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8 The preceding graph depicts property tax revenue received since FY 2021 and includes revenue projections through FY 2030. Future year revenue is projected to grow five percent a year as residential and commercial construction continues to occur in connection with year-over-year change in AV.
f. Utility Users’ Tax (UUT)
The local Utility Users’ Tax (UUT) rate is six percent, assessed on telephone, gas, electric, and water usage; and three percent assessed on cable television usage.
Utility companies remit UUT revenue to the City by each utility company. Beginning in FY 2021, UUT revenue experienced growth driven by rising utility rates, new household accounts, and a resurgence of business activity following the pandemic.
These gains, however, are partially offset by tax exemptions provided to primary homeowners over the age of 61.
For the current fiscal year, UUT revenue is projected at $10.7 million. Overall, revenues are down 5.6% compared to the prior year, primarily due to timing differences in collections and posting of receipts. Additional factors influencing revenue include changes in consumer behavior, which may reduce usage, while rate increases, such as those for water, help stabilize or offset declines in the revenue stream.
The following UUT graph illustrates actual receipts through FY 2 025 and includes revenue projections through FY 2 030. Future-year UUT revenue is presumed to stabilize, generating an average of $10.9 million per year over the next 5-years.
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9 g. Business License Tax
Business License Tax revenue is a tax imposed on all businesses transacting or advertising in the City. The tax is based on the amount of gross revenue a business generates within the City’s jurisdiction. Most businesses are charged $107 to $151 annually depending on whether business is processing a new business license application or renewing. Staff expect to receive $650,000 in business tax revenue this fiscal year and receipts through December are down slightly when compared to last year.
h. Property Transfer Tax
Property Transfer Tax is imposed when property is sold, assigned, transferred, or otherwise conveyed to a purchaser within the City’s jurisdiction. The tax rate is $0.275 for each $500 or fractional part thereof. Local Property Transfer Tax spiked in FY 22, totaling $979,009 due to significant post-pandemic activity and concerns over future interest rates hikes. Last year, the City received $ 465,852.48 in transfer tax revenue.
This year, transfer tax is budgeted to total $450,000.
i. Charges for Services
Services for which the City is compensated include ambulance services, engineering services, fire inspections, school resource officers, false alarm responses, and the administration of local assessment districts. The City also expects to be reimbursed $6.3 million for services rendered in support of the Coachella Music and Art Festiv al and the Stagecoach Country Music Festival. T he City contracts with several law enforcement agencies to protect local festival goers and is reimbursed accordingly by festival promoters. The Police budget maintains these expenses within their budget.
Within this revenue category, the City collects fees for local ambulance services. Due to federal and state reimbursement limits for Medi -Cal and Medicare patients, ambulance fees only cover a small portion of actual operational costs. Recognizing the financial burden on local ambulance providers, in 2017 the state adopted SB 523.
The bill directed the California Department of Health Care Services (DHCS) to implement a program that provided supplemental Medi -Cal payments to local
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10 emergency transport providers. Soon after, in 2019, AB 1705 provided add -on increases to the associated Medi-Cal fee-for-service fee schedule. Financial benefits to Indio have been modest, but several payments from the state are still pending.
Recently, the Centers for Medicare and Medicaid Services approved SPA 24-0002 to increase the add-on amount to the base rate per claim . The City of Indio pays to participate in the reimbursement program (approx. $ 1M). T he expectation is that gains will outpace costs as the program matures and becomes permanent. Current year ambulance revenues are anticipated to exceed budget and a budget adjustment is recommended from $3.5 million to $4 million. O verall, Charges for Services are expected to total $13.7 million this year prior to the budget adjustment.
Recommended Budget Adjustments:
Increase: Ambulance Billing Services $500,000 (101 406610) Justification: Increase projection based on current year activity and prior year actuals.
Increase: PW Inspection Fees $600,000 (101 406215)
Increase: Senior Center Membership $9,000 (101 406315)
Increase: Teen Center Fees $6,000 (101 406320)
Increase: 1 Other Police Service Fees $84,000 (101 406525) Increase: Special Event Fees $3,000 (101 406530)
Increase: Fire Service Fees $50,000 (101 406605)
Justification: To recognize current year activity.
C. Other Financing Sources
This category of revenue represents funds that are collected in non- General Fund accounts and transferred into the General Fund to cover specific services. Revenue from Other Financing Sources is expected to total $5.4million this fiscal year, due to the transfer of assessment revenue from two public-safety community facilities districts (CFD’s 2004 -1 and 2004- 2) that partially fund police and fire/paramedic operations.
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11 j. Use of Assets
Use of Assets, also called Use of Money and Property, is a category for City revenue representing income generated through the rental, lease, sale, and investment of City resources. Within this category, the City recognizes revenue attributed to exclusive arrangements for waste disposal ($ 2.17 million), festival activities ($ 2.5 million), interest earning ($500,000), various facility rentals and leases ($100,000), and other utility and towing right-of-way concessions ($1.28 million) for a total of $6.8 million.
Recommended Budget Adjustments:
Increase: Interest Earnings $1,500,000 (101 405115)
Justification: Aligns with prior year actuals and current investment portfolio performance.
Increase: Community Housing Benefits $73,000 (101 405231) Increase: Facility Rentals $20,000 (101 405205)
Justification: To recognize current year activity.
k. Licenses and Permits
License and permit revenue is collected to cover the costs of regulating various City activities such as local business activity, short -term residential rentals, building and construction, and alarm-system usage. The majority of the revenue collected in this category is associated with building and planning services. The current year’s revenue projection totals $5.3 million. Overall, licenses and permits is not trending as positively as reported last year. Short -term rental permit revenue is down by 50% when compared to this time last year . Over the last two years the City has seen increases in short-term rental permit revenue due to the rate increases adopted in 2018.
Short-term rental permit revenue has been trending at $1.9 million per year over the last two years and are anticipating falling just shy of the $2 million revenue projection leading into the festival season. The uncertainty of the effects of new residential rental standards on local residential activity may now be present.
Recommended Budget Adjustments:
Increase: Encroachment Permits $30,000 (101 403405)
Increase: Golf Cart Permit $500 (101 403415)
Increase: Temporary Use Permits $20,000 (101 403525)
Increase: Conditional Use Permits $20,000 (101 403535)
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12 Increase: Small Wireless Facility Permit $2,000 (101 403545) Increase: Entertainment Permits $500 (101 403655)
Increase: Miscellaneous Permits $ 15,000 (101 403705)
Justification: To recognize current year activity.
l. Fines and Forfeitures
Revenue within this category is predominantly generated from vehicle, parking, and other code enforcement fines. The current budget assumes Fine and Forfeiture revenue will total $600,000. Through mid-year, Fine and Forfeiture revenue is trending on target.
m. Miscellaneous Revenue and Reimbursements
Miscellaneous revenue encompasses funding that does not fit into any other major revenue category. The current budget assumes miscellaneous revenue will total $70,000. Currently, exceed expectations based on Sponsorship received and Miscellaneous Revenues. Recommended budget adjustment to properly capture unanticipated revenue.
Recommended Budget Adjustments:
Increase: Miscellaneous Revenue $70,000 (101 407210)
Increase: Sponsorships $41,000 (101 407240)
Decrease: Recovery of Labor & Benefits $20,000 (101 407335) Justification: To recognize current year activity.
Federal and State Reimbursements
Miscellaneous state and federal reimbursements consist of revenue collected for peace officer standards and training (POST), various state mandates, and ground emergency medical transport (GEMT). The current budget assumes federal, and state reimbursements will total $155,000.
n. APPROPRIATIONS FOR CONTINGENCY
Funds held in the contingency account represent current year resources that are available to cover future expenses, potential shortfall in discretionary revenue, or other City priorities. Spending authority is added to the contingency account by the City Council. The City Manager is granted authority to reallocate spending authority from the contingency account to other City functions as long as those reallocations line up with the policy direction given by the City Council. Funds remaining within the contingency account at yearend typically become available to bolster City reserves or fund future year projects.
