.16 $ 71.57 $ 75.15 $78.90
P&T 7/1/2022 P09 Community Services Supervisor Annual $81,653.72 $85,736.41 $90,023.23 $94,524.39 $99,250.61 Monthly $6,804.48 $7,144.70 $7,501.94 $7,877.03 $8,270.88 Bi-weekly $3,140.53 $3,297.55 $3,462.43 $3,635.55 $3,817.33 Hourly $39.26 $41.22 $43.28 $45.44 $47.72
P&T 7/1/2022 P46 Crime Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
P&T 7/1/2022 P50 Deputy Public Works Director/City Annual $152,991.76 $160,641.34 $168,673.41 $177,107.08 $185,962.44 Engineer Monthly $12,749.31 $13,386.78 $14,056.12 $14,758.92 $15,496.87 Bi-weekly $5,884.30 $6,178.51 $6,487.44 $6,811.81 $7,152.40 Hourly $73.55 $77.23 $81.09 $85.15 $89.41
P&T 7/1/2022 P55 Emergency Medical Services Annual $116,353.40 $122,171.07 $128,279.62 $134,693.61 $141,428.29 Manager Monthly $9,696.12 $10,180.92 $10,689.97 $11,224.47 $11,785.69 Bi-weekly $4,475.13 $4,698.89 $4,933.83 $5,180.52 $5,439.55 Hourly $55.94 $58.74 $61.67 $64.76 $67.99
P&T 7/1/2022 P20 Engineering Associate Annual $103,580.75 $108,759.78 $114,197.77 $119,907.66 $125,903.04 Monthly $8,631.73 $9,063.32 $9,516.48 $9,992.31 $10,491.92 Bi-weekly $3,983.87 $4,183.07 $4,392.22 $4,611.83 $4,842.42 Hourly $49.80 $52.29 $54.90 $57.65 $60.53
P&T 7/1/2022 P31 Environmental Services Annual $102,358.82 $107,476.76 $112,850.60 $118,493.13 $124,417.79 Administrator Monthly $8,529.90 $8,956.40 $9,404.22 $9,874.43 $10,368.15 Bi-weekly $3,936.88 $4,133.72 $4,340.41 $4,557.43 $4,785.30 Hourly $49.21 $51.67 $54.26 $56.97 $59.82
P&T 7/1/2022 P25 Field Services Manager Annual $142,462.67 $149,585.80 $157,065.09 $164,918.35 $173,164.26 Monthly $11,871.89 $12,465.48 $13,088.76 $13,743.20 $14,430.36 Bi-weekly $5,479.33 $5,753.30 $6,040.97 $6,343.01 $6,660.16 Hourly $68.49 $71.92 $75.51 $79.29 $83.25
P&T 7/1/2022 P48 Fire Marshal Annual $120,121.97 $126,128.07 $132,434.47 $139,056.19 $146,009.00 Monthly $10,010.16 $10,510.67 $11,036.21 $11,588.02 $12,167.42 Bi-weekly $4,620.08 $4,851.08 $5,093.63 $5,348.32 $5,615.73 Hourly $57.75 $60.64 $63.67 $66.85 $70.20
P&T 7/1/2022 P05 Housing Coordinator Annual $105,598.87 $110,878.82 $116,422.76 $122,243.90 $128,356.09 Monthly $8,799.91 $9,239.90 $9,701.90 $10,186.99 $10,696.34 Bi-weekly $4,061.50 $4,264.57 $4,477.80 $4,701.69 $4,936.77 Hourly $50.77 $53.31 $55.97 $58.77 $61.71
P&T 7/1/2022 P10 Information Technology Manager Annual $129,209.74 $135,670.22 $142,453.74 $149,576.42 $157,055.24 Monthly $10,767.48 $11,305.85 $11,871.14 $12,464.70 $13,087.94 Bi-weekly $4,969.61 $5,218.09 $5,478.99 $5,752.94 $6,040.59 Hourly $62.12 $65.23 $68.49 $71.91 $75.51
P&T 7/1/2022 P41 Internal Services Supervisor Annual $92,656.28 $97,289.09 $102,153.55 $107,261.23 $112,624.29 Monthly $7,721.36 $8,107.42 $8,512.80 $8,938.44 $9,385.36 Bi-weekly $3,563.70 $3,741.89 $3,928.98 $4,125.43 $4,331.70 Hourly $44.55 $46.77 $49.11 $51.57 $54.15
P&T 7/1/2022 P64 Management Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
P&T 7/1/2022 P65 Management Specialist Annual $75,438.38 $79,210.30 $83,170.81 $87,329.35 $91,695.82 Monthly $6,286.53 $6,600.86 $6,930.90 $7,277.45 $7,641.32 Bi-weekly $2,901.48 $3,046.55 $3,198.88 $3,358.82 $3,526.76 Hourly $36.27 $38.08 $39.99 $41.99 $44.08
P&T 7/1/2022 P07 Principal Planner Annual $119,267.67 $125,231.05 $131,492.61 $138,067.24 $144,970.60 Monthly $9,938.97 $10,435.92 $10,957.72 $11,505.60 $12,080.88 Bi-weekly $4,587.22 $4,816.58 $5,057.41 $5,310.28 $5,575.79 Hourly $57.34 $60.21 $63.22 $66.38 $69.70
P&T 7/1/2022 P07A Principal Planner (new hire) Annual $117,534.31 $123,411.02 $129,581.57 $136,060.65 $142,863.69 Monthly $9,794.53 $10,284.25 $10,798.46 $11,338.39 $11,905.31 Bi-weekly $4,520.55 $4,746.58 $4,983.91 $5,233.10 $5,494.76 Hourly $56.51 $59.33 $62.30 $65.41 $68.68
P&T 7/1/2022 P35 Principal Civil Engineer Annual $124,294.42 $130,509.14 $137,034.60 $143,886.33 $151,080.64 Monthly $10,357.87 $10,875.76 $11,419.55 $11,990.53 $12,590.05 Bi-weekly $4,780.55 $5,019.58 $5,270.56 $5,534.09 $5,810.79 Hourly $59.76 $62.74 $65.88 $69.18 $72.63
P&T 7/1/2022 P42 Public Services Supervisor Annual $92,656.28 $97,289.09 $102,153.55 $107,261.23 $112,624.29 Monthly $7,721.36 $8,107.42 $8,512.80 $8,938.44 $9,385.36 Bi-weekly $3,563.70 $3,741.89 $3,928.98 $4,125.43 $4,331.70 Hourly $44.55 $46.77 $49.11 $51.57 $54.15
P&T 7/1/2022 P03A Purchasing Manager Annual $99,074.01 $104,027.71 $109,229.09 $114,690.55 $120,425.07 Monthly $8,256.17 $8,668.98 $9,102.42 $9,557.55 $10,035.42 Bi-weekly $3,810.54 $4,001.07 $4,201.12 $4,411.17 $4,631.73 Hourly $47.63 $50.01 $52.51 $55.14 $57.90
P&T 7/1/2022 P08 Recreation and Community Annual $111,257.06 $116,819.92 $122,660.91 $128,793.96 $135,233.65

