TO:
FROM:
CONTACT:
SUBJECT:
Summary:
AGENDA REPORT CityofPoway
June 3, 2025
Honorable Mayor and Members of the City Council
Julie Procopio, Director of Development Serviceq·
Cassandra Seaboch, Assistant Engineer
858-668-4625 or [email protected]
CITY COUNCIL
Acceptance of the FY 2023-24 Americans with Disabilities (ADA) Barrier Removal - Community
Park Project with LC Paving & Sealing, Inc., as Complete On November 19, 2024, the City Council awarded the FY 2023-24 ADA Barrier Removal -Community Park project contract to LC Paving & Sealing, Inc., Bid No. 25-005, in the amount of $95,850.00. This action will accept the project as complete.
Recommended Action:
It is recommended the City Council:
1) Accept the FY 2023-24 ADA Barrier Removal -Community Park project, as complete; 2) Authorize the City Clerk to file and record the Notice of Completion; 3) Authorize the release of the retention in the amount of $4,895.50 if unencumbered, 45 days after City Council acceptance;
4) Release the Great Midwest Insurance Company for Material and Labor in the amount of $95,850.00 after the release of retention; and
5) Retain the Great Midwest Insurance Company Bond for Faithful Performance for a period of one (1) year.
Discussion:
The FY 2023-24 ADA Barrier Removal -Community Park project is fully funded through the Community Development Block Grant (CDBG) Program. The County of San Diego manages the program and allocates funds to the City. As a requirement of this grant, the City allocates and expends funds for the approved project, which are then submitted to the County for reimbursement. The General Fund (F1000) will provide temporary loans to the CDBG Fund as applicable in the interim to pay for the project.
The FY 2023-24 ADA Barrier Removal -Community Park project consisted of ADA upgrades at the Slack Street entrance to Community Park. Improvements included the construction of a new ADA 1 of 2
June 3, 2025, Item #13
compliant sidewalk, access ramp, and handrails from the east end of Slack Street to the existing walkway inside Community Park. Enhancing ADA accessibility and connectivity at Community Park is one of the recommendations that resulted from the Community Park Needs Assessment.
This action accepts the FY 2023-24 ADA Barrier Removal -Community Park project as complete. LC Paving & Sealing, Inc. has completed all work in accordance with the contract plans and specifications.
A single change order, in the amount of $2,060.00, included costs for materials and labor associated with adding an additional handrail not included in the initial project scope. City staff deemed the additional handrail necessary to ensure safety along a section of sidewalk where elevation differences posed a potential hazard. The final contract amount is $97,910.00.
Environmental Review:
The action of acceptance of public improvements, which was the subject of a prior environmental determination, is not considered a Project as defined under Section 15378 of the California Environmental Quality Act (CEQA) State Guidelines; therefore, pursuant to the CEQA State Guidelines Section 15378(b)(5) no environmental review is required.
Fiscal Impact:
Sufficient funds are available in the project account (PK026) for the release of retention.
Public Notification:
None.
Attachments:
None.
Reviewed/Approved By:
Assistant City Manager
2 of 2
Reviewed By:
Alan Fenstermacher
City Attorney
Approved By:
c~
City Manager
June 3, 2025, Item #14
AGENDA REPORT CityofPoway
DATE:
TO:
FROM:
CONTACT:
SUBJECT:
Summary:
June 3, 2025
Honorable Mayor and Members of the City Council
Craig Schmollinger, Director of Finance ~
Mehrnoush Jamshidi, Finance Manager
(858) 668-4426 or [email protected]
City's Investment Report as of March 31, 2025
CITY COUNCIL
Quarterly reports of investments are required to be presented to the City Council per California Government Code and the City's Investment Policy. Attached is the Investment Portfolio Report as of March 31, 2025.
Recommended Action:
It is recommended the City Council accept and file the attached report.
Discussion:
Pursuant to California Government Code Sec. 53646(b)(1) and the City's Investment Policy, the Director of Finance (i.e., City Treasurer) renders a quarterly investment report to the City Council concerning the investment portfolio's earnings and performance results. In accordance with the Investment Policy, the quarterly report includes information such as the investment type, issuer, date of maturity, par value, amount invested, current market value, and the source of the market value information.