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13 As a matter of procedure, when new revenue is budgeted, a budget -expenditure account called Appropriations for Contingency is increased an equal amount. Funds that are budgeted in the contingency account represent current -year resources that are available to cover unanticipated expenses or other City priorities. Expenses are never charged to the contingency account. Instead, spending authority is moved from the contingency account to the budget unit that best
Represents the nature and cause of the expense. Per City policy, the City Manager has authority to reallocate funds from the contingency account to other budget units.
For transparency, withdrawals from the contingency account to-date are summarized in the table below.
When the budget was adopted, the City Council appropriated $900,000 in the City’s contingency account. As of mid-year, $798,000 remains.
C. GENERAL FUND - MULTIPLE-YEAR PROJECTION
The multi-year budget projection serves as a strategic planning tool that forecasts General Fund revenues and expenses over a five -year period. Its purpose is to provide insight into the City’s financial outlook and guide decision-making. Under the best-case scenario, the projection indicates that spending will remain within projected revenues. Under the worst-case scenario, it suggests that not all long-term priorities can be funded. By modeling potential surpluses and deficits, the City can plan proactively for future needs. Revenue assumptions used in the model align with those presented in the General Fund Revenue section of this report, and the model assumes that appropriations approved by the City Council in any given year will carry forward unless designated for one-time purposes. Updated expenditure projections reflect the assumptions outlined in this report. Understanding these assumptions is essential to interpreting the model’s outcomes, particularly regarding Measure X funds, which represent one-time allocations for projects determined by the City Council.
Based on current assumptions, the model indicates that the City will have sufficient resources to cover expected operational expenses and ongoing debt obligations with ongoing revenue sources, including Measure X contributions and commitments to future capital projects. Importantly, the model does not project an operational deficit under current assumptions. It reflects steady yet mode st growth in both revenues and increases to operational expenses. Measure X debt service commitments include
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14 the 2017 Judgment Obligation Bonds, the 2022 Lease Revenue Bonds, and the 2025A Lease Revenue Bonds.
The model also assumes the continuation of one-time contributions to the Emergency Reserve at a level sufficient to maintain 15 percent of revenues. Appropriations for contingency, PARS, and OPEB contributions remain significant components of the model, th ough they are subject to City Council direction and approval. These commitments are the primary drivers of decreases in fund balance. The City Council’s proactive approach to budgeting only operational costs within available resources and using better-than-expected revenue growth for one -time commitments, supports a balanced operational budget and long-term financial stability.
Maintaining a balanced budget will require discipline and a commitment to avoiding the use of one-time revenues for recurring expenses. Staff recommends that the City Council remain steadfast in its resolve not to use Measure X resources for ongoing operations. As budget challenges arise, staff will continue to identify operational efficiencies, suggest reductions in spending where neces sary, and explore new revenue streams before recommending budget cuts or drawing down reserves.
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15 a) Revenue
General Fund revenue is expected to grow about $4 million a year (2-3%) as detailed in the revenue section of this report. The forecast has been adjusted taking into account prior year actual, current economic trends, and various factors that directly impact the City. City revenue is heavily reliant on the economy and consumer - spending trends, which can change abruptly, generating unexpected gains, as well as unplanned losses. Based on today’s economic indicators and the political climate, the City’s five-year revenue forecast is conservatively optimistic.
b) Salary and Benefits
Salary and benefit costs include wages, healthcare, and overtime costs for 29 8 full- time employees, including 81 sworn police officers. The budget also includes funding for 42 elected and appointed positions and 10 Part -time positions. Authorized positions information and changes can be found at the end of this report. A nnual merit increases and retirement costs— passed on to the City from CalPERS will raise costs about $2 million a year. This year, the City agreed to various wage enhancements for police officers, including a four percent cost of living adjustment (COLA).
During the budget process the City Council is providing the Authorized Position Listing. Exhibit A attached to this report includes all authorized positions and displays all changes that have occurred since adoption, and the exchange/reclassification of positions. Exchanges and reclassifications have no impact to the overall staff ing levels. As part of this mid-year budget report, there is an addition of (1) authorized position to increase the authorized full- time staffing from 298 to 299 for the hire of an additional Community Beautification Worker II position. As we implement the new Residential Rental Inspection Program, there is a need for additional capacity to handle the fieldwork and program support. This new position will primarily support the Rental Inspection Program and assist with Indio Lindo/beautification tasks as needed. The funding for this position will be offset by the revenue collections of the Residential Rental Inspection Program.
Also attached is Exhibit B, Classification and Compensation Schedule with provides the most current salary classifications and ranges. The schedule is reflective on any bargaining commitments and cost of living impacts as approved and adopted. There is no fiscal impact at mid -year as these assumptions are considered as part of the budget process.
c) General Operations
General Operations embodies operational budgets for all General Fund departments.
General Operations is assumed to increase two percent a year to cover the growing cost of various professional services, insurance, and materials and supplies.
d) Fire and Ambulance Services
The City contracts with the County of Riverside for fire and ambulance services. The County in turn contracts with the state (CalFire). Changes to the labor agreement between CalFire staff and the state are expected to raise City-service costs
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16 significantly over the coming years. Retroactive cost of living allowances, changes in the number of normal weekly working hours, and longevity and education pay incentives are the main drivers. County Fire currently operates on a 66 hour work week and potentially transitions into a 56- hour work week which would require additional fire fighters to maintain service levels. Future year contract costs are assumed. However, according to the recent presentation by CalFire the impacts of a 56-hour work week are not contemplated in FY 2027 but rather in the following year.
e) One-time Projects
This current fiscal year, the City Council continued one-time project commitments of $70.9 million. These projects are programmed within the CIP schedule or designated operational budget. A portion of those funds supplement an ambitious $205 million capital improvement plan. The $70.9 million in commitments budgeted are:
Looking ahead, the use of one-time General Fund resources will be limited to annual budget savings from the year before, if any, and any Measure X revenues available for one-time projects. Therefore, no future funding is reflected in the model for future one-time projects.
f) General Fund Contingency
Funds held in the General Fund contingency account represent the availability of current-year resources that have not been programed for a particular City priority.
Funds held in the account are at the City Council’s, as well as the City Manager’s, discretion to use on any unforeseen City priority. Unused contingency funds at the end if the fiscal year becomes available for future-year use. In the model, $900,000 has been appropriated this fiscal year for contingency.
g) Vehicles and Equipment
The City traditionally appropriates $ 750,000 a year to replace dilapidated vehicles and equipment, including old street sweepers, utility trucks, ambulances, and police cars. This funding is captured through the internal service fund allocation.
Category Project Costs
General Fund
Financial
S
upport
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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17 h) General Park Maintenance
The City appropriated $5 million (excluding the cost of salary and benefits) this year to cover the cost of park and parkway maintenance. Park appropriations cover the cost of landscape, water, and equipment repairs. Costs continue to be evaluated as new facilities come online, like the new Sports Park Complex.
i) Emergency Reserve
The Emergency Reserve, also known as the reserve for economic uncertainty, represents resources that are officially set aside by the City Council for emergencies.