Services Manager Monthly $9,271.42 $9,734.99 $10,221.74 $10,732.83 $11,269.47 Bi-weekly $4,279.12 $4,493.07 $4,717.73 $4,953.61 $5,201.29 Hourly $53.49 $56.16 $58.97 $61.92 $65.02
P&T 7/1/2022 P34 Senior Civil Engineer Annual $113,943.77 $119,640.96 $125,623.01 $131,904.16 $138,499.37 Monthly $9,495.31 $9,970.08 $10,468.58 $10,992.01 $11,541.61 Bi-weekly $4,382.45 $4,601.58 $4,831.65 $5,073.24 $5,326.90 Hourly $54.78 $57.52 $60.40 $63.42 $66.59
P&T 7/1/2022 P53 Senior Planner Annual $104,682.00 $109,916.10 $115,411.91 $121,182.50 $127,241.63 Monthly $8,723.50 $9,159.68 $9,617.66 $10,098.54 $10,603.47 Bi-weekly $4,026.23 $4,227.54 $4,438.92 $4,660.87 $4,893.91 Hourly $50.33 $52.84 $55.49 $58.26 $61.17
P&T 7/1/2022 P30 Sewer/Storm Drain Supervisor Annual $100,068.78 $105,072.22 $110,325.83 $115,842.13 $121,634.23 Monthly $8,339.07 $8,756.02 $9,193.82 $9,653.51 $10,136.19 Bi-weekly $3,848.80 $4,041.24 $4,243.30 $4,455.47 $4,678.24 Hourly $48.11 $50.52 $53.04 $55.69 $58.48
P&T 7/1/2022 P06 Support Services Manager Annual $99,953.08 $104,950.73 $110,198.27 $115,708.18 $121,493.59 Monthly $8,329.42 $8,745.89 $9,183.19 $9,642.35 $10,124.47 Bi-weekly $3,844.35 $4,036.57 $4,238.39 $4,450.31 $4,672.83 Hourly $48.05 $50.46 $52.98 $55.63 $58.41
P&T 7/1/2022 P54 Support Services Supervisor Annual $81,653.72 $85,736.41 $90,023.23 $94,524.39 $99,250.61 Monthly $6,804.48 $7,144.70 $7,501.94 $7,877.03 $8,270.88 Bi-weekly $3,140.53 $3,297.55 $3,462.43 $3,635.55 $3,817.33 Hourly $39.26 $41.22 $43.28 $45.44 $47.72
P&T 7/1/2022 P21 Water Supervisor Annual $102,070.16 $107,173.67 $112,532.35 $118,158.97 $124,066.92 Monthly $8,505.85 $8,931.14 $9,377.70 $9,846.58 $10,338.91 Bi-weekly $3,925.78 $4,122.06 $4,328.17 $4,544.58 $4,771.80 Hourly $49.07 $51.53 $54.10 $56.81 $59.65
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 IRP&T 7/1/2022 P12 Accounting Manager Annual $112,840.36 $118,482.38 $124,406.50 $130,626.83 $137,158.17 Monthly $9,403.36 $9,873.53 $10,367.21 $10,885.57 $11,429.85 Bi-weekly $4,340.01 $4,557.01 $4,784.87 $5,024.11 $5,275.31 Hourly $54.25 $56.96 $59.81 $62.80 $65.94
IRP&T 7/1/2022 P58 Budget Manager Annual $112,840.36 $118,482.38 $124,406.50 $130,626.83 $137,158.17 Monthly $9,403.36 $9,873.53 $10,367.21 $10,885.57 $11,429.85 Bi-weekly $4,340.01 $4,557.01 $4,784.87 $5,024.11 $5,275.31 Hourly $54.25 $56.96 $59.81 $62.80 $65.94
IRP&T 7/1/2022 P14 City Clerk Administrator Annual $118,500.04 $124,425.04 $130,646.29 $137,178.61 $144,037.54 Monthly $9,875.00 $10,368.75 $10,887.19 $11,431.55 $12,003.13 Bi-weekly $4,557.69 $4,785.58 $5,024.86 $5,276.10 $5,539.91 Hourly $56.97 $59.82 $62.81 $65.95 $69.25
IRP&T 7/1/2022 P49 Human Resources Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
IRP&T 7/1/2022 P15 Human Resources Specialist Annual $75,438.38 $79,210.30 $83,170.81 $87,329.35 $91,695.82 Monthly $6,286.53 $6,600.86 $6,930.90 $7,277.45 $7,641.32 Bi-weekly $2,901.48 $3,046.55 $3,198.88 $3,358.82 $3,526.76 Hourly $36.27 $38.08 $39.99 $41.99 $44.08
IRP&T 7/1/2022 P62 Human Resources Manager Annual $125,898.24 $133,766.88 $141,635.52 $149,504.16 $157,372.80 Monthly $10,491.52 $11,147.24 $11,802.96 $12,458.68 $13,114.40 Bi-weekly $4,842.24 $5,144.88 $5,447.52 $5,750.16 $6,052.80 Hourly $60.53 $64.31 $68.09 $71.88 $75.66
IRP&T 8/23/2022 P63 Information Technology Analyst Annual $79,141.34 $84,087.67 $89,034.00 $93,980.34 $98,926.67 Monthly $6,595.11 $7,007.31 $7,419.50 $7,831.69 $8,243.89 Bi-weekly $3,043.90 $3,234.14 $3,424.38 $3,614.63 $3,804.87 Hourly $38.05 $40.43 $42.80 $45.18 $47.56
IRP&T 7/1/2022 P01 Management Analyst Annual $83,820.42 $88,011.44 $92,412.01 $97,032.62 $101,884.25 (City Manager's Office Only) Monthly $6,985.04 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
IRP&T 7/1/2022 P02 Management Specialist Annual $75,438.38 $79,210.30 $83,170.81 $87,329.35 $91,695.82 (City Manager's Office Only) Monthly $6,286.53 $6,600.86 $6,930.90 $7,277.45 $7,641.32 Bi-weekly $2,901.48 $3,046.55 $3,198.88 $3,358.82 $3,526.76 Hourly $36.27 $38.08 $39.99 $41.99 $44.08
IRP&T 7/1/2022 P61 Payroll Administrator Annual $111,036.31 $116,588.12 $122,417.53 $128,538.41 $134,965.33 Monthly $9,253.03 $9,715.68 $10,201.46 $10,711.53 $11,247.11 Bi-weekly $4,270.63 $4,484.16 $4,708.37 $4,943.78 $5,190.97 Hourly $53.38 $56.05 $58.85 $61.80 $64.89
IRP&T 7/1/2022 P40 Principal Management Analyst Annual $100,584.51 $105,613.73 $110,894.42 $116,439.14 $122,261.10 (City Manager's Office Only) Monthly $8,382.04 $8,801.14 $9,241.20 $9,703.26 $10,188.42 Bi-weekly $3,868.63 $4,062.07 $4,265.17 $4,478.43 $4,702.35 Hourly $48.36 $50.78 $53.31 $55.98 $58.78
IRP&T 7/1/2022 P59 Principal Human Resources Analyst Annual $111,036.31 $116,588.12 $122,417.53 $128,538.41 $134,965.33 Monthly $9,253.03 $9,715.68 $10,201.46 $10,711.53 $11,247.11 Bi-weekly $4,270.63 $4,484.16 $4,708.37 $4,943.78 $5,190.97

Hourly $53.38 $56.05 $58.85 $61.80 $64.89
IRP&T 7/1/2022 P60 Purchasing Administrator Annual $111,036.31 $116,588.12 $122,417.53 $128,538.41 $134,965.33 Monthly $9,253.03 $9,715.68 $10,201.46 $10,711.53 $11,247.11 Bi-weekly $4,270.63 $4,484.16 $4,708.37 $4,943.78 $5,190.97 Hourly $53.38 $56.05 $58.85 $61.80 $64.89
IRP&T 7/1/2022 P51 Senior Budget Analyst Annual $92,190.08 $96,799.59 $101,639.57 $106,721.54 $112,057.62 Monthly $7,682.51 $8,066.63 $8,469.96 $8,893.46 $9,338.14 Bi-weekly $3,545.77 $3,723.06 $3,909.21 $4,104.67 $4,309.91 Hourly $44.32 $46.54 $48.87 $51.31 $53.87
IRP&T 7/1/2022 P52 Senior Human Resources Analyst Annual $92,190.08 $96,799.59 $101,639.57 $106,721.54 $112,057.62 Monthly $7,682.51 $8,066.63 $8,469.96 $8,893.46 $9,338.14 Bi-weekly $3,545.77 $3,723.06 $3,909.21 $4,104.67 $4,309.91 Hourly $44.32 $46.54 $48.87 $51.31 $53.87
IRP&T 7/1/2022 P39 Senior Management Analyst Annual $92,190.08 $96,799.59 $101,639.57 $106,721.54 $112,057.62 Monthly $7,682.51 $8,066.63 $8,469.96 $8,893.46 $9,338.14 Bi-weekly $3,545.77 $3,723.06 $3,909.21 $4,104.67 $4,309.91 Hourly $44.32 $46.54 $48.87 $51.31 $53.87
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVGEA 7/1/2022 G02 Accountant Annual $81,108.95 $85,164.40 $89,422.62 $93,893.75 $98,588.43 Monthly $6,759.08 $7,097.03 $7,451.88 $7,824.48 $8,215.70 Bi-weekly $3,119.57 $3,275.55 $3,439.33 $3,611.30 $3,791.86 Hourly $38.99 $40.94 $42.99 $45.14 $47.40
FVGEA 7/1/2022 G03 Accounting Technician I Annual $54,477.08 $57,200.94 $60,060.98 $63,064.03 $66,217.24 Monthly $4,539.76 $4,766.74 $5,005.08 $5,255.34 $5,518.10 Bi-weekly $2,095.27 $2,200.04 $2,310.04 $2,425.54 $2,546.82 Hourly $26.19 $27.50 $28.88 $30.32 $31.84
FVGEA 7/1/2022 G03 Accounting Technician I/ Annual $54,477.08 $57,200.94 $60,060.98 $63,064.03 $66,217.24 Storekeeper Monthly $4,539.76 $4,766.74 $5,005.08 $5,255.34 $5,518.10 Bi-weekly $2,095.27 $2,200.04 $2,310.04 $2,425.54 $2,546.82 Hourly $26.19 $27.50 $28.88 $30.32 $31.84
FVGEA 7/1/2022 G04 Accounting Technician II Annual $57,200.94 $60,060.98 $63,064.03 $66,217.24 $69,528.10 Monthly $4,766.74 $5,005.08 $5,255.34 $5,518.10 $5,794.01 Bi-weekly $2,200.04 $2,310.04 $2,425.54 $2,546.82 $2,674.16 Hourly $27.50 $28.88 $30.32 $31.84 $33.43
FVGEA 7/1/2022 G79 Administrative Assistant Annual $61,311.48 $64,377.06 $67,595.91 $70,975.70 $74,524.49 Monthly $5,109.29 $5,364.75 $5,632.99 $5,914.64 $6,210.37 Bi-weekly $2,358.13 $2,476.04 $2,599.84 $2,729.83 $2,866.33 Hourly $29.48 $30.95 $32.50 $34.12 $35.83
FVGEA 7/1/2022 G77 Administrative Specialist Annual $42,529.27 $44,655.73 $46,888.52 $49,232.94 $51,694.59 Monthly $3,544.11 $3,721.31 $3,907.38 $4,102.75 $4,307.88 Bi-weekly $1,635.74 $1,717.53 $1,803.40 $1,893.57 $1,988.25 Hourly $20.45 $21.47 $22.54 $23.67 $24.85
FVGEA 7/1/2022 G73 Assistant Engineer Annual $86,940.47 $91,287.50 $95,851.87 $100,644.46 $105,676.69 Monthly $7,245.04 $7,607.29 $7,987.66 $8,387.04 $8,806.39 Bi-weekly $3,343.86 $3,511.06 $3,686.61 $3,870.94 $4,064.49 Hourly $41.80 $43.89 $46.08 $48.39 $50.81
FVGEA 7/1/2022 G55 Assistant Planner Annual $73,246.92 $76,909.26 $80,754.72 $84,792.46 $89,032.08 Monthly $6,103.91 $6,409.11 $6,729.56 $7,066.04 $7,419.34 Bi-weekly $2,817.19 $2,958.05 $3,105.95 $3,261.25 $3,424.31 Hourly $35.21 $36.98 $38.82 $40.77 $42.80
FVGEA 7/1/2022 G61 Building Inspector Annual $79,315.76 $83,281.55 $87,445.63 $91,817.91 $96,408.80 Monthly $6,609.65 $6,940.13 $7,287.14 $7,651.49 $8,034.07 Bi-weekly $3,050.61 $3,203.14 $3,363.29 $3,531.46 $3,708.03 Hourly $38.13 $40.04 $42.04 $44.14 $46.35
FVGEA 7/1/2022 G49 Code Enforcement Officer Annual $70,015.43 $73,516.21 $77,192.02 $81,051.62 $85,104.20 Monthly $5,834.62 $6,126.35 $6,432.67 $6,754.30 $7,092.02 Bi-weekly $2,692.90 $2,827.55 $2,968.92 $3,117.37 $3,273.24 Hourly $33.66 $35.34 $37.11 $38.97 $40.92
FVGEA 7/1/2022 G12 Community Services Officer Annual $57,188.56 $60,047.98 $63,050.38 $66,202.90 $69,513.05 Monthly $4,765.71 $5,004.00 $5,254.20 $5,516.91 $5,792.75 Bi-weekly $2,199.56 $2,309.54 $2,425.01 $2,546.27 $2,673.58 Hourly $27.49 $28.87 $30.31 $31.83 $33.42
FVGEA 7/1/2022 G24 Dispatcher Annual $66,635.38 $69,967.15 $73,465.50 $77,138.78 $80,995.72 Monthly $5,552.95 $5,830.60 $6,122.13 $6,428.23 $6,749.64 Bi-weekly $2,562.90 $2,691.04 $2,825.60 $2,966.88 $3,115.22 Hourly $32.04 $33.64 $35.32 $37.09 $38.94
FVGEA 7/1/2022 G30 Engineering Technician I Annual $61,670.53 $64,754.06 $67,991.76 $71,391.35 $74,960.92 Monthly $5,139.21 $5,396.17 $5,665.98 $5,949.28 $6,246.74 Bi-weekly $2,371.94 $2,490.54 $2,615.07 $2,745.82 $2,883.11 Hourly $29.65 $31.13 $32.69 $34.32 $36.04
FVGEA 7/1/2022 G29 Engineering Technician II Annual $68,529.69 $71,956.18 $75,553.99 $79,331.69 $83,298.27 Monthly $5,710.81 $5,996.35 $6,296.17 $6,610.97 $6,941.52 Bi-weekly $2,635.76 $2,767.55 $2,905.92 $3,051.22 $3,203.78 Hourly $32.95 $34.59 $36.32 $38.14 $40.05
FVGEA 7/1/2022 G31 Engineering Technician III Annual $76,069.82 $79,873.31 $83,866.97 $88,060.32 $92,463.34