The City is in compliance with its adopted Investment Policy, and the City's investment program provides sufficient liquidity to meet its cash flow requirements for the next six months. The fair value of the City's investment portfolio as of March 31, 2025, was $155,624,162. It consisted of the following:
(Remainder of page intentionally left blank)
1 of30
June 3, 2025, Item #14
Investment Portfolio Total
Cash $471,743
Deposits at CalTRUST $25,434,816
Deposits at the Local Agency Investment Fund (LAIF) $46,629,209 U.S. Treasury Notes $34,547,072
U.S. Instrumentalities $25,063,344
Corporate Notes $23,477,978
Fair Value of Investment Portfolio as of March 31, 2025 $155,624,162 It is the City's practice to keep funds (including those identified to pay for Capital Improvement Projects) invested and earning interest until they are needed. In addition to changing market conditions, reductions in the fair value of the investment portfolio can also be reflective of payments for large capital projects as well as operational expenses.
The attached Investment Portfolio Report (Attachment B) and Investment Report (Attachment C) were prepared by the City's investment manager, Insight Investment, with input from the City's Finance Department. The Portfolio Report includes all investments while the Investment Report includes only those investments managed by Insight Investment.
CalTRUST is a joint powers authority created by and for California public agencies to pool their assets and invest local agency idle funds. Any California public agency may participate in the CalTRUST, including the state, counties, cities, and special districts. The City invests portions of investable funds of the portfolio in the Short Term CalTRUST account with target investment of funds up to two years.
The City also invests portions of the investable funds of the portfolio in the Medium Term CalTRUST account with target investment of funds between one and three years.
The Local Agency Investment Fund (LAIF} is a California State offered and administered investment pool made available to local agencies within the State. This program offers local agencies, such as the City, the opportunity to participate in a major portfolio, which invests hundreds of millions of dollars, using the investment expertise of the State Treasurer's Office professional investment staff. The State of California cannot borrow or withhold LAIF money per California statute.
All City funds, including the General Fund, Water Fund, Wastewater Fund and others -except those identified in Attachment D, are pooled and invested, with earned interest allocated quarterly based on the average daily cash balance in each fund. The funds on deposit at LAIF and CalTRUST earn interest at variable rates. The interest rate for the month ending March 31, 2025, is estimated at 4.31 % for LAIF, 4.46% for the CalTRUST short-term fund, and 4.16% for the CalTRUST medium-term fund.
For fixed income securities, the difference between amortized cost and fair value is considered an unrealized gain or loss. A realized loss is when the principal of the security is redeemed before its maturity date at a fair value lower than its amortized cost value. The amortized cost value of the externally managed investment portfolio is $83,036,948; the fair value is $83,560,138 for an unrealized gain of $523,191 or 0.63% of the total amortized cost value. The source of the fair value information for the U.S. Treasury Notes, the U.S. Instrumentalities, Corporate Notes, and Municipal Bonds is Interactive Data Corporation.
2 of30
June 3, 2025, Item #14
Also included with this report are recaps of the City's cash and investments held by fiscal agents, non managed investments, and cash on hand. The total book value of the cash and investments held by our fiscal agent, U.S. Bank, at March 31, 2025, was $507,502. The source of the market value information for these investments was U.S. Bank. The total book value of the non-managed investments was $106,831 at March 31, 2025. The City's cash on hand at March 31, 2025 totaled $1,420,600.
The March 31, 2025 balance of the City's Library Trust Fund is $267,308. Through the Fiscal Year 2024- 25 period ending March 31, 2025, no interest earnings have been transferred to the General Fund. At the close of Fiscal Year 2024-25, 90% of the Library Trust Fund's interest earnings will be transferred to the General Fund to partially offset library operating costs.
Environmental Review:
This action is not subject to review under the California Environmental Quality Act (CEQA).
Fiscal Impact:
The externally managed investment portfolio earned $217,499 of interest during March 2025, as well as $182,688 of interest during February 2025, and $200,595 during January 2025. Fees for investment services during this period totaled $10,349. Net revenues received from investments are recorded to each fund based on a proportional share of invested funds for the period. Investment income is budgeted each year to account for this revenue source in each impacted City fund.
Public Notification:
None.
