Indio City Council
June 4, 2025

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 111 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 2 Table of Contents
SECTION 1 – Cover Letter ________________________________ _________________________ 2 SECTION 2 – Experience ________________________________ __________________________ 3 SECTION 3 – Scope of Work ________________________________ _______________________ 3 A. File Transfer and Data Processing ________________________________ ________________ 3 B. Materials ________________________________ ________________________________ ___ 11 C. Archived Documents ________________________________ __________________________ 12 D. USPS Presort and Mail ________________________________ ________________________ 13 E. Reporting ________________________________ ________________________________ __ 14 F. Customer Support ________________________________ ____________________________ 14 SECTION 4 – Project Schedule ________________________________ ____________________ 16 SECTION 5 – Project Cost ________________________________ ________________________ 16 SECTION 6 – Ancillary Services ________________________________ ___________________ 18 SECTION 7 – References ________________________________ _________________________ 18 SECTION 8 – Conflicts of Interest ________________________________ __________________ 19

SECTION 1 – Cover Letter
Provide a brief description of the vendor and a statement of qualifications for performing the requested services. The proposal shall be signed by an official authorized to bind the Vendor and shall expressly state that the proposal is valid for 90 days. The cover letter shall include the name and title of the RFP, the name and mailing address of the Vendor (including physical location if mailing address is a PO Box), the type of organization (e.g. California Limited Liability Company, a Professional Corporation, etc.), and the name, title, email address, and telephone number for the signatory.

Indio Water Authority (IWA) - Josue Birruete, Customer Service Supervisor; [email protected] Request for Proposals for Utility Billing, Printing and Mailing Services InfoSend, Inc. is pleased to present this response to Indio Water Authority (IWA). InfoSend, Inc., founded in 1996, is a privately held California corporation with a mission to provide the best possible Customer Communications Management (CCM) platform while still maintaining a client -focused company culture.

Now delivering more than 250 million print and electronic documents annually across multiple channels, InfoSend proudly maintains an industry best client retention and satisfaction rate. Russ Rezai has the authority to bind InfoSend and his signature is provided below This proposal is valid for 90 days.

InfoSend provides a comprehensive outsourced bill printing, mailing, and eBilling/payments setup to over 800 clients nationwide. InfoSend’s team is confident that our offering and benefits presented herein will provide Indio Water Authority and its custome rs with the greatest value in the market today. InfoSend meets or exceeds the requirements specified in the scope of work . We propose to continue to provide Indio Water Authority’s print and mail services from our Anaheim, California facility, located at 4240 E. La Palma Ave. Anaheim, CA 92807, without the use of subcontractors for any portion of the production, including disaster recovery.

Key Advantages of InfoSend
• Company culture prioritizes client satisfaction, leading to industry best client retention and satisfaction rate.
• Proven experience (22+ years) of serving IWA.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 112 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 3 • Over 220 employees across multiple states, with high employee retention ensuring clients are handled with consistent knowledge and care.
• Wholly owned and operated out of 5 regional production facilities. • Modern Electronic Billing, Payment & Presentment platform, PCI-Level 1 certification, IVR & SMS. • Specializes in supporting 650+ utility clients nationwide, out of our 800+ clients. • PCI DSS Level 1 Compliant and SOC 2 Type I & II Audited as well as other regulatory compliance.

Summary
InfoSend has proudly served the Indio Water Authority since April of 2003 and we are committed to continue to perform the services and adhere to the requirements of the RFP. Our 22 years of service to the Authority makes InfoSend uniquely familiar with the Authority’s billing practices and use of the SunGard-HTE software to ensure the Authority’s customers receive timely and accurate billing statements. Our continued partnership ensu res the Authority and its customers will continue to realize the most robust offering at the best value.

Thank you for the opportunity.

Russ Rezai Glen Everroad President/Authorized Signatory Government Solutions/Primary Contact [email protected] [email protected]
Office: 714.993.2690 Mobile: 949.874.4786

SECTION 2 – Experience
Provide a summary of the Vendor’s prior experience with similar projects. Vendors should have a minimum of five (5) years providing service to public agencies or utility agencies of comparable size. Summary should include specific and detailed descriptions of similar projects previously performed, project results, client name and year completed.

InfoSend has produced documents similar to the Authority's since 1997 and has provided the specific services required by this RFP to the Authority since 2003. InfoSend is uniquely experienced in providing the services required by Indio Water Authority. Leveraging our experience and understanding of the City’s business rules ensures the efficient and risk-free production of the City’s documents to its customers. We think that your experience working with us, our capabilities, and attentive Client Services department, is the best testament to the quality of work we perform. We have provided a list of references below featuring similar utility bill print/mail work provided, including utilities using HTE data similar to yours as well as utilities local to your area. InfoSend supports over 650 utility clients nationwide from our 5 production facilities.

SECTION 3 – Scope of Work
Respond to all requirements defined in the Scope of Work. If any requirements cannot be supported, those items should be listed as exceptions. For exceptions, provide a recommendation for an alternative approach. Provide a description of the required tasks for the implementation and post-production support. Include the tasks needed to complete the project and any recommended additions to the requirements. Also, document assumptions used in development of the work tasks, including assistance needed from IWA staff and required hardware and software.

Note: Y = Yes, N = No, P = Possible or Alternative Approach A. File Transfer and Data Processing

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1. Vendor must have the ability to accept daily bill files using an HTTPS upload or a standard FTP or SFTP transmission with encryption support. IWA must be able to log into the Vendor’s server and transmit the files 24/7.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend will continue to support daily file transmission from Indio Water Authority. On a 24/7 basis, data files can be sent to InfoSend via FTP or SFTP or clients can also log in to InfoSend’s secure website and upload files using the HTTPS file upload method. Optionally, and depending on client security requirements, password protected or PGP/GPG encryption can be utilized on the files. When a file is received, it is automatically time-stamped and logged in InfoSend’s Job Tracking database.

InfoSend's cloud-based Data Processing platform is a key engine in driving the overall CCM distribution platform. The Data Processing workflow has been designed from the beginning to flexibly accept client input in a wide variety of formats. While having domain expertise with clients within Government, Citations, Utility, Healthcare, Finance, Insurance, and more, InfoSend's technical experience and platform capabilities mean clients enjoy efficient and on-time implementations.

The Data Processing platform is capable of accepting data extracts from clients in a "flat-file" format (text, csv, XML, etc.), as well as in a print-ready PDF format. InfoSend has unique expertise and knowledge working with print-ready PDFs efficiently, providing clients with options to dynamically modify the PDF output before final distribution. The system is capable of accepting multiple file inputs and formats to generate a single output stream, helping clients create more informative and complete communications.

No matter the source, all data is normalized within the InfoSend database, ensuring the distribution and reporting is seamless, transparent and meets client requirements.

File Submission and Job Tracking: Clients are able to upload files directly to InfoSend over the HTTPS connection, allowing users to send the input data for InfoSend processing on demand (note: PGP file encryption and secure FTP also available). All status on the fulfillment of client output is displayed via the online tool: confirmation of receipt, processing status, sample file and approval status (optional), Printing, Quality Control, Mail Prep and Confirmation of distribution. Clients are able to check the "Viewed" box to confirm that the batch was reviewed internally.

2. Vendor must be able to accept IWA files in their current format as IWA may be unable to change the bill file format without manual intervention and/or a modification to the billing system. Vendor must be able to handle zipped data files in ASCII format or PDF format.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

On a 24/7 basis, data files can be sent to InfoSend via FTP or SFTP or clients can also log in to InfoSend’s secure website and upload files using the HTTPS file upload method. Optionally, and depending on client security requirements, password protected or PGP/GPG encryption can be utilized on the files. When a file is received, it is automatically time-stamped and logged in InfoSend’s Job Tracking database.

InfoSend's cloud-based Data Processing platform is a key engine in driving the overall CCM distribution platform. The Data Processing workflow has been designed from the beginning to flexibly accept client input in a wide variety of formats. While having domain expertise with clients within Government, Citations, Utility, Healthcare, Finance, Insurance, and more, InfoSend's technical experience and platform capabilities mean clients enjoy efficient and on-time implementations. The Data Processing platform is capable of accepting data extracts from clients in a "flat-file" format (text, csv, XML, etc.), as well as in a print-ready PDF format. InfoSend has unique expertise and knowledge working with print- ready PDFs efficiently, providing clients with options to dynamically modify the PDF output before final

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 114 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 5 distribution. The system is capable of accepting multiple file inputs and formats to generate a single output stream, helping clients create more informative and complete communications. No matter the source, all data is normalized within the InfoSend database, ensuring the distribution and reporting is seamless, transparent and meets client requirements.

3. The vendor must provide a web-based interface to: a. Track the status of job types through the production process; b. View reports; c. Manage inserts; d. Process exception or special handling of documents; e. Manage ad-hoc messages displayed on job output; f. Upload test files Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend.com Web Administration Highlights
• Secure SaaS Cloud Solution: Secure, hosted, infosend.com website allows clients to administer their InfoSend applications, as well as user roles and permissions from any modern web browser 24/7.
• File Submission and Job Tracking: Providing transparency into each file received as it progresses through data processing and manufacturing by InfoSend. Also allows clients to securely upload files via the web.
• Sample Approval: Optional workflow, allowing clients to view output and approve prior to manufacturing and distribution.
• Message Manager: Allows clients to self-administer ad-hoc and scheduled messaging on customer-facing output.
• Insert Management: Allows clients to requests additional materials be included with output, such as flyers, buck slips, newsletters etc.
• Print Image Archive and Mail Tracking: Allows clients to view images of each document produced, reprint or email the document, as well as view USPS delivery tracking information for qualified documents.
• Support Tracking: Allows clients to open tickets and securely communicate with InfoSend staff on change requests or issues.
• Reporting: Reports on the details of each client Job are posted to the website for secure viewing and download.

4. Vendor must provide IWA the ability to view and approve sample bills online before they are printed and mailed. Vendor must notify IWA once the sample bills are ready to review via email or online platform. Samples shall be approved within 24 hours of sample notice. Included with the sample bills must be a summary of the total counts of printed bills, suppressed bills, and number of inserts included with the batch.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Sample Approval: This optional workflow allows clients to download a sample of the output, with an included Process Summary report of the input/output counts, Inserts to be included, suppressions and a postage estimate. The sample file can contain the entire output or a subset based on client criteria. Upon approval, the sample output is released for production and distribution by InfoSend.

Process Summary Report: The Process Summary Report is a detailed PDF document that summarizes key data points contained within a document run batch. If a client chooses to review sample files prior to printing, the Process Summary Report will be included as a cover page within each set of samples. It is also posted to InfoSend’s “Reports” tab of the web portal in PDF form. The Process Summary Report details important information such as data files that were included within the job, document details such as page count and batch amount if documents are bills, print output information, suppressions, inserts included, and USPS presort counts and estimated postage.

5. Vendor must mail documents within 24 hours of approval of sample files. Approvals must be made withing the vendor’s web-based interface, and include a mailing status report with the confirmation.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 115 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 6 InfoSend will continue to provide next business day (24-hours) turnaround time from sample approval.

Additionally, the InfoSend website provides an optional workflow, allowing clients to view output and approve prior to manufacturing and distribution.

6. Vendor must have the capability to suppress the printing of bills and/or envelopes for certain customers based on IWA requirements. Suppression could be on a one-time or ongoing basis.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

As IWA's current vendor, InfoSend has established business logic rule sets for "selective" inclusion or suppression of messages or materials such as inserts or return envelopes based on IWA's requirements.

Suppressions were programmed during implementation and available throughout the life of the account.

7. Vendor must be able to produce IWA bill in the current format, propose a new bill format and/or provide a bill re-design included in the implementation.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend currently produces the Authority’s utility bills, miscellaneous bills and prints letters in support of this requirement. InfoSend provides document composition services for hundreds of utilities nationwide.

Initial design is part of our implementation process. After initial implementation, should the City elect to make additional changes to the statements, InfoSend’s Client Change Management process has you covered. InfoSend’s Account Managers are trained in the use of various graphic design tools which are leveraged to create your documents. The Account Manager assigned to this project will work with the client’s project team to create outputs which meet the high st andards expected by our clients. All of the graphic design work for your projects will be conducted in -house at InfoSend allowing for us to maintain a high level of quality and responsiveness to your requirements.

InfoSend Document Design Services Highlights
• Customizable document look and feel for all clients providing "raw data" inputs, hosted and maintained by dedicated InfoSend staff.
• Experience with a wide array of industry-specific document types, including Government, Citations, Utility, Healthcare, Finance, Insurance and more. • Client Services staff trained in the use of graphic design tools to ensure mockups are professional and accurate.
• During design and mockup, InfoSend advises on latest design best practices for consumer readability, response rate and USPS compliance.
• For documents with OCR, barcode or remittance requirements, full compliance with any specification, including lockbox testing with the delivery of production samples prior to Go-Live. • Extensive experience, software and dedicated equipment for facilitation of both transactional and promotional documents: full-color Inkjet, high-capacity folding and cutting, and online tools for managing marketing copy or images.

Client Application Change Management Highlights
• Dedicated Account Manager ensures client application specific knowledge and expertise. • All aspects of client application change requests and project history logged within InfoSend CRM. • Account Manager builds Statement of Work (SOW), accurately capturing scope for client sign off. • Changes made and tested within a dedicated development environment, with source control check-in.
• Transparently tracked project, with samples and mockups provided to the client for sign off. • Strict deployment procedure, which includes options for detailed sample review on the first live run.

8. Vendor must configure the remittance stub to work with the remittance processing equipment and software used to process the incoming checks.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend accepts and currently supports this requirement. Should Indio Water Authority change its remit processor, InfoSend will work to provide printed samples for testing.

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9. Vendor must have the capability to print: a) Intelligent bill messages based on customer type, or other parameter within the data file; b) Logos; c) Usage history graphs; d) Multiple page bills as needed
Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Message Manager: This free account management tool is a custom-built web-based application that allows clients to control the messages that print on output. Clients can schedule the messages months or even years in advance, as well as set criteria to assign unique messages to different types of customers, or even to individual accounts. A PDF preview displays the message in the actual font that will be used.

Utility Bill Design Highlights
• Information hierarchy based on customer feedback, ensuring Amount Due and Due Date are very clear. Amount Due is placed strategically in multiple locations. • Color schemes are utilized to enhance labeling of various services and/or charges. • Usage and historical information are given prime real estate. • A dynamic message area for clients to place customizable messages to all customers or customers falling under specified criteria.
• Graph done in a circular manner, utilizing multiple colors to communicate the various charges that lead to the total.
• Backside of the bill utilized to communicate details of charges and payment options, labeled with different colors by channel.
• We offer multilingual support and are able to present bills in multiple languages.

10. Vendor must provide an interface that will allow IWA to update requirements for bill messages and bill inserts on an ad-hoc basis. Interface must allow IWA to include/exclude inserts and messages based on IWA requirements including customer type, account number, or other parameter within the data file.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Message Manager: This free account management tool is a custom-built web-based application that allows clients to control the messages that print on output. Clients can schedule the messages months or even years in advance, as well as set criteria to assign unique messages to different types of customers, or even to individual accounts. A PDF preview displays the message in the actual font that will be used.

Insert Management: The Insert Management tool is designed for clients to control what additional materials will be included with the standard output. Clients may request InfoSend Produced Inserts as well as schedule drop-shipped inserts from within the tool. The tool also provides the history of all Insert requests for client reference. The Insert Management tool pre-populates forms with the user's information.

This tool asks users to input an insert name as well as select the type of insert. InfoSend Produced Inserts will be printed at InfoSend's facility or a local offset printing partner, Drop Shipped inserts must be sent to InfoSend, and Online Billing inserts are electronically presented. For InfoSend Produced inserts, users are able to use the automated Insert Management tool to select insert printing specifications. This form also allows users to upload artwork files for review by InfoSend's team.

The tool allows users to designate the job types inserts should be included with, as well as specify the quantity and run dates. InfoSend also enables users to utilize selective inserting. Selective inserting is a dynamic technology that specifies which inserts will be included for certain account types. Clients can also designate insert billing options on the next screen. Once the insert request has been completed, users will receive an email confirmation detailing the request. Users must authorize the confirmation before an insert request is activated.

11. Vendor must have in place and provide as part of the response a comprehensive Quality Control Plan (QCP) for ensuring the data, printing and mailing is error free.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 117 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 8 InfoSend Quality Control Highlights
• Company culture demands client satisfaction with over 99.99966% accuracy on an annual output in the tens of millions.
• Systems, personnel, and equipment are organized around well-defined processes that control and report the accuracy of work performed.
• Comprehensive Quality Control (QC) built into Data Processing platform, ensuring client output is verified prior to entering manufacturing environment. • Unique QC process involving dedicated personnel and procedures executed after printing and before release to mailing department, customized specifically to each client's output during implementation.
• Automated 2D Barcode Accuracy System utilized, providing individual document tracking and alerting to address errors (damaged or missing documents) real-time during fulfillment. • Dedicated Quality Assurance Team that performs Root Cause Analysis, coordinates remediation and plans continual process improvements.

12. Vendor must provide information of the process to ensure that the billing data provided is being protected from unauthorized exposure and use.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend Security Procedures Highlights
• InfoSend employs industry best practices while complying with numerous regulatory requirements for protecting client data.
• Compliant and/or audited by third parties for PCI-DSS Level 1, HIPAA, SSAE18, GLBA and FACTA.
• All Facility Physical Premises Secured
• Secure Encrypted Data Transfer and Storage Practices
• Secure Segmentation Client Data
• Secure Disposal of Client Data
• Firewalls and Web Application Security
• Background Checks and Drug Tests for All New Employees • Annual Security Policy and Awareness Training for Employees • Formal Suspected Breach Escalation, Review and Notification Process

13. Vendor must provide a process of “pulling” a bill from live production file. Vendor must indicate in the response whether live pulling fees apply.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend does not charge a fee to pull a bill.

File Cancellation and Document Pull Request Procedures: InfoSend’s CS department accepts requests to cancel entire batches or pull select documents from a batch as a standard function of the department. This request can be placed through InfoSend's online website support ticketing system, via email, or by calling the 800 number. The request is then documented by the CS team and communicated to the InfoSend production departments through our internal systems.

1. File Cancellation: These requests are typically submitted to InfoSend just after file transfer but before printing. InfoSend's CS personnel will immediately change the status of the Job to prevent any further progression through the InfoSend manufacturing environment and remove the Job batch from the queue. Clients utilizing the Sample Approval workflow will have the option to cancel their own job, which will then be removed from the queue.

2. Pull Document Requests: These requests are typically submitted by the Client after the file is processed and prior to mailing. Ideally, these requests would be submitted to the CS team prior to the mail piece receiving the “Quality Control” timestamp in the website’s client-facing job tracking system. Once the job has been marked as completing Quality Control, it will be moved into Mail Preparation. For this reason, Pull Document Requests made after the job has passed through QC should be communicated directly via phone call to ensure that they are handled immediately to minimize the chance that the piece is processed for mailing. The document to be

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 118 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 9 pulled will then be intercepted after the document is printed. Pulled documents can either be recycled or returned to the Client.

14. Vendor must provide description of printing and mailing equipment used, and explain how redundancy is achieved in the event of equipment failure at the facility.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend does not anticipate the need to purchase additional equipment to meet volume requirements as outlined in this RFP. InfoSend is vigilant in its review of available operating equipment; maintaining, servicing, and replacing equipment as necessary in order to meet the demand of our clients. Should the Indio Water Authority choose to remain with InfoSend as their print and mail vendor, the volumes from the Authority will not add undue stress to our current production.

Printers
Type Printer QTY Images per hour
Full Color Canon Colorstream 6900 1 109,080
Full Color Canon i300 1 18,000
Full Color Ricoh Pro VC60000 1 128,820
Full Color Ricoh Pro VC40000 1 128,820
Full Color Xerox Rialto 900 MP 2 54,960
Full Color Ricoh Pro C9100 1 6,600
Monochrome Ricoh Pro 8320 1 8,160
Full Color Bluecrest Accellejet 1 42,960
Full Color Riso GD9630 7 67,200
Full Color Riso GD9150 1 9,000
Monochrome Kodak Digimaster HD150 3 27,000
Inkjet Printing Technology
InfoSend operates roll-fed inkjet presses out of multiple facilities to enable true Disaster Recovery capabilities. Each facility uses multiple printing and inserting production lines, each that operate independently of the others in the case of equipment maintenance or downtime. Transactional documents can be printed using full-color production inkjet technology. Inserts can be digitally pre-printed as well as offset equivalent quality using the latest high-definition inkjet technology. Maintenance contracts are in place with qualified vendors for all InfoSend equipment involved in the fulfillment of client documents.

InfoSend carefully selects vendors and equipment to guarantee production of documents according to the Service Level Agreement (SLA) between InfoSend and its clients.

Inserters
Inserter Type QTY Insertions Per Hour
Sensible Technologies/Bell & Howell Intelligent Inserter with Mail Piece Integrity
26 195,000
Pitney Bowes/BlueCrest FPS/Rival Line of Inserters 10 120,000 Pitney Bowes/BlueCrest MPS Line of Inserters 1 15,000
MB Inserters 5 74,000

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 119 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 10 Envelope Manufacturing
Equipment Type QTY Envelopes Manufactured Per Hour
W+D Model 202 2 84,000
W+D Model 102 3 48,000
W+D Model 627 2 54,000

15. Vendor must have procedures for ensuring that the bill file transmissions are completed successfully. Vendor must provide in the response details on what happens if a file transfer errors.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend Data Process Flow
InfoSend's Customer Communications Management (CCM) platform is designed to securely and efficiently accept, process and output client data to customers in a reliable and transparent manner. • Secure File Upload Options: On a 24/7 basis, data files can be sent to InfoSend via FTP or SFTP or clients can also log in to InfoSend’s secure website and upload files using the HTTPS file upload method. Optionally, and depending on client security requirements, password protected or PGP/GPG encryption can be utilized on the files. When a file is received, it is automatically time-stamped and logged in InfoSend’s Job Tracking database. • Duplicate File Prevention: All data transfers are checked against an archive of file-level hashes and if a match is found, the system will detect the file as a duplicate. If a duplicate is detected, the processing program is halted and a warning is generated, calling for immediate follow up by InfoSend support personnel.
• Multi-File Inputs: InfoSend's system can be configured to create batches based on multiple source files, as well as wait a predetermined amount of time for more client records to be transferred before beginning the batch processing.
• Process Confirmation: Successfully transferred files are identified by client input type, resulting in a confirmation receipt sent.
• File Integrity: Each of InfoSend’s programs is custom made to work with the clients' specific data file format. Incomplete or erroneous data will result in a program halt, issuing a warning that is escalated to InfoSend support personnel for immediate follow up. • Data Checks: InfoSend programs are set up to check for individual data fields and halt if criteria are not met--for example if a date field contains a value older than an acceptable threshold. All data check halts issue a warning and escalation to InfoSend support personnel. • Dedicated Workflow and Staffing: InfoSend's emphasis on quality and customer satisfaction requires a dedicated step and operator role in the process to validate the printed output. This step in the process takes place after printing but before distribution. Each job is thoroughly checked a minimum of 4 times for general alignment, printing, color or mailing address block issues which would result in problematic processing or mailing: before printing, after printing, upon delivery to the QC department and finally upon delivery to the mailing department. • Uniquely Tailored QC Program: InfoSend has an internally developed workflow that provides onscreen prompts to QC personnel, requesting they check for bill specific information (such as customer name, account number, address) on randomly selected pages throughout the batch.

These onscreen prompts are customized to the client's data and ensure the integrity of data throughout the batch before releasing for distribution. • Process Confirmation: Once InfoSend has completed the distribution of the client job batch, a confirmation receipt is sent to the client with details on the job batch execution. This receipt serves as the final notification regarding the input data received. • Reporting: InfoSend's platform also provides robust reporting back to clients on the output services performed. InfoSend offers detailed address update and suppression reporting, as well as customized, detailed breakdown of the fulfillment.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 120 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 11 B. Materials

1. Vendor must support 8.5” x 11”, 24# white paper stock. The Vendor must be able to reproduce preprinted and perforated paper stock that matches or exceeds the quality of the current stock, including providing the same number of preprinted colors.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend's standard bill stock is 24 lb. white bond with a minimum 96 brightness. InfoSend will add the perforation, where needed, inline as we are printing the statements. InfoSend maintains a wide array of printing and finishing equipment necessary to handle transactional and promotional document production. Print statements, invoices, letters, postcards, notices, or other various documents using laser or inkjet technology: simplex, duplex, black, grayscale, black plus one or more spot colors, and full color printing, perforated and non-perforated, are all supported.

2. Vendor must be able to provide:
a) A double window #10 mailing envelope, 24# white paper stock b) A single window #9 security return envelope, 24# white paper stock Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Effective Envelope Stock: Standard and reliable outgoing #10 and return #9 envelopes predominantly manufactured and stocked by InfoSend and have strategically placed windows which allow client logos to be visible for the customer prior to opening, as well as tinting to ensure data privacy.

3. Vendor must provide the ability to print inserts, newsletters or other notices to be included with regular mailings and in full color.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend can continue to provide the printing of inserts should the Authority choose to remain with InfoSend. Our Direct Communications Team is here to assist with any and all insert requests.

InfoSend Direct Communication Service Highlights
• Single Source Production: InfoSend produced one-time or recurring print runs for special outbound customer communications; avoid juggling vendors and excessive drop shipping costs by producing content with InfoSend.
• High Quality Output Range: Support for low cost black and white through full color communications on uncoated or glossy paper stock. Communication can be:
o Buck Slips, Postcards, Letters, Flyers, Folded Brochures and more. • Online Management & Excellent Customer Service: Dedicated online web request tools and support personnel that provide quotes for any required services, from artwork design through fulfillment.
• Selective Inserting: Support for inserting materials within existing customer transactional document, with the capability to selectively insert for specific customers based on client criteria. • Inline and Electronic Inserting: Support for printing marketing materials on the fly, "inline" with customer transactional billing document, as well as show with electronic images produced by InfoSend, for just-in-time manufacturing and reduced postage costs. • Envelope Messaging: Ability to apply special messages that show through windows or directly on the envelope to ensure customer visibility.

4. Vendor must agree to receive shipments of inserts and store/warehouse all forms and envelopes used to process IWA bills.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend fully meets this requirement. This process is in place now.

5. Vendor must be able to perform intelligent/selective inserting based on customer type or other parameters provided in the data.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend can continue to comply with this requirement. Selective Inserting: Support for inserting materials within existing customer transactional document, with the capability to selectively insert for specific customers based on client criteria.

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1. Vendor must be able to archive as PDF files of document images. PDF images must be available on the same day that data files are processed. These files must be accessible through the vendor’s web-based interface and available for download.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend fully meets this requirement. InfoSend's Customer Communications Management (CCM) platform offers a robust, secure, redundant archive service that clients can rely upon to access documents rendered, modified or processed by InfoSend. InfoSend has built a flexible set of options to ensure clients and their customers can access documents in the context that they prefer, including in existing CIS/ERP or billing applications. InfoSend offers PDF delivery and hosted models.

With all options, InfoSend is capable of including the insert communications as additional pages in the PDF (eInserts), ensuring clients and their customers are viewing the complete document which was distributed.

2. Vendor must supply an online interface to IWA to view the document images produced. Vendor must provide details about the interface capabilities including: a) Screen shots of the interface ; b) Search capability; c) Print capability; d) Process for viewing archived bill images; e) Process for emailing archived bill images to specific customer email addresses Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Fully met. This process is in place now. Screen shots were not included due to the page limit and because IWA currently uses these interfaces today.

InfoSend Archiving Services Highlights
• Multiple Channels: Capable of hosting documents within an InfoSend database as well as shipping PDFs via secure FTP or DVD media.
• InfoSend Hosted Option: Secure cloud solution where InfoSend hosts documents for a client - specified historical retention, allowing for reprints and emailing documents on demand. Upon batch completion, InfoSend will archive the documents for the client to retrieve on demand from a web interface.
• API Access for Hosted Docs: For clients who choose to have InfoSend host, an API is made available that enables paperless integrations with ERP/CIS/billing systems, as well as online payment providers.
• Insert Communications Included: The InfoSend system is also capable of including the insert communications as additional pages in the PDF (eInserts), ensuring clients and their customers are viewing the complete document which was distributed. • USPS Mail Tracking: For clients using the hosted solution, USPS mail tracking info is provided for eligible First Class mail, using the IMb Tracing™ service. • Remit Tracking: Also, for clients using the hosted solution, InfoSend can provide a report of checks mailed back by customers using the included remit stub. A daily report of customer mail and amounts due will be provided, assisting clients with cashflow expectations. • Final Document Transfer: InfoSend can push PDFs via secure FTP in a standard or customized format, allowing clients or third parties to archive documents on other systems.