The funds can be spent to cover the cost of an urgent City priority but generally remain untouched. City policy stipulates that for financial stability; the emergency reserve balance should equal or exceed fifteen percent of all ongoing General Fund revenue. Considering policy guidelines and expected revenue increases over the projected five-year period, the model assumes funding will be allocated to the emergency reserve to maintain the minimum fifteen-percent threshold.
j) Retiree Health Care Set Aside
The City offers varying levels of lifetime health care benefits to employees that retire from the City. Bi-annually, the City is obligated to quantify the cost of that benefit for both existing and future retirees. The latest valuation sets the net liability at $ 70 million. To mitigate the growing financial impact, the City is working with its labor unions to sunset this benefit. Whether the benefit ends for future employees or not, the City needs to set aside funds to cover the cost of this obligation. To date, only a small amount ($2.2 million) has been set aside specifically for retiree health care.
Staff recommends an annual contribution into the retiree health care trust account, until such time that the liability is at least 50 percent funded.
k) Measure X Road Rehabilitation
The City Council is very mindful of how Measure X sales tax resources are spent.
Measure X expenses are vetted by a citizens financial committee to make sure they line with the approved ballot measure. Nothing in the measure precludes the Council from spending the funds on ongoing costs. Nonetheless, besides covering bond debt, the majority of the funds have been used to cover expenses that do obligate or encumber future-year resources. In addition to debt obligations, the City Council has directed staff to dedicate $5 million annually to local road maintenance. In accordance with the direction, the multi-year model earmarks $5 million for annual road rehabilitation and $5 million for a contribution to the construction of the Police Department Headquarters building for a total of $10 million over the last 2 fiscal years.
l) Measure X Debt Service
The City Council acutely oversees the use of Measure X sales tax resources, sparingly dedicating the funds to ongoing obligations. The one exception is the use of Measure X resources to cover bond debt. Measure X resources are used to cover annual debt payments for bonds issued in 2017 to cover Jefferson Interchange obligations ($1.2 million) and annual debt payments for bonds issued in 2022 to cover public facility construction costs for six new public facilities ($ 8.3 million): city hall, public safety
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18 building, library, fire station, and a 911 dispatch facility. The City recently issued the 2025A bonds to fund the Public Safety Campus Phase 2 for the construction of Police Headquarters building increasing annual debt service by $2 million. J efferson bond payments are relatively steady and will end in 2037. Public facility bond payments will increase from $7.8 million to $11.4 million next fiscal year through 2038, before dropping to about $10.2 million through 2053.
m) Measure X Set Aside
The Measure X set aside represents the balance of Measure X funds available for any City Council priority after reducing the available balance to cover a limited list City Council approved uses: r oad maintenance ($5 million), and annual debt payments ($7.88 million). The beginning Measure X balance is based on projected transaction and use tax revenue built into that year’s revenue budget. The budget takes into consideration historical revenue trends, present resident spending patterns, and future factors that could positively or negatively affect the local economy. The City Council has directed staff to identify and segregate Measure X funds from other expenses.
At the beginning of each fiscal year, when the City Council sets and adopts the future- year budget, funds in the Measure X Set Aside are utilized, typically to cover capital projects. Any remaining balance rolls forward to be used the following year.
Fund Balance Increase/(Decrease)
Changes in fund balance represent the projected difference between budgeted expenses and estimated revenue. A decrease in fund balance is sometimes expected because the City is using resources received in a prior year to cover the cost of current-year projects. Future-year increases in fund balance represent more revenue than planned expenses, while decreases in fund balance foreshadow expenses that are more than projected revenue. The multi-year projection displays a year -over- year decrease in fund balance due to assumptions of ongoing discretionary contributions and commitments; Emergency Reserve, PARS & OPEB contributions.
D. GENERAL FUND - FUND BALANCE SUMMARY
Fund balance represents City assets in excess of its liabilities. Fund balance effectively reflects the City’s net financial position in its most significant operating fund, the General Fund. Fund balance changes each year based on gains (under-spending and revenue surpluses) and losses (overspending and revenue shortfalls). For consistent government-financial reporting across the United States, fund balance is categorized into five categories, as defined and utilized below.
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19 Non-spendable fund balance represents resources that cannot be spent because they are not in a spendable form. At the end of FY 2024/2025, the City had $8.53 million in non-spendable fund balance, representing prepaid expenses ($23,562), land held for resale ($5.34 million), and a note receivable ($3.1 million). Non- spendable fund balance is expected to decrease by the end of the fiscal year mostly due to payments on the outstanding note.
Restricted fund balance represents resources that are subject to external enforceable legal constraints. The funds captured in this category are only expendable on City pension obligations and are held in an IRS Section 115 trust account.
Committed fund balance represents resources that are officially set aside by the City Council for a “rainy day” emergency. The portion of fund balance categorized as “committed” represents funds put aside to mitigate the financial effects of a severe economic downturn, a natural disaster, or other unforeseeable calamity. The funds can also be spent to cover the cost of an urgent City priority as directed by the City Council. At the end of FY 24/25, the City’s emergency reserve totaled $18.5 million.
City policy stipulates that for financial stability the emergency reserve should equal or exceed 15 percent of ongoing General Fund revenue.
Assigned fund balance represents resources that are earmarked by City administration for a justifiable operational purpose and/or to cover various future - year projects and know Council priorities.
Unassigned fund balance represents resources that have not been categorized as non-spendable, restricted, committed, or assigned.
E. FY 2025/2026 MID-YEAR DEPARTMENT SUMMARY
This section of the r eport is used to summarize the status of departmental appropriations at mid-year. Budget adjustments occur when the need is identified.
Staff are encouraged to evaluate their existing budget to determine if a budget adjustment can be accomplished within existing appropriations. This evaluation is required before any request for the use of Contingency funds or going before City Council. Below provides a summary comparison of the adopted budget and revised.
The following chart is reflective of Departments responsibly evaluating their budgets to re-allocate funding to fund the necessary operational expenses. As shown below, department operational expenses to date are in line with the adopted budget.
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20 Department/Division
2025/2026
Adopted
Budget
2025/2026
Revised
Budget
December
2025 %
City Council 413,495$ 412,995$ 164,174$ 40% City Attorney 775,000 775,000 1,383 0% City Manager 1,402,761 1,402,261 502,580 36% Human Resources 1,716,498 1,713,498 553,352 32% Senior Center 1,105,217 1,105,217 490,403 44% Teen Center 1,304,634 1,304,634 578,607 44% Community Services 1,018,483 1,018,483 299,137 29% City Clerk 569,925 569,925 220,603 39% Finance 2,325,570 2,325,070 928,477 40% Communications & Marketing 1,421,765 1,421,765 603,544 42% City Beautification 694,736 694,736 182,782 26% Animal Control 1,380,000 1,380,000 269,261 20% Emergency Prepared. 263,851 263,851 103,858 39% ADMINISTRATION 14,391,935 14,387,435 4,898,162 34% PW Eng. and Admin. 2,075,489 2,075,489 904,003 44% Parks and Parkways 6,050,953 6,049,953 1,695,788 28% Street Maint and Ops 3,661,387 3,659,887 1,597,900 44% PUBLIC WORKS 11,787,829 11,785,329 4,197,692 36% Building and Safety 2,326,238 2,322,738 940,634 40% Planning 2,162,461 2,158,961 486,230 23% COMMUNITY DEVELOPMENT 4,488,699 4,481,699 1,426,864 32% Police Administration 3,224,576 3,263,421 1,278,159 39% Police Field Services 21,368,517 21,344,672 7,407,613 35% Police Investigations 9,991,663 9,991,663 2,271,208 23% Police Traffic Safety 1,847,987 1,847,987 650,314 35% Police Support Services 6,411,758 6,396,758 2,514,460 39% Code Enforcement 3,293,725 3,293,725 1,156,952 35% POLICE SERVICES 46,138,226 46,138,226 15,278,706 33% FIRE AND AMBULANCE 23,111,325 23,111,325 6,497,793 28% ECONOMIC DEVELOPMENT 1,534,537 1,604,537 536,067 33% NON-DEPARTMENTAL 10,034,659 9,978,659 3,048,396 31% MEASURE X 18,362,007 18,362,007 - 0% Grand Total 129,849,217$ 129,849,217$ 35,883,680$ 34%
AVG
GENERAL FUND APPROPRIATIONS BY DEPARTMENT AND DIVISION
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21 F. INDIO WATER AUTHORITY
Similar to the General Fund, the Indio Water Authority is managing within the existing appropriations. When the budget was adopted, revenues were adopted in accordance with the adopted May 2025 fee study. Revenues at that time did not take into consideration any rates changes or current consumption changes. The following budget adjustments are recommended to better align the budget with expectations.