Attachments:
A. Investment Statistics
8. Investment Portfolio Report prepared by Insight Investment C. Investment Report prepared by Insight Investment
D. City of Poway Investments and Cash with Fiscal Agent; General, Payroll, and Petty Cash Report at March 31, 2025
Reviewed/Approved By:
Assistant City Manager
3 of30
Reviewed By:
Alan Fenstermacher
City Attorney
Appro~
c~
City Manager
June 3, 2025, Item #14
City of Poway
Investment Statistics
Separately Managed Investment Pools
Fair Value:
CalTRUST Short-Term Deposits
CalTRUST Medium-Term Deposits
March
2024
$ 12,236,228
11,914,575
42,366,056
December
2024
$ 12,728,872
12,349,633
34,118,812
March
2025
12,869,241
12,565,574
46,629,209
Deposits at the Local Agency Investment Fund (LAIF)
Total Fair Value $ 66,516,859 $ 59,197,317 $ 72,064,024 Weighted Average Yield
Effective Average Duration in days
Weighted Average Maturity in days
Externally Managed Investment Pools
Fair Value:
4.36%
1 1
4.39%
1 1
4.31%
1 1
Cash $ 69,598 $ 96,249 $ 471,743
U.S. Treasury Notes
U.S. Instrumentalities
Corporate Bonds
Total Fair Value
Amortized Cost Value:
Cash
U.S. Treasury Notes
U.S. Instrumentalities
Corporate Bonds
Total Amortized Cost Value
Unrealized Gain (Loss)
Unrealized Gain (Loss) Percentage
Accrued Interest Earned
Weighted Average Yield
Effective Average Duration in years
Weighted Average Maturity in years
32,331,747
23,643,740
23,074,754
79,119,839
69,598
32,670,764
23,780,522
23,196,280
79,717,165
(597,326)
-0.75%
175,385
3.80%
2.22 2.47
34,155,677
24,597,864
23,287,221
82,137,010
96,249
34,249,619
24,590,617
23,238,861
82,175,345
(38,333)
-0.05%
199,400
4.26%
2.03 2.21
34,547,072
25,063,344
23,477,978
83,560,138
471,743
34,398,367
24,882,938
23,283,899
83,036,948
523,191
0.63%
217,499
4.32%
1.85 2.02
Total Fair Value of Portfolio Assets $ 145,636,698 $ 141,334,327 $ 155,624,162 Weighted Average Yield
Effective Average Duration in years
Weighted Average Maturity in years
Glossary of Yield Terminology
4.05%
1.21 1.34
4.32%
1.18 1.29
Coupon: A bond's coupon is the periodic interest payment made to the holder of the fixed income security during the life of the bond. Coupon payments can be made monthly, quarterly, or annually.
Book Yield: The Book Yield is that rate of return that will make the present value of the future cash flows of a fixed income security equal to the price paid for the security. This assumes that the security will be held to its maturity.
Current Yield: Annual rate of return on an investment expressed as a percentage. Current Yield of a fixed income security is the annualized earnings (coupon) divided by the bond's market value as of the valuation date.
One Year Total Yield: The One Year Total Yield or One Year Return represents the portfolio's percentage change over a year's time, factoring in interest payments, changes in market value and reinvestment of distributions.
4.32%
0.99 1.09
Weighted Average Yield: The total yield on a bond portfolio divided by the number of bonds contained in ii, weighted for the size of each bond so that the yield of large holdings does not drown out the calculation of yields on small holdings.