3. Vendor must be capable of indexing at least five (5) data fields for searching via online interface.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

PIA Hosted: Search via the InfoSend Portal
For clients looking to outsource the storage and retention of past documents, the InfoSend Print Image Archive search tool is an option that is simple to set up and use. Located within the administrative InfoSend Portal already used by customers to track batches, this option provides robust search criteria along with document download and email options for archived documents.

By default, InfoSend provides search criteria for Name, Account Number, InfoSend Job Code and

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 122 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 13 Date Range. In addition, InfoSend can provide 5 additional custom fields mapped to the client’s data (examples: Bill Date, Due Date, Service Address, Notice ID, etc).

4. Vendor must be able to store document images for 60 months. These files must be accessible through the vendor’s web-based interface and available for download.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

With InfoSend hosting the documents, the batches processed can be archived as long as the client requires. Fees apply based on length of time and are generally quoted as part of the contracting process.

5. Vendor document archiving system must have a secure, encrypted API to allow third party integration to access bill images.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend provides an API to its Print Image Archive (PIA) document archive which contains bill images.

Archiving and Secure Third-Party API Access: Documents can be stored within an InfoSend archive, and may be accessed by clients via an InfoSend portal. InfoSend also has an API available, allowing any vendor the client authorizes to pull customer documents for display.

D. USPS Presort and Mail

1.Vendor must be capable of presorting documents and including an intelligent mail barcode and maintaining CASS certification or NCOA to maximize postal discounts.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend fully satisfies this requirement. All USPS automation, CASS, presort and IMB application is performed by InfoSend and the City will pay pass through postage costs, including all available discounts.

USPS Compliance and Efficiency Highlights
• InfoSend maintains ongoing USPS regulatory compliance and cost savings on behalf of clients, standard.
• Full Service with Intelligent Mail Barcode (IMb) certified, ensuring clients with qualified mailings receive lowest automated postage rate.
• Address validation applied via Coding Accuracy Support System (CASS) and Delivery Point Validation (DPV), improving the accuracy of addresses and lowering postage. • Customer Move Updates optionally applied and reported via the NCOALink database or Address Change Service (ACS).
• USPS Seamless Acceptance Provider verifying mail electronically for acceptance • Detached Mailing Unit (DMU) designation, with USPS personnel on-site at select InfoSend facilities, expediting mail entry into the USPS system and increasing overall efficiency. • Ability to "house-hold" multiple documents intended for the same customer into a single envelope to provide postage savings.

2. Vendor must produce and deliver to the USPS from a Southern California production/processing facility.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend fully meets this requirement. This process is in place now. InfoSend owns and operates its 80,000 sq. ft. headquarters and Western US production facility that currently produces IWA’s documents, located just 110 miles from IWA.

3. Vendor must be able to provide automated proof of delivery to the USPS.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend fully meets this requirement. This process is in place now. • Job Tracker - provides real-time production status from receipt of data through completion of production and induction of mail to the USPS. This visibility includes timestamps as well as reports throughout the process. The final timestamp and Confirmation Report are provided as the mail is entered/inducted with the USPS.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 123 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 14 • Mail tracking data is provided by the USPS as scanned and reported at mail entry and subsequently scanned and reported at the destination Post Office. This data is made available through the client facing portal at infosend.com.
• InfoSend can also provide the detailed mailing paper work (USPS 3600 reports) as requested.

4. Vendor must be able to match multiple bills destined to the same customer and mailing address in the same batch. Matched bills must be inserted into one appropriate size envelope and metered first-class separately, and delivered to the USPS at the same time as all other bills are delivered.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend has default workflow, where applicable, to household into one envelope all statements destined for one mailing address, reducing both the number of envelopes and inserts that are used.

5. Vendor must prepay for postage on agency behalf and bill IWA for actual postage used on a monthly basis. Any handling fee or mark-up on the postage costs must be clearly stated and agreed upon in advance. The vendor must provide receipts from USPS or other documentation with the invoices to verify the actual postage charges
Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend fully meets this requirement. This process is in place now. InfoSend passes through the lowest available USPS postage rates after applying automation discounts for IWA’s mailings without markup.

InfoSend’s invoices list the USPS postage rates realized for each job submitted by IWA.

E. Reporting

1. Vendor must provide an email confirming receipt of file transmission for data processing.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Upon client upload of a data file for processing, InfoSend will send the File Transfer Acknowledgement Report as certification of receipt of the file. The File Transfer Acknowledgement Report provides information about the file name, byte size, page/record count and file receipt date. This report is posted to InfoSend’s secure web portal for viewing and is also commonly emailed to designated client staff members.

2. Vendor must provide daily production confirmation reports. This report should contain the following details, at a minimum: a) Number of bills received for processing; b) Number of bills printed; c) Number of suppressions; d) Postage presort breakdown including actual rates; e) Inserts used and insert counts
Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Process Summary Report: The Process Summary Report is a detailed PDF document that summarizes key data points contained within a document run batch. If a client chooses to review sample files prior to printing, the Process Summary Report will be included as a cover page within each set of samples. It is also posted to InfoSend’s “Reports” tab of the web portal in PDF form. The Process Summary Report details important information such as data files that were included within the job, document details such as page count and batch amount if documents are bills, print output information, suppressions, inserts included, and USPS presort counts and estimated postage.

Process Confirmation Report: The Process Confirmation Report is emailed to designated client staff members as well as posted to the reports section of the web portal after documents have been completed for mailing and released to the USPS. This report provides confirmation that InfoSend has released a job’s mail pieces to the USPS for mailing. The Process Confirmation Report can be created in one of three different formats: plain text, XML or HTML. This report provides the name of the file(s) mailed along with a detailed mail count. For statements, invoices and other financial documents, the total dollar amount is also provided. Additional information can be provided after the “totals” section of the report. For example, addresses that could not be verified for delivery point validation can be listed at the end of this report.

F. Customer Support

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1. Vendor must provide unlimited customer support to agency personnel during vendor’s business hours.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

This process is in place now. There are no per hour or incident fees and support is unlimited.

2. Vendor must provide procedures for providing after-hours support.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

InfoSend Client Services Support
InfoSend's mission to provide the industry-best support requires excellence and attention to detail within the Client Services (CS) department. InfoSend has designed support around extensive procedural controls to ensure client output is handled accurately and issues are addressed expeditiously. The following describes InfoSend’s standard support coverage, the services that are included as part of annual software support, a listing of call priorities and an outline of escalation procedures.

InfoSend offers emergency an after-hours support line. An after-hours answering service is available 24/7/365. The answering service contacts InfoSend employees sequentially until one receives and acknowledges the call. Requests can be answered within 4 hours. InfoSend provides escalation phone number and contacts during the implementation. After-hours support may be billable. Please note, with the extensive support hours and support channels available, the after-hours answering service being used is extremely rare.

3. Vendor must provide a list of dates when vendor operations will not be conducted.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Standard hours of support are from 6:00 AM Pacific to 6:00 PM Pacific, Monday through Friday, excluding designated statutory holidays. Weekend assistance is available and must be scheduled in advance and in most cases is billable. InfoSend recognizes the below holidays and will be closed should they fall on a weekday.

New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day

4. Vendor must provide contact points for customer service which include: a. Primary and Backup contact individual name and role; b. Primary and Backup contact individual phone numbers and availability; c. General Support email addresses; d. Online Support via web interface; e.

Escalation Contact for higher level support; f. After Hours support contact information Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Support Channels and Availability: InfoSend provides the following methods to be reached to initiate a support request:
• 800 Toll-Free Telephone support: (800) 955-9330
• General Support Email Address via [email protected] • Free electronic access 24 x 7 at www.infosend.com with the following online benefits:
o Log, track & close support requests
o View & update support requests
o Access published documentation
o Access available downloads
o Download reports
o View Job Tracking statistics
o Download sample files in PDF format
o After-hours answering service is available 24/7/365
Derek Reis (714.993.2690 x307, 8am – 4:30pm PST), IWA’s Account Manager and primary point of contact, is a trusted member of the InfoSend team and will remain IWA’s dedicated Account Manager going forward. Kacie Koulias (714-993-2690 x351, 730am - 4pm PST) will serve as a backup to Derek.

Jessica Macklin (714-993-2690 x296, [email protected]) is the escalation contact for higher level support

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5. Vendor must provide a dedicated project manager for implementation and ongoing customer support after project go-live.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

The Indio Water Authority will continue to have access to a dedicated project manager as described above. Our local staff has over 10 years of experience with the Authority’s account and related services.

6. Vendor must provide weekly status updates during all project implementations, including progress, upcoming milestones, issues, and timeline adjustments. Updates should be sent via email or an online tool, with relevant documents attached, and include follow-up on any issues or feedback.

Indicate Y/N/P: Y - Vendor Response: InfoSend meets this requirement.

Indio Water Authority is currently live on InfoSend's print/processing platform, eliminating the cost and risk of implementations and eliminating the need for weekly status updates. We are eager to once again earn the IWA’s business and continue as a trusted partner.

SECTION 4 – Project Schedule
Include a project schedule for each key focus area of the project, as identified in the Scope of Work. Project schedule should contain key project milestones and timelines for deliverables.

Identify assumptions used in developing the schedule.

Because Indio Water Authority is currently live on InfoSend's print/processing platform, there is no implementation to detail.

SECTION 5 – Project Cost
Provide a cost proposal for print and mail development, implementation and ongoing maintenance. Identify all costs to be billed to the project, including costs for hosting, testing and customer support. A sample bill is included as “Attachment A” to this RFP which is the billing format that IWA uses and wants supported by the Proposer. Please adhere to the table form provided below.

Initial and Ongoing Professional Services Fees
One-Time Implementation Fee
Includes all phases of the project prior to the production phase: initial programming, testing and implementation. $ 0.00
Currently
Implemented
One-
Time
Fee
Professional Services Charges
For requested programming changes after initial
implementation.
$160.00 Per
Hour

Cost of Materials
Statement Paper Stock Cost

8.5x11”, 24# pound paper stock with a micro-perforation. $0.0179 Per Sheet
Late Notices

8.5x11”, 24# pound paper stock
$0.03 Per Sheet
Inline Inserts

8.5x11”, white, 24# pound paper stock
$0.0325 Per Sheet

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#10, Custom Indio, envelope with security tint.
$0.0325 Per Envelope
Return Envelope Cost
#9, Custom Indio, envelope with security tint.
$0.0258 Per Envelope
Flat Single Window Envelope Cost
Applies only to multi -page bills that do not fit in the standard Custom Indio #10 envelope.
$0.19 Per Envelope

Service Fees
1 Page Bill Service Fee (Est. Volume 25,000/month) $0.085 Per Sheet Includes file transmission, data processing, simplex bill printing, mail preparation (folding, inserting a 1 -page bill and the return envelope into an outgoing envelope) and delivery to the USPS.

Delinquents (est. Volume 5,000/month)
Includes file transmission, data processing, simplex bill printing, mail preparation (folding, inserting a 1-page b i l l into an outgoing envelope) and delivery to the USPS.
$0.085 Per Sheet
Inline Inserts Service Fee
Price to include full color duplex printing of insert PDF on the front and back of the page onto white page.
$0.085 Per Sheet
Multiple Page Mailpiece Surcharge– Flat Mailpieces
For handling when there are too many pages to be
inserted by machine. For example, multiple bills are
grouped together into one envelope or box to reduce the average per page postage. These high page count sets
can either be inserted into a #10 envelope or flat
9x12” envelope.
$0.00
$0.35
Per #10
Package
Per Flat Envelope
Optional Marketing Insert Fee
Charge for inserting client-provided marketing insert. For example: Newsletter.
$0.01 Per Additional
Insert
Optional Move Update Service Fees
NCOALink or ACS service.
$0.33 Per Reported
Change
Optional Archive Fee
Images must be stored in PDF format for 60 months.
$0.02 Per Archived PDF

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SECTION 6 – Ancillary Services
Please list other services you may want to offer. This section is optional.

InfoSend's Electronic Billing, Payment and Presentment (EBPP) Solution • Mobile-Ready Customer Engagement: All products are mobile compatible out of the box, with no app store downloads required of customers. Powered by InfoSend's CCM platform, customer specific messaging extends to the electronic channel.
• Multi-Channel Payment Collection: InfoSend's payment platform will consolidate web, telephone, SMS, CSR, in-person EMV and bank payments into a single lockbox file. • One-Time and Automatic Payments: Allow customers to quickly make a one-time payment, as well as sign up to have their payment account auto debited with each billing cycle. • Paperless Bill Notification and Presentment: Notify customers via email when a new bill is available, and securely deliver exact replica of printed document to customers via the secure portal.
• Interactive Voice Response (IVR): Accept customer payments via automated phone service with InfoSend-hosted phone number, enabling client phone systems to redirect customers with ease.
• SMS Text-to-Pay: Enrolled customers may opt in to receive text notifications of new bills, and reply to have the registered payment method drafted for the amount due, speeding up the time to payment.
• Bank Payments (MasterCard RPPS): InfoSend can collect payments made via the customer bank and include them within the lockbox file.
• PCI-Compliant Cloud Based Solution: Electronic billing and payment related products hosted in the cloud by InfoSend in a secure PCI-Level 1 compliant environment.

SECTION 7 – References
Provide a description of projects similar in nature and scope that the Vendor has completed in the last five years. Include client names, addresses, contact person and telephone numbers. Also provide a list of customers who stopped service prior to the original contract expiration date and the reason for the contract termination if any.

InfoSend believes its 22 continuous years of service to the Indio Water Authority offers no better reference of our service and has provided below additional public agency references on the SunGard platform.

InfoSend has not had a client stop service prior to the original contract expiration date in the past 5 years.

Coachella Valley Water District 760.398.2651
85-995 Avenue 52 Scott Burritt, Management Analyst
Coachella, CA 92236 [email protected]
"InfoSend provides us with excellent and responsive service and are our partner in customer billing and communications, we thank them for all they do.” Scott Burritt, Management Analyst • Contracted Since: 2006
• Billing System: SunGard Naviline
• Volume: 110,000 documents monthly
• InfoSend Products Used: Data Processing Print and Mail, Print Image Archive City of Oceanside, CA 760.435.3809
300 North Coast Highway, Bldg. B Darrin Eaton, IT
Oceanside, CA 92054 [email protected]
• Contracted Since: 2011

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• InfoSend Products Used: Data Processing Print and Mail City of Oxnard, CA 805.385.7811
251 S. Hayes Ave. Eden Alomeri, Assistant City Treasurer/Director of Revenue and Licensing
Oxnard, CA 93030 [email protected]
• Contracted Since: 2012
• Billing System: SunGard/Superion
• Volume: Approximately 45,000+ Mail Pieces Monthly
• InfoSend Products Used: Data Processing Print and Mail West Valley Water District 909.875.1804 ext. 303
855 W. Base Line Jon Stephenson, M.B.A., Billing Supervisor Rialto, CA 92377 [email protected]
• Contracted Since: 2011
• Billing System: HTE
• Volume: 17,000 documents monthly
• InfoSend Products Used: Data Processing Print and Mail Also, please list how many government agencies have discontinued your services for any reason within the past 3 years and identify those that left due to a quality, production or breach of contract issue if any.

InfoSend provides document production services to over 650 public agencies. Most of these public agencies purchasing regulations require regular competitive procurement processes (e.g. RFP’s), some of which assign cost the greatest evaluation criteria. While InfoSend provides clients cost effective, yet sustainable prices, competitors (typically proposing to produce from lower cost states) have offered lower initial prices to win business with the intent of increasing prices over the term of the agreement. InfoSend has lost government agency clients based on pricing, with many returning to InfoSend in subsequent solicitations. InfoSend has never lost a client (government agency or private company) based on a quality, production or breach of contract in our 29 years in business.

SECTION 8 – Conflicts of Interest
Vendors submitting a proposal in response to this RFP must disclose any actual, apparent, direct, indirect or potential conflicts of interest that may exist with respect to the vendor, management, or employees of the vendor or other persons relative to the services to be provided. If a vendor has no conflicts of interest, include a statement to that effect in the proposal.

InfoSend Inc., its management and employees assert that we have no actual, apparent, direct, indirect or potential conflicts of interest with regards to the Indio Water Authority.

DISCLOSURES AND ACKNOWLEDGEMENTS

InfoSend respectfully requests to revise the following provisions contained within the Authority’s Professional Services Agreement in a manner that is mutually agreeable to both parties. We look forward to discussing these with the Authority in further detail.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 129 of 478 InfoSend, Inc. | www.infosend.com Response to RFP for Indio Water Authority | 20 Section 4 COMPENSATION AND METHOD OF PAYMENT (c) Except as to any charges for work performed or expenses incurred by Consultant which are disputed by Authority, Authority will use its best efforts to cause Consultant to be paid pay Consultant within forty-five (45) thirty (30) days of receipt of Consultant’s correct and undisputed invoice.

Section 16 (a) INDEMNIFICATION BY CONSULTANT. To the fullest extent permitted by law, Consultant shall indemnify, protect, defend (with legal counsel reasonably acceptable to Authority) and hold harmless Authority and any and all of its elected and appointed officials, officers, employees, representatives and agents (“Indemnified Parties”) from and against any and all claims, actions and proceedings (whether at law or equity, administrative or judicial), demands, orders, judgments, losses, injuries (including, without limitation, injury to or death of an employee of Consultant or subconsultants), liabilities of every kind (including, without limitation, incidental and consequential damages, court costs, and litigation expenses, and fees of expert consultants or expert witnesses incurred in connection therewith and cost of investigation), damages, costs and expenses, including attorney’s fees and costs, (collectively "Claims") that directly arise out of, pertain to, or relate to, directly or indirectly, in whole or in part, any negligence or willful misconduct on the part of Consultant , its officers, agen ts, employees, representatives, subconsultants, anyone directly or indirectly employed by any of them, or anyone that they control, in the performance of Services goods provided or performance of Services by Consultant, its officers, agents, employees, representatives, subconsultants, anyone directly or indirectly employed by any of them, or anyone that they control . Consultant’s duty to indemnify, protect, defend and hold harmless Indemnified Parties, shall not include any Claims arising from the sole negl igence or willful misconduct of the Indemnified Parties.

InfoSend also respectfully requests to revise the following provision contained within the Authority’s Disclosures and Acknowledgements. In light of current market conditions and uncertainty, InfoSend is unable to relinquish all control over potential future price increases.

3. Contract Period and Price Escalation: The selected Vendor shall be designated as IWA’s utility printing and mailing vendor for a minimum three-year period beginning when the contract is awarded, approximately July 1, 2025 and renewable annually. IWA shall reserve the right to award an optional two terms of one (1) year each. The fees proposed shall remain fixed for the initial three-year period. A price adjustment will be considered for each optional annual term on the anniversary date of the contract. A request for a price adjustment must be submitted in writing at least 90 days prior to the anniversary date of the contract ; IWA will be the sole judge of an acceptable annual price adjustment . If the parties are unable to agree on a price adjustment, either party may opt not to renew the Agreement without penalty.

Award the Professional Service Agreement to InfoSend Inc., for Utility B... Page 130 of 478 City of Indio
City Council
June 4, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Reymundo Trejo, P.E., IWA General Manager
Subject: Amendment No. 2 to the Professional Services Agreement with Sierra Controls, LLC for Supervisory Control And Data Acquisition maintenance to increase compensation in the amount of $75,000 for a revised total not-to- exceed amount of $442,757.32

RECOMMENDATION:

That the City Council/IWA Board approve Amendment No. 2 to the Professional Services Agreement with Sierra Controls, LLC for Supervisory Control And Data Acquisition maintenance to increase compensation in the amount of $75,000 for a revised total not-to-exceed amount of $442,757.32 and authorize the Executive Director to execute the amendment.

SUMMARY:

The Indio Water Authority (IWA) currently operates four well/booster plants, nine independent wells, two booster stations at Terra Lago and Shadow Lake, and a reservoir at Lost Horse that are remotely monitored and controlled by a Supervisory Control and Data Acquisition system (SCADA).

Under the terms of the proposed agreement, Sierra Controls, LLC (Sierra Controls) will provide a variety of services. The services consist of emergency callout and preventive maintenance program, which includes remote terminal units (RTU’s) and database maintenance. These services are vital to the operation of the IWA water production and distribution system and part of the ongoing SCADA Update and Maintenance Program. Staff recommends authorization of Amendment No. 2 to the Professional Services Agreement to increase compensation in the amount of $75,000 for a revised total not-to-exceed amount of $442,757.32 to continue migration of the Indio Water Authority’s on- premises SCADA server to a cloud environment.

BACKGROUND INFORMATION:

Since 2001, IWA has depended on the SCADA system to help its operator’s control the production and distribution of water throughout the IWA service area. SCADA allows more efficient use of resources by automating data gathering and allowing computers to automatically make adjustments to the system based on established operating protocols. The SCADA system allows for real-time assessments of the production and distribution system operation. On-call personnel have the ability to access the system remotely via a computer or mobile device, which enables them to view any challenges within the monitored system during working/non-working hours and respond immediately in an emergency event.

Since 2015, IWA has retained Sierra Controls to maintain and modify its SCADA system. Sierra Controls is uniquely qualified to provide these services due to their specific level of expertise with AGENDA ITEM #11.5
Amendment No. 2 to the Professional Services Agreement with Sierra Contr... Page 131 of 478 the SCADA system. Sierra Controls is a Nevada based company that was first incorporated in 1972.

The company continues to be a leader in the water measurement and control industry as a system integrator and manufacturer of specialized water measurement products. Sierra Controls provides system design and implementation throughout the country. Sierra Controls specializes in water measurement and control systems for public works, utilities, agriculture, private industry, and government organizations. The main emphasis has been in remote control and telemetry systems that utilize radio telecommunications, and a major part of the work has been in SCADA systems.

Accordingly, staff recommends approval of the professional services agreement with Sierra Controls.

On September 21, 2022, the City Council/IWA Board approved the Professional Services Agreement with Sierra Controls, LLC, for SCADA system maintenance for a not-to-exceed annual amount of $75,000 with the option to renew for two consecutive one-year extension terms at IWA’s discretion for a total not-to-exceed $225,000 over three-year period.

On January 15, 2025, the City Council/IWA Board approved Amendment No. 1 to the Professional Services Agreement with Sierra Controls, LLC, for SCADA system maintenance to increase compensation for not-to-exceed a for $142,757.32 of total the in 2024-25 FY the amount $367,757.32 for the three-year period.

The purpose of this project is to continue migration of the Indio Water Authority’s on-premises SCADA server to a cloud environment. For over two decades IWA has been operating its SCADA servers, housed in the Corporate Yard server room. While the servers remain operational, the physical servers represents a single point of failure. A move to a cloud environment would mitigate the single point of failure risk and provide much needed redundancy for IWA’s SCADA system.

Furthermore, isolating the SCADA system from the Corporate Yard network will provide an additional layer of security, with all communications to the cloud environment secured by a virtual- private-network. Staff recommends authorization of Amendment No. 2 to the Professional Services Agreement to increase compensation in the amount of $75,000 for a revised total not-to-exceed amount of $442,757.32 to continue migration of the Indio Water Authority’s on-premises SCADA server to a cloud environment.

FINANCIAL SUMMARY:

Current FY Financial
Impact:
$442,757.32 In current year budget: Yes
Current FY General
Fund Impact:

N/A Budget adjustment: No
Next FY Financial
Impact:

N/A Strategic Objective: Community Infrastructure
Source of funds: Water Production Budget Fund-Org-Object Reference:
8106712-521064

Additional Financial Details:

Amendment No. 2 will increase the agreement for an additional $75,000 for a revised not-to-exceed amount of $442,757.32. Staff is requesting authorization for the Executive Director to execute the amendment for the expanded scope of work.

Original Agreement Not-to-Exceed Amount: $225,000

Amendment No. 1 Agreement Total Not-to-Exceed Amount $367,757.32

Amendment No. 2 to the Professional Services Agreement with Sierra Contr... Page 132 of 478

Amendment No. 2 Agreement Total Not-to-Exceed Amount $442,757.32

Funds are available in the Fiscal Year 2024-25 IWA Operating Budget # 8106712-521064 (Production/Professional Services) for services specified in this agreement.

ALTERNATIVES:

Not authorize execution of Amendment No. 2 to the Professional Services Agreement.

ATTACHMENTS:

Attachment 1 - Amendment No. 2 to PSA Sierra Controls LLC

APPROVAL(S):

Reymundo Trejo, P.E., IWA General Manager Approved - 21 May 2025 Jennifer A. Mizrahi, Assistant City Attorney Approved - 23 May 2025 Ruby D. Walla, Director of Finance Approved - 23 May 2025 Bryan H. Montgomery, City Manager Approved - 23 May 2025

Amendment No. 2 to the Professional Services Agreement with Sierra Contr... Page 133 of 478

00091753.1

SECOND AMENDMENT TO

AGREEMENT

BY AND BETWEEN

THE INDIO WATER AUTHORITY,

A JOINT POWERS AUTHORITY

AND

SIERRA CONTROLS, LLC

A LIMITED LIABILITY COMPANY

DATED: JUNE 4, 2025

Form Approved 2/17/2023

Amendment No. 2 to the Professional Services Agreement with Sierra Contr... Page 134 of 478

00091753.1 Page | 1

SECOND AMENDMENT TO AGREEMENT

This Amendment No. 2 to the Professional Services Agreement for is maintenance and support of Authority’s SCADA System, radio system, and appurtenances made and entered into as of this 4th day of June, 2025, by and between the Indio Water Authority (“Authority”), a joint powers authority and Sierra Controls, LLC, a limited liability company (“Consultant”). Authority and Consultant are sometimes hereinafter referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. Authority and Consultant entered into an agreement entitled “Professional Services Agreement” dated September 21, 2022 (“Agreement”) for the purpose of retaining services of Consultant to provide maintenance and support of Authority’s SCADA System, radio system, and appurtenances.

B. On January 15, 2025 Authority and Consultant amended the Agreement with Amendment No. 1 to increase the compensation for an additional $142,757.32 for a total Not to Exceed amount of $367,757.32.

Pursuant to Section 4(a) of the Agreement, the Parties desire to amend the Agreement to increase the compensation by an additional $75,000 for the optional two one-year extension for fiscal year 2024-2025 for a total not to exceed amount of $442,757.32 for the term of the agreement.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the promises made and recited herein, the Parties do hereby enter into this Amendment which modifies and amends the Agreement as follows:

1. AMENDMENT. The Agreement is hereby modified and amended as follows:

1.1 [COMPENSATION]. Section 4(a) of the Agreement is hereby amended to increase the Not to Exceed Amount to $442,757.32.

2. MANDATORY INVOICE INFORMATION/NOTICES.

Consultant shall notify the Authority in writing whenever it has reason to believe that the costs the Consultant expects to incur under this Agreement in the following sixty (60) days, when added to all costs previously incurred, will exceed eighty percent (80%) of the Not to Exceed Amount specified herein. As part of the notification, the Consultant shall provide the Authority with a revised estimate of the total cost of performing this Agreement.

On invoices submitted to the Authority, Consultant shall identify at the top of the first page, the Agreement’s not to exceed amount, the total amount billed to date, the services

Amendment No. 2 to the Professional Services Agreement with Sierra Contr... Page 135 of 478

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rendered during the billing period, and the amount due for the statement invoice for which reimbursement is sought in the statement invoice.

3. REMAINDER UNCHANGED. Except as specifically modified and amended in this Amendment, the Agreement remains in full force and effect and binding upon the Parties.

4. INTEGRATION. This Amendment consists of pages 1 through 3 inclusive, which constitute the entire understanding and agreement of the Parties and supersedes all negotiations or previous agreements, including written or verbal communications between the Parties with respect to all or any part of the transaction discussed in this Amendment.

5. SEVERABILITY. If any portion of this Amendment is declared invalid, illegal or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

6. EFFECTIVE DATE. This Amendment shall not become effective until the date it has been executed by the appropriate authorities of the Authority and Consultant.

7. APPLICABLE LAW. The laws of the State of California shall govern the interpretation and enforcement of this Amendment.