Monthly $6,339.15 $6,656.11 $6,988.91 $7,338.36 $7,705.28 Bi-weekly $2,925.76 $3,072.05 $3,225.65 $3,386.94 $3,556.28 Hourly $36.57 $38.40 $40.32 $42.34 $44.45
FVGEA 7/1/2022 G50 Fire Prevention Specialist Annual $80,663.23 $84,696.39 $88,931.21 $93,377.77 $98,046.66 Monthly $6,721.94 $7,058.03 $7,410.93 $7,781.48 $8,170.55 Bi-weekly $3,102.43 $3,257.55 $3,420.43 $3,591.45 $3,771.03 Hourly $38.78 $40.72 $42.76 $44.89 $47.14
FVGEA 7/1/2022 G72 Fire Prevention Analyst Annual $84,699.48 $88,934.46 $93,381.18 $98,050.24 $102,952.75 Monthly $7,058.29 $7,411.20 $7,781.77 $8,170.85 $8,579.40 Bi-weekly $3,257.67 $3,420.56 $3,591.58 $3,771.16 $3,959.72 Hourly $40.72 $42.76 $44.89 $47.14 $49.50
FVGEA 7/1/2022 G80 Housing Analyst Annual $83,820.41 $88,011.44 $92,412.01 $97,032.61 $101,884.24 Monthly $6,985.03 $7,334.29 $7,701.00 $8,086.05 $8,490.35 Bi-weekly $3,223.86 $3,385.06 $3,554.31 $3,732.02 $3,918.62 Hourly $40.30 $42.31 $44.43 $46.65 $48.98
FVGEA 7/1/2022 G52 Housing Technician Annual $72,925.00 $76,571.26 $80,399.82 $84,419.81 $88,640.80 Monthly $6,077.08 $6,380.94 $6,699.98 $7,034.98 $7,386.73 Bi-weekly $2,804.81 $2,945.05 $3,092.30 $3,246.92 $3,409.26 Hourly $35.06 $36.81 $38.65 $40.59 $42.62
FVGEA 7/1/2022 G84 Human Resources Technician Annual $61,311.48 $64,377.05 $67,595.91 $70,975.70 $74,524.49 Monthly $5,109.29 $5,364.75 $5,632.99 $5,914.64 $6,210.37 Bi-weekly $2,358.13 $2,476.04 $2,599.84 $2,729.83 $2,866.33 Hourly $29.48 $30.95 $32.50 $34.12 $35.83
FVGEA 7/1/2022 G10 Identification Technician Annual $70,696.40 $74,231.22 $77,942.78 $81,839.92 $85,931.91 Monthly $5,891.37 $6,185.93 $6,495.23 $6,819.99 $7,160.99 Bi-weekly $2,719.09 $2,855.05 $2,997.80 $3,147.69 $3,305.07 Hourly $33.99 $35.69 $37.47 $39.35 $41.31
FVGEA 7/1/2022 G57 Information Technology Technician Annual $68,418.26 $71,839.18 $75,431.14 $79,202.69 $83,162.83 Monthly $5,701.52 $5,986.60 $6,285.93 $6,600.22 $6,930.24 Bi-weekly $2,631.47 $2,763.05 $2,901.20 $3,046.26 $3,198.57 Hourly $32.89 $34.54 $36.26 $38.08 $39.98
FVGEA 7/1/2022 G83 Sr. Accounting Technician Annual $60,060.89 $63,063.93 $66,217.13 $69,527.99 $73,004.39 Monthly $5,005.07 $5,255.33 $5,518.09 $5,794.00 $6,083.70 Bi-weekly $2,310.03 $2,425.54 $2,546.81 $2,674.15 $2,807.86 Hourly $28.88 $30.32 $31.84 $33.43 $35.10
FVGEA 7/1/2022 G81 Lead Code Enforcement Officer Annual $73,516.27 $77,192.08 $81,051.68 $85,104.27 $89,359.48 Monthly $6,126.36 $6,432.67 $6,754.31 $7,092.02 $7,446.62 Bi-weekly $2,827.55 $2,968.93 $3,117.37 $3,273.24 $3,436.90 Hourly $35.34 $37.11 $38.97 $40.92 $42.96
FVGEA 7/1/2022 G25 Lead Dispatcher Annual $69,965.91 $73,464.20 $77,137.41 $80,994.29 $85,044.00 Monthly $5,830.49 $6,122.02 $6,428.12 $6,749.52 $7,087.00 Bi-weekly $2,691.00 $2,825.55 $2,966.82 $3,115.16 $3,270.92 Hourly $33.64 $35.32 $37.09 $38.94 $40.89
FVGEA 7/1/2022 G86 Lead Information Technology Annual $75,260.09 $79,023.10 $82,974.25 $87,122.96 $91,479.11 Technician Monthly $6,271.67 $6,585.26 $6,914.52 $7,260.25 $7,623.26 Bi-weekly $2,894.62 $3,039.35 $3,191.32 $3,350.88 $3,518.43 Hourly $36.18 $37.99 $39.89 $41.89 $43.98
FVGEA 7/1/2022 G08 Lead Records Clerk Annual $54,142.79 $56,849.93 $59,692.43 $62,677.05 $65,810.90 Monthly $4,511.90 $4,737.49 $4,974.37 $5,223.09 $5,484.24 Bi-weekly $2,082.42 $2,186.54 $2,295.86 $2,410.66 $2,531.19 Hourly $26.03 $27.33 $28.70 $30.13 $31.64
FVGEA 7/1/2022 G74 Management Aide Annual $71,241.17 $74,803.23 $78,543.39 $82,470.56 $86,594.08 Monthly $5,936.76 $6,233.60 $6,545.28 $6,872.55 $7,216.17 Bi-weekly $2,740.04 $2,877.05 $3,020.90 $3,171.94 $3,330.54 Hourly $34.25 $35.96 $37.76 $39.65 $41.63
FVGEA 7/1/2022 G87 Permit Technician Annual $59,204.97 $62,165.22 $65,273.48 $68,537.15 $71,964.01 Monthly $4,933.75 $5,180.43 $5,439.46 $5,711.43 $5,997.00 Bi-weekly $2,277.11 $2,390.97 $2,510.52 $2,636.04 $2,767.85 Hourly $28.46 $29.89 $31.38 $32.95 $34.60
FVGEA 7/1/2022 G56 Plan Check Engineer Annual $95,285.37 $100,049.64 $105,052.12 $110,304.73 $115,819.96 Monthly $7,940.45 $8,337.47 $8,754.34 $9,192.06 $9,651.66 Bi-weekly $3,664.82 $3,848.06 $4,040.47 $4,242.49 $4,454.61 Hourly $45.81 $48.10 $50.51 $53.03 $55.68
FVGEA 7/1/2022 G54 Public Works Inspector Annual $76,206.01 $80,016.31 $84,017.13 $88,217.98 $92,628.88 Monthly $6,350.50 $6,668.03 $7,001.43 $7,351.50 $7,719.07 Bi-weekly $2,931.00 $3,077.55 $3,231.43 $3,393.00 $3,562.65 Hourly $36.64 $38.47 $40.39 $42.41 $44.53
FVGEA 7/1/2022 G Records Clerk I Annual $46,416.95 $48,737.80 $51,174.69 $53,733.42 $56,420.09 Monthly $3,868.08 $4,061.48 $4,264.56 $4,477.79 $4,701.67 Bi-weekly $1,785.27 $1,874.53 $1,968.26 $2,066.67 $2,170.00 Hourly $22.32 $23.43 $24.60 $25.83 $27.13
FVGEA 7/1/2022 G09 Records Clerk II Annual $51,567.51 $54,145.89 $56,853.18 $59,695.84 $62,680.63 Monthly $4,297.29 $4,512.16 $4,737.77 $4,974.65 $5,223.39 Bi-weekly $1,983.37 $2,082.53 $2,186.66 $2,295.99 $2,410.79 Hourly $24.79 $26.03 $27.33 $28.70 $30.13
FVGEA 7/1/2022 G76 Recreation Coordinator Annual $58,179.05 $61,088.00 $64,142.40 $67,349.52 $70,717.00