Yield to Maturity: The Yield to Maturity (YTM) or Market Yield to Maturity of a fixed income security is that rate of interest that will make the present value of the future cash flows equal to the market value as of the valuation date, assuming the bond is held to maturity. 4 of 30 ATTACHMENT A
June 3, 2025, Item #14
City of Poway
Monthly Investment Portfolio Report
March 31, 2025
Separately Managed Investment Pools % Internal Yield
LAIF $ 46,629,209 65% 4.31%
Ca IT rust -Short $ 12,869,241 18% 4.46%
CalTrust -Medium $ 12,565,574 17% 4.16%
Total Internally Managed $ 72,064,025 100%
as% of Total Portfolio 46%
Weighted Average Yield 4.31%
Days
Effective Average Duration -Internal 1
Weighted Average Maturity-Internal 1
Externally Managed Assets % External Yield
Cash $ 471,743 1% 4.21%
Treasury Securities $ 34,547,072 41% 4.07%
Instrumentality Securities $ 25,063,344 30% 4.41%
Corporate Notes $ 23,477,978 28% 4.60%
Total Externally Managed $ 83,560,137 100%
as% of Total Portfolio 54%
Weighted Average Yield 4.32%
Years
Effective Average Duration -External 1.85
Weighted Average Final Maturity-External 2.02
Total Portfolio Assets % Total Yield
LAIF $
CalTrust -Short $
CalTrust -Medium $
Cash $
Treasury Securities $
Instrumentality Securities $
Corporate Notes $
Total Portfolio Assets $
Weighted Average Yield
Effective Average Duration -Total
Weighted Average Maturity-Total
Portfolio Change
Beginning Balance
Ending Balance
46,629,209 30%
12,869,241 8%
12,565,574 8%
471,743 0%
34,547,072 22%
25,063,344 16%
23,477,978 15%
155,624,162 100%
Assets values shown at Market, excluding accrued interest Externally managed assets quoted at Purchase Yields
Internally managed assets quoted at Market Yields
5 of30
4.31%
4.46%
4.16%
4.21%
4.07%
4.41%
4.60%
4.32%
Years
0.99 1.09
$
$
CalTrust-
Ca IT rust -Short,
18%
157,495,386
155,624,162
ATTACHMENT B
Cash, 1%
Treasury
Securities, 41%
Instrumentality
Securities, 30%
CalTrust -Short CalTrust-
12% Medium
Cash
0%
Securities
32%
June 3, 2025, Item #14
6 of30 ATTACHMENT C
June 3, 2025, Item #14
.....
Contents 0 ....
w
0 Fixed income market review 3
Activity and performance summary 4
Recap of securities held 6
Maturity distribution of securities held 7
Securities held 8
GASB 40- Deposit and investment risk disclosure 14
Detail of return and interest received 18
Transaction report 22
Additional information 23
June 3, 2025, Item #14
FIXED INCOME MARKET REVIEW
As of March 31, 2025
00 0 ....
w
0 Chart 1: US trade policy uncertainty continued to drive risk market volatility 700
600
--US trade policy uncertainty index
500
QJ
~ 400
>
X
<lJ
~ 300
200
100
0 1960 1970 1980 1990 2000 2010
Source: Matteo lacoviello. Macrobond March 31, 2025
Chart 2: The FOMC nonetheless left its rate projections unchanged 6 5
4 2020
~ 3 ~- ♦
2 1
0 2022 2023
• • • • • • Market expectations
{Mar-19,2025)
- ♦ - FOMC Dots
{Mar 19, 2025)
2024 2025
Source: Federal Reserve, Macrobond, March 19, 2025
- FOMCDots
{Dec 18, 2024)
--Fed funds rate
2026 2027 2028
CITY OF POWAY
Economic Indicators and Monetary Policy
Risk assets struggled given uncertainty around tariff policies. The White House ended its 30- day pause on 25% tariffs against Canada and Mexico, and subsequently amended them to exempt imports satisfying USMCA rules of origin requirements. US tariffs on steel and aluminum also went into effect, prompting retaliations from Canada and the EU. Meanwhile, China imposed tariffs on US farm exports. The White House announced 25% tariffs on autos, to take effect in April, and announced 25% tariffs on those buying oil from Venezuela, also to take effect in April.
The FOMC announced a slowdown in "quantitative tightening" (QT). From April it will allow a limit of $5bn of Treasuries per month to roll off" its balance sheet, down from $25bn. It left its cap on agency MBS unchanged at $35bn.
The central bank's quarterly summary of economic projections reflected higher inflation and lower growth forecasts for 2025, with tariffs a major factor. It forecast headline and core inflation at 2.7% and 2.8% respectively at the end of this year, both up from its 2.5% forecast in December. It also projected GDP at 1.7% this year, down from its previous 2.1 % forecast.
However, the committee made no changes to its median" dot plot" Fed funds rate projections (see Chart 2).
Headline CPI slowed from 3% to 2.8% and core CPI from 3.3% to 3.1 %. PCE remained at 2.5% while Core PCE accelerated from 2.7% to 2.8%. The data showed progress in stubborn core services sectors, indicating continued disinflationary momentum ahead of tariff impacts.