8. REFERENCES. All references to the Agreement include all their respective terms and provisions. All defined terms utilized in this Amendment have the same meaning as provided in the Agreement, unless expressly stated to the contrary in this Amendment. [SIGNATURE PAGE FOLLOWS]

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IN WITNESS WHEREOF, the Parties hereto have executed this Amendment to the Agreement on the date and year first written above.

INDIO WATER AUTHORITY
___________________________
Bryan H. Montgomery
Executive Director
ATTEST:

SECRETARY
By: ___________________________
Sabdi Sanchez, MMC
Director of City Clerk Services
APPROVED AS TO FORM:

AUTHORITY GENERAL COUNSEL
By: ____________________________
Steven Graham Pacifico

CONSULTANT
Sierra Controls, LLC
By:

Andrew Ward
President

Amendment No. 2 to the Professional Services Agreement with Sierra Contr... Page 137 of 478 City of Indio
City Council
June 4, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Jose Ramirez, Principal Management Analyst Subject: Approval of Agreements for turnkey EV Charging Infrastructure at City Hall and The Lights Golf Course with EVPassport, Inc. and Tait Environmental Services.

RECOMMENDATION:

Authorize the City Manager to execute the Agreement with EVPassport, Inc. and Tait Environmental Services for the provision of electric vehicle (EV) charging hardware and software and for the installation of the EV charging stations at the new City Hall and the new clubhouse and parking lot at The Lights at Indio Golf Course. A portion of the work will be funded with AB 2766 Subvention Funds.

SUMMARY:
into recommends staff process, (RFP) entering for Request formal a Following Proposals agreements with EVPassport, Inc. and Tait Environmental Services for the implementation of EV charging infrastructure. EVPassport stood out as the preferred vendor due to its innovative and highly rated EV charging platform, user-friendly hardware, and modern software interface. The proposed project includes procurement of charging units, licensing of the EVPassport software platform, and installation services to be completed by Tait Environmental Services. The project is structured such that EVPassport will provide hardware and software, while Tait will perform the installation work under a separate agreement with the City. This approach enhances transparency and aligns with industry best practices. The total project cost is $441,756. Of this amount, $234,000 will be funded through AB 2766 Subvention Funds, grant funds which are allocated for clean air projects that reduce vehicle emissions. The remaining balance of $207,756 will be funded through the 2022 Lease Revenue Bonds - City Hall Project.

BACKGROUND INFORMATION:

The City of Indio is currently undertaking two major capital improvement projects: the construction of a new City Hall building and the development of a new clubhouse and parking lot at The Lights at Indio Golf Course. As part of the City’s long-term vision for sustainability and innovation, these new facilities will include publicly accessible electric vehicle (EV) charging stations.

To implement this infrastructure, the City released a formal Request for Proposals (RFP) seeking a qualified installation and software, hardware, vendor EV provide to services. charging After evaluating all responses, EVPassport, Inc. was identified as the top-ranked proposer due to its innovative and user-friendly charging platform, high-performing hardware, and turn-key solution. To ensure a transparent and efficient project structure, the installation services will be performed by AGENDA ITEM #11.6
Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 138 of 478 Tait Environmental Services, a licensed third-party contractor with extensive experience in large scale EV projects. EVPassport and Tait will work closely together to deliver the project, while maintaining separate agreements with the City.

A summary of the top bids is provided below:

Proposer Model Type Estimated Cost Revenue Share
EVPassport City-Owned $441,756 (CapEx) 70% City / 30% Vendor
ezVOLTz City-Owned $826,815.94 80% City / 20%
Vendor
Macano Tech City-Owned $476,000 Listed as "optional" Starwest/InCharge City-Owned $429,364
100% City but with
software and
maintenance costs
that could exceed 50%
of revenue.

Sustainable Energi City-Owned $424,769.50 +
$14,800/yr TBD

Additionally, the City successfully secured AB 2766 Subvention Funds—which are designated for air pollution reduction programs—to partially fund the project.

FINANCIAL SUMMARY:

Current FY Financial
Impact:
0 In current year budget: Yes
Current FY General
Fund Impact:
0 Budget adjustment: No
Next FY Financial
Impact:
$441,756 Strategic Objective: Community Infrastructure Source of funds: Grant Funds/2022 Lease
Revenue Bonds - City Hall
Project
Fund-Org-Object
Reference:
211 & 331

ATTACHMENTS:

Attachment 1 - EVPassport-City of Indio RFP
Attachment 2 - City of Indio - 2 PUBLIC WORKS AGREEMENT2 - EV Charging

APPROVAL(S):

Jennifer A. Mizrahi, Assistant City Attorney Approved - 27 May 2025 Ruby D. Walla, Director of Finance Approved - 28 May 2025 Bryan H. Montgomery, City Manager Approved - 28 May 2025

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 139 of 478

The

most

value-driven

&

innovative

Electric

Vehicle

(EV)

charging

hardware

and

software

platform.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 140 of 478 City

of

Indio

|

Electric

Vehicle

(EV)

Charging

Station

Installation

&

Management

Request

for

Proposal

_______________________

PREPARED

FOR

City

of

Indio

PREPARED

BY

Christina

Yu,

Account

Executive

EVPassport,

LLC

3130

Wilshire

Blvd.,

Suite

340

Santa

Monica,

CA

90404

E:

[email protected]

W:

https://www.evpassport.com/

P:

(858)444-0877

Contractor:

Tait

Environmental

Services

W:

www.tait.com

Project

Overview:

As

the

selected

proposer,

EVPassport

is

pleased

to

offer

a

comprehensive,

turnkey

electric

vehicle

(EV)

charging

solution

designed

to

meet

the

City’s

goals

for

accessibility,

reliability,

and

cost-effectiveness.

Our

services

encompass

the

full

lifecycle

of

EV

charging

infrastructure—from

equipment

procurement

and

installation

to

ongoing

operation,

maintenance,

and

customer

support.

EVPassport

will

tailor

the

deployment

model

to

best

align

with

the

City's

infrastructure

and

sustainability

goals.

We

will

outline

and

support

multiple

cost

structure

options,

including:

●

City-Owned

(CapEx)

Model:

In

this

structure,

the

City

retains

full

ownership

of

the

EV

charging

assets.

EVPassport

provides

the

equipment,

installation,

and

management

services,

while

the

City

covers

upfront

capital

expenses.

This

model

allows

the

City

to

capture

a

larger

share

of

long-term

revenue

while

maintaining

full

control

of

the

EV

charging

service

equipment.

●

Infrastructure-as-a-Service

(IaaS)

Model:

EVPassport’s

industry-leading

IaaS

model

delivers

a

fully

turnkey

solution

that

eliminates

the

need

for

upfront

capital

investment

by

the

City.

Under

this

structure,

EVPassport

covers

all

costs

associated

with:

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 141 of 478

○

EVSE

hardware

and

software

○

Electrical

infrastructure

○

Site

construction

and

installation

○

Ongoing

operations

and

maintenance

○

Warranty

coverage

●

All

services

are

bundled

into

a

convenient,

predictable

monthly

service

fee,

simplifying

budgeting

and

financial

planning

for

the

City.

In

return,

the

City

will

receive

70%

of

all

charging-related

revenue,

ensuring

a

sustainable

revenue

stream

while

achieving

EV

adoption

and

climate

action

goals.

This

flexible,

cost-effective

approach

empowers

the

City

to

deploy

reliable,

high-quality

EV

charging

infrastructure

without

the

complexity

of

managing

multiple

vendors

or

incurring

high

initial

costs.

With

EVPassport’s

turnkey

deployment

capabilities

and

commitment

to

innovation,

the

City

can

ensure

long-term

success

in

delivering

equitable

and

accessible

charging

to

its

constituents.

Our

estimation

for

total

project

costs

are

$300,000

for

the

installation

of

(20)

level

2 charging

stations,

and

(3)

Level

3 charging

stations.

This

estimates

the

average

cost

per

stall

of

$7,500

for

level

2 stations,

and

$50,000

for

level

3. This

is

a

conservative

estimate,

because

we

did

not

receive

panel

schedules

for

the

City

Hall

location,

which

is

more

critical

since

due

to

being

the

location

for

Level

3 charging

stations.

The

other

concern

is

that

we

don’t

have

visibility

to

the

conduits

starting

and

ending

in

the

exact

spot

necessary

nor

can

we

verify

size,

if

we

have

to

pour

pedestals,

and

any

additional

civil

work

needed.

In

our

estimation,

we

are

assuming

the

proper

panelboard,

conduit

sizing,

material,

depth,

and

stub

location.

Before

any

parties

sign

contracts,

we

would

like

to

conduct

an

in

person

site

assessment

in

order

to

evaluate

the

necessary

information.

Please

also

note:

We

have

reviewed

the

City’s

proposed

Professional

Services

Agreement

(PSA)

and

appreciate

its

intent

to

establish

a

clear

contracting

framework.

Given

the

nature

of

EVPassport’s

offering—namely,

the

provision

of

turnkey

infrastructure-as-a-service

(IaaS)

for

electric

vehicle

charging

stations—we

respectfully

propose

the

use

of

our

standard

Infrastructure-as-a-Service

Terms

&

Conditions
,

which

are

included

herein

for

the

City’s

review.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 142 of 478 These

terms

have

been

carefully

developed

to

address

the

unique

risk

allocation,

data

security,

uptime

guarantees,

service

levels,

and

support

obligations

required

in

a

distributed,

networked

infrastructure

environment.

Our

framework

is

designed

not

only

to

ensure

technical

reliability

and

responsive

support

but

also

to

reduce

the

City’s

exposure

to

hidden

integration,

operational,

or

compliance

risks—particularly

in

relation

to

real-time

monitoring,

API-based

interoperability,

and

driver

support.

We

are

confident

that

the

use

of

our

IaaS

Terms

will

streamline

performance

expectations

and

provide

a

modern,

commercially

reasonable

foundation

for

this

public-private

collaboration.

That

said,

we

remain

open

to

discussing

modest

revisions

to

align

with

any

City-specific

legal

requirements

and

would

welcome

the

opportunity

to

finalize

mutually

agreeable

terms

during

the

contracting

phase.

Experience

and

Qualifications

of

the

Individual/Firm
:

Founded

in

2020,

EVPassport

is

a

leader

in

enterprise

electric

vehicle

charging

solutions,

supported

by

a

$200M

commitment

from

Northleaf

Capital

Partners
.

With

over

3,500

charging

stations

deployed

across

35 states

and

3 countries,

EVPassport

is

well-equipped

to

handle

large-scale

installations

and

ongoing

support.

Asset

owners

and

operators

choose

EVPassport

to

deliver

a

seamless

charging

experience

to

their

clientele,

allowing

them

to

charge

electric

vehicles

without

the

need

for

a

separate

app,

membership

account,

or

top-up

balance.

Simply

Scan,

Pay,

and

Charge—an

experience

demonstrated

in

the

company’s

“
How

To

Charge
”

video.

EVPassport

sets

a

high

bar

for

reliability.

The

company

maintains

98%

uptime

through

its

industry-leading

60-second

heartbeat

monitoring,

proactive

system

checks,

and

rapid

resolution

of

issues.

Asset

owners

trust

EVPassport

to

care

for

both

tenants

and

guests

with

24/7

live

support

via

phone

and

text.

EVPassport’s

partners

also

benefit

from

revenue

sharing

that

includes

charging

revenue

and

carbon

credits

(where

applicable).

Relevant

Prior

Experience

Installing

both

Level

2 and

Level

3 EV

charging

stations:

Viejas

Casino

&

Resort

In

partnership

with

Viejas

Casino,

EVPassport

delivered

the

largest

EV

charging

superhub

in

North

America

in

Spring

2024.

The

Viejas

Charging

Superhub

offers

410x

L2

chargers

and

8x

dual

port

DC

Fast

Chargers

with

CCS

and

NACS

connector

options.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 143 of 478 Daly

Seven

Hotels

Working

with

Daly

Seven,

a

distinguished

hotel

management

and

development

company

based

in

Greensboro,

NC,

EVPassport

has

deployed

172

charging

stations

across

Daly

Seven's

42-property

portfolio,

spanning

Virginia,

North

Carolina,

and

South

Carolina.

Millennium

Garages

Located

beneath

Chicago’s

iconic

Millennium

Park,

Millennium

Garages

is

the

largest

parking

asset

in

the

U.S.,

with

9,176

parking

spaces

and

an

annual

capacity

of

over

2 million

vehicles.

In

2021,

EVPassport

was

selected

to

deploy

the

largest

Level

2 EV

charging

hub

in

the

Midwest,

providing

the

fastest

and

most

user-friendly

charging

experience

for

EV

drivers.

Suburban

Retail

Center

EV

Charging

Station

Ripon,

CA

TAIT

delivered

end-to-end

development

of

an

electric

vehicle

(EV)

charging

station

to

serve

a

suburban

retail

center

and

nearby

hotels,

enhancing

accessibility

and

sustainability

for

the

surrounding

community.

The

project

included

comprehensive

utility

management,

engineering

and

design

services,

permitting,

and

the

installation

and

commissioning

of

the

EV

infrastructure.

TAIT’s

integrated

approach

ensured

a

seamless

process

from

initial

planning

through

final

implementation,

providing

a

reliable

and

efficient

charging

solution

tailored

to

the

needs

of

retail

and

hospitality

users.

Reference
:

Cody

Thornton,

VP

Infrastructure

&

Deployment,

(310)

704-9658,

[email protected]

.

Project

Dates:

2024-2025

Key

Staff
:

Ryan

Bloom;

Adrian

Borrego

Office

Workplace

EV

Charging

Hub

Walnut

Creek,

CA

TAIT

is

developing

a

30-stall

EV

charging

hub

featuring

both

DC

fast

charging

and

Level

2 stations

at

a

suburban

office

park.

With

engineering

and

design

completed,

the

team

is

progressing

through

utility

management

and

permitting.

The

project

overcame

unique

challenges,

including

ADA

compliance,

site

layout

constraints,

and

complex

utility

coordination.

Construction

is

expected

to

commence

in

Q1/Q2

2025,

contingent

on

utility

timelines.

Upon

completion,

this

hub

will

provide

a

robust

and

accessible

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 144 of 478 charging

solution

for

workplace

commuters.

Reference
:

Cody

Thornton,

VP

Infrastructure

&

Deployment

(310)

704-9658,

[email protected]
.

Project

Dates:

2024-Present

Key

Staff
:

Ryan

Bloom;

Adrian

Borrego

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 145 of 478 Key

Personnel/Staffing:

EVPassport

Cody

Thornton

serves

as

the

Vice

President

of

Infrastructure

and

Deployment

at

EVPassport,

bringing

a

wealth

of

expertise

in

the

renewable

energy

and

DC

fast

charging

(DCFC)

sectors.

His

in-depth

knowledge

of

the

EV

charging

landscape

is

unparalleled,

making

him

an

instrumental

leader

within

the

organization.

Cody

holds

a

Bachelor’s

Degree

in

Psychology

from

Graceland

University.

His

career

in

clean

energy

began

as

an

Account

Executive

at

ChargePoint,

followed

by

a

pioneering

role

as

Regional

Manager

for

EV

Charging

at

Rivian.

He

later

served

as

Director

of

EV

Charging

for

North

America

at

MN8

Energy,

before

joining

EVPassport

in

his

current

executive

capacity.

Cody’s

visionary

leadership

continues

to

drive

innovation

and

operational

excellence

across

EVPassport’s

infrastructure

initiatives.

Devin

Ciriaco

brings

a

strong

interdisciplinary

background

in

sustainability,

city

planning,

and

transportation

engineering

to

his

role

as

Director

of

Deployment

Operations.

He

earned

his

Bachelor

of

Science

in

Environmental

Science

and

Management

from

the

University

of

California,

Davis.

Devin

began

his

professional

journey

as

a

Senior

Transportation

Analyst

at

Kimley-Horn,

later

advancing

to

Director

of

Customer

Success

at

Smarking

Inc.,

where

he

managed

a

portfolio

of

over

1,200

locations.

Since

joining

EVPassport

in

2022,

Devin

has

made

significant

contributions

in

both

Customer

Success

and

Deployment,

culminating

in

his

current

leadership

position.

His

analytical

acumen

and

strategic

perspective

are

invaluable

to

EVPassport’s

deployment

initiatives.

Eric

Barnett,

Deployment

Manager

at

EVPassport,

has

a

diverse

and

impactful

professional

background

in

engineering,

business

development,

and

EV

infrastructure

deployment.

He

earned

a

Bachelor’s

Degree

in

Civil

Engineering

from

California

Polytechnic

State

University,

San

Luis

Obispo,

and

later

completed

a

certificate

in

Financial

Planning

and

Services

from

the

University

of

California,

Berkeley.

Eric

spent

over

three

years

at

Volta

Charging

as

a

Deployment

Manager,

followed

by

his

tenure

at

CBRE

as

a

Business

Development

Manager,

where

he

advised

Fortune

500

companies

on

EV

charging

strategies.

He

is

also

the

founder

of

AirPlug

Network,

providing

EV

charging

solutions

for

vacation

rentals,

and

manages

Puget

Palms

Real

Estate.

Eric

joined

EVPassport

in

January

2025,

and

his

entrepreneurial

spirit

and

technical

expertise

make

him

a

valuable

asset

to

the

team.

Tait

Environmental

Services

(Contractor):

Ryan

Bloom,

EV

Infrastructure

Advisor

o

MBA,

Business

Administration,

University

of

Oklahoma

2020

o

14 years

of

experience

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 146 of 478 o

Qualifications:

Ryan

Bloom

is

a

seasoned

EV

Infrastructure

Advisor

with

extensive

experience

in

the

development,

design,

and

construction

management

of

electric

vehicle

(EV)

charging

systems.

He

is

skilled

in

utility

coordination,

electrical

and

civil

design,

permitting,

and

project

delivery

for

both

Level

2 and

DC

fast

charging

networks.

Ryan

has

led

infrastructure

projects

nationwide,

including

multi-site

deployments

in

urban,

suburban,

and

highway

corridor

contexts.

He

has

managed

installations

for

retail,

hospitality,

office,

and

multi-family

residential

sectors,

working

closely

with

major

utilities

across

California,

Texas,

and

beyond.

His

technical

qualifications

also

include

in-depth

knowledge

of

the

California

Building

Code

(CBC),

ADA

compliance,

25kV

distribution

systems,

and

innovative

EV

infrastructure

engineering

solutions.

o

Role:

EV

Infrastructure

Advisor

o

Organizational

Structure:

TAIT

operates

with

a

flat

organizational

structure

that

streamlines

communication

and

collaboration.

In

the

organization

chart,

Ryan

and

Adrian

may

be

represented

within

the

same

reporting

level

or

grouped

within

the

same

box

to

reflect

their

parallel

project

management

roles.

Adrian

Borrego,

Project

Manager

o

Bachelor

of

Science

in

Environmental

Science,

Honors

Program,

University

of

Arizona,

2017

o

8 years

of

experience

o

Qualifications:

Adrian

Borrego

is

an

experienced

Project

Manager

with

over

eight

years

of

expertise

in

managing

complex

infrastructure

projects,

particularly

in

the

fuel

system

and

emerging

electric

vehicle

(EV)

charging

sectors.

His

skillset

spans

project

estimating,

permitting,

scheduling,

construction

oversight,

budgeting,

and

client

communications.

Adrian’s

work

includes

large-scale

programs

for

public

agencies

such

as

the

Los

Angeles

County

Metropolitan

Transportation

Authority

(LACMTA),

the

East

Bay

Municipal

Utility

District

(EBMUD),

and

the

Federal

Aviation

Administration

(FAA).

He

has

successfully

delivered

underground

storage

tank

(UST)

and

aboveground

storage

tank

(AST)

replacements,

system

repairs,

and

EV

infrastructure

solutions

at

over

70 facilities

nationwide.

Known

for

his

hands-on

approach,

regulatory

knowledge,

and

ability

to

coordinate

across

multidisciplinary

teams,

Adrian

ensures

compliance,

safety,

and

timely

project

delivery.

He

also

holds

multiple

certifications

relevant

to

environmental

and

safety

compliance:

OSHA

HAZWOPER

40-Hour

Certified

(2018)

OSHA

30-Hour

Construction

Certified

(2019)

Certified

Class

A

and

Class

B

UST

Facility

Operator

(since

2017)

o

Role:

Project

Manager

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 147 of 478

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 148 of 478 Service

Delivery

Approach:

EVPassport

offers

two

proposal

options,

one

being

our

City-Owned

(CapEx)

model.

In

this

model,

the

City

will

own,

and

operate

the

EV

charging

stations

obtaining

85%

revenue

generated

from

charging

sessions.

Tait

will

install

the

charging

stations

according

to

the

scope

of

work

provided

by

the

City

in

this

RFP.

Our

Infrastructure-as-a-Service

model

offers

a

fully

turn-key

solution,

meaning

EVPassport

and

Tait

will

work

together

on

installation

of

the

chargers,

bolting

pedestals,

commissioning

chargers,

and

would

include

EVPassport

owning

and

operating

the

stations

for

the

full

term

length.

The

commission

split

for

this

model

is

70%

to

the

City

of

all

charging

session

revenue

generated.

Project

Understanding:

EVPassport

understands

that

the

City

of

Indio

is

seeking

to

install

a

total

of

twenty

(20)

Level

2 EV

charging

stations

and

three

(3)

Level

3 charging

stations

across

two

key

locations:

the

Golf

Course

Clubhouse

and

the

new

City

Hall

Parking

Lot.

The

Golf

Course

Clubhouse

will

feature

5x

Dual-Cord

(10

ports

total),

while

the

new

City

Hall

Parking

Lot

5x

Dual-Cord

(10

ports

total)

plus

(1)

Dual-Cord

and

(1)

Single-Cord

Level

3 charging

stations

(13

ports

total).

As

part

of

the

installation,

the

EVPassport

charging

stations

will

be

pedestal-mounted,

featuring

automatic

power

cord

retraction

devices

and

universal

charging

plugs,

with

all

necessary

conduit

and

wiring

provided

at

each

location.

EVPassport

will

ensure

reliable

connectivity

for

billing

and

support.

This

project

will

adhere

to

prevailing

wage

requirements

and

meet

all

insurance

guidelines

outlined

in

the

RFP,

with

the

installation

process

coordinated

to

ensure

a

seamless,

efficient

setup.

EVPassport

is

committed

to

delivering

high-quality

EV

charging

infrastructure

that

aligns

with

the

City

of

Indio’s

operational

needs

and

sustainability

goals.

We

are

estimating

around

2-4

weeks

for

permitting

approval,

design,

engineering,

and

around

4-6

weeks

for

completion

of

installation

work

and

commissioning

contingent

upon

conduit

locations

being

correct,

as

well

as

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 149 of 478

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha...Page 150 of 478 EVPassport

Charger

Specifications:

EVPassport

offers

a

32A

Level-2

EV

charging

unit

designed

for

both

reliability

and

ease

of

use.

EVPassport

chargers

are

available

in

single

and

dual-mount

pedestal

options,

each

equipped

with

cable

management

systems

to

ensure

an

organized,

and

user-friendly

experience.

The

chargers

are

fully

compliant

with

the

required

specifications

and

are

built

to

withstand

the

demands

of

high-traffic

locations.

The

chargers

have

automatic

power

cord

retraction,

a

universal

charging

plug,

and

are

weatherproof

(NEMA

4R

rated).

Photos

of

the

chargers,

including

the

pedestal

designs

and

cable

management

features,

are

provided

for

reference.

Technical

specifications

provided

as

an

attachment.

Figure

3:

Single-Cord

w/

Retractor

Figure

4:

Dual-Cord

w/

Retractor

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 151 of 478 Hardware

Warranty:

●

All

EVPassport

Level

2 Charging

Stations

come

with

a

standard

1-year

full

parts

replacement

warranty.

●

EVPassport

offers

the

option

to

extend

the

warranty

2 additional

years

per

station

as

outlined

in

the

pricing

of

this

Proposal.

EVPassport’s

Level

3 /

DCFC

Hardware:

EVPassport

offers

a

dynamic

150kW

Level-3

EV

charging

unit.

The

Lilly

comes

with

the

ability

to

adjust

power

output

in

accordance

to

a

site's

power

availability.

The

function

allows

a

unit

to

work

with

lower

power

sites,

without

any

hardware

changes,

as

well

as

the

ability

to

revert/change

power

output

post

install

should

power

availability

increase

through

a

site's

lifespan.

The

function

can

be

set

using

the

included

backend,

or

via

firmware

tool

during

commissioning/servicing.

The

Lily

has

the

capability

to

use

various

power

levels

that

can

be

set

for

the

units,

as

well

as

the

needed

panel

hardware

to

support

safe

and

reliable

operation.

Technical

specifications

also

provided

as

an

attachment.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 152 of 478

EVPassport

Software

Operating

System:

Unlike

the

majority

of

other

charging

networks

who

license

their

software,

EVPassport

proudly

utilizes

proprietary

software.

The

EVPassport

Cloud

Platform

powers

the

“
No

app,

No

account
”

charging

experience

that

drivers

have

come

to

expect.

THE

FEATURES

●

With

EVPassport,

drivers

scan

the

QR

code

on

the

charger

and

a

payment

page

is

launched

to

activate

a

charging

session,

eliminating

the

need

for

drivers

to

have

cards,

fobs

and

clunky

apps.

●

Every

EVPassport

charger

supports

a

multitude

of

driver

payment

options
,

including

Apple

Pay

and

Google

Pay.

No

hidden

fees.

No

topping

up

balances.

●

Funds

collected

from

the

drivers

are

electronically

&

automatically

transferred

to

the

site

host’s

bank

account.

●

View

monthly

business

earnings

reports

in

the

EVPassport

Command

Center

dashboard.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 153 of 478 Pricing

Proposal

for

City

Owned

Model

(CapEx)

Customer

Revenue

Split:

85%

Term

Length

(Years):

3 Hardware

Product

Type

Category

Qty.

Cost

Rate

Total

EVPassport

L2

EVCS

Charger

(11kW)

Hardware

20 $1,899.00

per

unit,

one

time

$37,980

Dual

Mount

Pedestal

(+Dual-Cable

Pulley)

Hardware

10 $2,000.00

per

unit,

one

time

$20,000

EVPassport

L3

EVCS

Charger

(150kW)

Hardware

2 $63,000.00

per

unit,

one

time

$126,000

Hardware

Shipping

&

Handling

Shipping

&

Handling

-

$.00

one

time

TBD

Hardware

Sales

Tax

Taxes

-

8.75%

%

of

Total

Hardware

Costs

TBD

Hardware

Subtotal

$183,980

Shipping

&

Handling

Subtotal

TBD

Taxes

Subtotal

TBD

Total

$183,980

NOTES

-

Each

charger

comes

with

a

standard

1-year

parts

only

warranty.

-

Sales

Tax

based

on

the

City

of

Indio

rate

of

8.75%

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 154 of 478

Annual

Software

Subscription

Category

Qty.

Cost

Rate

Total

EVPassport

Cloud

Software

Platform

Software

23 $199.00

L2

$398

L3

per

unit,

per

year

$4,776

Software

Sales

Tax

Taxes

-

8.75%

%

of

Total

Software

Costs

TBD

Software

Subtotal

$4,776

Taxes

Subtotal

Total

$4,776

NOTES

-

Total

software

price

is

reflective

of

the

3-Year

term.

-

The

annual

software

subscription

cost

includes

overhead,

profit,

and

the

ongoing

support

services

required

for

billing

processing

and

revenue

sharing.

Services

Category

Qty.

Cost

Rate

Total

Electrical

Installation

Install

-

$230,000

one

time

$230,000

Deployment

Project

Management

Project

Management

-

$23,000

one

time

$23,000

Total

$253,000

NOTES

-

The

Electrical

Installation

bid

is

estimated

and

will

be

updated

in

the

final

order

form

to

reflect

the

installation

bid

after

the

confirmed

site

walk.

The

Electrical

Installation

Bid

is

inclusive

of

Labor

/

Small

Elements

/

Equipment

/

Pieces

&

Parts.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 155 of 478 Totals

Hardware

Subtotal

$183,980

Software

Subtotal

$4,776

Installation

&

Project

Management

Subtotal

$253,000

Shipping

&

Handling

Subtotal

TBD

Sales

Tax

Subtotal

Grand

Total

$441,756

This

document

is

for

informational

purposes

only

and

does

not

constitute

an

offer

to

sell,

an

offer

to

purchase,

or

a

binding

agreement

of

any

kind.

Any

offer

or

agreement

shall

only

be

made

in

a

formal,

executed

agreement

between

the

parties.

Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 156 of 478 THANK

YOU

Contact

Information

Christina

Yu,

Account

Executive

E:

[email protected]

M:

(858)444-0877

www.evpassport.com

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Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 189 of 478 IND-PSA rev20221214
Exhibit B - Compensation
Page I 1
EXHIBIT "B"

COMPENSATION
Information included in the RFP

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Approval of Agreements for turnkey EV Charging Infrastructure at City Ha... Page 200 of 478 City of Indio
City Council
June 4, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Ruby D. Walla, Director of Finance
Subject: City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Resolution 2025-16, Indio Water Authority Resolution No. 2025-82, and Indio Electric Finance Authority Resolution No. 2025-02, Operating and Capital Improvement Budget, the Appropriations Limit, the Citywide Classification and Housing Indio the for Budget Operating the Plan, Compensation Authority, the Operating and Capital Budget for the Indio Water Authority, and the Operating Budget for the Indio Electric Finance Authority.

RECOMMENDATION:

Approve Resolution No. 10492, adopting the fiscal year 2025-2026 operating and capital budget for the Indio's of City the and determining establishing No. Resolution Indio; of City 10493, Citywide a approving 10494, Resolution No. year fiscal for limit appropriations 2025-2026; Classification and Compensation Plan; and Resolution No. 2024-16, adopting the fiscal year 2025- 2026 operating budget for the Indio Housing Authority, Resolution No. 2025-82, adopting the fiscal year 2025-26 operating and capital improvement program budget for the Indio Water Authority, and adopting the fiscal year 2025-20256 operating budget for the Indio Electric Finance Authority.

SUMMARY:

Attached hereto is the City Manager's recommended operating and capital budget for fiscal year 2025-26. Within the budget document is the budget message, budget summary, and budget schedules.

BACKGROUND INFORMATION:

A link to the full electronic version of the budget document is available at:

https://www.indio.org/departments/finance/financial-information/budgets-quarterly-reports

FINANCIAL SUMMARY:

Current FY Financial
Impact:
0 In current year budget: N/A
Current FY General
Fund Impact:
0 Budget adjustment: N/A
Next FY Financial
Impact:
$459,059,381 Strategic Objective:

AGENDA ITEM #12.1
City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 201 of 478 Source of funds: Citywide Fund-Org-Object
Reference:

Citywide

ATTACHMENTS:

Att 1 RESO 10492 Budget - Final
Att 2 RESO 25.26 Approp Limit - Final
Att 3 RESO 10494 25.26 ClassCompPlan
Att 4 RESO 2025-16 25.26 HA budget - Final
Att 5 - IWA Resolution 2025-82 FY 25-26 Budget Final
Att 6 - RESO 25.26 2025-02 IEFA budget
FY 2025-26 City of Indio Recommended Budget

APPROVAL(S):

Ruby D. Walla, Director of Finance Approved - 30 May 2025 Bryan H. Montgomery, City Manager Approved - 30 May 2025

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 202 of 478 Attachment 1

RESOLUTION NO. 10492

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO,

CALIFORNIA, ADOPTING THE OPERATING AND CAPITAL BUDGET FOR FISCAL YEAR 2025-2026

WHEREAS, the City Council of the City of Indio held budget a study session on May 7, 2025, to consider a proposed 2025-2026 budget with a term commencing on July 1, 2025 and ending June 30, 2026; and,

WHEREAS, the proposed fiscal year 2025-2026 budget provides for service levels necessary to respond to the high standards of the community which are deemed appropriate by the City Council and concurrently provides a work force to accomplish them; and

WHEREAS, the City Council hereby determines and finds that each proposed expenditure of public funds reflected in the fiscal year 202 5-2026 budget advances the public health, safety or general welfare and thereby serves the community's interests; and,

WHEREAS, the City Council intends to use the proposed fiscal year 2025-2026 budget as a guide for determining City priorities; and,

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,

CALIFORNIA, DOES HEREBY FINDS, DETERMINES AND RESOLVE S AS FOLLOWS:

Section 1. The foregoing recitals are true and correct and are hereby adopted by the City Council.

Section 2. The recommended fiscal year 2025-2026 budget for the City of Indio, as detailed in the budget document entitled “City of Indio, California, Recommended Budget , Fiscal Year 2025-2026,” filed with the City Clerk, and summarized as follows: Fiscal Year 20 25-2026, Budget: Four Hundred Fifty Nine Million Fifty Nine Thousand Three Hundred Eighty One Dollars ($459,059,381) is hereby approved and adopted as the operating and capital budget for the City of Indio for fiscal year 2025-2026, beginning July 1, 2025.

Section 3. The City Council recognizes that the adopted fiscal year 2025- 2026 budget will require adjustments from time to time, and accordingly, the City Manager is authorized to redistribute allocated budgeted amounts within a department and to the extent funds are available in the City -Council adopted contingency account.

Section 4. This resolution shall take effect immediately.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 203 of 478 Attachment 1

Section 5. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 4TH day of June, 2025.

________________________________

GLENN MILLER, MAYOR

ATTEST:

CITY CLERK

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 204 of 478 Attachment 2
RESOLUTION NO. 10493

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO,

CALIFORNIA, DETERMINING AND ESTABLISHING AN
APPROPRIATIONS LIMIT FOR FISCAL YEAR 202 5-26

WHEREAS, pursuant to Article XIII- B of the State Constitution and Section 7910 of the State Government Code, all government entities must adopt an annual appropriations limit; and
WHEREAS, Exhibit A details the base year appropriation limit, the various adjustment factors from fiscal year 198 3-82 through fiscal year 202 5-26 and the appropriation limit for all these years, is incorporated herein as though set forth in full; and
WHEREAS, pursuant to Government Code Section 7910, the documentation used for the determination of the appropriations limit has been available to the public prior to this meeting.

NOW THEREFORE, THE INDIO CITY COUNCIL DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. That the City Council specifically selects the following annual adjustment factors for determining the appropriation limit pursuant to California Constitution, Article XIII-B, Section B, Subdivision (c):
a. Population Adjustment Factor
The population adjustment factor selected for fiscal year 2025-26 is the change in population with the City of Indio over the prior year. b. The Cost of Living Adjustment Factor
The cost of living adjustment factor selected for fiscal year 202 5-26 is the percentage change in California per capita personal income from the preceding year.

Section 2. The City Council establishes the General Fund appropriations limit for the City of Indio for fiscal year 202 5-26 at $171,921,566 in accordance with the figures contained in Exhibit 3A. The appropriation limit established for fiscal year 2025-26 is calculated pursuant to Proposition 111.

Section 3. This resolution shall take effect immediately.

/ / /
/ / /

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 205 of 478 Attachment 2
Section 4. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 4TH day of June, 2025.

________________________________

GLENN MILLER, MAYOR
ATTEST:

CITY CLERK

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 206 of 478

CITY OF INDIO
FY2025/2026 BUDGET
Appropriation Limit Calculation
The Appropriation Limit Calculation is required by Article XIIIB of the California State Constitution.

It creates a restriction on the amount of revenue that a public agency can appropriate in any fiscal year. The limit is based on actual appropriations during the base 1979 fiscal year, with increases each subsequent year based on a formula comprised of population estimates and cost-of-living factors. There are no financial impacts from calculating the appropriations limit unless the amount of revenues received from "proceeds of taxes" comes close to or exceeds the Agency's appropriation limit.

The allowed growth between last fiscal year and the current fiscal year resulted in an increase in the City's appropriation limit. With an estimated available appropriation capacity of approximately 32.9%, the City appears to be in a very favorable position in relation to its Tax Spending Limit. This "cushion" acts as a protection against unforeseen circumstances that ultimately affect a City's appropriation limit, such as downturns in the State's economy, or fluctuating local revenue collections.

Appropriations Subject to the Limit
Fiscal Year 2025/2026 General Fund revenues 123,240,075 Less Non-proceeds of Taxes 7,896,847

Total Appropriations Subject to the Limit 115,343,228
Fiscal Year 2024/2025 Appropriation Limit 161,793,305
A. Cost of Living Adjustment - CPI 1.0644
B. Population Adjustment 0.9983
Change Factor (AxB) 1.0626
Increase in the appropriation limit 10,128,261
Fiscal Year 2025/2026 Appropriation Limit 171,921,566
Remaining appropriation capacity 56,578,338
Available capacity as a percent of the appropriation limit 32.91%

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 207 of 478 Exhibit 1

COST OF

LIVING POPULATION APPROPRIATION

FISCAL YEAR BASE AMOUNT CHANGE CHANGE LIMIT
1983 10,677,943 6.79% 5.47% 12,026,71 8
1984 12,026,71 8 2.35% 5.91% 13,036,82 8
1985 13,036,828 4.74% 4.69% 14,295,183
1986 14,295,183 3.74% 5.52% 15,648,42 9
1987 15,648,42 9 2.30% 2.89% 16,470,984
1988 16,470,984 3.04% 2.31% 17,363,74 8
1989 17,363,748 3.93% 2.51% 18,499,10 2
1990 18,499,10 2 4.98% 2.41% 19,888,387
1991 19,888,387 4.21% 2.73% 21,291,500
199
2 21,291,500 4.14% 2.71% 22,773,85 5
1995 24,215,857 0.07% 1.43% 24,579,583
1996 24,579,583 4.72% 1.31% 26,076,930
1997 26,076,930 4.67% 1.58% 27,725,97
9 1998 27,725,979 4.67% 1.35% 29,412,563
1999 29,412,563 4.15% 1.81% 31,187,64 5
2000 31,187,645 4.53% 1.66% 33,141,613
2001 33,141,613 4.91% 1.73% 35,370,36
8 2002 35,370,368 7.82% 1.81% 38,826,59 8
2003 38,826,59 8 -1.27% 1.83% 39,035,003
2004 39,035,003 2.31% 4.27% 41,642,00 9
2005 41,642,009 3.28% 7.70% 46,319,473
2006 46,319,473 5.26% 9.88% 53,572,95 8
2007 53,572,95 8 3.96% 7.69% 59,974,926
2008 59,974,926 4.42% 7.66% 67,423,81 2
2009 67,423,812 4.29% 5.57% 74,233,617
2010 74,233,617 0.62% 1.57% 75,866,757
2011 75,866,757 -2.54% 1.64% 75,153,60
9 2012 75,153,609 2.51% 2.72% 79,136,750
2013 79,136,750 3.77% 1.62% 83,457,617
2014 83,457,617 5.12% 3.95% 91,202,484
201
5 91,202,484 -0.23% 1.21% 92,087,14 8
2016 92,087,14 8 3.82% 2.22% 97,722,881
2017 97,722,881 5.37% 1.59% 104,602,57 2
2018 104,602,572 3.69% 1.53% 110,125,58 8
2019 110,125,588 3.67% 1.44% 115,819,081
2020 115,819,081 3.85% 1.37% 121,934,32 8
2021 121,934,32 8 3.73% 0.74% 127,409,17 9
2022 127,409,179 5.73% 0.90% 135,920,11 2
2023 135,920,11 2 7.55% 0.31% 146,630,617
2024 146,630,617 4.44% 1.17% 154,929,910
202
5 154,929,910 3.62% 0.78% 161,793,30 5
2026 161,793,30 5 6.44% -0.17% 171,921,566

CITY OF INDIO

APPROPRIATIONS LIMIT CALCULATION

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 208 of 478

CITY OF INDIO
The Appropriation Limit Calculation is required by Article XIIIB of the California State Constitution. Also referred to as the GANN limit, it creates a restriction on the amount of funds that a public agency can appropriate in any fiscal year. The limit is based on actual appropriations during 1979, the base fiscal year. The limit increases each year based on a formula comprised of population estimates and cost -of-living factors. There are no financial impacts from calculating the appropriations limit unless the amount of revenues received from "proceeds of taxes" exceeds the Agency's appropriation limit.

Chart A, below, shows the GANN limit calculation over the last five budget years compared to the appropriations subject to the limit. Historically, the City has maintained a wide margin between the GANN limit and budgeted General Fund Appropriations, and does not expect this to change in the near future.

The recent increase in City population, along with the latest CPI numbers, raised the City's appropriation limit again this year. With an estimated available appropriation capacity of approximately 32 percent, the City appears to be in no danger of exceeding the lawful limit. This "cushion" acts as a protection against unforeseen circumstances that ultimately affect a City's appropriation limit, such as downturns in the State's economy, or fluctuating local revenue collections.

-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
180,000,000
200,000,000
Chart A
Historical GANN Limits
GANN Limit Appropriations Subject to GANN Limit

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 209 of 478

Attachment 3

RESOLUTION NO. 10494

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO

APPROVING A CITY-WIDE CLASSIFICATION AND COMPSENSATION

PLAN AND AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE
SAID PLAN EFFECTIVE JULY 1, 2025.

WHEREAS, the City of Indio (“City”) currently maintains an approved salary schedule for all employees;

WHEREAS, the City's Classification and Compensation Plan requires updating to reflect the current base salary as well as the adjusted base salary effective July 1, 2025 for job classifications on a city-wide basis.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO
HEREBY FINDS, DETERMINES AND ORDERS AS FOLLOWS:

Section 1. The City Council hereby approves and adopts the updated City Classification and Compensation Plan for all employees city -wide attached to this Resolution as Exhibit A. The updated Classification and Compensation Plan for Fiscal Year 202 5-2026 shall supersede all prior City salary schedules approved for this period, including any schedule previously adopted by City Council resolution.

Section 2. The City Manager is authorized to implement the attached Classification and Compensation Plan and amend it p eriodically, including the underlying class specifications, as may be necessary to accom modate a change in duties, assignment s, titles, c lassifications, essen tial functions, qualifica tions or because of reorganization or consolidation as well as to implement provisions of the City’s negotiated labor agreements (Memorandum of Understandings ); the Management, Confidential, and Unrepresented Compensation and Benefit Plan; and the Terms and Conditions of Employment for At-Will employees.

Section 4. Certification. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 4th
day of June, 2025.

________________________________

GLENN MILLER, MAYOR
ATTEST:

CITY CLERK

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 210 of 478

Attachment 3 Exhibit A
City of Indio
Classification and Compensation Pan
07/01/2025

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 211 of 478

Human Resources Department, 1

Classification & Compensation Plan for
Fiscal Year 2025-2026, Effective as of
7/01/2025

Job Classes
Current
Grade
Monthly Salary
(Includes salary and market adjustments)
Unit
Min $ Max $
Accountant 230 $6,734.50 $9,949.94 CONF
Accounting Technician I 129 $4,272.91 $6,313.06 ICEA
Accounting Technician II 149 $4,721.08 $6,975.18 ICEA
Administrative Assistant 150 $4,744.72 $7,010.14 ICEA
Assistant City Manager 998 $15,011.16 $23,887.50 At-Will Asst. Gen. Mgr./Eng. & Water Resources 323 $10,709.00 $15,822.08 MGMT Assistant Engineer 222 $7,134.38 $10,540.73 SEIU
Assistant Director Finance 323 $10,709.00 $15,822.08 MGMT Assistant Planner 196 $5,794.45 $8,561.04 SEIU
Assistant Police Chief (1) 995 $12,925.00 $20,050.98 At-Will Associate Engineer 242 $7,882.73 $11,646.41 SEIU
Associate Planner 216 $6,924.04 $10,229.94 SEIU
Beautification Worker 121 $4,105.78 $6,066.15 ICEA
Building Inspector I 183 $5,873.23 $8,677.45 SEIU
Building Inspector II 203 $6,489.32 $9,587.69 SEIU
Building Inspector III 211 $6,753.48 $9,977.99 SEIU
Building Inspector Supervisor 218 $6,343.24 $9,371.86 MGMT Chief Building Official 340 $10,363.63 $15,311.80 At-Will Chief of Police (1) 997 $13,963.85 $21,613.33 At-Will
City Clerk Specialist 168 $4,943.22 $7,303.38 UNREP
City Engineer 993 $11,450.73 $18,102.24 At-Will
City Manager 529 $25,416.67, By Contract Exec
Code Enforcement Aide 94 $3,588.50 $5,301.82 ICEA
Code Enforcement Manager 281 $8,685.09 $12,831.83 MGMT
Code Enforcement Officer I 154 $4,840.35 $7,151.42 ICEA Code Enforcement Officer II 174 $5,348.04 $7,901.49 ICEA Code Enforcement Supervisor 218 $6,343.24 $9,371.86 MGMT Code Enforcement Technician 114 $3,964.90 $5,857.96 ICEA Community Improvement Aide 78 $3,313.25 $4,895.16 ICEA
Community Program Administrator 218 $6,343.24 $9,371.86 UNREP Community Program Aide 23 $2,398.45 $3,543.63 P/T
Community Program Assistant 121 $4,105.78 $6,066.15 ICEA Community Service Officer I 113 $4,003.17 $5,914.51 IPOA Community Service Officer II 133 $4,423.10 $6,534.93 IPOA Community Services Manager 281 $8,685.09 $12,831.83 MGMT Crime Analyst I 133 $4,423.10 $6,534.93 IPOA
Crime Analyst II 153 $4,887.06 $7,220.41 IPOA
Crime Scene Specialist 173 $5,040.78 $7,447.52 IPOA
Deputy City Clerk 187 $5,434.57 $8,029.37 UNREP
Deputy City Manager 997 $13,963.85 $21,613.33 At-Will
Development Services Manager 300 $9,838.44 $14,535.86 MGMT Director of Community Development 995 $13,963.85 $20,050.98 At-Will Director of City Clerk Services 993 $11,450.73 $18,102.24 At-Will Director of Economic Development 995 $12,925.00 $20,050.98 At-Will Director of Finance 995 $12,925.00 $20,050.98 At-Will
Director of HR & Risk Mgmt. 995 $12,925.00 $20,050.98 At-Will Director of Information Technology 993 $11,450.73 $18,102.24 At-Will Director of Public Works 995 $12,925.00 $20,050.98 At-Will Division Chief of Support Services 333 $11,256.65 $16,631.18 MGMT Economic Development Manager 300 $9,548.38 $14,107.31 MGMT Emergency Operations Center Mgr. 281 $8,685.09 $12,831.83 MGMT Engineering Technician I 141 $4,536.43 $6,702.37 ICEA
Engineering Technician II 161 $5,012.28 $7,405.44 ICEA
Enterprise Application Engineer 268 $8,974.16 $13,258.91 SEIU Environmental Programs Coordinator 258 $7,743.82 $11,441.18 UNREP Equipment Operator I 138 $4,469.07 $6,602.87 ICEA

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 212 of 478

Human Resources Department, 2
Equipment Operator II 158 $4,937.85 $7,295.44 ICEA
Event Coordinator 208 $6,034.64 $8,915.92 UNREP
EXEC Assistant to the Chief of Police 218 $6,343.24 $9,371.86 CONF EXEC Assistant to the City Manager 200 $5,798.61 $8,567.16 CONF Facilities Maintenance Worker I 121 $4,105.78 $6,066.15 ICEA Facilities Maintenance Worker II 141 $4,536.43 $6,702.37 ICEA Finance Analyst 218 $6,343.24 $9,371.86 CONF
Finance Manager 300 $9,548.38 $14,107.31 MGMT
Finance Technician I 129 $4,272.91 $6,313.06 ICEA
Finance Technician II 149 $4,721.08 $6,975.18 ICEA
Fleet Mechanic I 146 $4,651.02 $6,871.66 ICEA
Fleet Mechanic II 166 $5,138.88 $7,592.45 ICEA
Fleet Mechanic Supervisor 228 $7,351.07 $10,860.89 SEIU Fleet Services Operations Manager 281 $8,685.09 $12,831.83 MGMT General Manager, Indio Water Authority (2) 998 $15,011.16 $23,887.50 At-Will GIS Coordinator 204 $6,521.79 $9,635.67 SEIU
GIS Technician 161 $5,012.28 $7,405.44 ICEA
Graffiti Control Worker 118 $4,044.80 $5,976.03 ICEA
Greeter/Receptionist 74 $3,093.17 $4,570.04 UNREP
Housing & Neighborhood Service Manager 281 $8,685.09 $12,831.83 MGMT Housing Technician 141 $4,536.43 $6,702.37 ICEA
Human Resources Analyst 228 $6,667.65 $9,851.18 CONF
Human Resources Assistant 158 $4,702.71 $6,948.05 CONF
Human Resources Specialist 178 $5,196.00 $7,676.86 CONF Information Technology Analyst 211 $6,125.60 $9,050.32 CONF Information Technology Business Analyst 231 $6,768.16 $9,999.70 CONF Information Technology Support Technician 182 $5,565.77 $8,223.18 ICEA Intern 84 $3,251.32 $4,803.69 PT
IWA Accountant 218 $6,343.24 $9,371.86 UNREP
IWA Accounting Technician I 128 $4,292.91 $6,342.60 IWAEA IWA Accounting Technician II 148 $4,743.25 $7,007.95 IWAEA IWA Accounting Technician III 168 $5,240.79 $7,743.04 IWAEA IWA Senior Accounting Technician 188 $5,790.50 $8,555.18 IWAEA IWA Administrative Coordinator 218 $6,343.24 $9,371.86 UNREP IWA Administrative Secretary 148 $4,743.25 $7,007.95 IWAEA IWA Asset Management Coordinator 218 $6,343.24 $9,371.86 UNREP IWA Asset Management Supervisor 250 $7,440.91 $10,993.58 UNREP Asset Management Specialist I 138 $4,512.46 $6,666.99 IWAEA Asset Management Specialist II 158 $4,985.78 $7,366.25 IWAEA Asset Management Specialist III 178 $5,508.78 $8,138.99 IWAEA IWA Assistant Water Engineer (P/T) 211 $6,125.60 $9,050.32 PT IWA Associate Water Engineer 242 $7,882.73 $11,646.41 SEIU IWA Conservation and Outreach Coordinator 258 $7,743.82 $11,441.18 UNREP IWA Conservation Specialist I 138 $4,512.46 $6,666.99 IWAEA IWA Conservation Specialist II 158 $4,985.78 $7,366.25 IWAEA IWA Conservation Specialist III 178 $5,508.78 $8,138.99 IWAEA IWA Customer Service Technician I 124 $4,208.14 $6,217.35 IWAEA IWA Customer Service Technician II 154 $4,887.34 $7,220.81 IWAEA IWA Customer Service Supervisor 250 $8,203.61 $12,120.44 SEIU IWA Customer Service Technician III 174 $5,399.98 $7,978.26 IWAEA IWA Senior Customer Service Technician 194 $5,966.41 $8,815.11 IWAEA IWA Data & Systems Manager 233 $6,836.02 $10,099.93 MGMT IWA Engineering Water Technician I 175 $5,426.98 $8,018.12 IWAEA IWA Engineering Water Technician II 195 $5,996.24 $8,859.17 IWAEA IWA IT Support Technician 161 $5,012.28 $7,405.44 ICEA
IWA Junior Engineer 204 $6,521.79 $9,635.67 SEIU
IWA Management Analyst 188 $5,461.73 $8,069.46 UNREP
IWA Office Assistant 104 $3,808.60 $5,627.04 IWAEA
IWA Operations Manager 332 $11,200.66 $16,548.48 MGMT
IWA Operations Supervisor 250 $8,203.61 $12,181.04 SEIU IWA Principal Water Engineer 292 $9,174.90 $13,555.50 MGMT IWA Water Project Construction Manager 271 $8,262.56 $12,207.54 MGMT IWA Senior Accounting Technician 168 $5,240.79 $7,743.04 IWAEA

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 213 of 478

Human Resources Department, 3
IWA Senior Water Mgmt. Analyst 240 $7,078.92 $10,458.81 UNREP IWA Senior Water Operations Inspector 245 $7,694.53 $11,368.33 IWAEA IWA Senior Water Treatment Plant Operator 237 $7,393.57 $10,923.68 IWAEA IWA Senior Water Utility Specialist 223 $6,894.91 $10,186.90 IWAEA IWA Water Conservation Specialist I 138 $4,512.46 $6,666.99 IWAEA IWA Water Conservation Specialist II 158 $4,985.78 $7,366.25 IWAEA IWA Water Operations Inspector I 204 $6,271.51 $9,265.88 IWAEA IWA Water Operations Inspector II 225 $6,377.30 $9,422.21 IWAEA IWA Water Production & Treatment Super. 250 $8,203.61 $12,181.04 SEIU IWA Water Programs Specialist 178 $5,508.78 $8,138.99 IWAEA IWA Water Resource & Conserv. Manager 332 $11,200.66 $16,548.48 MGMT IWA Water Services Supervisor 228 $7,351.07 $10,860.89 SEIU IWA Water Treatment Plant Operator I 177 $5,481.39 $8,098.50 IWAEA IWA Water Treatment Plant Operator II 197 $6,056.35 $8,947.99 IWAEA IWA Water Treatment Plant Operator III 217 $6,691.62 $9,886.59 IWAEA IWA Water Treatment & Prod. Super. 250 $8,203.61 $12,120.44 SEIU IWA Water Utility Specialist I 183 $5,647.86 $8,344.48 IWAEA IWA Water Utility Specialist II 203 $6,240.31 $9,219.77 IWAEA IWA Water Utility Worker I 153 $4,863.01 $7,184.89 IWAEA IWA Water Utility Worker II 173 $5,373.09 $7,938.46 IWAEA IWA Water Utility Worker III 193 $5,936.70 $8,771.19 IWAEA IWA Senior Water Utility Worker I 213 $6,559.47 $9,691.34 IWAEA IWA Senior Water Utility Worker II 233 $7,247.52 $10,707.88 IWAEA Management Assistant 190 $5,516.49 $8,150.36 UNREP
Management Analyst 220 $6,406.85 $9,465.82 UNREP
Manager of Engineering & Water Resources 311 $10,086.87 $14,902.91 MGMT Manager of Finance & Customer Service 281 $8,685.09 $12,831.83 MGMT Marketing Analyst 208 $6,034.64 $8,915.92 UNREP
Marketing & Public Information Officer 281 $8,685.09 $12,831.83 MGMT Network Administrator 233 $7,536.71 $11,135.16 SEIU
Office Assistant 104 $3,771.98 $5,572.94 ICEA
Park & Landscape Inspector I 148 $4,697.65 $6,940.58 ICEA Park & Landscape Inspector II 163 $5,062.53 $7,479.66 ICEA Park & Landscape Superintendent 206 $5,974.73 $8,827.38 UNREP Park & Landscape Supervisor 231 $7,461.91 $11,024.68 SEIU Parks & Facilities Manager 266 $8,059.05 $11,906.89 MGMT Parks & Facilities Project Coordinator 201 $5,827.59 $8,609.99 UNREP Payroll Coordinator 195 $5,655.80 $8,356.19 CONF
Payroll Specialist 169 $4,967.92 $7,339.89 CONF
Permit Technician I 140 $4,513.88 $6,669.05 ICEA
Permit Technician II 160 $4,987.36 $7,368.57 ICEA
Planning Technician I 141 $4,536.43 $6,702.37 ICEA
Planning Technician II 161 $5,012.28 $6,847.36 ICEA
Plans Examiner 224 $7,205.88 $10,646.39 SEIU
Police Administrative Officer 241 $7,114.29 $10,511.09 MGMT Police Corporal 231 $6,731.79 $9,945.90 IPOA
Police Dispatch Supervisor 218 $6,343.24 $9,371.86 MGMT Police Dispatcher I 133 $4,423.10 $6,534.93 IPOA
Police Dispatcher II 153 $4,887.06 $7,220.41 IPOA
Police Lieutenant 331 $14,012.88 $17,032.74 PCU
Police Officer 211 $6,653.20 $9,361.72 IPOA
Police Officer Trainee 184 $5,353.85 $7,910.08 MCU
Police Sergeant 286 $11,195.76 $13,608.51 PCU
Police Training Specialist 164 $4,845.57 $7,159.12 UNREP Principal Civil Engineer 312 $10,137.31 $14,977.42 MGMT Principal Human Resources Analyst 281 $8,685.09 $12,831.83 CONF Principal Planner 284 $8,816.01 $13,025.26 UNREP
Principal Management Analyst 258 $7,743.82 $11,441.18 UNREP Principal Water Management Analyst 258 $7,518.28 $11,107.91 UNREP Project Construction Manager 271 $8,262.56 $12,207.54 MGMT Property & Evidence Officer I 133 $4,423.10 $6,534.93 IPOA Property & Evidence Officer II 153 $4,887.06 $7,220.41 IPOA Public Arts Analyst 248 $7,367.07 $10,884.52 UNREP

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 214 of 478

Human Resources Department, 4
Public Works Administrative Coordinator 218 $6,343.24 $9,371.86 UNREP Public Works Manager 271 $8,262.56 $12,207.54 MGMT
Public Works Inspector I 185 $5,649.63 $8,347.09 ICEA
Public Works Inspector II 205 $6,242.27 $9,222.69 ICEA
Records Specialist I 94 $3,588.50 $5,301.82 ICEA
Records Specialist II 114 $3,964.90 $5,857.96 ICEA
Records Supervisor 169 $4,967.92 $7,339.89 MGMT
Senior Accountant 250 $7,440.91 $10,993.58 UNREP
Senior Accounting Technician 168 $5,190.38 $7,668.54 ICEA Senior Administrative Assistant 195 $5,938.59 $8,774.00 ICEA Senior Building Permit Technician 168 $5,449.91 $8,052.01 SEIU Senior Code Enforcement Officer 194 $5,909.04 $8,730.33 ICEA Senior Economic Development Analyst 240 $7,078.92 $10,458.81 UNREP Senior Engineer 282 $8,728.51 $12,895.95 UNREP
Senior Equipment Operator 178 $5,455.79 $8,060.71 ICEA
Senior Facilities Maintenance Worker 178 $5,455.79 $8,060.71 ICEA Senior Finance Technician 188 $5,461.73 $8,069.46 CONF
Senior Fleet Mechanic 186 $5,677.90 $8,388.85 ICEA
Senior HR Analyst 248 $7,367.07 $10,884.52 UNREP
Senior Management Analyst 240 $7,078.92 $10,458.81 UNREP Senior Permit Technician 168 $5,190.38 $7,090.67 ICEA
Senior Planner 244 $7,221.54 $10,669.52 UNREP
Senior Records Specialist 134 $4,380.78 $6,472.41 ICEA
Senior Traffic Signal Technician 218 $6,660.40 $9,840.45 ICEA Senior Street Maintenance Worker 149 $4,721.08 $6,975.18 ICEA Senior Water Engineer 262 $7,899.86 $11,671.68 UNREP
SPI Community Outreach Coordinator 186 $5,407.52 $7,989.38 PT Street Maintenance Supervisor 228 $7,351.07 $10,860.89 SEIU Street Maintenance Worker I 109 $3,867.22 $5,713.66 ICEA Street Maintenance Worker II 129 $4,272.91 $6,313.06 ICEA Supervising Plans Examiner 274 $8,387.08 $12,391.55 MGMT Supervising Traffic Signal Technician 238 $7,765.68 $11,473.47 SEIU System Engineer 268 $8,974.16 $13,258.91 SEIU
Traffic Signal Technician I 178 $5,455.79 $8,060.71 ICEA Traffic Signal Technician II 198 $6,028.12 $8,906.28 ICEA

(1) Does not include 13.75% or 15% POST Certificate Pay (2) Does not include EVRA/IEFA Special Circumstance Pay ($4,500/monthly)

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 215 of 478 Attachment 4

RESOLUTION NO. 2025-16

A RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF INDIO, CALIFORNIA, ADOPTING THE FISCAL YEAR 20 25-2026 OPERATING BUDGET

WHEREAS, the Housing Authority of the City of Indio in conjunction with the City of Indio held budget a study session on May 7, 2025 to consider a proposed 2025-2026 budget, with a term commencing on July 1, 20 25 and ending June 30, 2026; and,

WHEREAS, the annual budget as introduced reflects total appropriations of $135,191 and no fund balance utilized.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,
CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. Based upon the true and correct recitals above incorporated by this reference herein the recommended 2025-2026 budget for the Housing Authority of the City of Indio , as detailed in the budget document entitled “City of Indio, California, Recommended Budget, Fiscal Year 2025-2026,” filed with the City Clerk, and summarized as follows: Fiscal Year 20 25-2026, Budget: One Hundred Thirty- Five Thousand One Hundred Ninety-One Dollars ($135,191), is hereby approved and adopted as the operating and capital budget for the City of Indio for fiscal year 2025- 2026, beginning July 1, 2025.