Monthly $4,848.25 $5,090.67 $5,345.20 $5,612.46 $5,893.08 Bi-weekly $2,237.66 $2,349.54 $2,467.02 $2,590.37 $2,719.88 Hourly $27.97 $29.37 $30.84 $32.38 $34.00
FVGEA 7/1/2022 G14 Secretary Annual $61,311.48 $64,377.06 $67,595.91 $70,975.70 $74,524.49 Monthly $5,109.29 $5,364.75 $5,632.99 $5,914.64 $6,210.37 Bi-weekly $2,358.13 $2,476.04 $2,599.84 $2,729.83 $2,866.33 Hourly $29.48 $30.95 $32.50 $34.12 $35.83
FVGEA 7/1/2022 G85 Supervising Records Clerk Annual $64,468.68 $67,692.11 $71,076.72 $74,630.55 $78,362.08 Monthly $5,372.39 $5,641.01 $5,923.06 $6,219.21 $6,530.17 Bi-weekly $2,479.56 $2,603.54 $2,733.72 $2,870.41 $3,013.93 Hourly $30.99 $32.54 $34.17 $35.88 $37.67
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 FVMEA (Field) 7/1/2022 G45 Equipment Operator I Annual $56,656.17 $59,488.98 $62,463.42 $65,586.60 $68,865.92 Monthly $4,721.35 $4,957.41 $5,205.29 $5,465.55 $5,738.83 Bi-weekly $2,179.08 $2,288.04 $2,402.44 $2,522.56 $2,648.69 Hourly $27.24 $28.60 $30.03 $31.53 $33.11
FVMEA (Field) 7/1/2022 G82 Equipment Operator I- Water Annual $61,188.64 $64,248.07 $67,460.48 $70,833.50 $74,375.18 Monthly $5,099.05 $5,354.01 $5,621.71 $5,902.79 $6,197.93 Bi-weekly $2,353.41 $2,471.08 $2,594.63 $2,724.37 $2,860.58 Hourly $29.42 $30.89 $32.43 $34.05 $35.76
FVMEA (Field) 7/1/2022 G46 Equipment Operator II Annual $59,355.26 $62,323.02 $65,439.17 $68,711.13 $72,146.69 Monthly $4,946.27 $5,193.59 $5,453.26 $5,725.93 $6,012.22 Bi-weekly $2,282.89 $2,397.04 $2,516.89 $2,642.74 $2,774.87 Hourly $28.54 $29.96 $31.46 $33.03 $34.69
FVMEA (Field) 7/1/2022 G47 Equipment Operator II - Water Annual $62,586.74 $65,716.08 $69,001.88 $72,451.98 $76,074.57 Monthly $5,215.56 $5,476.34 $5,750.16 $6,037.66 $6,339.55 Bi-weekly $2,407.18 $2,527.54 $2,653.92 $2,786.61 $2,925.95 Hourly $30.09 $31.59 $33.17 $34.83 $36.57
FVMEA (Field) 7/1/2022 G62 Foreman Annual $65,285.83 $68,550.12 $71,977.63 $75,576.51 $79,355.34 Monthly $5,440.49 $5,712.51 $5,998.14 $6,298.04 $6,612.94 Bi-weekly $2,510.99 $2,636.54 $2,768.37 $2,906.79 $3,052.13 Hourly $31.39 $32.96 $34.60 $36.33 $38.15
FVMEA (Field) 7/1/2022 G63 Foreman Fleet Annual $65,285.83 $68,550.12 $71,977.63 $75,576.51 $79,355.34 Monthly $5,440.49 $5,712.51 $5,998.14 $6,298.04 $6,612.94 Bi-weekly $2,510.99 $2,636.54 $2,768.37 $2,906.79 $3,052.13 Hourly $31.39 $32.96 $34.60 $36.33 $38.15
FVMEA (Field) 7/1/2022 G88 Foreman Sewer/Storm Drain Annual $69,606.86 $73,087.20 $76,741.56 $80,578.64 $84,607.57 Monthly $5,800.57 $6,090.60 $6,395.13 $6,714.89 $7,050.63 Bi-weekly $2,677.19 $2,811.05 $2,951.60 $3,099.18 $3,254.14 Hourly $33.46 $35.14 $36.89 $38.74 $40.68
FVMEA (Field) 7/1/2022 G75 Foreman Water Annual $69,606.86 $73,087.20 $76,741.56 $80,578.64 $84,607.57 Monthly $5,800.57 $6,090.60 $6,395.13 $6,714.89 $7,050.63 Bi-weekly $2,677.19 $2,811.05 $2,951.60 $3,099.18 $3,254.14 Hourly $33.46 $35.14 $36.89 $38.74 $40.68
FVMEA (Field) 7/1/2022 G39 Irrigation Technician Annual $58,265.72 $61,179.00 $64,237.95 $67,449.85 $70,822.34 Monthly $4,855.48 $5,098.25 $5,353.16 $5,620.82 $5,901.86 Bi-weekly $2,240.99 $2,353.04 $2,470.69 $2,594.23 $2,723.94 Hourly $28.01 $29.41 $30.88 $32.43 $34.05
FVMEA (Field) 7/1/2022 G78 Landscape Inspector Annual $72,801.19 $76,441.25 $80,263.32 $84,276.48 $88,490.31 Monthly $6,066.77 $6,370.10 $6,688.61 $7,023.04 $7,374.19 Bi-weekly $2,800.05 $2,940.05 $3,087.05 $3,241.40 $3,403.47 Hourly $35.00 $36.75 $38.59 $40.52 $42.54
FVMEA (Field) 7/1/2022 G36 Maintenance Worker II Annual $53,827.37 $56,518.74 $59,344.68 $62,311.91 $65,427.51 Monthly $4,485.61 $4,709.89 $4,945.39 $5,192.66 $5,452.29 Bi-weekly $2,070.28 $2,173.80 $2,282.49 $2,396.61 $2,516.44 Hourly $25.88 $27.17 $28.53 $29.96 $31.46
FVMEA (Field) 7/1/2022 G35 Maintenance Worker II - Chemical Annual $58,125.66 $61,031.94 $64,083.53 $67,287.71 $70,652.10 Applicator Monthly $4,843.80 $5,085.99 $5,340.29 $5,607.31 $5,887.67 Bi-weekly $2,235.60 $2,347.38 $2,464.75 $2,587.99 $2,717.39 Hourly $27.95 $29.34 $30.81 $32.35 $33.97
FVMEA (Field) 7/1/2022 G64 Maintenance Worker II - Water Annual $58,265.72 $61,179.00 $64,237.95 $67,449.85 $70,822.34 Monthly $4,855.48 $5,098.25 $5,353.16 $5,620.82 $5,901.86 Bi-weekly $2,240.99 $2,353.04 $2,470.69 $2,594.23 $2,723.94 Hourly $28.01 $29.41 $30.88 $32.43 $34.05
FVMEA (Field) 7/1/2022 G33 Mechanic Annual $61,769.58 $64,858.06 $68,100.97 $71,506.01 $75,081.32 Monthly $5,147.47 $5,404.84 $5,675.08 $5,958.83 $6,256.78 Bi-weekly $2,375.75 $2,494.54 $2,619.27 $2,750.23 $2,887.74 Hourly $29.70 $31.18 $32.74 $34.38 $36.10
FVMEA (Field) 7/1/2022 G65 Water Quality Technician Annual $72,838.34 $76,480.25 $80,304.27 $84,319.48 $88,535.45 Monthly $6,069.86 $6,373.35 $6,692.02 $7,026.62 $7,377.95 Bi-weekly $2,801.47 $2,941.55 $3,088.63 $3,243.06 $3,405.21 Hourly $35.02 $36.77 $38.61 $40.54 $42.57
FVMEA (Field) 7/1/2022 G66 Water System Operator Annual $68,529.69 $71,956.18 $75,553.99 $79,331.69 $83,298.27 Monthly $5,710.81 $5,996.35 $6,296.17 $6,610.97 $6,941.52 Bi-weekly $2,635.76 $2,767.55 $2,905.92 $3,051.22 $3,203.78

Hourly $32.95 $34.59 $36.32 $38.14 $40.05
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 City Manager 7/1/2022 CMG City Manager Annual $245,000.00 Monthly $20,416.67
Bi-weekly $9,423.08
Hourly $117.79
Bargaining
Unit
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3 Step 4 Step 5 Dept. Director 7/1/2022 D01 Chief of Police Annual $203,716.28 $213,902.10 $224,597.20 $235,827.06 $247,618.42 Monthly $16,976.36 $17,825.17 $18,716.43 $19,652.26 $20,634.87 Bi-weekly $7,835.24 $8,227.00 $8,638.35 $9,070.27 $9,523.79 Hourly $97.94 $102.84 $107.98 $113.38 $119.05
Dept. Director 7/1/2022 D08 Community Services Director Annual $155,420.64 $163,191.67 $171,351.25 $179,918.81 $188,914.75 Monthly $12,951.72 $13,599.31 $14,279.27 $14,993.23 $15,742.90 Bi-weekly $5,977.72 $6,276.60 $6,590.43 $6,919.95 $7,265.95 Hourly $74.72 $78.46 $82.38 $86.50 $90.82
Dept. Director 7/1/2022 D09 Deputy City Manager Annual $155,420.64 $163,191.67 $171,351.25 $179,918.81 $188,914.75 Monthly $12,951.72 $13,599.31 $14,279.27 $14,993.23 $15,742.90 Bi-weekly $5,977.72 $6,276.60 $6,590.43 $6,919.95 $7,265.95 Hourly $74.72 $78.46 $82.38 $86.50 $90.82
Dept. Director 7/1/2022 D03 Director of Public Works Annual $176,576.61 $185,405.44 $194,675.71 $204,409.50 $214,629.97 Monthly $14,714.72 $15,450.45 $16,222.98 $17,034.12 $17,885.83 Bi-weekly $6,791.41 $7,130.98 $7,487.53 $7,861.90 $8,255.00 Hourly $84.89 $89.14 $93.59 $98.27 $103.19
Dept. Director 7/1/2022 D06 Finance Director Annual $171,664.72 $180,247.95 $189,260.35 $198,723.37 $208,659.54 Monthly $14,305.39 $15,020.66 $15,771.70 $16,560.28 $17,388.29 Bi-weekly $6,602.49 $6,932.61 $7,279.24 $7,643.21 $8,025.37 Hourly $82.53 $86.66 $90.99 $95.54 $100.32
Dept. Director 7/1/2022 D02 Fire Chief Annual $197,050.95 $206,903.50 $217,248.67 $228,111.11 $239,516.66 Monthly $16,420.91 $17,241.96 $18,104.06 $19,009.26 $19,959.72 Bi-weekly $7,578.88 $7,957.83 $8,355.72 $8,773.50 $9,212.18 Hourly $94.74 $99.47 $104.45 $109.67 $115.15
Dept. Director 7/1/2022 D07 Human Resources Director Annual $155,420.64 $163,191.67 $171,351.25 $179,918.81 $188,914.75 Monthly $12,951.72 $13,599.31 $14,279.27 $14,993.23 $15,742.90 Bi-weekly $5,977.72 $6,276.60 $6,590.43 $6,919.95 $7,265.95 Hourly $74.72 $78.46 $82.38 $86.50 $90.82
Dept. Director 7/1/2022 D04 Planning/Building Director Annual $171,899.96 $180,494.96 $189,519.71 $198,995.69 $208,945.48 Monthly $14,325.00 $15,041.25 $15,793.31 $16,582.97 $17,412.12 Bi-weekly $6,611.54 $6,942.11 $7,289.22 $7,653.68 $8,036.36 Hourly $82.64 $86.78 $91.12 $95.67 $100.45
Part-time
Effective
Date
Class
Code Classification Type Step 1 Step 2 Step 3
PT 7/1/2022 T38 Accounting Technician I * Hourly $26.19 $27.50 $28.88 PT 7/1/2022 T39 Accounting Technician II * Hourly $27.50 $28.88 $30.32 PT 7/1/2022 T06 Administrative Intern Hourly $15.29 $16.05 PT 7/1/2022 T28
Administrative Intern- City Manager's
Office Houtly $15.29 $16.05
PT 7/1/2022 T29 Administrative Specialist * Hourly $20.45 $21.47 $22.54 PT 7/1/2022 T14 Customer Service Representative Hourly $25.67 $26.96 $28.30 PT 7/1/2022 T15 Dispatcher * Hourly $32.04 $33.64 $35.32 PT 7/1/2022 T21 Dispatcher Trainee Hourly $16.64
PT 7/1/2022 T32
Emergency Medical Services Manager
* Hourly $55.94 $58.74 $61.67
PT 7/1/2022 T22 Emergency Preparedness Assistant Hourly $18.20 $19.11 $20.07 PT 7/1/2022 T05 Engineering Technician I * Hourly $27.95 $29.34 $30.81 PT 7/1/2022 T05 Engineering Technician II * Hourly $28.79 $30.23 $31.74 PT 7/1/2022 T05 Engineering Technician III * Hourly $29.65 $31.13 $32.69 PT 7/1/2022 T35 Fire Administrative Aide Hourly $15.29 $16.05 $16.86 PT 7/1/2022 T36 Firefighter Trainee Hourly $23.05
PT 7/1/2022 T31 Graduate Intern Hourly $15.29 $16.05 $16.86 PT 7/1/2022 T18 Human Resources Coordinator Hourly $15.29 $16.05 PT 7/1/2022 T25 Information Technology Technician * Hourly $32.89 $34.54 $36.26 PT 7/1/2022 T10 Lifeguard Hourly $15.29 $16.05
PT 7/1/2022 T33 Management Aide * Hourly $34.25 $35.96 $37.76 PT 7/1/2022 T23 Management Intern Hourly $19.22 $20.18 $21.19 PT 7/1/2022 T17 Office Specialist I Hourly $16.37 $17.19 $18.05 PT 7/1/2022 T13 Office Specialist II Hourly $18.20 $19.11 $20.07 PT 7/1/2022 T37 Paramedic Trainee Hourly $25.61
PT 7/1/2022 T01 Police Recruit Hourly $36.18
PT 7/1/2022 T12 Police Reserve Officer Hourly $20.80
PT 7/1/2022 T30 Police Services Officer Hourly $20.56 $21.59 $22.67 PT 7/1/2022 T20 Police Cadet Hourly $15.29 $16.05