The US economy added 151,000 jobs in February, just below consensus estimates for 160,000.
Most of the gain was in the private sector, with healthcare services the standout while leisure and hospitality jobs declined, likely related to cold weather. The household survey was weaker, however, with employment falling 588,000.
The unemployment rate rose from 4% to 4.1 % with the participation rate falling from 62.6% to
62.4%. The U6 underemployment rate (a broader measure that includes those that have stopped looking for work and involuntary part-time workers) rose from 7.5% to 8%, the highest since October 2021.
Interest Rate Summary
Yields fell given the risk-off market action. At the end of March, the 3-month US Treasury bill yielded 4.29%, the 6-month US Treasury bill yielded 4.22%, the 2-year US Treasury note yielded
3.88%, the 5-year US Treasury note yielded 3. 95% and the 10-year US Treasury note yielded
4.21%.
3 June 3, 2025, Item #14
ACTIVITY AND PERFORMANCE SUMMARY
For the period March 1, 2025 - March 31, 2025
\D
0 ;: I Amortized Cost Basis Activity Summary
0 Opening balance
Income received
Total receipts
Total disbursements
lnterportfolio transfers
Total lnterportfollo transfers
Realized gain (loss)
Change in accruals from security movement
Total amortization expense
Total 01D/MKT accretion Income
Return of capital
Closing balance
Ending fair value
Unrealized gain (loss)
335,104.17
0.00 Comparative Rates of Return (%)
* Twelve * Six
month trailing month trailing
Fed Funds
Overnight Repo
Merrill Lynch 3m US Treas Bill
Merrill Lynch 6m US Treas Bill
ML 1 Year US Treasury Note
ML 2 Year US Treasury Note
ML 5 Year US Treasury Note
* rates reflected are cumulative
4.87 4.95
4.73 4.60
4.48 4.27
4.14 2.22
2.24 2.13
2.08 2.07
2.05 2.07
82,608,783.07
335,104.17
0.00 0.00
0.00 0.00
(3,495.86)
96,556.21
0.00 83,036,947.59
83,560,137.37
523,189 .78
* One month
0.36 0.36
0.35 0.34
0.34 0.33
0.34 Detail Qf Amortize!;! Cgst Basis R!;ltyrn
Interest Accretion Realized
earned {amortization) gain {loss)
Cash and Cash Equivalents 424.17 0.00 0.00
Corporate Bonds 80,408.27 15,012.74 0.00
Government Agencies 70,132.33 26,812.03 0.00
Government Bonds 66,533.82 51,235.58 0.00
Total 217,498.59 93,060.35 0.00
Summary Qf Amortized Cgst Basis Return for the PeriQd
Interest earned
Accretion (amortization)
Realized gain (loss) on sales
Total income on portfolio
Average daily amortized cost
Period return (%)
YTD return (%)
Weighted average final maturity in days
CITY OF POWAY
Total
income
424.17
95,421.01
96,944.36
117,769.40
310,558.94
Total portfolio
217,498.59
93,060.35
0.00 310,558.94
82,862,498.22
0.37 1.06
738
4 June 3, 2025, Item #14
ACTIVITY AND PERFORMANCE SUMMARY
For the period March 1, 2025 - March 31, 2025 ...
0,------------------------, 0 .... Fair Value Basis Activity Summary w o I Opening balance
Income received
Total receipts
Total disbursements
lnterportfolio transfers
Total lnterportfollo transfers
Unrealized gain (loss) on security movements
Change in accruals from security movement
Return of capital
Change in fair value for the period
Ending fair value
335,104.17
0.00 Comparative Rates of Return (%)
*Twelve * Six
month trailing month trailing
Fed Funds
Overnight Repo
ICE Bofa 3 Months UST-BILL
ICE Bofa 6m US Treas Bill
ICE Bofa 1 Yr US Treasury Note
ICE BofA US Treasury 1-3
ICE BofA US Treasury 1-5
* rates reflected are cumulative
4.87 2.22
4.95 2.24
4.97 2.21
5.12 2.16
4.98 1.76
5.43 1.53
5.50 1.22
83,036,710.35
335,104.17
0.00 0.00
0.00 0.00
0.00 188,322.85
83,560,137.37
* One month
0.36 0.36
0.33 0.35
0.36 0.47
0.52 Detail Qf Fair Valye Basis Retyrn
Interest Change in
earned fair value
Cash and Cash Equivalents 424.17 0.00
Corporate Bonds 80,408.27 39,608.43
Government Agencies 70,132.33 51,817.36
Government Bonds 66,533.82 96,897.06
Total 217,498.59 188,322.85
Summary of Fair Value Basis Return for the Period
Interest earned
Change in fair value
Total income on portfolio
Average daily total value*
Period return (%)
YTD return (%)
Weighted average final maturity in days
* Total value equals market value and accrued interest
CITY OF POWAY
Total
income
424.17
120,016.70
121,949.69
163,430.88
405,821.44
Total portfolio
217,498.59
188,322.85
405,821.44
83,823,794.65
0.48 1.74
738
5 June 3, 2025, Item #14
RECAP OF SECURITIES HELD
As of March 31 , 2025 .... ....