Section 2. The Housing Authority recognizes that the adopted 2025-2026 budget will require adjustments from time to time, and accordingly, the City Manager is authorized to redistribute allocated budgeted amounts within the Authority.

Section 3. This resolution shall take effect immediately.

Section 4. The City Clerk shall certify the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 4
TH day of June, 2025.

________________________________

GLENN MILLER, CHAIR
ATTEST:

CITY CLERK/SECRETARY

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 216 of 478 Attachment 5
RESOLUTION NO. 2025-82

A RESOLUTION OF THE INDIO WATER AUTHORITY ADOPTING THE
FISCAL YEAR 2025-26 OPERATING AND CAPITAL IMPROVEMENT

PROGRAM BUDGET AND AUTHORIZING EXPENDITURES AND

APPROPRIATIONS RELATED THERETO

WHEREAS, at the May 7, 2025 meeting of the Indio Water Authority and the Indio City Council , a study session was held to consider a proposed fiscal year operating and capital improvement program budget for Fiscal Year 2025-26, which begins July 1, 2025 and ends June 30, 2026; and

WHEREAS, the proposed Fiscal Y ear 2025-26 Operating and C apital Improvement Program Budget provides for service levels necessary to respond to the high standards of the community which are deemed appropriate by the Board and concurrently provides a workforce to accomplish them.

NOW, THEREFORE, THE BOARD OF THE INDIO WATER AUTHORITY DO HEREBY RESOLVE AS FOLLOWS:

Section 1. The proposed 2025-26 budget, as detailed in the budget document entitled “Operating and Capital Improvement Program Budget Fiscal Year 2025-26,” and filed with the Secretary, and as summarized below is hereby adopted:

Fiscal Year Ending
June 30, 2026
Authorized Expenditure
$46,700,917

Section 2. Appropriations in the amoun t not to exceed $ 43,450,917 are authorized for the purpose of carrying on the business of the Indio Water Authority.

Section 3. The Board recognizes that t he adopted Fiscal Y ear 2025-26 budget will require adjustments from time to time, and accordingly, the General Manager or his designee is authorized to redistribute allocated budgeted amounts within or between divisions. The General Manager or his designee is authorized to transfer up to $75,000 of any unallocated fund balance to or between divisions. Any transfer above this amount must be approved by the Council/Board.

Section 4. The Secretary shall attest and certify to the passage and adoption thereof.

/ / /

/ / /

/ / /

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 217 of 478 PASSED, APPROVED AND ADOPTED this 4TH day of June, 2025.

________________________________

GLENN MILLER, PRESIDENT

ATTEST:

SECRETARY

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 218 of 478 Attachment 6

RESOLUTION NO. 2025-02

A RESOLUTION OF THE INDIO ELECTRIC FINANCE AUTHORITY OF THE

CITY OF INDIO, CALIFORNIA, ADOPTING THE OPERATING BUDGET FOR FISCAL YEAR 2025-2026

WHEREAS, the Indio Electric Finance Authority in conjunction with the City Council of the City of Indio held a budget study session on May 7, 2025, to consider a proposed 2025-2026 budget, with a term commencing on July 1, 2025 and ending June 30, 2026; and,

WHEREAS, the proposed fiscal year 2025 -2026 budget reflects total appropriations of $26,493,809 and estimated revenues of $27,250,594.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,
CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The foregoing recitals are true and correct and are hereby adopted by the City Council.

Section 2. The recommended fiscal year 2025-2026 budget for the Indio Electric Finance Authority of the City of Indio , as detailed in the budget document entitled “City of Indio, California, Recommended Budget , Fiscal Year 20 25-2026,” filed with the City Clerk, and summarized as follows: Fiscal Year 2025-2026, Budget:

Twenty-Six Million Four Hundred Ninety -Three Eight Hundred and Nine Dollars ($26,493,809), is hereby approved and adopted as the operating and capital budget for the Indio Electric Finance Authority for fiscal year 2025-2026, beginning July 1, 2025.

Section 3. The Indio Electric Finance Authority recognizes that the adopted fiscal year 2025-2026 budget will require adjustments from time to time, and accordingly, the City Manager is authorized to redistribute allocated budgeted amounts within . the Authority.

Section 4. This resolution shall take effect immediately.

Section 5. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 4TH day of June, 2025.

________________________________

GLENN MILLER, CHAIR
ATTEST:

CITY CLERK/SECRETARY

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 219 of 478

RECOMMENDED OPERATING &RECOMMENDED OPERATING &CAPITAL IMPROVEMENT BUDGETCAPITAL IMPROVEMENT BUDGET June 4, 2025

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 220 of 478 FISCAL YEAR 2025-26

RECOMMENDED OPERATING
AND

CAPITAL IMPROVEMENT BUDGET
City Council
Mayor Glenn Miller
Mayor Pro Tem Elaine Holmes
Councilmember Oscar Ortiz
Councilmember Waymond Fermon
Councilmember Benjamin Guitron
B
ryan H. Montgomery, City Manager

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 221 of 478

CITY OF INDIO
FY 2025-26 RECOMMENDED BUDGET

TABLE OF CONTENTS

BUDGET MESSAGE AND RECOMMENDED MOTIONS: Page
City Manager’s Letter of Transmittal and Recommended Motions ................................ 2 City Budget Resolution (Attachment 1) ................................................................... 5 A ppropriation Limit Resolution (Attachment 2) ......................................................... 7 Appropriation Limit Calculation ............................................................................. 9 Appropriation Limit Historical Background .............................................................. 10 Classification and Compensation Resolution (Attachment 3) ..................................... 12 Housing Authority Budget Resolution (Attachment 4)............................................... 18 Indio Water Authority Budget Resolution (Attachment 5) ......................................... 19 Indio Electric Finance Authority Budget Resolution (Attachment 6) ............................ 21 Fund-Department Responsibility Matrix ................................................................. 22 Organizational Chart ........................................................................................... 23 BUDGET SUMMARY:

Community Overview, Governing Structure ............................................................ 24 Preparing, Reviewing and Adopting the Budget ....................................................... 25 Budget Amendments and Budgetary Controls ......................................................... 26 Budget Priorities and Challenges…………………………………………………………………………………………27 Citywide Budget ................................................................................................. 28 City Operating and Capital Improvement Budget ..................................................... 32 General Fund Budget .......................................................................................... 36 Capital Improvement Plan ................................................................................... 45 Strategic Planning & Goals………………………………………………………………………………………………… 45 Basis of Accounting ............................................................................................ 47 Financial Policies………………………………………………………………………………………………………………….48 GOVERNMENTAL FUNDS:

All Funds Financing Summary (Schedule 1) ............................................................ 54 Governmental Funds Financing Summary by Fund (Schedule 2) ................................ 55 Governmental Funds Balances (Schedule 3) ........................................................... 57 General Fund Revenue Summary by Source (Schedule 5) ........................................ 61 Governmental Funds Summary of Revenue by Fund (Schedule 6) ............................. 62 General Fund Revenue Detail (Schedule 7) ............................................................ 64 Summary of Expenditures and Appropriations by Fund & Dept. (Schedule 8) .............. 67 General Fund Detail (Schedule 9 GF) ..................................................................... 71 Special Revenue Fund Detail (Schedule 9 SRF) ....................................................... 86 Capital Project Fund Detail (Schedule 9 CPF) ......................................................... 131 Debt Service Fund Detail (Schedule 9 DSF) ........................................................... 139 PROPRIETARY FUNDS:

Proprietary Funds Financing Summary (Schedule 10 PRO) ....................................... 140 Proprietary Funds Net Position (Schedule 11 PRO) ................................................. 141 Enterprise Fund Detail (Schedule 12 ENT) ............................................................. 143 Internal Service Fund Detail (Schedule 13 ISF) ...................................................... 145 FIDUCIARY FUNDS:

Fiduciary Funds Financing Summary (Schedule 13 FID) .......................................... 150 Fiduciary Funds Net Position (Schedule 14 FID) ..................................................... 151 Fiduciary Fund Detail (Schedule 15 FID) ............................................................... 152 AUTHORIZED POSITIONS: (Schedule 19) ................................................................. 173 CAPITAL IMPROVEMENT PROGRAM A ND DETAIL SHEETS - City: .................................. 184 CAPITAL IMPROVEMENT PROGRAM - IWA: ................................................................ 245

BUDGET GLOSSARY: ............................................................................................. 248 1

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 222 of 478 100 Civic Center Mall, Indio, CA 92201
@cityofindio 760-391-4000 Indio.org
June 4, 2025
FI
SCAL YEAR 2025-26 RECOMMENDED BUDGET
De
ar Honorable City Council and City of Indio Residents:

It i
s an honor to present to you the City of Indio’s & the Indio Water Authority’s Recommended Operating and Capital Improvement Budget for Fiscal Year 202 5-26.

Attached hereto, you will find required resolutions, a budget summary, and various budget schedules that clarify and confirm spending levels that are within existing resource parameters and consistent with the policy direction given by the City Council.

Ove
rall, revenue assumptions continue to remain mostly flat based on current trends and consumer spending. As discussed during the May 7th study session, our projections were a bit more optimistic than what will likely be received and Sales Tax and Measure X have been modestly adjusted based on current economic data provided by our partners at HDL.

The
Fiscal Year 202 5-26 recommended citywide budget establishes $ 459 million in appropriations (expenditures and internal transfers) that are funded with $3 67 million in expected revenue and $103.2 million from fund balance (revenue received in a prior year).

The City’s General Fund budget establishes $129.8 million in appropriations, supported by $123.7 million in expected revenue and $6.1 million from fund balance.

The
Fiscal Year 2025 -26 recommended Indio Water Authority budget is included as a component unit establishes $ 46 million in appropriations (expenditures and internal transfers) that are funded with $ 34.8 million in expected revenue and $11.8 million from fund balance (revenue received in a prior year).

As
recommended, the budget supports 2 98 full-time positions, 7 elected officials, 35 appointed commissioners, and 8 part-time positions. The recommended budget funds 85 sworn police positions. The budget includes funding for three new full-time positions that include: (1) Information Technology Support Technician, (1) Facilities Maintenance Worker II, and (1) Associate Planner and (2) part -time Community Program Aides (Streets & Maintenance). Various position exchanges resulting in the addition of 2 2

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 223 of 478

(1) Eco
nomic Development Coordinator, and (1) Office Assistant (Economic Development).

The funding of (12) part -time positions are proposed in the recommended budget to continue the City’s intern and fellow program . This program further enhances our relationships with COD and providing on the job training to our future leaders. More of the details related to the position changes can be found in the Authorized Position Listing.

The C
ity’s budget continues to implement a robust and aggressive Capital Improvement Plan. Many of the projects included in the existing $205 million capital improvement plan include many noteworthy projects. The City Hall/Library project will continue through the beginning of the fiscal year with the anticipated completion Fall 2025. The Sports Parks is currently underway and is also expected to be completed by the end of the calendar year.

The Capital Improvement Plan also includes significant contributions to the interchange projects -- with a considerable amount set aside for the Monroe Interchange. An additional commitment of $5 million is included for Phase 2 of the Public Safety Campus for the Police Department Headquarters Building for a total of $10 million commitment.

Wit
h the winddown of several projects nearing completion, capital resources will soon be reduced and will be limited to ongoing revenues. Not only will we continue to evaluate and prioritize projects but also consider the ongoing maintenance, replacement and any new needs. A list of all planned projects can be found in the Capital Improvement Pla n. The project list includes a detailed funding breakdown and specifically identi fies projects funded with General Fund resources.

In ac
cordance with direction provided by the City Council during the budget study session, the City’s rainy-day fund will increase $500,000 next year, bringing its balance up to a very healthy $19 million. Also included are the City Council’s commendable continued efforts to address the City’s unfunded pension and OPEB liabilities with the inclusion of contributions to PARS Section 115 trust of $1 million and CERBT Trust of $1.5 million.

The R
ecommended Operating and Capital Improvement Budget for Fiscal Year 2025-26 sets forth an aggressive focus on the key strategic priorities established by the City Council through the General Plan and the updated Strategic Plan. The City of Indio continues to move forward with projects and programs that improve the quality of life for our residents, businesses and visitors.
3

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 224 of 478

P
lease find the following attachments that we present for your consideration:

At
tachment 1 – Resolution No. 10492 adopting the fiscal year 202 5-2026 operating and capital budget for the City of Indio
Attachment 2 – Resolution No. 10493 determining and establishing the City of Indio’s appropriations limit for fiscal year 2025-2026
Attachment 3 – Resolution No. 10494 approving a Citywide Classification and Compensation Plan
Attachment 4 – Resolution No. 2025-16 adopting the fiscal year 202 5-2026 budget for the Indio Housing Authority
Attachment 5 – Resolution No. 2025-82 adopting the fiscal year 2025-2026 operating and capital budget for Indio Water Authority
Attachment 6 – Resolution No. 2025-02 adopting the fiscal year 2025-26 budget for the Indio Electric Finance Authority
I
t is recommended that the City Council approve Resolution Nos. 10492, 10493, 10494, Indio Housing Authority Resolution 202 5-16, Indio Water Authority Resolution 2025 -82, and Indio Electric Finance Authority Resolution 2025- 02, adopting the Fiscal Year 202 5- 2026 Operating and Capital Improvement Budget and Program for the City of Indio, the Appropriations Limit, a new Classification and Compensation plan, the Operating Budget for the Indio Housing Authority , and the Operating budget for the Indio Electric Finance Authority.

T
hank you again for your dedicated leadership and wise stewardship over the funds entrusted to us by our residents.

R
espectfully submitted,
B
ryan H. Montgomery
City Manager
4

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 225 of 478 Attachment 1
RESOLUTION NO. 10492
A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO ,

CALIFORNIA, ADOPTING THE OPERATING AND CAPITAL BUDGET FOR FISCAL YEAR 2025-2026
W
HEREAS, the City Council of the City of Indio held budget a study session on May 7, 2025, to consider a proposed 2025-2026 budget with a term commencing on July 1, 2025 and ending June 30, 2026; and,
W
HEREAS, the proposed fiscal year 2025-2026 budget provides for service levels necessary to respond to the high standards of the community which are deemed appropriate by the City Council and concurrently provides a work force to accomplish them; and
W
HEREAS, the City Council hereby determines and finds that each proposed expenditure of public funds reflected in the fiscal year 202 5-2026 budget advances the public health, safety or general welfare and thereby s erves the community's interests; and,
W
HEREAS, the City Council intends to use the proposed fiscal year 2025-2026 budget as a guide for determining City priorities; and, NO

W, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,

CALIFORNIA, DOES HEREBY FINDS, DETERMINES AND RESOLVE S AS FOLLOWS:

S
ection 1. The foregoing recitals are true and correct and are hereby adopted by the City Council.

S
ection 2. The recommended fiscal year 2025-2026 budget for the City of Indio, as detailed in the budget document entitled “City of Indio, California, Recommended Budget , Fiscal Year 2025-2026,” filed with the City Clerk, and summarized as follows: Fiscal Year 20 25-2026, Budget: Four Hundred Fifty Nine Million Fifty Nine Thousand Three Hundred Eighty One Dollars ($459,059,381) is hereby approved and adopted as the operating and capital budget for the City of Indio for fiscal year 2025-2026, beginning July 1, 2025.

S
ection 3. The City Council recognizes that the adopted fiscal year 2025- 2026 budget will require adjustments from time to time, and accordingly, the City Manager is authorized to redistribute allocated budgeted amounts within a department and to the extent funds are available in the City -Council adopted contingency account.

S
ection 4. This resolution shall take effect immediately. 5

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 226 of 478 Attachment 1
Section 5. The City Clerk shall certify to the adoption of this resolution.

P
ASSED, APPROVED AND ADOPTED this 4TH day of June, 2025. ____
____________________________

GLENN MILLER, MAYOR
AT
TEST:

C

ITY CLERK
____
________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.
6

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 227 of 478 Attachment 2
RESOLUTION NO. 10493

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

INDIO, CALIFORNIA, DETERMINING AND ESTABLISHING AN
APPROPRIATIONS LIMIT FOR FISCAL YEAR 2025-26
W
HEREAS, pursuant to Article XIII -B of the State Constitution and Section 7910 of the State Government Code, all government entities must adopt an annual appropriations limit; and
WHEREAS, Exhibit A d etails the base year appropriation limit, the various adjustment factors from fiscal year 1983-82 through fiscal year 2025-26 and the appropriation limit for all these years, is incorporated herein as though set forth in full; and WHEREAS, pursuant to Government Code Section 7910, the documentation used for the determination of the appropriations limit has been available to the public prior to this meeting.

NOW THEREFORE, THE INDIO CITY COUNCIL DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. That the City Council specifically selects the following annual adjustment factors for determining the appropriation limit pursuant to California Constitution, Article XIII-B, Section B, Subdivision (c):
a. Population Adjustment Factor
The population adjustment factor selected for fiscal year 2025-26 is the change in population with the City of Indio over the prior year.
b. The Cost of Living Adjustment Factor
The cost of living adjustment factor selected for fiscal year 2025-26 is the percentage change in California per capita personal income from the preceding year.

Section 2. The City Council establishes the General Fund appropriations limit for the City of Indio for fiscal year 2025-26 at $171,921,566 in accordance with the figures contained in Exhibit 3A . The appropriation limit established for fiscal year 2025-26 is calculated pursuant to Proposition 111.

Section 3. This resolution shall take effect immediately.

S ection 4. The City Clerk shall certify to the adoption of this resolution. 7

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 228 of 478 Attachment 2
PASSED APPROVED AND ADOPTED this 4TH day of June 2025.

AYES:

NOES:

ABSENT:

ABSTAIN:
_____________________________

GLENN MILLER, MAYOR
A
TTEST:

CYNT

HIA HERNANDEZ, CMC CITY CLERK
APP
ROVED AS TO FORM:

ST

EVEN GRAHAM, CITY ATTORNEY
8

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 229 of 478

CITY OF INDIO
FY2025/2026 BUDGET
Appropriation Limit Calculation
The Appropriation Limit Calculation is required by Article XIIIB of the California State Constitution.

It creates a restriction on the amount of revenue that a public agency can appropriate in any fiscal year. The limit is based on actual appropriations during the base 1979 fiscal year, with increases each subsequent year based on a formula comprised of population estimates and cost-of-living factors. There are no financial impacts from calculating the appropriations limit unless the amount of revenues received from "proceeds of taxes" comes close to or exceeds the Agency's appropriation limit.

The allowed growth between last fiscal year and the current fiscal year resulted in an increase in the City's appropriation limit. With an estimated available appropriation capacity of approximately 32.9%, the City appears to be in a very favorable position in relation to its Tax Spending Limit. This "cushion" acts as a protection against unforeseen circumstances that ultimately affect a City's appropriation limit, such as downturns in the State's economy, or fluctuating local revenue collections.

Appropriations Subject to the Limit
Fiscal Year 2025/2026 General Fund revenues 123,240,075 Less Non-proceeds of Taxes 7,896,847

Total Appropriations Subject to the Limit 115,343,228
Fiscal Year 2024/2025 Appropriation Limit 161,793,305
A. Cost of Living Adjustment - CPI 1.0644
B. Population Adjustment 0.9983
Change Factor (AxB) 1.0626
Increase in the appropriation limit 10,128,261
Fiscal Year 2025/2026 Appropriation Limit 171,921,566
Remaining appropriation capacity 56,578,338
Available capacity as a percent of the appropriation limit 32.91% 9

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 230 of 478 Exhibit 1

COST OF

LIVING POPULATION APPROPRIATION

FISCAL YEAR BASE AMOUNT CHANGE CHANGE LIMIT
1983 10,677,943 6.79% 5.47% 12,026,71 8
1984 12,026,718 2.35% 5.91% 13,036,828
1985 13,036,828 4.74% 4.69% 14,295,183
1986 14,295,183 3.74% 5.52% 15,648,429
1987 15,648,429 2.30% 2.89% 16,470,984
1988 16,470,984 3.04% 2.31% 17,363,748
1989 17,363,748 3.93% 2.51% 18,499,102
1990 18,499,102 4.98% 2.41% 19,888,387
1991 19,888,387 4.21% 2.73% 21,291,500
1992 21,291,500 4.14% 2.71% 22,773,855
1995 24,215,857 0.07% 1.43% 24,579,583
1996 24,579,583 4.72% 1.31% 26,076,930
1997 26,076,930 4.67% 1.58% 27,725,979
1998 27,725,979 4.67% 1.35% 29,412,563
1999 29,412,563 4.15% 1.81% 31,187,645
2000 31,187,645 4.53% 1.66% 33,141,613
2001 33,141,613 4.91% 1.73% 35,370,368
2002 35,370,368 7.82% 1.81% 38,826,598
2003 38,826,598 -1.27% 1.83% 39,035,003
2004 39,035,003 2.31% 4.27% 41,642,009
2005 41,642,009 3.28% 7.70% 46,319,473
2006 46,319,473 5.26% 9.88% 53,572,958
2007 53,572,958 3.96% 7.69% 59,974,926
2008 59,974,926 4.42% 7.66% 67,423,812
2009 67,423,812 4.29% 5.57% 74,233,617
2010 74,233,617 0.62% 1.57% 75,866,757
2011 75,866,757 -2.54% 1.64% 75,153,609
2012 75,153,609 2.51% 2.72% 79,136,750
2013 79,136,750 3.77% 1.62% 83,457,617
2014 83,457,617 5.12% 3.95% 91,202,484
2015 91,202,484 -0.23% 1.21% 92,087,148
2016 92,087,148 3.82% 2.22% 97,722,881
2017 97,722,881 5.37% 1.59% 104,602,572
2018 104,602,572 3.69% 1.53% 110,125,588
2019 110,125,588 3.67% 1.44% 115,819,081
2020 115,819,081 3.85% 1.37% 121,934,328
2021 121,934,328 3.73% 0.74% 127,409,179
2022 127,409,179 5.73% 0.90% 135,920,112
2023 135,920,112 7.55% 0.31% 146,630,617
2024 146,630,617 4.44% 1.17% 154,929,910
2025 154,929,910 3.62% 0.78% 161,793,305
2026 161,793,305 6.44% -0.17% 171,921,566

CITY OF INDIO

APPROPRIATIONS LIMIT CALCULATION
10

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 231 of 478

CI TY OF INDIO
The Appropriation Limit Calculation is required by Article XIIIB of the California State Constitution. Also referred to as the GANN limit, it creates a restriction on the amount of funds that a public agency can appropriate in any fiscal year. The limit is based on actual appropriations during 1979, the base fiscal year. The limit increases each year based on a formula comprised of population estimates and cost -of-living factors. There are no financial impacts from calculating the appropriations limit unless the amount of revenues received from "proceeds of taxes" exceeds the Agency's appropriation limit.

C
hart A, below, shows the GANN limit calculation over the last five budget years compared to the appropriations subject to the limit. Historically, the City has maintained a wide margin between the GANN limit and budgeted General Fund Appropriations, and does not expect this to change in the near future.

The r
ecent increase in City population, along with the latest CPI numbers, raised the City's appropriation limit again this year. With an estimated available appropriation capacity of approximately 32 percent, the City appears to be in no danger of exceeding the lawful limit. This "cushion" acts as a protection against unforeseen circumstances that ultimately affect a City's appropriation limit, such as downturns in the State's economy, or fluctuating local revenue collections.
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
180,000,000
200,000,000
Chart A
Historical GANN Limits
GANN Limit Appropriations Subject to GANN Limit
11

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 232 of 478 Attachment 3
RESOLUTION NO. 10494
A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO

APPROVING A CITY-WIDE CLASSIFICATION AND COMPSENSATION

PLAN AND AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE
SAID PLAN EFFECTIVE JULY 1, 2025.

W
HEREAS, the City of Indio (“City”) currently maintains an approved salary schedule for all employees;
W
HEREAS, the City's Classification and Compensation Plan requires updating to reflect the current base salary as well as the adjusted base salary effective July 1, 2025 for job classifications on a city-wide basis.

N

OW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO
HEREBY FINDS, DETERMINES AND ORDERS AS FOLLOWS:

S
ection 1. The City Council hereby approves and adopts the updated City Classification and Compensation Plan for all employees city -wide attached to this Resolution as Exhibit A. The updated Classification and Compensation Plan for Fiscal Year 202 5-2026 shall supersede all prior City salary schedules approved for this period, including any schedule previously adopted by City Council resolution.

S
ection 2. T he City Manager is authorized to implement the attached Classification and Compensation Plan and amend it p eriodically, including the underlying class specifications, as may be necessary to accom modate a change in duties, assignment s, titles, classificati ons, essen tial functions, qualifica tions or because of reorganization or consolidation as well as to implement provisions of the City’s negotiated labor agreements (Memorandum of Understandings); the Management, Confidential, and Unrepresented Compensation and Benefit Plan; and the Terms and Conditions of Employment for At-Will employees.