Recommended Budget Adjustment:
Increase: Water Sales $2,708,589 (810 406405)
Increase: Water Fire Protection Charges (810 406430)
Increase: Interest Earnings $2,041,000 (810 405115)
Increase: Operating Transfer In $2,478,000 (810 408305) Increase: Insurance Proceeds $10,000 (810 407230)
Decrease: Operating Transfer Out $2,478,000 (811 581003) Justification: Align budget consistent with Rate Study assumptions and current consumption and revenue trends.
LOOKING AHEAD
While FY2025 results were exceptional, the economic outlook for the anticipates a bit of volatility. That volatility is comprised of factors such as inflationary pressures, potential interest rate adjustments, and shifts in consumer spending could impact revenue streams, like tourism related taxes and development fees. In addition to rising costs for labor, materials, and capital projects may challenge expenditure forecasts. The city will continue to navigate the environment by:
• Monitoring revenue trends closely, adjustment forecasts as economic conditions evolve.
• Prioritize essential services while maintaining flexibility in discretionary spending.
• Preserve reserves to safeguard against volatility and ensure funding for critical capital projects
• Explore opportunities for diversification of revenue sources to reduce reliance on cyclical revenues.
FY2025’s strong performance provides a solid foundation, but prudent planning and adaptability will be key as we move forward in a dynamic economic landscape.
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City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Department: Elected and Appointed Officials
Elected
CITY CLERK 1.0 1.0 1.0 - - 1.0 CITY TREASURER 1.0 1.0 1.0 - - 1.0 COUNCIL MEMBER 5.0 5.0 5.0 - - 5.0 Total 7.0 7.0 7.0 - - 7.0 Appointed
CITIZENS' FINANCE ADVISORY COMMISSIONER 5.0 5.0 5.0 - - 5.0 COMMUNITY SERVICES COMMISSIONER 5.0 5.0 5.0 - - 5.0 INDIO WATER AUTHORITY BOARD MEMBERS 5.0 5.0 5.0 - - 5.0 MOBILE HOME FAIR PRACTICES COMMISSIONER 5.0 5.0 5.0 - - 5.0 PLANNING COMMISSIONER 5.0 5.0 5.0 - - 5.0 PUBLIC ARTS/HISTORIC PRESERVATION COMMISSIONER 5.0 5.0 5.0 - - 5.0 SUSTAINABILITY COMMISSIONER 5.0 5.0 5.0 - - 5.0 Total 35.0 35.0 35.0 - - 35.0 Department: City Manager's Office
Full-Time
ADMINISTRATIVE ASSISTANT
1.0 1.0 1.0 - - 1.0 ASSISTANT CITY MANAGER - 1.0 1.0 - - 1.0 CITY MANAGER 1.0 1.0 1.0 - - 1.0 DEPUTY CITY MANAGER 1.0 - - - - -
MANAGEMENT ANALYST 2.0 1.0 1.0 - - 1.0 COMMUNITY BEAUTIFICATION WORKER 1.0 1.0 1.0 - - 1.0 COMMUNITY BEAUTIFICATION WORKER II - - 1.0 1.0
PRINCIPAL MANAGEMENT ANALYST - - 1.0 - - 1.0 SENIOR MANAGEMENT ANALYST - 1.0 - - - -
Total 6.0 6.0 6.0 - 1.0 7.0 Part-Time
INTERN - 1.0 - - - -
Total - 1.0 - - - -
Department: City Clerk's Office
Full-Time
CITY CLERK ADMINISTRATOR 1.0 - - - - - DIRECTOR OF CITY CLERK SERVICES - 1.0 1.0 - - 1.0 CITY CLERK SPECIALIST 1.0 - 1.0 - - 1.0 DEPUTY CITY CLERK - 1.0 - - - -
RECEPTIONIST/GREETER - - 1.0 - - 1.0 Total 2.0 2.0 3.0 - - 3.0 Part-Time
OFFICE ASSISTANT
1.0 - - - - -
RECEPTIONIST 1.0 2.0 - - - - Total 2.0 2.0 - - - - Primary Department and Title
Schedule 19
Exhibit A
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City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Primary Department and Title
Department: Human Resources
Full-Time
DIRECTOR OF HUMAN RESOURCES & RISK MANAGEMENT 1.0 1.0 1.0 - - 1.0 HUMAN RESOURCES ANALYST 2.0 2.0 2.0 - - 2.0 HUMAN RESOURCES ASSISTANT 1.0 - - - - - HUMAN RESOURCES SPECIALIST - 1.0 1.0 - - 1. 0 MANAGEMENT ANALYST 1.0 - - - - -
SENIOR HUMAN RESOURCES ANALYST - 1.0 1.0 - - 1.0 Total 5.0 5.0 5.0 - - 5.0 Department: Finance
Full-Time
ACCOUNTANT 2.0 2.0 2.0 - - 2.0 ASST. CITY MANAGER & FINANCE DIRECTOR 1.0 - - - - - ASST. DIRECTOR OF FINANCE - 1.0 - - - -
DIRECTOR OF FINANCE - 1.0 1.0 - - 1.0 FINANCE MANAGER 1.0 - 1.0 - - 1.0
FINANCE TECHNICIAN II 3.0 2.0 3.0 - - 3.0 FINANCIAL ANALYST 1.0 2.0 2.0 - - 2.0 SENIOR ACCOUNTANT 1.0 1.0 1.0 - - 1.0 SENIOR FINANCE TECHNICIAN 3.0 4.0 3.0 - - 3. 0 Total 12.0 13.0 13.0 - - 13.0 Department: Information Technology
Full-Time
DIRECTOR OF INFORMATION TECHNOLOGY 1.0 1.0 1.0 - - 1.0 ENTERPRISE APPLICATIONS ENGINEER - 1.0 1.0 - - 1.0 GEOGRAPHIC INFORMATION SYSTEM COORDINATOR 1.0 1.0 1.0 - - 1.0 INFORMATION SYSTEMS ENGINEER 3.0 2.0 2.0 - - 2.0 INFORMATION TECHNOLOGY ANALYST 1.0 2.0 2.0 - - 2.0 INFORMATION TECHNOLOGY SUPPORT TECHNICIAN 3.0 2.0 3.0 - - 3.0 Total 9.0 9.0 10.0 - - 10.0 Department: Community Services