0 ....
w
0 Cash and Cash Equivalents
Corporate Bonds
Government Agencies
Government Bonds
.1.11[~
Historical
cost
471,742.98
22,944,931.00
24,321,441 .59
33,158,915.99
Amortized
cost
471,742.98
23,283,899.00
24,882,938.49
34,398,367 .12
Fair value
471,742.98
23,477,977.78
25,063,344.45
34,547,072.16
Unrealized
gain (loss)
0.00 194,078.78
180,405.96
148,705.04
Weighted Percent
average of
final portfolio
maturity (days)
762
803
685
0.58 28.36
30.06 40.99
Portfolio diversification (%)
- ~ ·- -- -------
■ Cash and Cash Equivalents
■ Corporate Bonds
■ GovernmentAgencies
■ Government Bonds
Total
0.58 28.36
30.06 40.99
100.00
Weighted
average
effective
duration (years)
0.00 1.81
2.05 1.76
CITY OF POWAY
6 June 3, 2025, Item #14
MATURITY DISTRIBUTION OF SECURITIES HELD
As of March 31, 2025 ....
N
0 ....
w
0 Maturity
Under 90 days
90 to 1 79 days
180 days to 1 year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
Over 5 years
E
.§.
+-'
"' 0 u
-;;;
u ·.:
.8
"' :E
25.00 20.00
15.00 10.00
5.00 0.00
o'I>~
°-><::)
?:,e}
v(;<
Maturity distribution
o'I>~
'\°->
' r:,'-0
~
.... ~fl,
,p
~
0'1>4,"'
..._'b<::)
'I>~
~fl,
'1,
,,o
~<:,
~fl,
":,
'1,'-0
~<:,
~fl,
b,
n:,'-0
Historic cost Percent
4,891,882.11 6.05
5,376,546 .31 6.65
9,908,748.68 12.25
20,795,483.47 25.71
22,914,197.70 28.33
13,417,828 .37 16.59
3,592,344.92 4.44
0.00 0.00
80,897,031 .56 100.00
~<:,
~fl,
~
1,.'-0
~<:,
~~fl,
,,.e}
0 CITY OF POWAY
7 June 3, 2025, Item #14
SECURITIES HELD
CITY OF POWAY
As of March 31, 2025 ... w
2, Cusip Description Coupon Maturity/ Par value or Historical cost Amortized cost Fair value Unrealized Total % w Call date shares gain accrued Port C
(loss) interest cost
Cash and Cash Equivalents
Cash and Cash Equivalents 0.000 471,742.98 471,742 .98 471,742 .98 471,742 .98 0.00 0.00 0.58 - - -
Total Cash and Cash Equivalents 471,742.98 471,742.98 471,742.98 471,742.98 0.00 0.00 0.58 Corporate Bonds
166764BW9 CHEVRON CORP 1.554% 11 MAY2025 (CALLABLE 1.554 05/11/2025 1,800,000.00 1,715,436 .00 1,796,795.63 1,794,018 .06 (2,777.57) 10,878 .00 2.12 14APR25) 04/11/2025
24422ETC3 JOHN DEERE CAPITAL CORP 3.4% 115EP2025 3.400 09/11/2025 1,000,000.00 989,920 .00 998,515.21 996,279 .97 (2,235.24) 1,888.89 1.22 02665WEY3 AMERICAN HONDA FINANCE 4.95% 09JAN2026 4.950 01/09/2026 1,000,000.00 995,500 .00 997,741 .91 1,002,983.42 5,241.51 11 ,275 .00 1.23 037833EB2 APPLE INC 0.7% 08FEB2026 (CALLABLE 08JAN26) 0.700 02/08/2026 1,200,000 .00 1,096, 152.00 1,168,078 .66 1,164,298 .76 (3,779.90) 1,236 .67 1.35 01/08/2026