S
ection 4. Certification. The City Clerk shall certify to the adoption of this resolution.

P
ASSED, APPROVED AND ADOPTED this 4th day of June, 2025. ____
____________________________

GLENN MILLER, MAYOR
ATTEST:

C

ITY CLERK
____
________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.
12

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 233 of 478 Attachment 3 Exhibit A
City of Indio
Classification and Compensation Pan
07/01/2025
13

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 234 of 478 Human Resources Department, 1
Classification & Compensation Plan for
Fiscal Year 2025-2026, Effective as of
7/01/2025
Job Classes
Current
Grade
Monthly Salary
(Includes salary and market adjustments)
Unit
Min $ Max $
Accountant 230 $6,734.50 $9,949.94 CONF
Accounting Technician I 129 $4,272.91 $6,313.06 ICEA
Accounting Technician II 149 $4,721.08 $6,975.18 ICEA
Administrative Assistant 150 $4,744.72 $7,010.14 ICEA
Assistant City Manager 998 $15,011.16 $23,887.50 At-Will Asst. Gen. Mgr./Eng. & Water Resources 323 $10,709.00 $15,822.08 MGMT Assistant Engineer 222 $7,134.38 $10,540.73 SEIU
Assistant Director Finance 323 $10,709.00 $15,822.08 MGMT Assistant Planner 196 $5,794.45 $8,561.04 SEIU
Assistant Police Chief (1) 995 $12,925.00 $20,050.98 At-Will Associate Engineer 242 $7,882.73 $11,646.41 SEIU
Associate Planner 216 $6,924.04 $10,229.94 SEIU
Beautification Worker 121 $4,105.78 $6,066.15 ICEA
Building Inspector I 183 $5,873.23 $8,677.45 SEIU
Building Inspector II 203 $6,489.32 $9,587.69 SEIU
Building Inspector III 211 $6,753.48 $9,977.99 SEIU
Building Inspector Supervisor 218 $6,343.24 $9,371.86 MGMT Chief Building Official 340 $10,363.63 $15,311.80 At-Will Chief of Police (1) 997 $13,963.85 $21,613.33 At-Will
City Clerk Specialist 168 $4,943.22 $7,303.38 UNREP
City Engineer 993 $11,450.73 $18,102.24 At-Will
City Manager 529 $25,416.67, By Contract Exec
Code Enforcement Aide 94 $3,588.50 $5,301.82 ICEA
Code Enforcement Manager 281 $8,685.09 $12,831.83 MGMT
Code Enforcement Officer I 154 $4,840.35 $7,151.42 ICEA Code Enforcement Officer II 174 $5,348.04 $7,901.49 ICEA Code Enforcement Supervisor 218 $6,343.24 $9,371.86 MGMT Code Enforcement Technician 114 $3,964.90 $5,857.96 ICEA Community Improvement Aide 78 $3,313.25 $4,895.16 ICEA
Community Program Administrator 218 $6,343.24 $9,371.86 UNREP Community Program Aide 23 $2,398.45 $3,543.63 P/T
Community Program Assistant 121 $4,105.78 $6,066.15 ICEA Community Service Officer I 113 $4,003.17 $5,914.51 IPOA Community Service Officer II 133 $4,423.10 $6,534.93 IPOA Community Services Manager 281 $8,685.09 $12,831.83 MGMT Crime Analyst I 133 $4,423.10 $6,534.93 IPOA
Crime Analyst II 153 $4,887.06 $7,220.41 IPOA
Crime Scene Specialist 173 $5,040.78 $7,447.52 IPOA
Deputy City Clerk 187 $5,434.57 $8,029.37 UNREP
Deputy City Manager 997 $13,963.85 $21,613.33 At-Will
Development Services Manager 300 $9,838.44 $14,535.86 MGMT Director of Community Development 995 $13,963.85 $20,050.98 At-Will Director of City Clerk Services 993 $11,450.73 $18,102.24 At-Will Director of Economic Development 995 $12,925.00 $20,050.98 At-Will Director of Finance 995 $12,925.00 $20,050.98 At-Will
Director of HR & Risk Mgmt. 995 $12,925.00 $20,050.98 At-Will Director of Information Technology 993 $11,450.73 $18,102.24 At-Will Director of Public Works 995 $12,925.00 $20,050.98 At-Will Division Chief of Support Services 333 $11,256.65 $16,631.18 MGMT Economic Development Manager 300 $9,548.38 $14,107.31 MGMT Emergency Operations Center Mgr. 281 $8,685.09 $12,831.83 MGMT Engineering Technician I 141 $4,536.43 $6,702.37 ICEA
Engineering Technician II 161 $5,012.28 $7,405.44 ICEA
Enterprise Application Engineer 268 $8,974.16 $13,258.91 SEIU Environmental Programs Coordinator 258 $7,743.82 $11,441.18 UNREP Equipment Operator I 138 $4,469.07 $6,602.87 ICEA
14

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 235 of 478 Human Resources Department, 2
Equipment Operator II 158 $4,937.85 $7,295.44 ICEA
Event Coordinator 208 $6,034.64 $8,915.92 UNREP
EXEC Assistant to the Chief of Police 218 $6,343.24 $9,371.86 CONF EXEC Assistant to the City Manager 200 $5,798.61 $8,567.16 CONF Facilities Maintenance Worker I 121 $4,105.78 $6,066.15 ICEA Facilities Maintenance Worker II 141 $4,536.43 $6,702.37 ICEA Finance Analyst 218 $6,343.24 $9,371.86 CONF
Finance Manager 300 $9,548.38 $14,107.31 MGMT
Finance Technician I 129 $4,272.91 $6,313.06 ICEA
Finance Technician II 149 $4,721.08 $6,975.18 ICEA
Fleet Mechanic I 146 $4,651.02 $6,871.66 ICEA
Fleet Mechanic II 166 $5,138.88 $7,592.45 ICEA
Fleet Mechanic Supervisor 228 $7,351.07 $10,860.89 SEIU Fleet Services Operations Manager 281 $8,685.09 $12,831.83 MGMT General Manager, Indio Water Authority (2) 998 $15,011.16 $23,887.50 At-Will GIS Coordinator 204 $6,521.79 $9,635.67 SEIU
GIS Technician 161 $5,012.28 $7,405.44 ICEA
Graffiti Control Worker 118 $4,044.80 $5,976.03 ICEA
Greeter/Receptionist 74 $3,093.17 $4,570.04 UNREP
Housing & Neighborhood Service Manager 281 $8,685.09 $12,831.83 MGMT Housing Technician 141 $4,536.43 $6,702.37 ICEA
Human Resources Analyst 228 $6,667.65 $9,851.18 CONF
Human Resources Assistant 158 $4,702.71 $6,948.05 CONF
Human Resources Specialist 178 $5,196.00 $7,676.86 CONF Information Technology Analyst 211 $6,125.60 $9,050.32 CONF Information Technology Business Analyst 231 $6,768.16 $9,999.70 CONF Information Technology Support Technician 182 $5,565.77 $8,223.18 ICEA Intern 84 $3,251.32 $4,803.69 PT
IWA Accountant 218 $6,343.24 $9,371.86 UNREP
IWA Accounting Technician I 128 $4,292.91 $6,342.60 IWAEA IWA Accounting Technician II 148 $4,743.25 $7,007.95 IWAEA IWA Accounting Technician III 168 $5,240.79 $7,743.04 IWAEA IWA Senior Accounting Technician 188 $5,790.50 $8,555.18 IWAEA IWA Administrative Coordinator 218 $6,343.24 $9,371.86 UNREP IWA Administrative Secretary 148 $4,743.25 $7,007.95 IWAEA IWA Asset Management Coordinator 218 $6,343.24 $9,371.86 UNREP IWA Asset Management Supervisor 250 $7,440.91 $10,993.58 UNREP Asset Management Specialist I 138 $4,512.46 $6,666.99 IWAEA Asset Management Specialist II 158 $4,985.78 $7,366.25 IWAEA Asset Management Specialist III 178 $5,508.78 $8,138.99 IWAEA IWA Assistant Water Engineer (P/T) 211 $6,125.60 $9,050.32 PT IWA Associate Water Engineer 242 $7,882.73 $11,646.41 SEIU IWA Conservation and Outreach Coordinator 258 $7,743.82 $11,441.18 UNREP IWA Conservation Specialist I 138 $4,512.46 $6,666.99 IWAEA IWA Conservation Specialist II 158 $4,985.78 $7,366.25 IWAEA IWA Conservation Specialist III 178 $5,508.78 $8,138.99 IWAEA IWA Customer Service Technician I 124 $4,208.14 $6,217.35 IWAEA IWA Customer Service Technician II 154 $4,887.34 $7,220.81 IWAEA IWA Customer Service Supervisor 250 $8,203.61 $12,120.44 SEIU IWA Customer Service Technician III 174 $5,399.98 $7,978.26 IWAEA IWA Senior Customer Service Technician 194 $5,966.41 $8,815.11 IWAEA IWA Data & Systems Manager 233 $6,836.02 $10,099.93 MGMT IWA Engineering Water Technician I 175 $5,426.98 $8,018.12 IWAEA IWA Engineering Water Technician II 195 $5,996.24 $8,859.17 IWAEA IWA IT Support Technician 161 $5,012.28 $7,405.44 ICEA
IWA Junior Engineer 204 $6,521.79 $9,635.67 SEIU
IWA Management Analyst 188 $5,461.73 $8,069.46 UNREP
IWA Office Assistant 104 $3,808.60 $5,627.04 IWAEA
IWA Operations Manager 332 $11,200.66 $16,548.48 MGMT
IWA Operations Supervisor 250 $8,203.61 $12,181.04 SEIU IWA Principal Water Engineer 292 $9,174.90 $13,555.50 MGMT IWA Water Project Construction Manager 271 $8,262.56 $12,207.54 MGMT IWA Senior Accounting Technician 168 $5,240.79 $7,743.04 IWAEA 15

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 236 of 478 Human Resources Department, 3
IWA Senior Water Mgmt. Analyst 240 $7,078.92 $10,458.81 UNREP IWA Senior Water Operations Inspector 245 $7,694.53 $11,368.33 IWAEA IWA Senior Water Treatment Plant Operator 237 $7,393.57 $10,923.68 IWAEA IWA Senior Water Utility Specialist 223 $6,894.91 $10,186.90 IWAEA IWA Water Conservation Specialist I 138 $4,512.46 $6,666.99 IWAEA IWA Water Conservation Specialist II 158 $4,985.78 $7,366.25 IWAEA IWA Water Operations Inspector I 204 $6,271.51 $9,265.88 IWAEA IWA Water Operations Inspector II 225 $6,377.30 $9,422.21 IWAEA IWA Water Production & Treatment Super. 250 $8,203.61 $12,181.04 SEIU IWA Water Programs Specialist 178 $5,508.78 $8,138.99 IWAEA IWA Water Resource & Conserv. Manager 332 $11,200.66 $16,548.48 MGMT IWA Water Services Supervisor 228 $7,351.07 $10,860.89 SEIU IWA Water Treatment Plant Operator I 177 $5,481.39 $8,098.50 IWAEA IWA Water Treatment Plant Operator II 197 $6,056.35 $8,947.99 IWAEA IWA Water Treatment Plant Operator III 217 $6,691.62 $9,886.59 IWAEA IWA Water Treatment & Prod. Super. 250 $8,203.61 $12,120.44 SEIU IWA Water Utility Specialist I 183 $5,647.86 $8,344.48 IWAEA IWA Water Utility Specialist II 203 $6,240.31 $9,219.77 IWAEA IWA Water Utility Worker I 153 $4,863.01 $7,184.89 IWAEA IWA Water Utility Worker II 173 $5,373.09 $7,938.46 IWAEA IWA Water Utility Worker III 193 $5,936.70 $8,771.19 IWAEA IWA Senior Water Utility Worker I 213 $6,559.47 $9,691.34 IWAEA IWA Senior Water Utility Worker II 233 $7,247.52 $10,707.88 IWAEA Management Assistant 190 $5,516.49 $8,150.36 UNREP
Management Analyst 220 $6,406.85 $9,465.82 UNREP
Manager of Engineering & Water Resources 311 $10,086.87 $14,902.91 MGMT Manager of Finance & Customer Service 281 $8,685.09 $12,831.83 MGMT Marketing Analyst 208 $6,034.64 $8,915.92 UNREP
Marketing & Public Information Officer 281 $8,685.09 $12,831.83 MGMT Network Administrator 233 $7,536.71 $11,135.16 SEIU
Office Assistant 104 $3,771.98 $5,572.94 ICEA
Park & Landscape Inspector I 148 $4,697.65 $6,940.58 ICEA Park & Landscape Inspector II 163 $5,062.53 $7,479.66 ICEA Park & Landscape Superintendent 206 $5,974.73 $8,827.38 UNREP Park & Landscape Supervisor 231 $7,461.91 $11,024.68 SEIU Parks & Facilities Manager 266 $8,059.05 $11,906.89 MGMT Parks & Facilities Project Coordinator 201 $5,827.59 $8,609.99 UNREP Payroll Coordinator 195 $5,655.80 $8,356.19 CONF
Payroll Specialist 169 $4,967.92 $7,339.89 CONF
Permit Technician I 140 $4,513.88 $6,669.05 ICEA
Permit Technician II 160 $4,987.36 $7,368.57 ICEA
Planning Technician I 141 $4,536.43 $6,702.37 ICEA
Planning Technician II 161 $5,012.28 $6,847.36 ICEA
Plans Examiner 224 $7,205.88 $10,646.39 SEIU
Police Administrative Officer 241 $7,114.29 $10,511.09 MGMT Police Corporal 231 $6,731.79 $9,945.90 IPOA
Police Dispatch Supervisor 218 $6,343.24 $9,371.86 MGMT Police Dispatcher I 133 $4,423.10 $6,534.93 IPOA
Police Dispatcher II 153 $4,887.06 $7,220.41 IPOA
Police Lieutenant 331 $14,012.88 $17,032.74 PCU
Police Officer 211 $6,653.20 $9,361.72 IPOA
Police Officer Trainee 184 $5,353.85 $7,910.08 MCU
Police Sergeant 286 $11,195.76 $13,608.51 PCU
Police Training Specialist 164 $4,845.57 $7,159.12 UNREP Principal Civil Engineer 312 $10,137.31 $14,977.42 MGMT Principal Human Resources Analyst 281 $8,685.09 $12,831.83 CONF Principal Planner 284 $8,816.01 $13,025.26 UNREP
Principal Management Analyst 258 $7,743.82 $11,441.18 UNREP Principal Water Management Analyst 258 $7,518.28 $11,107.91 UNREP Project Construction Manager 271 $8,262.56 $12,207.54 MGMT Property & Evidence Officer I 133 $4,423.10 $6,534.93 IPOA Property & Evidence Officer II 153 $4,887.06 $7,220.41 IPOA Public Arts Analyst 248 $7,367.07 $10,884.52 UNREP
16

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 237 of 478 Human Resources Department, 4
Public Works Administrative Coordinator 218 $6,343.24 $9,371.86 UNREP Public Works Manager 271 $8,262.56 $12,207.54 MGMT
Public Works Inspector I 185 $5,649.63 $8,347.09 ICEA
Public Works Inspector II 205 $6,242.27 $9,222.69 ICEA
Records Specialist I 94 $3,588.50 $5,301.82 ICEA
Records Specialist II 114 $3,964.90 $5,857.96 ICEA
Records Supervisor 169 $4,967.92 $7,339.89 MGMT
Senior Accountant 250 $7,440.91 $10,993.58 UNREP
Senior Accounting Technician 168 $5,190.38 $7,668.54 ICEA Senior Administrative Assistant 195 $5,938.59 $8,774.00 ICEA Senior Building Permit Technician 168 $5,449.91 $8,052.01 SEIU Senior Code Enforcement Officer 194 $5,909.04 $8,730.33 ICEA Senior Economic Development Analyst 240 $7,078.92 $10,458.81 UNREP Senior Engineer 282 $8,728.51 $12,895.95 UNREP
Senior Equipment Operator 178 $5,455.79 $8,060.71 ICEA
Senior Facilities Maintenance Worker 178 $5,455.79 $8,060.71 ICEA Senior Finance Technician 188 $5,461.73 $8,069.46 CONF
Senior Fleet Mechanic 186 $5,677.90 $8,388.85 ICEA
Senior HR Analyst 248 $7,367.07 $10,884.52 UNREP
Senior Management Analyst 240 $7,078.92 $10,458.81 UNREP Senior Permit Technician 168 $5,190.38 $7,090.67 ICEA
Senior Planner 244 $7,221.54 $10,669.52 UNREP
Senior Records Specialist 134 $4,380.78 $6,472.41 ICEA
Senior Traffic Signal Technician 218 $6,660.40 $9,840.45 ICEA Senior Street Maintenance Worker 149 $4,721.08 $6,975.18 ICEA Senior Water Engineer 262 $7,899.86 $11,671.68 UNREP
SPI Community Outreach Coordinator 186 $5,407.52 $7,989.38 PT Street Maintenance Supervisor 228 $7,351.07 $10,860.89 SEIU Street Maintenance Worker I 109 $3,867.22 $5,713.66 ICEA Street Maintenance Worker II 129 $4,272.91 $6,313.06 ICEA Supervising Plans Examiner 274 $8,387.08 $12,391.55 MGMT Supervising Traffic Signal Technician 238 $7,765.68 $11,473.47 SEIU System Engineer 268 $8,974.16 $13,258.91 SEIU
Traffic Signal Technician I 178 $5,455.79 $8,060.71 ICEA Traffic Signal Technician II 198 $6,028.12 $8,906.28 ICEA (1) Does not include 13.75% or 15% POST Certificate Pay (2) Does not include EVRA/IEFA Special Circumstance Pay ($4,500/monthly) 17

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 238 of 478 Attachment 4
RESOLUTION NO. 2025-16
A R

ESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF INDIO, CALIFORNIA, ADOPTING THE FISCAL YEAR 20 25-2026 OPERATING BUDGET
W
HEREAS, the Housing Authority of the City of Indio in conjunction with the City of Indio held budget a study session on May 7, 2025 to consider a proposed 2025-2026 budget, with a term commencing on July 1, 20 25 and ending June 30, 2026; and,
W
HEREAS, the annual budget as introduced reflects total appropriations of $135,191 and no fund balance utilized.

NO

W, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,
CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

S
ection 1. Based upon the true and correct recitals above incorporated by this reference herein the recommended 2025-2026 budget for the Housing Authority of the City of Indio, as detailed in the budget document entitled “City of Indio, California, Recommended Budget, Fiscal Year 2025-2026,” filed with the City Clerk, and summarized as follows: Fiscal Year 20 25-2026, Budget: One Hundred Thirty- Five Thousand One Hundred Ninety-One Dollars ($135,191), is hereby approved and adopted as the operating and capital budget for the City of Indio for fiscal year 2025- 2026, beginning July 1, 2025.

S
ection 2. The Housing Authority recognizes that the adopted 2025-2026 budget will require adjustments from time to time, and accordingly, the City Manager is authorized to redistribute allocated budgeted amounts within the Authority.

S
ection 3. This resolution shall take effect immediately.

S
ection 4. The City Clerk shall certify the adoption of this resolution.

P
ASSED, APPROVED AND ADOPTED this 4TH day of June, 2025. ____
____________________________

GLENN MILLER, CHAIR
ATTEST:

C

ITY CLERK/SECRETARY
____
________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.
18

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 239 of 478 Attachment 5
RESOLUTION NO. 2025-82
A R

ESOLUTION OF THE INDIO WATER AUTHORITY ADOPTING THE
FISCAL YEAR 202 5-26 OPERATING AND CAPITAL IMPROVEMENT

PROGRAM BUDGET AND AUTHORIZING EXPENDITURES AND

APPROPRIATIONS RELATED THERETO
W
HEREAS, at the May 7, 2025 meeting of the Indio Water Authority and the Indio City Council , a study session was held to consider a proposed fiscal year operating and capital improvement program budget for Fiscal Year 2025-26, which begins July 1, 2025 and ends June 30, 2026; and
W
HEREAS, the proposed Fiscal Year 2025-26 Operating and C apital Improvement Program Budget provides for service levels necessary to respond to the high standards of the community which are deemed appropriate by the Board and concurrently provides a workforce to accomplish them.

NO

W, THEREFORE, THE BOARD OF THE INDIO WATER AUTHORITY DO HEREBY RESOLVE AS FOLLOWS:

Section 1. The proposed 2025-26 budget, as detailed in the budget document entitled “Operating and Capital Improvement Program Budget F iscal Year 2025-26,” and filed with the Secretary, and as summarized below is hereby adopted:

Fiscal Year Ending
June 30, 2026
Authorized Expenditure
$46,700,917
S
ection 2. Appropriations in the amount not to exceed $ 43,450,917 are authorized for the purpose of carrying on the business of the Indio Water Authority.

S
ection 3. The Board recognizes that t he adopted Fiscal Y ear 2025-26 budget will require adjustments from time to time, and accordingly, the General Manager or his designee is authorized to redistribute allocated budgeted amounts within or between divisions. The General Manager or his designee is authorized to transfer up to $75,000 of any unallocated fund balance to or between divisions. Any transfer above this amount must be approved by the Council/Board.

S
ection 4. T he Secretary shall attest and certify to the passage and adoption thereof.
/
/ /
/
/ /
/
/ /
19

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 240 of 478 PASSED, APPROVED AND ADOPTED this 4TH day of June, 2025.

________________________________

GLENN MILLER, PRESIDENT

ATTEST:

SECRETARY

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.

20

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 241 of 478 Attachment 6

RESOLUTION NO. 2025-02

A RESOLUTION OF THE INDIO ELECTRIC FINANCE AUTHORITY OF THE

CITY OF INDIO, CALIFORNIA, ADOPTING THE OPERATING BUDGET FOR FISCAL YEAR 2025-2026

WHEREAS, the Indio Electric Finance Authority in conjunction with the City Council of the City of Indio held a budget study session on May 7, 2025, to consider a proposed 2025-2026 budget, with a term commencing on July 1, 2025 and ending June 30, 2026; and,

WHEREAS, the proposed fiscal year 2025 -2026 budget reflects total appropriations of $26,493,809 and estimated revenues of $27,250,594.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,
CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The foregoing recitals are true and correct and are hereby adopted by the City Council.

Section 2. The recommended fiscal year 20 25-2026 budget for the Indio Electric Finance Authority of the City of Indio , as detailed in the budget document entitled “City of Indio, California, Recommended Budget , Fiscal Year 20 25-2026,” filed with the City Clerk, and summarized as follows: Fiscal Year 2025-2026, Budget:

Twenty-Six Million Four Hundred Ninety -Three Eight Hundred and Nine Dollars ($26,493,809), is hereby approved and adopted as the operating and capital budget for the Indio Electric Finance Authority for fiscal year 2025-2026, beginning July 1, 2025.

Section 3. The Indio Electric Finance Authority recognizes that the adopted fiscal year 2025-2026 budget will require adjustments from time to time, and accordingly, the City Manager is authorized to redistribute allocated budgeted amounts within . the Authority.

Section 4. This resolution shall take effect immediately.

Section 5. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 4TH day of June, 2025.

________________________________

GLENN MILLER, CHAIR
ATTEST:

CITY CLERK/SECRETARY

____________________________________

SABDI SANCHEZ, MMC
DIR. OF CITY CLERK SVCS.
21

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 242 of 478 City of Indio
Fund-Department Responsibility Matrix
Fund #
Fund Type
Govermental (G)
or Proprietary (P)
Major
Fund Departments (Functional Units) Admin. Public
Works
Comm.

Dev. Police Fir e &
Ambu. Econ. Dev Non-Dept Measure
X
General Fund
101 G Y General Fund (includes Measure X) X X X X X X X X Special Revenue Funds
201 G Compost Mitigation Dillon X
202 G Energy Efficiency & Conservation X
203 G Art in Public Places X
204 G Comm. Based Transition. Hous. X
206 G Public Education & Gov't Channel X
207 G Local Early Action Planning Grant X
208 G Emergency Abandoned Recalcitrant X
210 G Gas Tax Fund X
211 G Air Quality Mgmt District X
212 G Measure A Fund X
213 G CMAQ Fund X
214 G Donations X
215 G Housing Related Parks Program X
216 G Stormwater/NPDES X
217 G Waste Recycling AB939 X
218 G Dept. Con. Recycle Grant X
219 G Abandoned Vehicle X
220 G Public Safety Prop 172 X
221 G SLESF Grant X
222 G Asset Forfeiture X
223 G LLEBG/JAG X
224 G CASp SB1186 X
225 G Office of Traffic Safety Grant X
226 G Indian Gaming Grant X
227 G Homeland Security X
228 G Police Traffic Safety X
229 G Unclaimed Property X
230 G Community Dev. Block Grant X
231 G Neighborhood Stabilization 3 X
231 G Officer Wellness Grant X
233 G HBRRP Fund X
234 G SB-1 Transportation X
236 G COPS Hiring Grant X
238 G Neighborhood Stabilization 2 X
239 G Cal Emergency Mgmt Agency X
240 G Landscape & Lighting Districts X
241 G Coronavirus Recovery (ARPA) X
243 G Cannabis, Performing Art J
244 G Cannabis, Public Art J
245 G National Opioid Settlement X
790 G CFD Public Safety 2004-1 X
791 G CFD Public Safety 2004-2 X
Capital Project Funds
300 G Y Capital Improvement X
301 G SB 821 RCTC Article 3 X
311 G Capital Impact Storm X
312 G Capital Impact Roads and Bridges X
313 G Capital Impact Traffic Signals X
314 G Capital Impact Parks X
315 G Capital Impact Buildings X
316 G Capital Impact Police X
317 G Capital Impact Fire X
318 G Quimby Fund X
322 G Lease Revenue Bond 2007B (Ralph's) X
326 G Judgment Bonds X
329 G RDA Residual Bond Funds X
330 G Highway 111 Projects X
Debt Service Funds
400 G 2017 JOB Debt Service X
Internal Service Funds
601 P Risk Management X
602 P Information Technology X
603 P Vehicle Replacement X
604 P Buildings & Grounds X
605 P Fleet Maintenance X
Enterprise Funds
510 P Water Operations X
520 P Golf Operations X
530 P Solid Waste X
22

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 243 of 478

CITY MANAGER

CITY ATTORNEY
PUBLIC
WORKS
RESIDENTS of
INDIO

CITY COUNCIL

COMMUNITY

DEVELOPMENT
POLICE

CITY CLERK

SERVICES
HUMAN

RESOURCES

ECONOMIC

DEVELOPMENT

INFORMATION

TECHNOLOGY

EMERGENCY

PREPAREDNESS

FINANCE
FIRE
(contract)
WATER

AUTHORITY

SUSTAINABILITY

COMMUNITY

SERVICES
Senior Center,
Teen Center,
Golf Course
(contract),
IPAC (contract)
PUBLIC

INFORMATION &

MARKETING

PUBLIC ART

COMMUNITY

EVENTS &

FESTIVALS

ENGINEERING
CODE

ENFORCEMENT
ANIMAL

SERVICES
(contract)
RISK

MANAGEMENT

ELECTRIC FINANCE

AUTHORITY (IEFA)

PAYROLL

RECORDS

BUSINESS

LICENSING

CAPITAL

PROJECTS

STREETS
FLEET

PARKS &

FACILITIES

ELECTIONS

AGENDAS &

MINUTES

LEGISLATIVE

ADVOCACY
GRANTS
(consultant)
CITY

PROPERTIES

COMMUNITY

GRANTS &

SPONSORSHIPS

SPECIAL

PROJECTS

ASSISTANT CITY MANAGER

PATROL

INVESTIGATIONS

PROPERTY &

EVIDENCE

RECORDS
23

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re...Page 244 of 478

BUDGET SUMMARY
City of Indio
FY 2025-26

COMMUNITY OVERVIEW
The City of Indio is located in Riverside County, California, approximately 120 miles east of Los Angeles and 20 miles east of Palm Springs. Located in the Coachella Valley region of Southern California, Indio is the lar gest municipality in the Valley in area and population. Indio’s population has almost doubled since 2000. According to the State of California, Department of Finance, over 90,000 people live in the city. Indio is the main population center in the Coachella Valley and continues to serve as the location for Riverside County’s eastern branch offices.