PT 7/1/2022 T34 Public Information Officer Hourly $52.00 PT 7/1/2022 T26 Recreation Coordinator * Hourly $25.60 $26.88 $28.22 PT 7/1/2022 T03 Recreation Leader Hourly $15.29 $16.05
PT 7/1/2022 T04 Recreation Specialist Hourly $16.12 $16.93 $17.77 PT 7/1/2022 T09 Swim Instructor/Lifeguard Hourly $15.29 $16.05 PT 7/1/2022 T07 Maintenance Worker I Hourly $17.46 $18.33 $19.25 Step 1 removed for part-time classes due to minimum wage law as of 1/1/2022, beginning step is Step 2 for these classes. *Classifications are considered full-time equivelents

CITY OF FOUNTAIN VALLEY

CITY COUNCIL

COUNCIL ACTION REQUEST
To: Honorable Mayor and Agenda Date: September 20, 2022 Members of the City Council
SUBJECT: Approval of the FY2022/23 Statement of Investment Policy Three-Year Strategic Goals
☐ Enhance the culture and environment of “A Nice Place to Live” ☐ Attract and retain revenue producing businesses
☒ Achieve fiscal stability in accordance with the 20-Year Financial Plan ☐ Attract and retain quality staff
☐ Not applicable
EXECUTIVE SUMMARY:

The Investment Policy provides the guidelines for prudent investment of the City’s idle or reserve cash and outlines the policies essential to ensuring the safety and financial strength of the City’s investment portfolio. The City’s Investment Policy is reviewed on an annual basis for submission and approval by the City Council. Upon review, it was determined that all sections of the investment policy are in compliance with current California Government Code requirements related to authorized investments and therefore, no changes have been made.

Attached for your consideration is the Investment Policy for the fiscal year 2022/23.

DISCUSSION:

The City’s Investment Policy guides the investment of over $100 million in pooled cash and investments. The California Government Code sets specific rules for how public agencies can invest their idle cash and limits the types of investment vehicles public agencies can utilize. The City’s Investment Policy further limits investment choices to a smaller subset of what is allowed by the Government Code. The City’s primary investment objective is to achieve a reasonable rate of return on public funds while minimizing the potential for capital losses arising from market changes or issuer default. Although the generation of revenues through interest earnings on investments is an appropriate City goal, the primary consideration in the investment of City funds is capital preservation in the overall portfolio. As such, the City’s yield objective is to achieve a reasonable rate of return on City investments rather than the maximum generation of income, which could expose the City to unacceptable levels of risk.

Approval of the FY 2022/23 Statement of Investment Policy September 20, 2022

On August 17, 2021, the City Council approved the FY2021/22 Statement of Investment Policy, which follows best practices recommended by the California Debt and Investment Advisory Commission (CDIAC), California Municipal Treasurers Association (CMTA) and the Government Finance Officers Association (GFOA) with stated objective of the policy as safety, liquidity and return. It also affirmed the market benchmark, the Intercontinental Exchange (ICE) Bank of America Merrill Lynch (BAML) 1-5 Year U.S. Treasury/ Agency Index, which remains the same for FY2022/23.

Consistent with best practices, the Investment Policy is reviewed each year and presented to the City Council for adoption. After review, it was determined that no changes were needed.

FISCAL REVIEW:

Consistent with State law, the City’s primary objective is to invest in a manner aimed to safeguard principal and maintain liquidity where the secondary objective is to achieve a market rate of return. Investment performance is evaluated by comparing the City’s pooled investment portfolio’s total rate of return to a market benchmark that closely resembles the City’s Investment Policy constraints in terms of duration, security types and credit quality. As reflected below, while the City’s “total rate of return” has been negative for the last two years as we navigate through a pandemic, it has performed better than the selected benchmark, Intercontinental Exchange (ICE) Bank of America Merrill Lynch (BAML) 1-5 Year U.S.

Treasury/ Agency Index.

Total Rate of Return
(as of June 30, 2022)
1 Year 2 Year 3 Year
City of Fountain Valley -4.47% -2.18% 0.23%
ICE BAML 1-5 Year U.S. Treasury/ Agency Index -4.60% -2.45% 0.04% Although the past few months have been challenging for fixed income portfolios, the current higher yielding environment builds a foundation for higher returns in the future. In the longterm, the application of disciplined time proven strategies should perform well and be consistent with the City’s objectives. The negative returns in the portfolio are unrealized losses, and expected to recover in the long-term.

There is no fiscal impact related to this item.

PUBLIC NOTIFICATION:

Not applicable.

ENVIRONMENTAL IMPACT REVIEW:

Not applicable.

ATTORNEY REVIEW:

The Attorney(s) for the City has review the attached Statement of Investment Policy.

Approval of the FY 2022/23 Statement of Investment Policy September 20, 2022

ALTERNATIVES:

Alternative No. 1: Approve the FY 2022/23 Statement of Investment Policy as presented.

Alternative No. 2: Do not approve as presented and provide direction to staff to resubmit.

RECOMMENDATION:

Staff is requesting City Council approval of Alternative No. 1 to approve the FY 2022/23 Statement of Investment Policy as presented.

Prepared by: Sherry Johnson, Interim Finance Director
Reviewed by: Colin Burns, Attorney for the City
Approved by: Maggie Le, City Manager
Attachment:

1. FY 2022/23 Statement of Investment Policy

2022-2023
City of Fountain Valley

STATEMENT OF

INVESTMENT POLICY
Adopted by the City Council on September 20, 2022

CITY OF FOUNTAIN VALLEY

INVESTMENT POLICY

CONTENTS
I. INTRODUCTION ..................................................................................................... 1 II. SCOPE.................................................................................................................. 1 III. PRUDENCE............................................................................................................ 1 IV. OBJECTIVES.......................................................................................................... 2 V. DELEGATION OF AUTHORITY .................................................................................. 2 VI. ETHICS AND CONFLICTS OF INTEREST....................................................................... 3 VII. INTERNAL CONTROLS ............................................................................................ 3 VIII. AUTHORIZED FINANCIAL INSTITUTIONS, DEPOSITORIES, AND BROKER/DEALERS ........... 3 IX. AUTHORIZED INVESTMENTS.................................................................................... 5 X. PROHIBITED INVESTMENT VEHICLES AND PRACTICES................................................. 9 XI. INVESTMENT POOLS/MUTUAL FUNDS .................................................................... 10 XII. COLLATERALIZATION .......................................................................................... 10 XIII. DELIVERY, SAFEKEEPING AND CUSTODY ................................................................ 11 XIV. MAXIMUM MATURITY ......................................................................................... 11 XV. RISK MANAGEMENT AND DIVERSIFICATION............................................................ 11 XVI. REVIEW OF INVESTMENT PORTFOLIO ..................................................................... 12 XVII. PERFORMANCE EVALUATION ................................................................................ 12 XVIII. REPORTING......................................................................................................... 13 XIX. REVIEW OF INVESTMENT POLICY........................................................................... 14 GLOSSARY OF INVESTMENT TERMS..................................................................................... 14

1 I. INTRODUCTION
The purpose of this investment policy is to identify various policies and procedures that will foster a prudent and systematic investment program designed to seek the City of Fountain Valley’s objectives of safety, liquidity and return on investment through a diversified investment portfolio. This policy also serves to organize and formalize the City’s investment-related activities, while complying with all applicable statutes governing the investment of public funds. This policy is written to incorporate industry best practices and recommendations from sources such as the Government Finance Officers Association (GFOA), California Municipal Treasurers Association (CMTA), California Debt and Investment Advisory Commission (CDIAC) and the Association of Public Treasurers (APT).