Full-Time
COMMUNITY SERVICES MANAGER 1.0 1.0 1.0 - - 1.0 COMMUNITY PROGRAM ASSISTANT 1.0 1.0 1.0 - - 1.0 PUBLIC ARTS ANALYST 1.0 1.0 1.0 - - 1.0 Total 3.0 3.0 3.0 - - 3. 0 Department: Senior Services
Full-Time
COMMUNITY PROGRAM ADMINISTRATOR 1.0 1.0 1.0 - - 1.0 COMMUNITY PROGRAM ASSISTANT 1.0 1.0 1.0 - - 1.0 OFFICE ASSISTANT 1.0 1.0 1.0 - - 1.0 Total 3.0 3.0 3.0 - - 3.0 Department: Teen Services
Full-Time
COMMUNITY PROGRAM ADMINISTRATOR
1.0 1.0 1.0 - - 1.0 COMMUNITY PROGRAM ASSISTANT 1.0 1.0 1.0 - - 1.0 Total 2.0 2.0 2.0 - - 2.0 Part-Time
Schedule 19
Exhibit A
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 207 of 216 FY 2025-26
City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Primary Department and Title
COMMUNITY PROGRAM AIDE 6.0 6.0 3.0 - - 3. 0 Total 6.0 6.0 3.0 - - 3.0 Department: Indio Police Department
Full-Time
ACCOUNTING TECHINICIAN II 1.0 1.0 1.0 - - 1.0 ADMINISTRATIVE ASSISTANT 1.0 2.0 2.0 - - 2.0 COMMUNITY SERVICE OFFICER II 2.0 4.0 4.0 - - 4.0 CRIME ANALYST II 1.0 1.0 1.0 - - 1.0 DISPATCH SUPERVISOR 2.0 2.0 2.0 - - 2.0 DIVISION CHIEF OF SUPPORT SERVICES 1.0 1.0 1.0 - - 1.0 DISPATCHER II 14.0 14.0 14.0 - - 14.0 EXECUTIVE ASSISTANT TO CHIEF 1.0 1.0 1.0 - - 1.0 MANAGEMENT ANALYST 1.0 1.0 1.0 - - 1.0 OFFICE ASSISTANT 1.0 - - - - -
POLICE ADMINISTRATIVE OFFICER 1.0 1.0 1.0 - - 1.0 POLICE ASSISTANT CHIEF 2.0 1.0 1.0 - - 1.0 POLICE CHIEF 1.0 1.0 1.0 - - 1.0 POLICE CORPORAL 5.0 - - - - -
POLICE LIEUTENANT 3.0 4.0 4.0 - - 4.0 POLICE OFFICER 64.0 69.0 69.0 - - 69.0 POLICE SERGEANT 10.0 10.0 10.0 - - 10.0 POLICE TRAINING SPECIALIST 1.0 1.0 1.0 - - 1.0 PROPERTY & EVIDENCE OFFICER II 2.0 2.0 2.0 - - 2.0 RECORDS SPECIALIST II 4.0 4.0 4.0 - - 4.0 RECORDS SUPERVISOR 1.0 1.0 1.0 - - 1.0 SENIOR RECORDS SPECIALIST 2.0 2. 0 2.0 - - 2.0 Total 121.0 123.0 123.0 - - 123.0 Department: Code Enforcement
Full-Time
ADMINISTRATIVE ASSISTANT
- - - 1.0 - 1.0
CODE ENFORCEMENT OFFICER II 8.0 8.0 8.0 - - 8.0 CODE ENFORCEMENT MANAGER 1.0 1.0 1.0 - - 1.0 CODE ENFORCEMENT SUPERVISOR - - 1.0 - - 1.0 CODE ENFORCEMENT TECHNICIAN 2.0 2.0 2.0 - - 2.0 GRAFFITI CONTROL WORKER 2.0 2.0 2.0 - - 2.0 OFFICE ASSISTANT 1.0 1.0 1.0 (1.0) - - SENIOR CODE ENFORCEMENT OFFICER 2.0 2.0 1.0 - - 1.0 Total 16.0 16.0 16.0 - - 16.0 Department: Emergency Preparedness
Part-Time
EMERGENCY OPERATIONS MANAGER 1.0 1.0 0.5 - - 0.5 Total 1.0 1.0 0.5 - - 0.5 Department: Sustainability & Environmental
Full-Time
ENVIRONMENTAL PROGRAMS COORDINATOR - - 1.0 - - 1.0 Total 1.0 - 1.0 - - 1.0
Department: Buildings and Public Grounds
Full-Time
FACILITIES MAINTENANCE WORKER II 6.0 6.0 6.0 - - 6.0 PARK AND FACILITIES MANAGER 1.0 1.0 1.0 - - 1.0 Schedule 19
Exhibit A
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 208 of 216 FY 2025-26
City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Primary Department and Title
SENIOR FACILITIES MAINTENANCE WORKER 1.0 1.0 1.0 - - 1. 0 Total 8.0 8.0 8.0 - - 8.0 Department: Public Works Admin & Engineering
Full-Time
ADMINISTRATIVE COORDINATOR 1.0 1.0 1.0 - - 1.0 ASSISTANT ENGINEER 1.0 2.0 1.0 - - 1.0 ASSOCIATE ENGINEER 2.0 1.0 - - - - CITY ENGINEER 1.0 1.0 1.0 - - 1.0 DIRECTOR OF PUBLIC WORKS 1.0 1.0 1.0 - - 1.0 ENVIRONMENTAL PROGRAMS COORDINATOR 1.0 1.0 - - - - OFFICE ASSISTANT 1.0 1.0 1.0 - - 1.0 PERMIT TECHNICIAN II 1.0 1.0 1.0 - - 1.0 PRINCIPAL CIVIL ENGINEER 2.0 2.0 1.0 - - 1.0 PUBLIC WORKS INSPECTOR II 2.0 2.0 2.0 - - 2.0
SENIOR ENGINEER - - - - -
Total 13.0 13.0 9.0 - - 9.0 Department: Fleet Maintenance
Full-Time
FLEET MECHANIC II
4.0 4.0 4.0 - - 4.0 FLEET MECHANIC SUPERVISOR 1.0 1.0 1.0 - - 1.0 OFFICE ASSISTANT 1.0 1.0 1.0 - - 1.0 SENIOR FLEET MECHANIC 1.0 1.0 1.0 - - 1.0 Total 7.0 7.0 7.0 - - 7.0 Department: Parks and Parkways
Full-Time
AD
MINISTRATIVE ASSISTANT - - 1.0 - - 1.0 FACILITIES MAINTENANCE WORKER II 4.0 4.0 4.0 - - 4.0 OFFICE ASSISTANT 1.0 1.0 - - - - PARK & LANDSCAPE INSPECTOR II 1.0 1.0 1.0 - - 1.0 SENIOR FACILITIES MAINTENANCE WORKER - - 1.0 - - 1.0 Total 6.0 6.0 7.0 - - 7.0 Schedule 19
Exhibit A
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 209 of 216 FY 2025-26
City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Primary Department and Title
Department: Parks and Parkways (cont.)