With a hot summer and a warm-winter climate , Indio offers abundant outdoor activities including renowned polo matches, music festivals, championship golf courses, cycling, equestrian events, and hiking. This ideal climate, combined with exceptional conditions for growing various crops and an ample supply of ground water, allows agriculture to remain the second largest industry in the Coachella Valley. Hospitality and tourism are the region’s top employers. With nearly 1.4 million visitors each year attending its various festivals, shows, concerts, and events, Indio is known as the “City of Festivals,” home to the renowned Coachella Music and Arts Festival, as well as the Stagecoach Music Festival.

The variety of home types available in Indio range from workforce housing to multi - million-dollar homes, easily accommodating the housing needs of a wide spectrum of homeowners. Executive housing includes resort style living with condominiums and golf course residences in gated communities.

INCORPORATION AND GOVERNING STRUCTURE
In 1893, Indio became one of twelve townships in the County of Riverside and was incorporated as a general law city in 1930. The city operates under a city council-city manager form of government with five elected members of the City Council , served by an appointed c ity manager. The five council members are elected by district for four-year terms. Each year the c ouncil selects the mayor on a rotational basis, who determines council assignments for the external commissions and committees.

The city council serves as the legislative board for the municipality, establish ing policy, passing ordinances, adopting annual appropriations, and setting priorities for the city. In addition to serving as the policy makers, the city council is responsible for numerous land use decisions within the city’s borders, including the General Plan.

The city council also appoints the city attorney and members to various municipal advisory boards and commissions. The Indio City Council also serve as the board of directors for the Indio Water Authority (IWA), the Indio Housing Authority, and the Indio Finance Authority.

24

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 245 of 478

BUDGET SUMMARY
City of Indio
FY 2025-26

DEMOGRAPHICS

PREPARING, REVIEWING, AND ADOPTING THE BUDGET
Annually, the recommended operating and capital improvement budget is submitted to the c ity council by the c ity manager. The budget document quantifies planned service levels, disclosing funding requirements and expenditure categories.

Additionally, the document contains budget detail for all city organizations and relates planned expenditures to the city council’s vision and goals. The process for preparing the recommended budget begin s in February of each year. P rior-year budgeted 25

City Resolutions Nos. 10492, 10493, 10494 and Indio Housing Authority Re... Page 246 of 478

BUDGET SUMMARY
City of Indio
FY 2025-26
amounts are rolled over as a starting point for estimating revenues and expenditures for the upcoming budget year. One-time appropriations, such as those sourced from grants, are removed to identify ongoing core-service level expenditures. Calculations for salary and benefit appropriations are updated, accounting for any changes in negotiated labor terms, and any other foreseeable payroll changes.

F
rom March through April, departments work with the c ity manager to determine necessary budget changes for the upcoming year, factoring in modifications to programs and service levels . During this time, the Public Works Department works with the city manager to update the Capital Improvement Plan. During May, the city council holds public budget study sessions with the assistance of the city manager to discuss budget priorities. Items are prioritized in the way that best aligns the city council’s vision for the upcoming year with available resources.

By the beginning of June, most major budget decisions have been amply discussed and staff work to incorporate all city council consensus items into a Recommended Operating & Capital Improvement Budget document. At a public meeting before the start of the new fiscal year (July 1), the city council formally adopts the recommended budget. After adoption, the adopted budget serves as the annual financial plan for the city, capturing city goals and objectives, and setting the service levels determined by the city council to be appropriate and financially sustainable.

BUDGET AMENDMENTS AND BUDGETARY CONTROLS
The City Manager or his/her designee has discretion to make budget adjustments throughout the year within a department’s operating budget if that adjustment does not increase overall spending authority. All budget adjustments that increase spending authority are submitted to the city council for approval. Depending on the nature and amount of adjustment, requests may be submitted to the city council in a regularly scheduled public meeting or be included in the city manager’s Midyear Budget Report, typically presented to the Council in early February.

B
udgetary expenditure control is retained at the fund level or at the budget unit level for General Fund departments. Department heads monitor their respective revenues and expenditures throughout the year—at least monthly—reporting issues, if any, to the city manager and the finance director . The Finance Department preserves appropriate accounting practices and retains fiscal oversight responsibility .

February
• Prior year
rollover &
adjustments
• Future-year
salary
calculations
March - April
• Departmental
meetings
• Capital
Improvement
Plan updates
May
• City Council
study
sessions
June
• Compilation of
recommended
budget
• Adoption by
City Council
26

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BUDGET SUMMARY
City of Indio
FY 2025-26

BUDGET PRIORITIES AND CHALLENGES
The budget preparation process involves the consideration of various priorities and challenges, such as policy considerations, economic influences, and regulatory and legislative hurdles. During this process, the city assesses these challenges and formulates a budget that aligns city priorities and strategic goals with the resources available for the upcoming year.

Ongoing priorities include the protection of core service levels, the preservation of Measure X sales tax revenue for infrastructure and one-time purchases, the location of operational and expenditure efficiencies, and the maximization of cost recovery and revenue opportunities. The list below outlines some of the city’s upcoming priorities, and the plans to address the challenges associated with them.

Priorities Challenges Opportunities Ahead
Protect core city
service levels
• Rising costs of labor, materials
and supplies
• Potential operational
imbalances

• Work to recruit and
retain quality staff and
plan for inflationary
increases to materials
and supplies
• Resist any use of one-
time funds for ongoing
expenditures
Preserve Measure X
revenue for
infrastructure and
one-time purchases
• Some difficult to fill staff
positions will be filled at a
future date and the city must
prepare for the operational
cost impact.
• Work to enhance other
operational revenues.
• Utilize operational
efficiencies to prevent
the use of any Measure X
funds for operations
Find operational
and expenditure
efficiencies
throughout the year
• Budget balanced on implicit
salary savings, which can be
affected when vacancies are
filled
• Rapidly increasing payments
for pension obligations strain
existing resources
• Evaluate vacant
positions & adjusted job
duties
• Review future pension
obligations, along with
city debt and refinancing
options
Maximize cost
recovery and
revenue
opportunities
• Even with recent fee
adjustments, City
development-related fees do
not recover the actual cost of
processing development
applications.
• Significant retail leakage to
surrounding communities
adversely affects sales tax
revenue
• Continue an aggressive
focus on economic
development efforts that
lead to increased
property, sales and
transient-oriented tax
revenues.
• Partner with the
Chamber of Commerce
for a coordinated Shop
Local campaign.
• Determine optimal cost
recovery percentages to
uphold city service levels
27

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BUDGET SUMMARY
City of Indio
FY 2025-26
The city continues to utilize substantial one-time funding and savings from previous years, giving the City Council the opportunity to assess, prioritize, and approve various capital projects and other one-time expenditures. The approved initiatives reflect the City Council's strong commitment to effectively maintaining existing infrastructure while also enhancing critical components that meet the community's needs.

YEAR TO YEAR BUDGET COMPARISONS
Throughout this budget summary document, the FY 202 5-26 recommended budget is compared to the previous year’s budget as originally adopted by the City Council in June of 2024. This comparison is designed to reflect changes in local finances, the economy, and policy over the past twelve consecutive months. However, within the various budget schedules throughout the recommended budget document, FY 2025- 26 appropriations and revenue are compared to the most current budget expectation, as most recently modified by the City Council.

BALANCED BUDGET
It is the policy of the city to adopt a balanced budget, where operating resources meet or exceed planned expenditures. Available resources include annual revenue, and any fund balance (savings) carried over from the previous year. Budget Schedule 1 summarizes expenditures, revenue, and the use of fund balance, if any, for all city budgets.

THE CITYWIDE BUDGET
The FY 2025-26 recommended budget is called “recommended” because it reflects the future-year expenditure plan as suggested by the city manager, who composes the budget based on feedback and policy direction from the city council. Approval of the budget involves the adoption of multiple resolutions and numerous budget schedules designed to accentuate operational transparency and financial accountability. This budget summary reiterates the details contained in those schedules. Throughout the budget summary, t he recommended FY 2025-26 budget is compared to the previous year’s budget as originally adopted by the city council in June of 2024. This comparison is designed to reflect changes in local finances, the economy, and policy over the past twelve consecutive months. However, within the attached budget schedules, the recommended budget is compared to the most recent FY 2024-25 budget, as modified by the city council. Budgets are adjusted throughout the year for a variety of reasons , including changes in revenue assumptions or expenditure priorities. While the city manager has authority to reallocate expenditure authority within a departmen t, only the c ity council can increase expenditure authority.

T
he recommended budget, with its budget schedules and capital project worksheets, is moderately large and broadly segregated into three fund categories as shown in Chart 1: governmental funds, proprietary funds, and fiduciary funds. Categories and fund titles are in accordance with generally accepted accounting principles (GAAP).

It is important to recognize that in government accounting each fund is its own accounting entity with a self -balancing set of accounts, established and segregated from other funds based on the unique nature of the funding. 28

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BUDGET SUMMARY
City of Indio
FY 2025-26
Governmental funds generally account for tax -supported activities such as: police and fire services, new construction and infrastructure maintenance, city administration, and general obligation debt payments. For the City of Indio, most citywide expenditures occur within the governmental fund group, driven by the robust number of planned capital projects. Because capital project timelines rarely align with the city’s fiscal year, most are funded with resources received in a prior year.

P
roprietary funds represent business -like activities, where municipal operations are financed primarily by revenue generated through user fees. The city’s municipal golf course is a proprietary fund and it primarily operates with the revenue it generates through course and concession fees. Additionally, employee salary costs and other miscellaneous costs incurred by the city in support of Indio Water Authority operations are captured within this fund group.

Fiduciary funds generally represent activities where the city serves as trustee or custodian on behalf of another legal government entity. While these resources cannot be used to support the city’s own programs there remains a close operating relationship between these funds and city operations. Therefore, fiduciary funds are included in the citywide budget. Various infrastructure assessment districts, the Indio Financing Authority, Indio Housing Authority, Indio Water Authority, and Indio Electric Finance Authority are funds within the fiduciary fund group.

C
hart 1
Citywide Year-To-Year Budget Comparison by Fund
Citywide transfers and internal service fees are included in the appropriation and revenue totals within each fund category.

The citywide FY 2025 –26 budget, as proposed by the city manager, includes $459 million in appropriations—a $93.9 million increase (28%) over the original budget for the previous year. This rise in appropriations is driven not only by higher operational costs, but also by increased debt service obligations, the incorporation of the Indio Electric Finance Authority, and higher capital project expenditures.

C
itywide revenue, inclusive of transfers, is expected to total $ 367 million next year, 24/25
Adopted
Budget
25/26
Recommended
Budget
Change
$
Change
%
Appropriations:

Governmental Funds 255,005,113$ 316,004,553$ 60, 999,440 22% Proprietary Funds 35,317,117 34,379,241 (937,876) -3% Fiduciary Funds 74,820,322 108,675,586 33,855,264 140% All Funds 365,142,553$ 459,059,381$ 93,916,828 28%
Estimated Revenue:

Governmental Funds 214,492,443$ 236,328,612$ 21,836,169 10% Proprietary Funds 33,692,592 32,537,850 (1,154,742) -4% Fiduciary Funds 71,444,108 98,158,522 26,714,414 92% All Funds 319,629,143 367,024,984 47,395,841 17%
29

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BUDGET SUMMARY
City of Indio
FY 2025-26

about $ 47.4 million ( 17%) more than the previous year’s total. The increase is primarily due to the changes made in the Fiduciary Funds with the inclusion of the Indio Electric Finance Authority and increased debt service obligations.

Governmental Funds as presented are decreasing in both revenues and expenditures due to flattening of revenues and one-time transfers for capital expenditures.

Budgets not only reflect planned expense and revenue levels, but they also capture the movement of resources across funds. About $70.7 million (17%) of the citywide budget authorizes the movement of resources across funds. In other words, $ 70.7 million in budgeted expenditures essentially permit the reallocation of resources across different funds. Interfund transfers represent flows of assets, such as cash and goods, between funds without equivalent flows of assets in return and without a requirement for repayment. Quantifying and subtracting transfers from the total citywide budget reveals a more unembellished operating level, with $ 341 million in planned outward expenditures supported by $240.8 million in expected current-year revenue, as reflected in Chart 2.

Chart 2 provides a summary of citywide appropriations and revenue by account type.

Chart 2
Citywide Budget Summary by Account Type
(Excluding Interfund Transfers)

25/26
Recommended
Budge
t
Percent of
Total
Citywide Appropriations and Other Financeing Uses:

Salaries & Benefits 54,395,627$ 18%
Purchased Services 76,325,005 26%
Other Operating Costs 12,321,188 4%
Capital Assets & Debt 129,176,846 43%
Internal Service Fees 24,763,914 8%
Total 296,982,580$
100%
Citywide Revenue and Other Financing Sources:

Taxes 114,498,329$ 48%
Intergovernmental (Federal/State) 45,456,375 19% Licenses & Permits 5,213,000 2%
Fines & Forteitures 600,000 0%
Use of Money & Property 8,367,506 3%
Fees & Charges 53,090,073 22%
Other Revenue 13,643,438 6%
Total 240,868,721$ 100%
Net Fund Balance Increase/(Decrease) (56,113,859)$
30

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BUDGET SUMMARY
City of Indio
FY 2025-26

About $129.1 million (43%) of the budget will be appropriated to cover the cost of new construction and pay debt incurred for infrastructure. Of all planned citywide expenditures, $ 76.3 million ( 26%) will cover the cost of hiring professionals and specialists in various roles such as firefighters, architects, auditors, and landscapers.

Utilities are also included in Purchased Services. About $5 4.4 million ( 18%) of planned expenditures will cover the cost of employee salaries and benefits. Just over half of all planned salary and benefit expenses cover the cost of police department staff. About $12.3 million (4%) of the budget is dedicated for other operating costs, including materials and supplies such as tools, cleaning supplies, and automobile parts.

Citywide revenue (financing sources) within all governmental, proprietary, and fiduciary funds is expected to total $ 240 million, exclusive of internal transfers, and can be classified into seven categories, as listed below.

Taxes
Taxes are collected to support a variety of city services. While most taxes are recorded within the General Fund, this revenue category also includes taxes collected for specific uses, such as Measure A sales tax and Prop 172 sales tax, which fund transportation and public safety programs, respectively. Additionally, assessment fees collected in Landscape and Lighting Districts and Community Facilities Districts (CFD) are recorded in this revenue category. Taxes are expected to total $114.5 million and account for 48 percent of all citywide revenue.

Intergovernmental
This category represents revenue received from federal, state, and other local governments, which is typically in the form of a grant or a similar subsidy. Most grants are accounted for outside the General Fund. For FY 2025-26, Intergovernmental revenue is expected to total $46.1 million and account for 19 percent of all citywide revenue.

Fees and Charges
Citywide, Fees and Charges account for $ 53 million in revenue, approximately 22 percent of total revenue. This category represents fees collected from individuals and businesses for specific services from the city. Approximately $10.3 million of the total is a reimbursement from the Indio Water Authority, covering the cost of staffing and other miscellaneous services.

Use of Money and Property
This category represents $8.3million in revenue generated through the renting, leasing, and investing of city assets. In total, this source of revenue accounts for about four percent of citywide revenue. Within this category, the city expects to recognize $2.6 million through a revenue-sharing agreement for large-scale music events.

Licenses and Permits
This category represents $5.2 million in revenue generated through the issuance of business licenses and various permits. In total, this source of revenue accounts for about two percent of citywide financing sources. 31

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BUDGET SUMMARY
City of Indio
FY 2025-26
Other Revenue
Other Revenue consists of mostly one-time collections that do not fit into any of the other revenue categories. Citywide, $13.6 million in Other Revenue is anticipated for FY 2025-26, representing six percent of all financing sources.

Fin
es and Forfeitures
Fines and Forfeitures make up less than one percent of citywide revenue.

Approximately $600,000 is expected in revenue from this source.

THE CITY OPERATING AND CAPITAL IMPROVEMENT BUDGET
In contrast to the citywide budget previously discussed, the city ’s operating and capital improvement budget—reflected in Chart 2—excludes fiduciary funds, thereby depicting the city’s primary operating plan , absent budgets created to track assessment district and community facilities district (CFD) financing s. Fund types within the governmental fund group include: the General Fund, special revenue funds, capital project funds, and debt service funds. Fund types within the proprietary fund group include internal service funds and enterprise funds.

Cha
rt 3 compares planned expenditures (appropriations) from the FY 202 4-25 adopted budget to the recommended FY 2025-26 budget and summarizes spending by fund type.

Chart 3
Year-to-Year Comparison of Budgeted Appropriations by Fund Type *Interfund transfers and internal service fees are included in the appropriation totals within each fund category.

The General Fund is used to account for general city operations that are mostly financed with general-purpose revenue. Special revenue funds are used to account for the receipt and use of revenue restricted by law or by direction of the city council.

Capital project funds are used to account for the construction or acquisition of fixed assets such as buildings, equipment , and roads. Debt service funds are used to account for money that will be used to pay the interest and principal on long -term debts. Proprietary fund types include i nternal service funds, which are used to 24/25
Adopted
Budget
25/26
Recommended
Budget
Change
$
Change
%
Governmental Funds:

General Fund 122,997,249$ 129,848,617$ 6,851,368 5%
Special Revenue Funds 25,577,622 29,577,772 4,000,150 14% Capital Projects Funds 105,257,920 155,408,958 50,151,037 32% Debt Service Funds 1,172,322 1,169,206 (3,116) 0% Total Governmental Fund 255,005,113$ 316,004,553$ 60,999,440 19% Proprietary Funds
Internal Service Funds 23,116,237$ 24,198,778$ 1,082,541 5% Enterprise Funds 12,200,880 10,180,464 (2,020,416) -17% Total Proprietary Funds 35,317,117 34,379,241 (937,876) -3% Total City Appropriations 290,322,230$ 350,383,794$ 60,061,564 17% 32

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BUDGET SUMMARY
City of Indio
FY 2025-26
account for the financing of goods and services provided by one city department to another on a cost-reimbursement basis; and enterprise funds, which are established to account for city functions that operate similarly to a private business, where operational costs are recovered primarily through user charges.

Y
ear-over-year expenditures within the general fund and capital projects fund group are expected to increase by $ 56 million due to ongoing one-time capital projects funding and contributions that were obligated in the previous budget cycle. Several projects are either under construction or early stages of design.

P
lanned spending with the capital project fund group will continue as the city utilizes bond proceeds for the ongoing building construction for the new city hall and library slated for completion Fall 2025. The capital plan includes funding commitments of the Police Administration Building and Interchange projects.

Y
ear-over-year spending within the Internal Service Fund group will increase to cover higher costs of insurance, building maintenance, and technology. The city maintains five internal service funds (ISF), which account for goods and services provided by one city department to another on a cost -reimbursement basis. Each ISF uses a distinct allocation methodology to determine a department’s fair share of the costs.

The Risk Management fund utilizes a formula based on the number of employees in each department and their respective categorization as “Safety” or “Non -Safety” to allocate expenditures for items such as city insurance. The Information Technology fund evaluates the Information Technology burden of each department to determine cost-sharing percentages for IT staffing, software upgrades, and other technological necessities. Each department’s use of vehicles determines how much the department will pay toward vehicle replacement fund and the Fleet Maintenance fund. Finally, the Building and Grounds Fund employs a square-footage methodology to cover the costs of utilities, equipment, and other repairs for city facilities.

Cha
rt 4 depicts expected “operating and capital ” revenue by funding source. The city’s largest source of revenue ($91.6 million) is derived from taxes: property taxes, sales taxes, utility users’ taxes, transient occupancy taxes, and other less significant tax sources.

Chart 4
City General Fund Operating Revenue by Funding Source
(excluding Interfund Transfers)
Taxes 91,634,066$ 77.46%
Intergovernmental 180,000 0.15%
Licenses & Permits 5,213,000 4.41%
Fines and Forfeitures 600,000 0.51%
Use of Money and Property 6,806,847 5.75%
Fees & Charges 13,794,871 11.66%
Other Revenue 70,000 0.06%
118,298,784$ 100%
33

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BUDGET SUMMARY
City of Indio
FY 2025-26
The city’s next largest source of revenue is from fees and charges ($ 13.8 million).

This category represents fees collected from individuals and businesses who request specific services from the city. For example, service fees are charged for construction inspections, plan check s, special police officer assignments, excessive police responses to false alarms, and ambulance services. About $9.9 million of planned charges are directed to the Indio Water Authority for staffing and various other costs incurred by the city on behalf of the Authority. The Use of Money and Property accounts for $ 6.8 million and includes interest income , lease revenue, and $ 2.6 million generated through a revenue-sharing agreement for large-scale music events.

The two smallest sources of expected revenue are from Fines and Forfeitures ($600,000) and Other Revenue ( $70,000). Combined, these two revenue sources represent about one percent of all city “operating and capital” revenue.

C
hart 5
Summary of Sources and Uses by Fund Type
In Chart 5, the recommended FY 2025-26 “operating and capital” spending plan is summarized by Sources and Uses. “Sources” include expected revenue and any fund balance—prior-year savings—utilized to fund future operations and projects. “Uses” include planned expenditures as well as expected increases in fund balance—future year savings. Increases in fund balance occur when revenue exceeds actual annu al expenditures. Chart 5 reflects how much each fund type is relying on resources already received as opposed to revenue expected to come in during the year as well as how much revenue will remain unspent by the end of the year (fund balance increase). Overall, fund balance—also called net position for proprietary funds —is Fund Balance
Usage
Estimated
Revenue
Total Available
Financing
Sources:

General Fund 6,108,542$ 123,740,075$ 129,848,617
Special Revenue Funds 17,154,809 16,066,501 33,221,310 Capital Projects Funds 65,343,241 95,352,830 160,696,071 Debt Service Funds - 1,169,206 1,169,206
Internal Service Funds 2,226,428 22,344,720 24,571,148 Enterprise Funds 0 10,193,130 10,193,130
Total Sources 90,833,019$ 268,866,462$ 359,699,482$
Fund Balance
Increases
Recommended
Expenditures
Total Available
Requirements
Uses:

General Fund -$ 129,848,617$ 129,848,617
Special Revenue Funds 3,643,538 29,577,772 33,221,310 Capital Projects Funds 5,287,113 155,408,958 160,696,071 Debt Service Funds - 1,169,206 1,169,206
Internal Service Funds 372,370 24,198,778 24,571,148
Enterprise Funds 12,666 10,180,464 10,193,130
Total Uses 9,315,686$ 350,383,796$ 359,699,481$
34

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BUDGET SUMMARY
City of Indio
FY 2025-26
expected to be drawn down $90.8 million to support planned expenditures during the coming fiscal year.

C
hart 6
Summary of Fund Balance/Net Position by Fund Type
for the Budget Year
Chart 6 depicts the projected beginning and ending fund balance for all governmental funds, and the beginning and ending net position for proprietary funds. General Fund fund balance is expected to be reduced by $6.1 million ( 9.4%). The planned drawdown covers the cost of planned infrastructure, one-time projects including an OPEB and Section 115 Pension contribution . The General Fund fund balance is expected to total $58.5 million, of which $19 million will remain reserved in case of fiscal emergency.

F
und balance within the Special Revenue Fund group will be reduc ed $15.6 million (46.3%) as the city utilizes accumulated funds for infrastructure and road repair .

Fund balance within the Capital Project Fund group will be reduced by $40 million (59.8%) as the city continues to utilize bond proceeds as it nears completion of the new library and a new city hall building and completion of various capital projects underway like the Sports Park.

N
et position in the city’s Internal Service Fund group will decrease by $1.8 million (51.5%), primarily due to increased insurance premium costs, hardware and software expenditures within the Information Technology Department within the Building and Grounds unit for facility maintenance projects. Net position in the city’s Enterprise Fund group will grow slightly by $710,887 (1. 81%) due to one-time expenditure contributions to the internal service funds.

Fund Type
Estimated
Beginning
Fund

Balance/Net
Position
Estimated
Revenue
Recommended
Expenditures
Estimated
Ending
Fund

Balance/Net
Position
%
Change
General Fund 64,665,748$ 123,740,075$ ( 129,848,617)$ 58,557,206$ -9.4% Special Revenue Funds 29,208,953 16,066,501 (29,577,772) 15,697,682 -46.3% Capital Projects Funds 100,349,078 95,352,830 (155,408,958) 40,292,950 -59.8% Debt Service Funds - 1,169,206 (1,169,206) (0) 0.0% Internal Service Funds 3,597,552 22,344,720 (24,198,778) 1,743,494 -51.5% Enterprise Funds 698,221 10,193,130 (10,180,464) 710,887 1.81% 35

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BUDGET SUMMARY
City of Indio
FY 2025-26

THE GENERAL FUND BUDGET
The General Fund is the city’s primary operating fund, and it accounts for all activity not required to be accounted for in another specialized or restricted fund. The General Fund encompasses many of the commonly thought of activities occurring within a municipal government. These activities include police services , fire protection, senior and teen services, building and safety, plan checks, street maintenance, park maintenance, and general city administration. As summarized in Chart 2, t he FY 202 5-26 recommended General Fund budget establishes $ 129.8 million in spending authority, $5.5 million more than authorized the pr evious year.

The increase to operational budget is due to increased costs of related compensation costs related to CalPERS pension adjustments, insurance costs, MOU obligations and addition of staffing additions . As reflected in Chart 6, General Fund revenue is expected to total $123.7 million, a year-over-year decrease of $5.5 million (5%).

GENERAL FUND REVENUE
Revenue captured within the General Fund is considered general purpose and at the city council’s discretion to allocate toward any municipal purpose in the proportion they feel meets the needs of the public. To estimate revenue, the city reviews prior- year revenue results along with prospective economic and operational trends. In some cases, the city also receives input from specialized consultants. Revenue projections for FY 2025-26 incorporate increases across most revenue categories as shown later in Chart 7.

C
hart 7
General Fund Revenue by Source
Chart 7 illustrates all General Fund revenue by source. Most revenue is sourced through taxes, which are expected to generate $9 1.6 million next year. The city expects to receive $13.7 million from fees and charges. The category Use of Money and Property represents six percent of total revenue, generated through the investment of idle cash ($500,000), the rental of city owned property ($100,000), Cannabis Community Benefits ($250,000), an agreement tied to large-scale music events ($2.6 million), and exclusive contractual arrangements to provide services on public property such as trash pickup , gas, cable, and towing ($3 .3 million). Four percent of budgeted General Fund revenue ($5.4 million) represents transfers i n, which mostly consist of funding from two public -safety community facility districts Taxes 91,634,066$ 74%
Int
ergovernmental 180,000 0%
Licenses & Permits 5,213,000 4%
Fines & Forfeitures 600,000 0%
Use of Money and Property 6,806,847 6%
Fees and Charges 13,794,871 11%
Transfers In 5,441,291 4%
Other Revenue 70,000 0%
123,740,075$ 100%
36

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BUDGET SUMMARY
City of Indio
FY 2025-26
(CFDs) that support police and fire services. Revenue generated from Licenses and Permits is expected to total $5.2 million. The city expects to generate $600,000 from Fines and F orfeitures, $180,000 from Intergovernmental (federal and s tate agencies), and $70,000 from miscellaneous sources.

Cha
rt 8 depicts year-over -year changes in General Fund revenue. The chart compares revenue as it was adopted one year ago in June of 2024 to the current FY 2025-26 expectation and breaks down tax revenue by source. Throughout the fiscal year, revenue estimates are modified by the City Council; however, the comparison used is year-over-year to reflect broad changes in revenue driven by the economy and local business operations.

C
hart 8
Year-to-Year General Fund Revenue Comparison by Source
Sales Tax and Measure X Transaction and Use Tax
The local sales tax rate is 8.75 percent. Sales tax is collected and distributed by the California Department of Tax and Fee Administration. The tax rate is comprised of the State of California’s 6.25 percent, the countywide road maintenance and transit program’s 0.5 percent, and the City of Indio’s two percent. The city’s tax share is one percent transaction and use tax (Measure X) and one percent Bradley Burns sales and use tax. Sales tax is expected to total $36.2 million, representing 29 percent of all General Fund revenue. Measure X revenue is expected to total $18.2 million next year, while regular sales tax is expected to total $18.0 million.