This investment policy was adopted by the City Council and is effective as of August 17, 2021, and replaces any previous versions.

II. SCOPE
This policy covers all funds and investment activities under the direct authority of the City, as set forth in the State Government Code, Sections 53600 et seq., with the following exceptions:
• Proceeds of debt, which are governed by the investment provisions of their specific bond indentures.
• Pension and Other Post-Employment Benefit (OPEB) Trust Funds, which are invested in accordance with the provisions of the Trust Agreements. • Any other funds specifically exempted by the City Council.

POOLING OF FUNDS
Except for cash in certain restricted and special funds, the City will consolidate cash and reserve balances from all funds to maximize investment earnings and to increase efficiencies with regard to investment pricing, safekeeping and administration. Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles.

III. PRUDENCE
Pursuant to California Government Code, Section 53600.3, all persons authorized to make investment decisions on behalf of the City are trustees and therefore fiduciaries subject to the Prudent Investor Standard:
“…all governing bodies of local agencies or persons authorized to make investment decisions on behalf of those local agencies investing public funds pursuant to this chapter are trustees and therefore fiduciaries subject to the prudent investor

2 standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the Agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the Agency. Within the limitations of this section and considering individual investments as part of an overall strategy, investments may be acquired as authorized by law.”
The Treasurer and other authorized persons responsible for managing City funds acting in accordance with written procedures and this investment policy and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes provided that the Treasurer or other authorized persons acted in good faith. Deviations from expectations of a security’s credit or market risk should be reported to the governing body in a timely fashion and appropriate action should be taken to control adverse developments.

IV. OBJECTIVES
The City’s overall investment program shall be designed and managed with a degree of professionalism worthy of the public trust. The overriding objectives of the program are to preserve principal, provide sufficient liquidity, and manage investment risks, while seeking a market-rate of return.
• SAFETY. Safety of principal is the foremost objective of the investment program.

Investments will be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, the City will diversify its investments by investing funds among a variety of securities with independent returns. • LIQUIDITY. The investment portfolio will remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. • RETURN ON INVESTMENTS. The investment portfolio will be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints for safety and liquidity needs.

V. DELEGATION OF AUTHORITY
Authority to manage the City’sinvestment program is derived from California Government Code, Sections 41006 and 53600 et seq.

The City Council is responsible for the management of the City’s funds, including the administration of this investment policy. Management responsibility for the cash management of the City’s funds is hereby delegated to the Treasurer.

3 The Treasurer will be responsible for all transactions undertaken and will establish a system of procedures and controls to regulate the activities of subordinate officials and employees.

Such procedures will include explicit delegation of authority to persons responsible for investment transactions. No person may engage in an investment transaction except as provided under the terms of this policy and the procedures established by the Treasurer.

The City may engage the services of one or more external investment advisers, who are registered under the Investment Advisers Act of 1940, to assist in the management of the City’s investment portfolio in a manner consistent with the City’s objectives. External investment advisers may be granted discretion to purchase and sell investment securities in accordance with this investment policy.

The City's overall investment program shall be designed and managed with a degree of professionalism that is worthy of the public trust. The City recognizes that in a diversified portfolio, occasional measured losses may be inevitable and must be considered within the context of the overall portfolio’s return and the cash flow requirements of the City.

VI. ETHICS AND CONFLICTS OF INTEREST
All participants in the investment process shall act as custodians of the public trust.

Investment officials shall recognize that the investment portfolio is subject to public review and evaluation. Thus employees and officials involved in the investment process shall refrain from personal business activity that could create a conflict of interest or the appearance of a conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions.

Employees and investment officials shall disclose to the City Manager any material interests in financial institutions with which they conduct business, and they shall further disclose any large personal financial/investment positions that could be related to the performance of the investment portfolio. Employees and officers shall not undertake any personal investment transactions with the same individual with whom business is conducted on behalf of the Agency.

VII. INTERNAL CONTROLS
The Treasurer is responsible for establishing and maintaining an internal control structure designed to ensure that the assets of the entity are protected from loss, theft or misuse. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. Internal controls shall include but are not limited to: dual authorization of transactions, timely bank reconciliations and custodial safekeeping (investment securities are held by an independent financial institution and are recorded in the City’s name). Annually, an independent auditing firm shall review internal controls in conjunction with the audit of the City’s financial statements.

VIII. AUTHORIZED FINANCIAL INSTITUTIONS, DEPOSITORIES, AND BROKER/DEALERS To the extent practicable, the Treasurer shall endeavor to complete investment transactions using a competitive bid process whenever possible. The City’s Treasurer will determine

4 which financial institutions are authorized to provide investment services to the City. It shall be the City’s policy to purchase securities only from authorized institutions and firms.

The Treasurer shall maintain procedures for establishing a list of authorized broker/dealers and financial institutions which are approved for investment purposes that are selected through a process of due diligence as determined by the City. Due inquiry shall determine whether such authorized broker/dealers, and the individuals covering the City are reputable and trustworthy, knowledgeable and experienced in Public Agency investing and able to meet all of their financial obligations. These institutions may include "primary" dealers or regional dealers that qualify under Securities and Exchange Commission (SEC) Rule 15c3- 1 (uniform net capital rule).

In accordance with Section 53601.5, institutions eligible to transact investment business with the City include:
• Primary government dealers as designated by the Federal Reserve Bank and nonprimary government dealers. • Nationally or state-chartered banks.
• The Federal Reserve Bank.
• Direct issuers of securities eligible for purchase.

Selection of financial institutions and broker/dealers authorized to engage in transactions will be at the sole discretion of the City, except where the City utilizes an external investment adviser in which case the Agency may rely on the adviser for selection.

All financial institutions which desire to become qualified bidders for investment transactions (and which are not dealing only with the investment adviser) must supply the Treasurer with audited financials and a statement certifying that the institution has reviewed the California Government Code, Section 53600 et seq. and the City’s investment policy. The Treasurer will conduct an annual review of the financial condition and registrations of such qualified bidders.

Public deposits will be made only in qualified public depositories as established by State law. Deposits will be insured by the Federal Deposit Insurance Corporation, or, to the extent the amount exceeds the insured maximum, will be collateralized in accordance with State law.

Selection of broker/dealers used by an external investment adviser retained by the City will be at the sole discretion of the adviser. Where possible, transactions with broker/dealers shall be selected on a competitive basis and their bid or offering prices shall be recorded.

If there is no other readily available competitive offering, best efforts will be made to document quotations for comparable or alternative securities. When purchasing original issue instrumentality securities, no competitive offerings will be required as all dealers in the selling group offer those securities at the same original issue price.

5 IX. AUTHORIZED INVESTMENTS
The City’s investments are governed by California Government Code, Sections 53600 et seq. Within the investments permitted by the Code, the City seeks to further restrict eligible investments to the guidelines listed below. In the event a discrepancy is found between this policy and the Code, the more restrictive parameters will take precedence. Percentage holding limits listed in this section apply at the time the security is purchased.

Any investment currently held at the time the policy is adopted which does not meet the new policy guidelines can be held until maturity, and shall be exempt from the current policy. At the time of the investment’s maturity or liquidation, such funds shall be reinvested only as provided in the current policy.

An appropriate risk level shall be maintained by primarily purchasing securities that are of high quality, liquid, and marketable. The portfolio shall be diversified by security type and institution to avoid incurring unreasonable and avoidable risks regarding specific security types or individual issuers.

1. MUNICIPAL SECURITIES include obligations of the City, the State of California and any local agency within the State of California, provided that:
• The securities are rated in a rating category of “A” or its equivalent or better by at least one nationally recognized statistical rating organization (“NRSRO”). • No more than 5% of the portfolio may be invested in any single issuer. • No more than 30% of the portfolio may be in Municipal Securities. • The maximum maturity does not exceed five (5) years.

2. MUNICIPAL SECURITIES (REGISTERED TREASURY NOTES OR BONDS) of any of the other 49 states in addition to California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 states, in addition to California.
• The securities are rated in a rating category of “A” or its equivalent or better by at least one nationally recognized statistical rating organization (“NRSRO”). • No more than 5% of the portfolio may be invested in any single issuer. • No more than 30% of the portfolio may be in Municipal Securities. • The maximum maturity does not exceed five (5) years.

3. U.S. TREASURIES and other government obligations for which the full faith and credit of the United States are pledged for the payment of principal and interest. There are no limits on the dollar amount or percentage that the City may invest in U.S. Treasuries, provided that:
• The maximum maturity is five (5) years.

4. FEDERAL AGENCIES or United States Government-Sponsored Enterprise obligations, participations, or other instruments, including those issued by or fully guaranteed as to

6 principal and interest by federal agencies or United States government-sponsored enterprises. There are no limits on the dollar amount or percentage that the City may invest in Federal Agency or Government-Sponsored Enterprises (GSEs), provided that:
• No more than 25% of the portfolio may be invested in any single Agency/GSE issuer.
• The maximum maturity does not exceed five (5) years.
• The maximum percent of agency callable securities in the portfolio will be 20%.

5. BANKER’S ACCEPTANCES, provided that:
• They are issued by institutions which have short-term debt obligations rated “A-1” or its equivalent or better by at least one NRSRO; or long-term debt obligations which are rated in a rating category of “A” or its equivalent or better by at least one NRSRO.
• No more than 40% of the portfolio may be invested in Banker’s Acceptances. • No more than 5% of the portfolio may be invested in any single issuer. • The maximum maturity does not exceed 180 days.

6. COMMERCIAL PAPER, provided that:
• The issuer is a corporation organized and operating in the United States with assets in excess of $500 million.
• The securities are rated “A-1” or its equivalent or better by at least one NRSRO. • They are issued by corporations which have long-term obligations rated in a rating category of “A” or its equivalent or better by at least one NRSRO. • City may purchase no more than 10% of the outstanding commercial paper of any single issuer.
• No more than 25% of the portfolio may be invested in Commercial Paper. Under a provision sunsetting on January 1, 2026, no more than 40% of the portfolio may be invested in Commercial Paper if the Agency’s investment assets under management are greater than $100,000,000.
• No more than 5% of the portfolio may be invested in any single issuer. • The maximum maturity does not exceed 270 days.