Part-Time
PROJECT COORDINATOR - 1.0 - - - -
Total - 1.0 - - - -
Department: Street Maintenance
Full-Time
COMMUNITY IMPROVEMENT AIDE 1.0 1.0 1.0 - - 1.0 EQUIPMENT OPERATOR II 3.0 3.0 3.0 - - 3.0 PUBLIC WORKS MANAGER 1.0 1.0 1.0 - - 1.0 SENIOR EQUIPMENT OPERATOR 1.0 1.0 1.0 - - 1.0 SENIOR TRAFFIC SIGNAL TECHNICIAN 1.0 1.0 1.0 - - 1.0 STREET MAINTENANCE WORKER II 4.0 4.0 4.0 - - 4.0 TRAFFIC SIGNAL TECHNICIAN II 2.0 2.0 2.0 - - 2.0 Total 13.0 13.0 13.0 - - 13.0 Part-Time
Community Improvement Aide - - 1.0 - - 1.0 Total - - 1.0 - - 1.0
Department: Building and Safety
Full-Time
BUILDING INSPECTOR II 4.0 3.0 3.0 - - 3.0 BUILDING INSPECTOR III - 1.0 1.0 - - 1.0 BUILDING INSPECTOR SUPERVISOR 1.0 1.0 1.0 - - 1.0 BUILDING PERMIT TECHNICIAN II 2.0 1.0 2.0 - - 2.0 PLANS EXAMINER 1.0 2.0 2.0 - - 2.0 SENIOR BUILDING PERMIT TECHNICIAN 1.0 1.0 - - - - SUPERVISING PLANS EXAMINER 1.0 1.0 1.0 - - 1.0 Total 10.0 10.0 10.0 - - 10.0 Part-Time
BUILDING FELLOW - 0.5 - - - -
Total - 0.5 - - - -
Department: Planning
Full-Time
ADMINISTRATIVE ASSISTANT 1.0 - - - - - ASSOCIATE PLANNER - - 1.0 - - 1.0
ASSISTANT PLANNER 2.0 2.0 2.0 (1.0) - 1.0 DIRECTOR OF COMMUNITY DEVELOPMENT 1.0 1.0 1.0 - - 1.0 PLANNING TECHNICIAN 1.0 1.0 - 1.0 - 1.0 PRINCIPAL PLANNER 1.0 1.0 1.0 - - 1.0 SENIOR MANAGEMENT ANALYST 1.0 1.0 - - 1.0 Total 6.0 6.0 6.0 - - 6.0 Part-Time
PLANNING FELLOW - 1.0 - - - -
SENIOR PLANNER - - 0.5 - - 0.5
Total - 1.0 0.5 - - 0.5
Schedule 19
Exhibit A
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 210 of 216 FY 2025-26
City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Primary Department and Title
Department: Housing and Development
Full-Time
HOUSING & NEIGHBORHOOD SERVICES MANAGER 1.0 - - - - - Total 1.0 - - - - -
Department: Economic Development
Full-Time
ECONOMIC DEVELOPMENT MANAGER 1.0 1.0 - - - - DIRECTOR OF ECONOMIC DEVELOPMENT 1.0 1.0 1.0 - - 1.0 MANAGEMENT ANALYST 1.0 2.0 - - - - MARKETING ANALYST - - 1.0 - - 1.0
MARKETING AND PUBLIC INFORMATION OFFICER - 1.0 1.0 - - 1.0 ECONOMIC DEVELOPMENT COORDINATOR - - 1.0 - - 1.0 EVENTS COORDINATOR - 1.0 1.0 - - 1.0 OFFICE ASSISTANT 1.0 - 1.0 - - 1.0
SENIOR ECONOMIC DEVELOPMENT MANAGEMENT ANALYST - - 1.0 - - 1.0 Total 4.0 6.0 7.0 - - 7.0 Department: Indio Water Authority
Full-Time
ACCOUNTING TECHNICIAN II 4.0 - - - - - ADMINISTRATIVE ASSISTANT - - - 1.0 - 1.0 ADMINISTRATIVE COORDINATOR 1.0 1.0 1.0 - - 1.0 ADMINISTRATIVE SERVICES MANAGER 1.0 1.0 1.0 - - 1.0 ASSET MANAGEMENT COORDINATOR 1.0 - - - - - ASSET MANAGEMENT SPECIALIST II - 2.0 1.0 - - 1.0 ASSET MANAGEMENT SPECIALIST III - 1.0 1.0 - - 1.0 ASSET MANAGEMENT SUPERVISOR - 1.0 1.0 - - 1.0 ASSISTANT GENERAL MANAGER 1.0 1.0 1.0 - - 1.0 ASSOCIATE WATER ENGINEER 1.0 1.0 1.0 (1.0) - - CUSTOMER SERVICE SUPERVISOR - 1.0 1.0 - - 1.0 CUSTOMER SERVICE TECHNICIAN - 2.0 - - 2.0
CUSTOMER SERVICE TECHNICIAN II 3.0 2.0 2.0 - - 2.0 DIRECTOR OF WATER UTILITY & MAINTENANCE - 1.0 - 1.0
ENGINEERING WATER TECHNICIAN II 1.0 1.0 1.0 (1.0) - - ENGINEERING WATER TECHNICIAN III 1.0 - 1.0 - - 1.0 GENERAL MANAGER 1.0 1.0 1.0 (1.0) - - JUNIOR ENGINEER - 1.0 1.0 1.0 - 2.0 MANAGEMENT ANALYST - 1.0 - - - -
MANAGER OF FINANCE AND CUSTOMER SERVICE 1.0 - - - - - MANAGER OF WATER OPERATIONS 1.0 1.0 1.0 - - 1.0 OFFICE ASSISTANT 2.0 - - - - -
SENIOR ACCOUNTANT 1.0 - - - - -
SENIOR ACCOUNTING TECHNICIAN 1.0 - - - - - SENIOR CUSTOMER SERVICE TECHNICIAN 1.0 1.0 - - - - SENIOR MANAGEMENT ANALYST 1.0 1.0 1.0 (1.0) - - SENIOR WATER OPERATIONS INSPECTOR - 1.0 1.0 - - 1.0 SENIOR WATER TREATMENT PLANT OPERATOR 1.0 1.0 1.0 - - 1.0 SENIOR WATER UTILITY WORKER 4.0 - - 2.0 - 2.0 SENIOR WATER UTILITY WORKER II - 4.0 4.0 (2.0) - 2.0 Department: Indio Water Authority (cont.)
Full-Time
WATER CONSERVATION SPECIALIST II - 1.0 - - - -
WATER OPERATIONS INSPECTOR II 1.0 - - - - - WATER OPERATIONS SUPERVISOR 2.0 2.0 2.0 - - 2.0 Schedule 19
Exhibit A
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 211 of 216 FY 2025-26
City of Indio
Authorized Positions
Mid-Year Budget Update
FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 Mid-Year FY 2025-26 Position Position Original Current Yr Budget Position
Totals Totals Authorized Changes Changes Totals
Primary Department and Title
WATER PRODUCTION AND TREATMENT PLANT SUPERVISOR 1.0 1.0 1. 0 - - 1. 0 WATER PROGRAMS SPECIALIST 1.0 1.0 - - - - WATER PROJECT CONSTRUCTION MANAGER 1.0 1.0 1.0 - - 1.0 WATER TREATMENT PLANT OPERATOR II 3.0 4.0 6.0 - - 6.0 WATER TREATMENT PLANT OPERATOR I - - 1.0 - - 1.0 WATER UTILITY SPECIALIST 2.0 2.0 2.0 - - 2.0 WATER UTILITY SPECIALIST II - - - 1.0 - 1.0 WATER UTILITY WORKER I - 1.0 - - - -
WATER UTILITY WORKER II 9.0 9.0 9.0 - - 9.0 Total 47.0 46.0 46.0 - - 46.0 Citywide FY19/20 FY20/21 FY21/22 FY23/24 FY24/25 FY25/26 FY25/26 FY25/26 FY25/26 Full-Time 274.0 275.0 282.0 294.0 297.0 298.0 - 1.0 299.0 Elected/Appointed 44.0 42.0 42.0 42.0 42.0 42.0 - - 42.0 Part-Time 11.0 6.0 6.0 9.0 12.5 5.0 - - 5.0 Total 329.0 323.0 330.0 345.0 351.5 345.0 - 1.0 346.0 Schedule 19
Exhibit A
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 212 of 216 Human Resources Department, 1
Exhibit B
Monthly SalaryClassification & Compensation Plan for
Fiscal Year 2025-2026, Effective as of
7/01/2025 (Updated 01/30/2026)
Job Classes
Current
Grade
Min $ Max $
Unit
Accountant 230 $7,071.23 $10,447.45 CONF
Accounting Technician I 129 $4,272.90 $6,313.03 ICEA
Accounting Technician II 149 $4,721.11 $6,975.19 ICEA
Administrative Assistant 150 $4,744.73 $7,010.15 ICEA
Assistant City Manager 998 $15,011.16 $23,887.50 At-Will Asst. Gen. Mgr./Eng. & Water Resources 323 $11,244.46 $16,613.21 MGMT Assistant Engineer 222 $7,134.39 $10,540.73 SEIU
Assistant Director of Finance 323 $11,244.46 $16,613.21 MGMT Assistant Planner 196 $6266.69 $9,258.79 SEIU