P
roperty Tax
A one percent property tax is imposed on all real and tangible personal property located within the city’s limits. Property Tax is collected by the county tax collector and a portion is remitted to the city. Property Tax revenue is estimated to total almost $13.4 million. In addition to regular property tax —in-lieu of vehicle license fees—in 2004 the state granted cities a greater portion of property tax. The in -lieu 24/25
Adopted
Budget
25/26
Recommended
Budget
Change
$
Change
%
Revenue
%
Sales Tax 36,700,000$ 36,200,000$ (500,000)$ -1% 29% Property Tax 27,113,000 27,525,785 412,785$ 2% 22% Transient Occupancy Tax 15,274,106 15,707,994 433,888$ 3% 13% Fees and Charges 12,373,168 13,794,871 1,421,703$ 11% 11% Utility Users Tax 10,593,115 11,100,287 507,172$ 5% 9% Use of Money & Property 7,116,496 6,806,847 (309,649)$ -4% 6% Transfers In 4,505,000 5,441,291 936,291$ 21% 4%
License & Permits 5,210,000 5,213,000 3,000$ 0% 4% Business License Tax 650,000 650,000 -$ 0%
1%
Fines & Forfeitures 600,000 600,000 -$ 0%
0%
Property Transfer Tax 450,000 450,000 -$ 0%
0%
Intergovernmental 155,000 180,000 25,000$ 16% 0%
Other Revenue 150,000 70,000 (80,000)$ -53% 0%
Total 120,889,885$ 123,740,075$ 5,553,889$ 5% 100%
37

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BUDGET SUMMARY
City of Indio
FY 2025-26
portion is expected to total $14.1 million next year, bringing the cumulative revenue estimate up to $2 7.5 million. Property tax revenue represents 22 percent of all General Fund revenue.

Tr
ansient Occupancy Tax
Transient Occupancy Tax (TOT) is imposed on persons staying 30 days or less in a hotel, inn, home rental, or other lodging facility. The city’s TOT rate is 13 percent on most lodging facilities and 10 percent on facilities with more than 50 guest rooms.

TOT revenue is estimated to total $ 15.7 million, representing 13 percent of all General Fund revenue.

U
tility Users’ Tax
The current Utility Users’ Tax ( UUT) rate is six percent on telephone, gas, electric, and water; and three percent on cable television. Tax revenue is remitted to the city by each utility company and estimated to total $11.1 million next year. This source of revenue represents nine percent of all General Fund revenue.

Li
censes & Permits
Licenses and permits are essential for regulating various activities and ensuring compliance with local laws. Business licenses are required for all businesses operating with the city including home-based businesses. The administers various permits including building. Licensing and permitting fees were increased in February 2022 with the adoption of fee study. Fees are subject to CPI increase annually in July in accordance with the adopted fee study. This source of revenue represents four percent of all General Fund revenue.

R
eal Property Transfer Tax
Real Property Transfer Tax is imposed on documents recorded in the transfer of ownership in real estate. The tax rate is $0.55 per $1,000 worth of property value.

This tax is estimated to total $450,000 next year, representing less than one percent of all tax revenue.

Fees and Charges
Fees and charges are collected by the city to help offset the cost of services that benefit an individual or a group of individuals. Fees are charged for various safety inspections, officers assigned to schools, excessive police responses to false alarms, and ambulance services, to name a few. The largest single source of fee revenue is derived from city services provided during major music-festival events ($6.3 million).

The second largest source of fee revenue is associated with ambulance services, which are expected to generate $3.5 million.

B
y law, fees cannot exceed the actual costs of service. In other words, there is no profit to the city when a fee is collected. At best, the city breaks even. Fees and charges represent 11 percent of the city’s General Fund revenue and are expected to total $13.7 million next year.
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BUDGET SUMMARY
City of Indio
FY 2025-26
Us
e of Money and Property
This revenue category represents $6.8 million generated through the renting, leasing, and investing of city assets. In total, this source of revenue accounts for about six percent of General Fund revenue. Within this category, the city expects to recognize $2.5 million through a revenue-sharing agreement for large-scale music events.

Tr
ansfers In
This category of revenue represents funds that are originally collected outside of the General Fund, in another city fund, and redirected into the General Fund to cover specific service costs. The city expects to transfer $5.4 million into the General Fund from two public safety assessment Community Facilities District funds that help finance police and fire services. This revenue source represents four percent of all General Fund revenue.

Fin
es and Forfeitures
Fine and F orfeiture revenue is collected when the city’s municipal code is violated.

Illegal parking, dilapidated landscape, excessive trash and exposed trash containers, are common violations. The revenue estimated for next year remains the same as last year ’s at $600,000, representing less than one percent of all General Fund revenue.

In
tergovernmental
This category represents revenue received from federal, state, and other local government agencies. The se funds are typically provided to reimburse the city for some required activity like complying with state mandates. Because most funds are restricted to a particular purpose, very little is recognized in the General Fund.

Intergovernmental revenue is expected to total $180,000, representing less than one percent of all General Fund revenue.

Ot
her Revenue
This category captures revenue collected for infrequent reimbursements and revenue that does not fit into any other revenue category. Based on the historical average, the city anticipates collecting about $70,000 in this revenue category. In total, Other Revenue represents less than one percent of all General Fund revenue.

GENERAL FUND EXPENDITURES (APPROPRIATIONS)
About $42.7 million of general fund expenditures will be spent on services, which include payments for professional services, contract labor to Riverside County for fire protection and ambulance services, utility costs, and payments to internal services departments for facility maintenance, vehicle maintenance, insurance, and other overhead costs. The city anticipates spending $43.7 million on employee salaries and benefits. Capital spending will account for approximately $ 1.2 million of all General Fund expenditures next fiscal year. About $46.9 million of the recommended General Fund budget will be allocated to cover purchased services and other operating costs such as materials, supplies, small tools, and minor equipment. Of the total budget, $900,000 will be appropriated to address unforeseen financial circumstances (contingencies).
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BUDGET SUMMARY
City of Indio
FY 2025-26
C
hart 9
General Fund Expenditures by Category

GENERAL FUND EXPENDITURES BY DEPARTMENT AND DIVISION
Chart 10 reflects planned General Fund spending by department and division. For comparison purposes. Descriptions of what each budget unit’s primary purpose is can be found in Schedule 9 General Fund Detail.
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BUDGET SUMMARY
City of Indio
FY 2025-26

Chart 10
General Fund Appropriations by Department and Division

Public Safety (Police and Fire)
Police protection accounts for the largest portion ($4 6.1 million) of all planned General Fund expenditures. In addition to typical policing operations, the police department budget also includes code enforcement operations ($3.2 million) of the police department’s budget. About $ 23.1 million (17%) of the budget supports fire 24/25
Adopted
Budget
25/26
Recommended
Budget
Change
$
Change
%
Administration
City Council 415,710$ 413,495$ (2,215)$ -1% City Attorney 800,000 775,000 (25,000) -3% City Manager 1,350,511 1,402,761 52,250 4% Human Resources 1,390,615 1,716,498 325,883 26% Senior Services 1,085,278 1,105,217 19,939 2% Teen Services 1,294,034 1,304,634 10,600 1% Community Services 1,702,035 1,018,483 (683,552) -52% City Clerk 578,482 569,925 (8,557) -2% Finance 2,505,098 2,325,570 (179,528) -7% Communications & Marketing 737,096 1,421,765 684,669 153% City Beautification 703,578 694,736 (8,842) -3% Animal Control 1,280,000 1,380,000 100,000 8% Emergency Prepared. 265,959 263,851 (2,108) -1% Total Administration 14,108,396 14,391,935 283,539 2% Public Works
PW Eng. and Admin. 2,135,352 2,075,489 (59,863) -3% Parks and Parkways 4,105,554 6,050,353 1,944,799 57% Street Maint and Ops 3,438,053 3,661,387 223,334 7% Total Public Works 9,678,959 11,787,229 801,095 9% Community Development
Building and Safety 2,315,160 2,326,238 11,078 0% Planning 1,889,557 2,162,461 272,904 21% Total Community Development 4,204,717 4,488,699 283,982 8% Police Services
Police Administration 2,985,721 3,224,576 238,855 7% Police Field Services 19,362,420 21,368,517 2,006,097 11% Police Investigations 9,935,617 9,991,663 56,046 1% Police Traffic Safety 1,486,865 1,847,987 361,122 24% Police Support Services 6,123,363 6,411,758 288,395 5% Code Enforcement 3,249,188 3,293,725 44,537 1% Total Police Protection 43,143,174 46,138,226 2,995,052 7% Fire and Ambulance 22,128,324 23,111,325 983,001 5% Economic Development 1,526,724 1,534,537 7,813 1% Non-Departmental (1011190) 9,706,955 10,034,659 327,704 1% Measure X (Sales Tax) Projects 18,500,000 18,362,007 (137,993) -1% Grand Total 122,997,249$ 129,848,617$ 5,544,193$ 4%
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BUDGET SUMMARY
City of Indio
FY 2025-26
and ambulance services, which are contracted through the County of Riverside.

Combined, these public safety operations represent 53 percent of all planned General Fund expenditures.

The primary reasons for the recommended increase in Police Department spending are higher salaries and benefit cost and ongoing operational cost increases. Until an officer is at the top of their pay range, they typically receive an annual five percent step (pay) increase. There are no additional police officer positions incorporated into the recommended budget. Overhead costs, which are allocated through five internal service departments, will be higher to cover increasing costs for: insurance, building maintenance, computer performance and network redundancy, new vehicles, and maintenance on existing equipment.

T
he recommended increase in the Fire Department budget covers increasing costs as required by the service provider, the Riverside County Fire Department. The annual contract is expected to increase $1 million (5%). In addition, the city participates in the Ground Emergency Medical Transportation (GEMT) supplemental reimbursement program. This program provides additional funding to eligible governmental entities that provide GEMT services to Medi-Cal beneficiaries.

N
on-Departmental
The recommended non-departmental budget ($10 million) will be appropriated for long-term leases ($1 million), tax-sharing agreements ($1.6 million), various city memberships ($404,000), and unforeseen—to be determined—spending needs ($900,000). Next year, contributions will be made to set aside funding for OPEB ($1.5 million) and Pension ($1 million) contributions to address the City’s unfunded liabilities. Prior year one-time monies will roll forward for various property acquisitions ($2.0 million).

M
easure X
The Measure X budget unit was established to segregate expenditures supported by revenue derived from a 2016 ballot measure (Measure X) that authorized a local one- percent transaction and use tax . For FY 2025-26, planned Measure X expenditures total $18.3 million. Measure X funds will be appropriated to cover road maintenance ($5 million), bond debt ($7.8 million), and funding to set aside funding for Phase 2 of the Public Safety Campus, Police Department Headquarters building. All Measure X funds are received by the General Fund and are to be transferred to the Measure X Capital Projects fund (Fund 302).

Ad
ministration
City Administration accounts for about $ 14.3 million of all planned General Fund expenditures. Administrative activities include finance ($2.3 million), human resources ($1.7 million), city attorney services ($775,000), city clerk ($569,925), community services ($1 million), teen and senior services ($2.4 million), communication and marketing ($1.4 million), city council ($413,495), city manager’s office ($1.4 million), emergency preparedness ($263,851), animal control services ($1.3 million), and City Beautification ($694,736).

T
he city contracts the County of Riverside for animal control services. The City 42

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BUDGET SUMMARY
City of Indio
FY 2025-26

Beautification coordinates beautification efforts with a mission to create a beautiful, clean, and healthy Indio that residents and visitors can take pride in. With the name “Indio Lindo,” the beautification program aims to achieve this mission by developing and implementing effective public education and community improvement programs that include community clean-ups, park clean-ups, trash enclosure improvements, building beautification programs, residential property improvements, public education, and school promotions.

Public Works
The Public Works Department budget will provide funding for planning, designing, constructing, operating, and maintaining the city’s infrastructure: public roads, bridges, parks, storm drains, and all city owned properties and facilities. The increase to the budget includes the costs for additional maintenance services to support the landscaping, sports park and additional maintenance needs included the addition of a (1) Facilities Maintenance Worker and (2) PT Community Program Aide to ass ist with ongoing code enforcement needs. The Public Works budget totals $11.7 million.

Community Development
Community Development can be understood as the city’s effort to plan and build assets that increase the capacity of residents to improve their quality of life. The Community Development budget is broken down into two units: Building and Safety ($2.3 million) and Planning ($2.1 million). Beyond the typical increase in salary costs tied to normal job class progression and inflationary increases in overhead (internal service) costs, there are no significant year -over-year changes in the Community Development budget. The Planning budget continues to be funded for the one-time rollover annexation project.

Economic Development
The Economic Development budget is funded to facilitate improvement in the economic well-being and quality of life for the community by retaining and creating jobs, usually by influencing private -sector investment. T he recommended budget totals $1.5.

Similar to the prior year, several of the capital projects continue to roll into the fiscal year 2025-2026. The capital plan includes an additional $5 million set aside Measure X dollars to fund Phase 2 of the Public Safety campus for the P olice Department Headquarters Building, providing a total General Fund Measure X contribution of $10 million. The project is estimated at approximately $40 million dollars. The Measure X set aside funds will aid in off-setting the capital cost and reduce the amount of bonds the city will need to issue for this project.

The Monroe interchange and Jackson interchange project have also been assigned available fund balance for the future construction of these projects. A majority of these resources have been allocated to the Monroe interchange project; approximately $23 million.

In addition to the funds set aside for the P olice Department Headquarters Admin Building, Monroe Interchange project, Measure X sales tax resources will cover debt service payments and typical annual road maintenance ($ 5 million). The portion of 43

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BUDGET SUMMARY
City of Indio
FY 2025-26
Measure X dedicated to paying debt service increased this year to $7.8 million (Judgement Obligations Bonds & 2022 Lease Revenue Bonds). Additional Measure X dollars are anticipated to be committed to pay for the debt service related the Police Department Headquarters Building bonds anticipated to be issued during the 2025- 26 fiscal year.

GENERAL FUND RESERVES
At the end of FY 2025-26, the city expects to have about $59 million in fund balance.

Basically, fund balance is the difference between assets and liabilities. Not all fund balance is spendable, like when the city is owed money (promissory note) or is holding land for resale. The portion of fund balance not spendable is expected to total $8.7 million at the end of FY 2025-26. Restricted fund balance accounts for resources that are legally restricted to a particular purpose. It’s not common to have restricted resources in the General Fund, but in this case the funds represent resources ($3.5 million) that have been deposited into a trust account that restricts use to covering pension costs, in an IRS code section 115 trust.

C
ommitted fund balance represents funds that are reserved for emergencies. An emergency could mean an unplanned infrastructure repair or the need to protect core service levels during an economic recession. The city strives to maintain a reserve balance in line with recommendations from the Government Finance Officers’ Association, who suggest a minimal set aside equal to 15 percent of ongoing general- purpose revenue. The guidelines go on to specify that actual reserve balances should be orientated to individual city operations. Upon approval of the FY 202 5-26 recommended budget by the city council, committed fund balance will increase $500,000, bringing its balance up to $1 9 million,15.4 percent of on -going General Fund revenue.

C
hart 11
Estimated General Fund Reserve Balances by Category
24/25
Expected
Ending
Balance
Recommended
Changes
25/26
Expected
Ending
Balance
Non-Spendable 8,787,064$ -$ 8,787,064$
Restricted 3,542,601 1,000,000 4,542,601$
Committed 18,500,000 500,000 19,000,000$
Assigned 24,102,082 1,823,099 25,925,181$
Unassigned 9,734,001 (8,931,641) 802,360$
Grand Total 64,665,748$ (5,608,542)$ 59,057,206$ 44

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BUDGET SUMMARY
City of Indio
FY 2025-26

CAPITAL IMPROVEMENT PLAN
T
he city’s Capital Improve ment Plan (CIP) is not just a list for new construction projects. The CIP encompasses a broad range of projects from bridge seismic retrofitting to median landscape improvements, pedestrian sidewalk improvements, street rehabilitation, interchanges and building projects. A complete list of planned projects can be found in the CIP section of the budget. Categorically, next year’s recommended projects and their expected costs are listed in Chart 12.

For
FY 202 5-26, The CIP plan totals $ 205 million, subsidized with $ 70.9 million in General Fund resources. Project timelines vary, often taking more than one fiscal year to complete. Thus, some of the planned projects, and their associated funding, was approved in the previous year.

Cha
rt 12 summarizes the CIP plan and the General Fund support needed to complete the projects. More project details can be found in the CIP section of the budget document.

C
hart 12
Capital Improvement Plan Projects

STRATEGIC PLANNING AND GOALS
A strategic plan serves as an action plan for the city’s future. It contains many components and assists in creating an overarching theme around which the city can make operational and financial decisions. Strategic plans can cover broad topics, such as, describing a vision of what the city sees itself becoming, establishing a mission statement that describes the city’s purpose, and committing to values and ethics that describe the city’s character. Additionally, a strategic plan helps to outline areas of focus, set forth specific goals, and identify clear action items that, if accomplished, will lead to achieving those goals.

Category Project Costs
General Fund
Financial
Support
Bridges 32,578,752$ -$
Streets 28,621,246 6,232,193
Pavement Rehabilitation 18,944,096 10,070,426
Interchanges 71,021,280 27,779,280
Sidewalks 2,010,354 -
Storm Drains 11,416,094 6,327,560
Transportation Plans 550,000 -
Traffic Signals 13,573,854 5,987
Parks 12,181,839 6,105,140
Buildings 14,423,974 14,423,974
Grand Total 205,321,489$ 70,944,560$
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BUDGET SUMMARY
City of Indio
FY 2025-26

During the budget study sessions, the City Council reviews, discusses, and prioritizes the city’s projects in accordance with the Strategic Plan. The city recently has gone through the Strategic Planning process to adopt a new Strategic Plan for the next chapter for the city scheduled for adoption late June 2025. This budget has been developed in connection with the 2022-2024 strategic plan that encompasses the input by City Council, staff, and the public that were determined to be the greatest needs of the City of Indio.

The following are details surrounding the city’s vision, mission statement, and core values, along with the framework for strategic planning as adopted in the 2022-2024 strategic plan.

Vision
The City of Indio is recognized as a vibrant Desert community where people live, work, play, shop, visit and thrive. (Strategic Plan)

Mission Statement
The City of Indio’s public servants provide outstanding municipal services to enhance the quality of life for your residents, visitors and businesses by promoting growth and prosperity.

Ethics
City employees and officials are expected to demonstrate the highest standards of personal integrity, honesty and conduct in all activities in order to inspire public confidence. We must preserve and protect the public trust in all our activities.

Core Values

Areas of Focus
To better understand which action items and goals will take precedence in the upcoming years, strategic planning is broken down into specific areas of focus and then prioritized using an alphabetical ranking method. City Council, staff, and the public are encouraged to provide open and honest feedback at publicly held meetings on which items they believe would benefit Indio the most. Areas of focus are broken down into the nine following categories:

Honesty &
Integrity
Fiscal
Responsibility
Open & Honest
Communication
Exceptional
Service
Cooperation &
Collaboration
Community
Involvement
Effectiveness &
Efficiency
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BUDGET SUMMARY
City of Indio
FY 2025-26
1) Public safety
2) Business & Job Growth
3) Community Infrastructure
4) Community Beautification
5) Downtown & Highway 111 Revitalization
6) Festivals, Events, Arts, & Culture
7) Community outreach, communication & participation
8) Financial & Environmental sustainability & operational excellence E
ach area of focus contains five to ten specific projects along with the estimated cost and potential funding sources. While some projects will be funded primarily with General Fund dollars, other projects present opportunities to utilize grants and other funding sources. Some projects are one- time only, and other projects require debt service funding commitments spanning a range of time. Each option must be carefully considered for its current and future financial impacts and obligations, as well as its overall contribution to the city’s vision and goals.

R
anking Method
The following ranking method is used to categorize the importance of each item within a focus area.

City Council met in the prior fiscal year to discuss their rankings and provide direction to staff on the way forward with the strategic plan.

BASIS OF ACCOUNTING
Consistent with the city’s Annual Financial Report, Governmental Funds ( general fund, special revenue, capital project, and debt service) are calculated and budgeted using the modified accrual basis of accounting. Expenditures are recognized in the accounting period in which the liabilities are incurred. Exceptions to the general rule include expenditures related to (1) compensated absences; (2) principal and interest on general long-term
debt, which is recognized when due; and (3) prepaid expenses, •Stands for "very important;" something you must do.A
•Stands for "important;" something you should do. This is not as important as your 'A' tasks.B
•Stands for things that are "nice to do;" but which are not as important as 'A' or 'B' tasks.

C
•Refers to "delegate." Is there another agency responsible or
should be?D
•Stands for "eliminate." It isn't a priority.E
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BUDGET SUMMARY
City of Indio
FY 2025-26
which are not recorded in the budget until paid . Following is a list highlighting the differences reported in the city’s Annual Financial Report between budgeting and financial reporting under Generally Accepted Accounting Principles (GAAP). • C
apital outlay is budgeted as an expense, but is capitalized under GAAP • Depreciation of capital assets is recorded as an expense under GAAP, but is not budgeted
• Proceeds from bond sales are budgeted as revenue or other sources of funds, but recorded as a liability under GAAP
• Bond principal payments are budgeted as an expense but recorded as a reduction of the bond liability under GAAP
T
he city’s Proprietary Fund budgets (e nterprise and internal service f unds) are calculated using the accrual basis of accounting. Fiduciary Funds represent funds held by the city in a custodial capacity and do not involve the recording of city revenue or expenses but are included in the budget document to provide the reader a broader view of the financial transactions being handled by the city.

SUMMARY OF FINANCIAL POLICIES
The city continues to act in accordance with the Financial and Budget Management Policy adopted in 2010, the city’s Fund Balance Policy adopted in 2013, and a Continuing Disclosure Compliance Policy adopted in 2016, along with numerous other financial policies. These policies ensure consistent and professional conduct in all fiscal matters by requiring sound fiscal management through the establishment of strategies in the areas of accounting, financial planning, budgeting, revenue projection, fees, reserves (fund balance), debt, and cash flow. Following is a summary of some of the financial policies that apply to budget development and financial management.

Fu
ll versions of all city financial policies are available on the city’s website at:
https://www.indio.org/your_government/city_manager/admin_policies.htm Links to specific policies are provided at the end of each section below.

F
inancial and Budget Management Policy
The Financial and Budget Management Policy, adopted in 2010, provides the most widespread overview of the city’s financial management procedures. The policy enforces consistent and reliable management of the city’s finances and ensures that the city is fin ancially able to meet its immediate and long -term service objectives.

Broken down into 14 sections, this policy is designed to promote sound and consistent financial management in all fiscal and budgetary matters. The first five sections discuss the purpose, scope, general policy, affiliated agencies, and responsibility regarding city financial and budget management. The last nine sections, as follows, provide detailed requirements on more specific aspects of financial management, budgeting and reporting.
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BUDGET SUMMARY
City of Indio
FY 2025-26
Policy Section Provides Direction On
Accounting Practices
and Controls
• Implementation of internal controls
• Auditing, required financial reporting
Financial Planning • Future financial planning and forecasting Budgeting • Recommendation and adoption of annual budget • Definition of balanced budget
• Budget reporting, budget adjustments
• Departmental responsibilities and discrepancy
reporting
Revenue • Development and maintenance of diversified and reliable revenue streams
• Revenue surpluses and shortfalls
• Efficient use of revenue, use of one-time revenues
Service Fees • Establishment of reasonable cost recovery • Requirements of fee studies
Expenditures and
Appropriations
• Delivery of high service levels at lowest possible
cost
• Projection and estimation of expenditures
• Expenditure authorization and unused
appropriations
Contingencies and
Reserves
• Formation of contingency levels, general fund
reserves, reserves for compensated absences,
workers’ compensation, and retirees’ health
insurance
• Replenishment of reserves
Debt Management • Maintenance of bond ratings, analysis of future borrowing
• Debt terms and timeliness, debt covenants
• Refunding techniques
Link to Financial and Budget Management Policy:
https://www.indio.org/civicax/filebank/blobdload.aspx?BlobID=22821 Ca
pital Asset/Improvement Reporting
The city’s Capital Asset/Improvement Reporting policy establishes procedures for the purchase, identification, custody, and inventory of capital asset acquisitions. Last updated in 2006, this policy will be reviewed and updated in the recommended budget year. The current Capital Asset/Improvement Reporting policy defines capital asset reporting thresholds and is designed to comply with Governmental Accounting Standards Board (GASB) Statement No. 34.

This policy provides for the assignment of capital asset and capital improvement numbers, capital asset transfers, and capital asset improvements and deletions.

A
dditionally, the policy discusses the inventory process for capital assets and provides internal worksheets for asset acquisitions and infrastructure. 49

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BUDGET SUMMARY
City of Indio
FY 2025-26

Link to Capital Asset/Improvement Reporting Policy:
https://www.indio.org/civicax/filebank/blobdload.aspx?BlobID=22809

Fund Balance Policy
The city’s Fund Balance Policy authorizes and directs the Finance Director to prepare financial reports which accurately categorize fund balance as per Governmental Accounting Standards Board (GASB) Statement No. 54. Fund balance is essentially the difference between the assets and liabilities reported in a governmental fund.

There are five separate components of fund balance, each of which identifies the extent to which the city is bound to honor constraints on the specific purpose for which amounts can be spent. Details by fund for the following fund balance categories can be found in Schedule 3.
1) Non-spendable fund balance (inherently non-spendable) 2) Restricted fund balance (externally enforceable limitations on use) 3) Committed fund balance (self-imposed limitations on use) 4) Assigned fund balance (limitation resulting from intended use) 5) Unassigned fund balance (residual net resources)
Link to Fund Balance Policy:
https://www.indio.org/civicax/filebank/blobdload.aspx?blobid=24727

Debt Management Policy
In 2017, the city adopted a Debt Management Policy. This policy sets forth debt management objectives and guidelines for the issuance and administration of debt and other financing obligations of the city and its related entities for which the governing body consists of the same individuals as the City Council. Additionally, the policy is intended to facilitate compliance with Section 8855(i) of the California Government Code as amen ded by SB1029, enacted as Chapter 307, Statutes of 2016. The policy sets forth the following objectives:
• Minimize debt service and issuance costs
• Maintain access to cost-effective borrowing
• Achieve and maintain the highest reasonable credit rating • Ensure full and timely repayment of debt
• Maintain compliance with financial disclosure and reporting undertakings • Ensure compliance with state and federal laws and regulations Section 43605 of the Government Code of the State of California limits the amount of indebtedness for public improvements to 15 percent of assessed valuation of all real and personal property of the city. Debt limits for the last three fiscal years can be found in Chart 13.

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BUDGET SUMMARY
City of Indio
FY 2025-26
Chart 13
Legal Debt Margin Information
(amounts expressed in thousands)
Last Three Fiscal Years
The City of Indio maintains one debt service fund, which was established in 2017 with the issuance of $16,300,000 in serial bonds to provide funding for the payment of a legal obligation pertaining to the Jefferson Interchange project. The debt service payment is funded with a transfer from the General Fund and is budgeted as a part of Measure X appropriations. The payment for FY 202 5-26 will be $1,162,206 with $735,000 going to principal, $ 472,419 going to interest, and $6,500 going to the fiscal agent. Chart 15 displays the full schedule of debt service payments for the debt service fund.

Chart 14
Debt Service to Maturity Schedule
2022 2023 2024
Assess Valuation(1) 9,741,010$ 10,600,256$ 10,209,624$
Debt Limit Percentage 15% 15% 15%
Debt Limit 1,461,152$ 1,590,038$ 1,531,444$
Total net debt applicable to
limit:
-$ -$ -$
Legal debt margin 1,461,152$ 1,590,038$ 1,531,444$
Fiscal Year
Ending June 30 Principal Interest
Total Annual
Debt Service
2018 650,000 512,694 1,162,694
2019 615,000
549,294 1,164,294
2020 625,000 538,431 1,163,431
2021 640,000 524,981 1,164,981
2022 655,000 509,594 1,164,594
2023 675,000 492,125 1,167,125
2024 695,000 472,419 1,167,419
2025 715,000 450,822 1,165,822
2026 735,000 427,706 1,162,706
2027 760,000 402,463 1,162,463
2028 790,000 374,844 1,164,844
2029 820,000 344,125 1,164,125
2030 855,000 310,625 1,165,625
2031 890,000 275,725 1,165,725
2032 925,000 239,425 1,164,425
2033 965,000 201,625 1,166,625
2034 1,005,000 160,969 1,165,969
2035 1,050,000 117,300 1,167,300
2036 1,095,000 71,719 1,166,719
2037 1,140,000 24,225 1,164,225
16,300,000 7,001,110 23,301,110
51