7. NEGOTIABLE CERTIFICATES OF DEPOSIT (NCDS), issued by a nationally or statechartered bank, a savings association or a federal association, a state or federal credit union, or by a federally licensed or state-licensed branch of a foreign bank, provided that:
• The amount of the NCD insured up to the FDIC limit does not require any credit ratings.
• Any amount above the FDIC insured limit must be issued by institutions which have short-term debt obligations rated “A-1” or its equivalent or better by at least one NRSRO; or long-term obligations rated in a rating category of “A” or its equivalent or better by at least one NRSRO.
• No more than 30% of the total portfolio may be invested in NCDs (combined with CDARS).

7 • No more than 5% of the portfolio may be invested in any single issuer. • The maximum maturity does not exceed five (5) years.

8. FEDERALLY INSURED TIME DEPOSITS (Non-Negotiable Certificates of Deposit) in state or federally chartered banks, savings and loans, or credit unions, provided that:
• The amount per institution is limited to the maximum covered under federal insurance.
• No more than 20% of the portfolio will be invested in a combination of federally insured and collateralized time deposits.
• The maximum maturity does not exceed five (5) years.

9. COLLATERALIZED TIME DEPOSITS (Non-Negotiable Certificates of Deposit) in state or federally chartered banks, savings and loans, or credit unions in excess of insured amounts which are fully collateralized with securities in accordance with California law, provided that:
• No more than 20% of the portfolio will be invested in a combination of federally insured and collateralized time deposits.
• The maximum maturity does not exceed five (5) years.

10. CERTIFICATE OF DEPOSIT PLACEMENT SERVICE (CDARS), provided that:
• No more than 30% of the total portfolio may be invested in a combination of Certificates of Deposit, including CDARS.
• The maximum maturity does not exceed five (5) years.

11. COLLATERALIZED BANK DEPOSITS. City’s deposits with financial institutions will be collateralized with pledged securities per California Government Code, Section 53651.

There are no limits on the dollar amount or percentage that the City may invest in collateralized bank deposits, provided that:
• The maximum maturity does not exceed five (5) years.

12. REPURCHASE AGREEMENTS collateralized with securities authorized under California Government Code, maintained at a level of at least 102% of the market value of the Repurchase Agreement. There are no limits on the dollar amount or percentage that the City may invest, provided that:
• Securities used as collateral for Repurchase Agreements will be delivered to an acceptable third party custodian.
• Repurchase Agreements are subject to a Master Repurchase Agreement between the City and the provider of the repurchase agreement. The Master Repurchase Agreement will be substantially in the form developed by the Securities Industry and Financial Markets Association (SIFMA).
• The maximum maturity does not exceed one (1) year.

8 13. STATE OF CALIFORNIA LOCAL AGENCY INVESTMENT FUND (LAIF), provided that:
• The City may invest up to the maximum amount permitted by LAIF. • LAIF’s investments in instruments prohibited by or not specified in the City’s policy do not exclude the investment in LAIF itself from the City’s list of allowable investments, provided LAIF’s reports allow the Treasurer to adequately judge the risk inherent in LAIF’s portfolio.

14. CORPORATE MEDIUM TERM NOTES (MTNS), provided that:
• The issuer is a corporation organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States.
• The securities are rated in a rating category of “A” or its equivalent or better by at least one NRSRO.
• No more than 30% of the total portfolio may be invested in MTNs. • No more than 5% of the portfolio may be invested in any single issuer. • The maximum maturity does not exceed five (5) years.

15. ASSET-BACKED, MORTGAGE-BACKED, MORTGAGE PASS-THROUGH SECURITIES,

AND COLLATERALIZED MORTGAGE OBLIGATIONS FROM ISSUERS NOT DEFINED IN SECTIONS 3 AND 4 OF THE AUTHORIZED INVESTMENTS SECTION OF THIS POLICY, provided that:
• The securities are rated in a rating category of “AA” or its equivalent or better by a NRSRO.
• No more than 20% of the total portfolio may be invested in these securities. • No more than 5% of the portfolio may be invested in any single Asset-Backed or Commercial Mortgage security issuer.
• The maximum legal final maturity does not exceed five (5) years.

16. MUTUAL FUNDS AND MONEY MARKET MUTUAL FUNDS that are registered with the Securities and Exchange Commission under the Investment Company Act of 1940, provided that:
a. MUTUAL FUNDS that invest in the securities and obligations as authorized under California Government Code, Section 53601 (a) to (k) and (m) to (q) inclusive and that meet either of the following criteria:
(i) Attained the highest ranking or the highest letter and numerical rating provided by not less than two (2) NRSROs; or
(ii) Have retained an investment adviser registered or exempt from registration with the Securities and Exchange Commission with not less than five years’ experience investing in the securities and obligations authorized by California Government Code, Section 53601 and with assets under management in excess of $500 million.

9 • No more than 10% of the total portfolio may be invested in shares of any one mutual fund.
b. MONEY MARKET MUTUAL FUNDS registered with the Securities and Exchange Commission under the Investment Company Act of 1940 and issued by diversified management companies and meet either of the following criteria:
(i) Have attained the highest ranking or the highest letter and numerical rating provided by not less than two (2) NRSROs; or
(ii) Have retained an investment adviser registered or exempt from registration with the Securities and Exchange Commission with not less than five years’ experience managing money market mutual funds with assets under management in excess of $500 million.
• No more than 20% of the total portfolio may be invested in the shares of any one Money Market Mutual Fund.
c. No more than 20% of the total portfolio may be invested in these securities.

17. SUPRANATIONALS, provided that:
• Issues are US dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter-American Development Bank.
• The securities are rated in a rating category of “AA” or its equivalent or better by a NRSRO.
• No more than 30% of the total portfolio may be invested in these securities. • No more than 10% of the portfolio may be invested in any single issuer. • The maximum maturity does not exceed five (5) years.

X. PROHIBITED INVESTMENT VEHICLES AND PRACTICES
• State law notwithstanding, any investments not specifically described herein are prohibited, including, but not limited to futures and options. • In accordance with Government Code, Section 53601.6, investment in inverse floaters, range notes, or mortgage derived interest-only strips is prohibited. • Investment in any security that could result in a zero interest accrual if held to maturity is prohibited. Under a provision sunsetting on January 1, 2026, securities backed by the U.S. Government that could result in a zero- or negative-interest accrual if held to maturity are permitted.
• Trading securities for the sole purpose of speculating on the future direction of interest rates is prohibited.
• Purchasing or selling securities on margin is prohibited. • The use of reverse repurchase agreements, securities lending or any other form of borrowing or leverage is prohibited.
• The purchase of foreign currency denominated securities is prohibited.

10 XI. INVESTMENT POOLS/MUTUAL FUNDS
The City shall conduct a thorough investigation of any pool or mutual fund prior to making an investment, and on a continual basis thereafter. The Treasurer shall develop a questionnaire which will answer the following general questions:
• A description of eligible investment securities, and a written statement of investment policy and objectives.
• A description of interest calculations and how it is distributed, and how gains and losses are treated.
• A description of how the securities are safeguarded (including the settlement processes), and how often the securities are priced and the program audited. • A description of who may invest in the program, how often, what size deposit and withdrawal are allowed.
• A schedule for receiving statements and portfolio listings. • A statement of how/if reserves and retained earnings are utilized by the pool/fund? • A fee schedule, and when and how is it assessed.
• Is the pool/fund eligible for bond proceeds and/or will it accept such proceeds? XII. COLLATERALIZATION
CERTIFICATES OF DEPOSIT (CDS). The City shall require any commercial bank or savings and loan association to deposit eligible securities with an agency of a depository approved by the State Banking Department to secure any uninsured portion of a Non-Negotiable Certificate of Deposit. The value of eligible securities as defined pursuant to California Government Code, Section 53651, pledged against a Certificate of Deposit shall be equal to 150% of the face value of the CD if the securities are classified as mortgages and 110% of the face value of the CD for all other classes of security.

COLLATERALIZATION OF BANK DEPOSITS. This is the process by which a bank or financial institution pledges securities, or other deposits for the purpose of securing repayment of deposited funds. The City shall require any bank or financial institution to comply with the collateralization criteria defined in California Government Code, Section 53651.

REPURCHASE AGREEMENTS. The City requires that Repurchase Agreements be collateralized only by securities authorized in accordance with California Government Code:
• The securities which collateralize the repurchase agreement shall be priced at Market Value, including any Accrued Interest plus a margin. The Market Value of the securities that underlie a repurchase agreement shall be valued at 102% or greater of the funds borrowed against those securities. • Financial institutions shall mark the value of the collateral to market at least monthly and increase or decrease the collateral to satisfy the ratio requirement described above.
• The City shall receive monthly statements of collateral.

11 XIII. DELIVERY, SAFEKEEPING AND CUSTODY
DELIVERY-VERSUS-PAYMENT (DVP). All investment transactions shall be conducted on a delivery-versus-payment basis.

SAFEKEEPING AND CUSTODY. To protect against potential losses due to failure of individual securities dealers, and to enhance access to securities, interest payments and maturity proceeds, all cash and securities in the City’s portfolio shall be held in safekeeping in the City’s name by a third party custodian, acting as agent for the City under the terms of a custody agreement executed by the bank and the City. All investment transactions will require a safekeeping receipt or acknowledgment generated from the trade. A monthly report will be received by the City from the custodian listing all securities held in safekeeping with current market data and other information.

The only exceptions to the foregoing shall be depository accounts and securities purchases made with: (i) local government investment pools; (ii) time certificates of deposit, and, (iii) money mutual funds, since the purchased securities are not deliverable.

XIV. MAXIMUM MATURITY
To the extent possible, investments shall be matched with anticipated cash flow requirements and known future liabilities.

The City will not invest in securities maturing more than five (5) years from the date of trade settlement, unless the City Council has by resolution granted authority to make such an investment.