Assistant Police Chief (1) 995 $12,925.00 $20,050.98 At-Will Associate Engineer 242 $7,882.73 $11,646.39 SEIU
Associate Planner 216 $6,924.03 $10,229.99 SEIU
Beautification Worker 121 $4,105.78 $6,066.09 ICEA
Building Inspector I 183 $5,873.26 $8,677.48 SEIU
Building Inspector II 203 $6,489.33 $9,587.72 SEIU
Building Inspector III 211 $6,753.49 $9,977.99 SEIU
Building Inspector Supervisor 247 $7,696.94 $11,371.87 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 $5,190.39 $7,668.59 UNREP
City Engineer 993 $11,450.73 $18,102.24 At-Will
City Manager 529 $27,916.67, By Contract Exec
Code Enforcement Aide 94 $3,588.48 $5,301.84 ICEA
Code Enforcement Manager 281 $9,119.36 $13,473.42 MGMT
Code Enforcement Officer I 154 $4,840.35 $7,151.44 ICEA Code Enforcement Officer II 174 $5,348.04 $7,901.53 ICEA Code Enforcement Supervisor 218 $6,660.41 $9,840.48 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 $6,660.41 $9,840.48 UNREP Community Program Aide 23 $2,398.45 $3,543.63 P/T
Community Program Assistant 121 $4,105.78 $6,066.09 ICEA Community Service Officer I 113 $4,083.24 $6,032.80 IPOA Community Service Officer II 133 $4,511.56 $6,665.63 IPOA Community Services Manager 281 $9,119.36 $13,473.42 MGMT Crime Analyst I 133 $4,511.56 $6,665.63 IPOA
Crime Analyst II 153 $4,984.80 $7,364.82 IPOA
Crime Scene Specialist 173 $5,040.78 $7,447.52 IPOA
Deputy City Clerk 187 $5,706.29 $8,430.81 UNREP
Deputy City Manager 997 $13,963.85 $21,613.33 At-Will
Development Services Manager 300 $10,025.80 $14,107.31 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 Director of Water Utility & Maintenance 995 $12,925.00 $20,050.98 At-Will Division Chief of Support Services 333 $11,256.66 $16,631.24 MGMT Economic Development Manager 300 $9,548.38 $14,812.67 MGMT Economic Development Coordinator 208 $6,336.38 $9,361.71 UNREP Emergency Operations Center Mgr. 281 $9,119.36 $13,473.42 MGMT Engineering Technician I 141 $4,536.44 $6,702.38 ICEA
Engineering Technician II 161 $5,012.28 $7,405.44 ICEA
Enterprise Application Engineer 268 $8,974.17 $13,258.95 SEIU Environmental Programs Coordinator 258 $8,131.02 $12,013.21 UNREP
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 213 of 216 Human Resources Department, 2
Exhibit B
Equipment Operator I 138 $4,469.07 $6,602.87 ICEA
Equipment Operator II 158 $4,937.85 $7,295.48 ICEA
Event Coordinator 208 $6,336.38 $9,361.71 UNREP
EXEC Assistant to the Chief of Police 218 $6,660.41 $9,840.48 CONF EXEC Assistant to the City Manager 200 $6,088.54 $8,995.55 CONF Facilities Maintenance Worker I 121 $4,105.78 $6,066.09 ICEA Facilities Maintenance Worker II 141 $4,536.44 $6,702.38 ICEA Finance Analyst 218 $6,660.41 $9,840.48 CONF
Finance Manager 300 $10,025.80 $14,812.67 MGMT
Finance Technician I 129 $4,272.90 $6,313.03 ICEA
Finance Technician II 149 $4,721.11 $6,975.19 ICEA
Fleet Mechanic I 146 $4,651.01 $6,871.67 ICEA
Fleet Mechanic II 166 $5,138.87 $7,592.46 ICEA
Fleet Mechanic Supervisor 228 $7,351.10 $10,860.93 SEIU Fleet Services Operations Manager 281 $9,119.36 $13,473.42 MGMT 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 $5,976.06 ICEA
Greeter/Receptionist 74 $3,093.17 $4,570.04 UNREP
Housing & Neighborhood Service Manager 281 $9,119.36 $13,473.42 MGMT Housing Technician 141 $4,536.44 $6,702.37 ICEA
Human Resources Analyst 228 $7,001.04 $10,343.73 CONF
Human Resources Assistant 158 $4,937.85 $7,295.47 CONF
Human Resources Specialist 178 $5,455.79 $8,060.70 CONF Information Technology Analyst 211 $6,431.89 $9,502.84 CONF Information Technology Business Analyst 231 $7,106.56 $10,499.63 CONF Information Technology Support Technician 182 $5,565.77 $8,223.16 ICEA Intern 84 $3,251.32 $4,803.69 PT
IWA Accountant 218 $6,660.41 $9,840.48 UNREP
IWA Accounting Technician I 128 $4,292.91 $6,342.60 IWAEA IWA Accounting Technician II 148 $4,743.25 $7,007.93 IWAEA IWA Accounting Technician III 168 $5,240.78 $7,743.04 IWAEA IWA Senior Accounting Technician 188 $5,790.50 $8,555.18 IWAEA IWA Administrative Coordinator 218 $6,343.25 $9,371.89 UNREP IWA Administrative Assistant 150 $4,790.79 $7,078.21 IWAEA IWA Asset Management Coordinator 218 $6,343.25 $9,371.89 UNREP IWA Asset Management Supervisor 250 $7,812.97 $11,543.31 UNREP Asset Management Specialist I 138 $4,512.46 $6,666.97 IWAEA Asset Management Specialist II 158 $4,985.78 $7,366.25 IWAEA Asset Management Specialist III 178 $5,508.76 $8,138.96 IWAEA IWA Assistant Water Engineer (P/T) 211 $6,125.60 $9,050.32 PT IWA Associate Water Engineer 242 $7,882.73 $11,646.39 SEIU IWA Conservation and Outreach Coordinator 258 $8,131.02 $12,013.21 UNREP IWA Conservation Specialist I 138 $4,512.46 $6,666.97 IWAEA IWA Conservation Specialist II 158 $4,985.78 $7,366.25 IWAEA IWA Conservation Specialist III 178 $5,508.76 $8,138.96 IWAEA IWA Customer Service Technician I 124 $4,208.12 $6,217.33 IWAEA IWA Customer Service Technician II 154 $4,887.34 $7,220.87 IWAEA IWA Customer Service Supervisor 250 $8,203.62 $12,120.48 SEIU IWA Customer Service Technician III 174 $5,399.96 $7,978.23 IWAEA IWA Senior Customer Service Technician 194 $5,966.40 $8,815.12 IWAEA IWA Data & Systems Manager 233 $7,177.82 $10,604.93 MGMT IWA Engineering Water Technician I 175 $5,426.97 $8,018.09 IWAEA IWA Engineering Water Technician II 195 $5,996.25 $8,859.18 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 $5,734.83 $8,472.92 UNREP
IWA Office Assistant 104 $3,808.60 $5,627.07 IWAEA
IWA Operations Manager 332 $11,760.69 $17,375.88 MGMT
IWA Operations Supervisor 250 $8,203.62 $12,120.48 SEIU IWA Principal Water Engineer 292 $9,633.64 $14,233.25 MGMT IWA Water Project Construction Manager 271 $8,675.68 $12,817.93 MGMT IWA Senior Accounting Technician 168 $5,240.78 $7,743.04 IWAEA