XV. RISK MANAGEMENT AND DIVERSIFICATION

MITIGATING CREDIT RISK IN THE PORTFOLIO
Credit risk is the risk that a security or a portfolio will lose some or all its value due to a real or perceived change in the ability of the issuer to repay its debt. The City will mitigate credit risk by adopting the following strategies:
• The diversification requirements included in the “Authorized Investments” section of this policy are designed to mitigate credit risk in the portfolio. • No more than 5% of the total portfolio may be deposited with or invested in securities issued by any single issuer unless otherwise specified in this policy. • The City may elect to sell a security prior to its maturity and record a capital gain or loss in order to manage the quality, liquidity or yield of the portfolio in response to market conditions or City’s risk preferences.
• If the credit ratings of any security owned by the City are downgraded to a level below the quality required by this investment policy, it will be the City’s policy to review the

12 credit situation and make a determination as to whether to sell or retain such securities in the portfolio.
• If a security is downgraded, the Treasurer will use discretion in determining whether to sell or hold the security based on its current maturity, the economic outlook for the issuer, and other relevant factors.
• If a decision is made to retain a downgraded security in the portfolio, its presence in the portfolio will be monitored and reported monthly to the City Council.

MITIGATING MARKET RISK IN THE PORTFOLIO
Market risk is the risk that the portfolio value will fluctuate due to changes in the general level of interest rates. The City recognizes that, over time, longer-term portfolios have the potential to achieve higher returns. On the other hand, longer-term portfolios have higher volatility of return. The City will mitigate market risk by providing adequate liquidity for short-term cash needs, and by making longer-term investments only with funds that are not needed for current cash flow purposes.

The City further recognizes that certain types of securities, including variable rate securities, securities with principal paydowns prior to maturity, and securities with embedded options, will affect the market risk profile of the portfolio differently in different interest rate environments. The City, therefore, adopts the following strategies to control and mitigate its exposure to market risk:
• The City will maintain a minimum of six months of budgeted operating expenditures in short term investments to provide sufficient liquidity for expected disbursements. • The maximum stated final maturity of individual securities in the portfolio will be five (5) years, except as otherwise stated in this policy.
• The duration of the portfolio will generally be approximately equal to the duration (typically, plus or minus 20%) of a Market Benchmark, an index selected by the City based on the City’s investment objectives, constraints and risk tolerances.

XVI. REVIEW OF INVESTMENT PORTFOLIO
The Treasurer shall periodically, but no less than quarterly, review the portfolio to identify investments that do not comply with this investment policy and establish protocols for reporting major and critical incidences of noncompliance to the City Council.

XVII. PERFORMANCE EVALUATION
The investment portfolio shall be designed to attain a market-average rate of return throughout budgetary and economic cycles, taking into account the City’s risk constraints, the cash flow characteristics of the portfolio, and state and local laws, ordinances or resolutions that restrict investments.

13 The Treasurer shall monitor and evaluate the portfolio’s performance relative to the chosen market benchmark(s), which will be included in the Treasurer’s quarterly report. The Treasurer shall select an appropriate, readily available index to use as a market benchmark.

The market benchmark for 2020-2021 will be the Intercontinental Exchange (ICE) Bank of America Merrill Lynch (BAML) 1-5 Year U.S. Treasury/Agency Index.

XVIII.REPORTING

MONTHLY REPORTS
Monthly transaction reports will be made available to the public and the City Council, which can be obtained from the City’s website at
www.fountainvalley.org/1249/Investment-Reports.

QUARTERLY REPORTS
The Treasurer will prepare a quarterly investment report, which provides full disclosure of the City’s investment activities. The quarterly investment reports will be made available to the public and the City Council, which can be obtained from the City’s website at www.fountainvalley.org/1249/Investment-Reports. These reports will disclose, at a minimum, the following information about the City’s portfolio:

1. An asset listing showing par value, cost and independent third-party fair market value of each security as of the date of the report, the source of the valuation, type of investment, issuer, maturity date and interest rate.

2. Transactions for the period.

3. A description of the funds, investments and programs (including lending programs) managed by contracted parties (i.e. LAIF; investment pools, outside money managers and securities lending agents)

4. A one-page summary report that shows:
a. Average maturity of the portfolio and modified duration of the portfolio; b. Maturity distribution of the portfolio;
c. Percentage of the portfolio represented by each investment category; d. Average portfolio credit quality; and,
e. Time-weighted total rate of return for the portfolio for the prior one month, three months, twelve months and since inception compared to the City’s market benchmark returns for the same periods;

5. A statement of compliance with investment policy, including a schedule of any transactions or holdings which do not comply with this policy or with the California Government Code, including a justification for their presence in the portfolio and a timetable for resolution.

6. A statement that the City has adequate funds to meet its cash flow requirements for the next six months.

14 XIX. REVIEW OF INVESTMENT POLICY
The investment policy will be reviewed and adopted at least annually, to ensure its consistency with the overall objectives of preservation of principal, liquidity and return, and its relevance to current law and financial and economic trends.

Any recommended modifications or amendments shall be presented by Staff to the City Council for their consideration and adoption.

GLOSSARY OF INVESTMENT TERMS
AGENCIES. Shorthand market terminology for any obligation issued by a government-sponsored entity (GSE), or a federally related institution. Most obligations of GSEs are not guaranteed by the full faith and credit of the US government. Examples are:

FFCB. The Federal Farm Credit Bank System provides credit and liquidity in the agricultural industry. FFCB issues discount notes and bonds.

FHLB. The Federal Home Loan Bank provides credit and liquidity in the housing market.

FHLB issues discount notes and bonds.

FHLMC. Like FHLB, the Federal Home Loan Mortgage Corporation provides credit and liquidity in the housing market. FHLMC, also called “FreddieMac” issues discount notes, bonds and mortgage pass-through securities.

FNMA. Like FHLB and FreddieMac, the Federal National Mortgage Association was established to provide credit and liquidity in the housing market. FNMA, also known as “FannieMae,” issues discount notes, bonds and mortgage pass-through securities.

GNMA. The Government National Mortgage Association, known as “GinnieMae,” issues mortgage pass-through securities, which are guaranteed by the full faith and credit of the US Government.

PEFCO. The Private Export Funding Corporation assists exporters. Obligations of PEFCO are not guaranteed by the full faith and credit of the US government.

TVA. The Tennessee Valley Authority provides flood control and power and promotes development in portions of the Tennessee, Ohio, and Mississippi River valleys. TVA currently issues discount notes and bonds.

ASSET BACKED SECURITIES. Securities supported by pools of installment loans or leases or by pools of revolving lines of credit.

AVERAGE LIFE. In mortgage-related investments, including CMOs, the average time to expected receipt of principal payments, weighted by the amount of principal expected.

BANKER’S ACCEPTANCE. A money market instrument created to facilitate international trade transactions. It is highly liquid and safe because the risk of the trade transaction is transferred to the bank which “accepts” the obligation to pay the investor.

BENCHMARK. A comparison security or portfolio. A performance benchmark is a partial market index, which reflects the mix of securities allowed under a specific investment policy.

BROKER. A broker brings buyers and sellers together for a transaction for which the broker receives a commission. A broker does not sell securities from his own position.

CALLABLE. A callable security gives the issuer the option to call it from the investor prior to its maturity. The main cause of a call is a decline in interest rates. If interest rates decline, the issuer will likely call its current securities and reissue them at a lower rate of interest.

CERTIFICATE OF DEPOSIT (CD). A time deposit with a specific maturity evidenced by a certificate.

CERTIFICATE OF DEPOSIT ACCOUNT REGISTRY SYSTEM (CDARS). A private placement service that allows local agencies to purchase more than $250,000 in CDs from a single financial institution (must be a participating institution of CDARS) while still maintaining FDIC

15 insurance coverage. CDARS is currently the only entity providing this service. CDARS facilitates the trading of deposits between the California institution and other participating institutions in amounts that are less than $250,000 each, so that FDIC coverage is maintained.

COLLATERAL. Securities or cash pledged by a borrower to secure repayment of a loan or repurchase agreement. Also, securities pledged by a financial institution to secure deposits of public monies.

COLLATERALIZED BANK DEPOSIT. A bank deposit that is collateralized at least 100% (principal plus interest to maturity). The deposit is collateralized using assets set aside by the issuer such as Treasury securities or other qualified collateral to secure the deposit in excess of the limit covered by the Federal Deposit Insurance Corporation.

COLLATERALIZED MORTGAGE OBLIGATIONS (CMO). Classes of bonds that redistribute the cash flows of mortgage securities (and whole loans) to create securities that have different levels of prepayment risk, as compared to the underlying mortgage securities.

COLLATERALIZED TIME DEPOSIT. Time deposits that are collateralized at least 100% (principal plus interest to maturity). These instruments are collateralized using assets set aside by the issuer such as Treasury securities or other qualified collateral to secure the deposit in excess of the limit covered by the Federal Deposit Insurance Corporation.

COMMERCIAL PAPER. The short-term unsecured debt of corporations.

COUPON. The rate of return at which interest is paid on a bond.

CREDIT RISK. The risk that principal and/or interest on an investment will not be paid in a timely manner due to changes in the condition of the issuer.

DEALER. A dealer acts as a principal in security transactions, selling securities from and buying securities for his own position.

DEBENTURE. A bond secured only by the general credit of the issuer.

DELIVERY VS. PAYMENT (DVP). A securities industry procedure whereby payment for a security must be made at the time the security is delivered to the purchaser’s agent.

DERIVATIVE. Any security that has principal and/or interest payments which are subject to uncertainty (but not for reasons of default or credit risk) as to timing and/or amount, or any security which represents a component of another security which has been separated from other components (“Stripped” coupons and principal). A derivative is also defined as a financial instrument the value of which is totally or partially derived from the value of another instrument, interest rate, or index.

DISCOUNT. The difference between the par value of a bond and the cost of the bond, when the cost is below par. Some short-term securities, such as T-bills and banker’s acceptances, are known as discount securities. They sell at a discount from par and return the par value to the investor at maturity without additional interest. Other securities, which have fixed coupons, trade at a discount when the coupon rate is lower than the current market rate for securities of that maturity and/or quality.

DIVERSIFICATION. Dividing investment funds among a variety of investments to avoid excessive exposure to any one source of risk.

DURATION. The weighted average time to maturity of a bond where the weights are the present values of the future cash flows. Duration measures the price sensitivity of a security to changes interest rates.

FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC). The Federal Deposit Insurance Corporation (FDIC) is an independent federal agency insuring deposits in U.S. banks and thrifts in the event of bank failures. The FDIC was created in 1933 to maintain public confidence and encourage stability in the financial system through the promotion of sound banking practices.

FEDERALLY INSURED TIME DEPOSIT. A time deposit is an interest-bearing bank deposit account that has a specified date of maturity, such as a certificate of deposit (CD). These deposits are limited to funds insured in accordance with FDIC insurance deposit limits.