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 214 of 216 Human Resources Department, 3
Exhibit B
IWA Senior Water Mgmt. Analyst 240 $7,432.87 $10,981.76 UNREP IWA Senior Water Operations Inspector 245 $7,694.53 $11,368.32 IWAEA IWA Senior Water Treatment Plant Operator 237 $7,393.56 $10,923.70 IWAEA IWA Senior Water Utility Specialist 223 $6,894.91 $10,186.94 IWAEA IWA Water Conservation Specialist I 138 $4,512.46 $6,666.97 IWAEA IWA Water Conservation Specialist II 158 $4,985.78 $7,366.30 IWAEA IWA Water Operations Inspector I 204 $6,271.52 $9,265.92 IWAEA IWA Water Operations Inspector II 225 $6,964.01 $10,289.05 IWAEA IWA Water Production & Treatment Super. 250 $8,203.62 $12,120.48 SEIU IWA Water Programs Specialist 178 $5,508.76 $8,138.96 IWAEA IWA Water Resource & Conserv. Manager 332 $11,760.69 $17,375.88 MGMT IWA Water Services Supervisor 228 $7,351.10 $10,860.93 SEIU IWA Water Treatment Plant Operator I 177 $5,481.37 $8,098.51 IWAEA IWA Water Treatment Plant Operator II 197 $6,056.35 $8,948.00 IWAEA IWA Water Treatment Plant Operator III 217 $6,691.63 $9,886.62 IWAEA IWA Water Treatment & Prod. Super. 250 $8,203.62 $12,120.48 SEIU IWA Water Utility Specialist I 183 $5,647.89 $8,344.450 IWAEA IWA Water Utility Specialist II 203 $6,240.31 $9,219.80 IWAEA IWA Water Utility Worker I 153 $4,862.99 $7,184.88 IWAEA IWA Water Utility Worker II 173 $5,373.09 $7,938.53 IWAEA IWA Water Utility Worker III 193 $5,936.70 $8,771.21 IWAEA IWA Senior Water Utility Worker I 213 $6,559.45 $9,691.31 IWAEA IWA Senior Water Utility Worker II 233 $7,247.51 $10,707.89 IWAEA Management Assistant 190 $5,792.31 $8,557.91 UNREP
Management Analyst 220 $6,727.20 $9,939.15 UNREP
Manager of Engineering & Water Resources 311 $10,591.22 $15,648.06 MGMT Manager of Finance & Customer Service 281 $9,119.36 $13,473.42 MGMT Marketing Analyst 208 $6,336.38 $9,361.71 UNREP
Marketing & Public Information Officer 281 $9,119.36 $13,473.42 MGMT Network Administrator 233 $7,536.72 $11,079.78 SEIU
Office Assistant 104 $3,771.98 $5,572.97 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 $5,974.74 $8,827.38 UNREP Park & Landscape Supervisor 231 $7,461.90 $11,024.63 SEIU Parks & Facilities Manager 281 $9,119.36 $13,473.42 MGMT Parks & Facilities Project Coordinator 201 $6,118.98 $9,040.55 UNREP Payroll Coordinator 195 $5,938.59 $8,774.00 CONF
Payroll Specialist 169 $5,216.33 $7,706.89 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 $7,205.90 $10,646.44 SEIU
Police Administrative Officer 241 $7,470.00 $11,036.64 MGMT Police Dispatch Supervisor 218 $6,660.41 $9,840.48 MGMT Police Dispatcher I 133 $4,511.56 $6,665.63 IPOA
Police Dispatcher II 153 $4,984.80 $7,364.82 IPOA
Police Lieutenant 331 $14,573.39 $17,714.05 PCU
Police Officer 211 $7,706.32 $9,835.43 IPOA
Police Officer Trainee 184 $5,621.54 $8,305.59 MCU
Police Sergeant 286 $11,643.59 $14,152.85 PCU
Police Training Specialist 164 $5,087.85 $7,517.08 UNREP Principal Civil Engineer 312 $10,644.18 $15,726.36 MGMT Principal Human Resources Analyst 281 $9,119.36 $13,473.42 CONF Principal Planner 284 $9,256.82 $13,676.59 UNREP
Principal Management Analyst 258 $8,131.02 $12,013.21 UNREP Principal Water Management Analyst 258 $8,131.02 $12,013.21 UNREP Project Construction Manager 271 $8,675.68 $12,817.93 MGMT Property & Evidence Officer I 133 $4,511.56 $6,665.63 IPOA Property & Evidence Officer II 153 $4,984.80 $7,364.82 IPOA Public Arts Analyst 248 $7,735.42 $11,428.78 UNREP
Public Works Administrative Coordinator 218 $6,660.41 $9,840.48 UNREP
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 215 of 216 Human Resources Department, 4
Exhibit B
Public Works Manager 281 $9,119.36 $13,473.42 MGMT
Public Works Inspector I 185 $5,649.65 $8,347.11 ICEA
Public Works Inspector II 205 $6,242.28 $9,222.68 ICEA
Records Specialist I 94 $3,588.48 $5,301.84 ICEA
Records Specialist II 114 $3,964.90 $5,857.96 ICEA
Records Supervisor 169 $5,216.33 $7,706.89 MGMT
Senior Accountant 250 $7,812.97 $11,543.31 UNREP
Senior Accounting Technician 168 $5,190.39 $7,668.59 ICEA Senior Administrative Assistant 195 $5,938.60 $8,774.01 ICEA Senior Building Permit Technician 168 $5,449.91 $8,052.02 SEIU Senior Code Enforcement Officer 194 $5,909.04 $8,730.36 ICEA Senior Economic Development Analyst 240 $7,432.87 $10,981.76 UNREP Senior Engineer 282 $9,164.93 $13,540.79 UNREP
Senior Equipment Operator 178 $5,455.80 $8,060.71 ICEA
Senior Facilities Maintenance Worker 178 $5,455.80 $8,060.71 ICEA Senior Finance Technician 188 $5,734.83 $8,472.92 CONF
Senior Fleet Mechanic 186 $5,677.90 $8,388.83 ICEA
Senior HR Analyst 248 $7,735.42 $10,884.55 UNREP
Senior Management Analyst 240 $7,432.87 $10,981.76 UNREP Senior Permit Technician 168 $5,190.39 $7668.59 ICEA
Senior Planner 244 $7,582.61 $11,203.01 UNREP
Senior Records Specialist 134 $4,380.78 $6,472.39 ICEA
Senior Traffic Signal Technician 218 $6,660.41 $9,840.49 ICEA Senior Street Maintenance Worker 149 $4,721.11 $6,975.19 ICEA Senior Water Engineer 262 $8,294.84 $12,255.26 UNREP
SPI Community Outreach Coordinator 186 $5,677.90 $7,989.38 PT Street Maintenance Supervisor 228 $7,351.10 $10,860.93 SEIU Street Maintenance Worker I 109 $3,867.23 $5,713.67 ICEA Street Maintenance Worker II 129 $4,272.90 $6,313.03 ICEA Supervising Plans Examiner 274 $8,806.45 $13,011.11 MGMT Supervising Traffic Signal Technician 238 $7,727.05 $11,416.38 SEIU System Engineer 268 $8,974.17 $13,258.95 SEIU
Traffic Signal Technician I 178 $5,455.80 $8,060.71 ICEA Traffic Signal Technician II 198 $6,028.12 $8,906.29 ICEA (1) Does not include 13.75% or 15% POST Certificate Pay
Fiscal Year 2025-26 Mid-Year Budget Report (Ruby D. Walla, Dir. of Finan... Page 216 of 216