06051GFX2 BANK OF AMERICA CORP 3.5% 19APR2026 3.500 04/19/2026 1,800,000.00 1,736,028 .00 1,776,574.50 1,783,331.59 6,757.09 28,350 .00 2.15 91159HHN3 US BANCORP 2.375% 22JUL2026 (CALLABLE 22JUN26) 2.375 07/22/2026 1,000,000.00 944,140.00 970,441.79 976,345.24 5,903.45 4,552.08 1.17 06/22/2026
02665WBH3 AMERICAN HONDA FINANCE 2.3% 09SEP2026 2.300 09/09/2026 1, 100,000 .00 1,034,869 .00 1,072,629 .16 1,066,596.40 (6,032.76) 1,546 .11 1.28 17325FBC1 CITIBANK NA 5.488% 04DEC2026 (CALLABLE 04NOV26) 5.488 12/04/2026 1,400,000 .00 1,420, 132.00 1,411,486.85 1,423,615 .79 12,128 .94 24,970.40 1.76 11/04/2026
17275RBQ4 CISCO SYSTEMS INC 4.8% 26FEB2027 (CALLABLE 4.800 02/26/2027 1,250,000.00 1,253,775 .00 1,252,423.09 1,265,037.01 12,613.92 5,833.33 1.55 26JAN27) 01/26/2027
037833DB3 APPLE INC 2.9% 12SEP2027 (CALLABLE 12JUN27) 2.900 09/12/2027 1,300,000 .00 1,234,987 .00 1,265,949.25 1,263,984 .57 (1,964.68) 1,989.72 1.53 06/12/2027
---·- -
8 June 3, 2025, Item #14
SECURITIES HELD
CITY OF POWAY
As of March 31 , 2025 .....
.i:,.
g_ Cusip Description Coupon Maturity/ Par value or Historical cost Amortized cost Fair value Unrealized Total % w Call date shares gain accrued Port 0
(loss) interest cost
Corporate Bonds
24422EWK1 JOHN DEERE CAPITAL CORP 4.15% 15SEP2027 4.150 09/15/2027 1,000,000.00 992,020.00 995,813.69 998,344 .36 2,530.67 1,844.44 1.23 89236TKQ7 TOYOTA MOTOR CREDIT CORP 4.625% 12JAN2028 4.625 01/12/2028 1,100,000.00 1,091,585 .00 1,095,162.46 1,108,287.69 13,125 .23 11,164.24 1.35 46625HRY8 JPMORGAN CHASE & CO 3.782% 01 FEB2028 (CALLABLE 3.782 02/01/2028 2,000,000.00 1,909,600.00 1,938,590.55 1,973,131.56 34,541.01 12,606 .67 2.36 01 FEB27) 02/01/2027
194162AR4 COLGATE-PALMOLIVE CO 4.6% 01 MAR2028 (CALLABLE 4.600 03/01/2028 2,400,000.00 2,391,240.00 2,394,887.97 2,443,634.50 48,746.53 9,200.00 2.96 01 FEB28) 02/01/2028
91159HJF8 US BANCORP 4.548% 22JUL2028 (CALLABLE 22JUL27) 4.548 07/22/2028 900,000.00 890,253.00 892,792.54 900,124 .16 7,331 .62 7,845 .30 1.10 07/22/2027
17325FBB3 CITIBANK NA 5.803% 29SEP2028 (CALLABLE 29AUG28) 5.803 09/29/2028 1,000,000.00 1,027,800 .00 1,020,050.59 1,041,470 .94 21,420.35 322 .39 1.27 08/29/2028
17275RBR2 CISCO SYSTEMS INC 4.85% 26FEB2029 (CALLABLE 4.850 02/26/2029 1,000,000.00 999,390.00 999,503.67 1,017,844.91 18,341.24 4,715 .28 1.24 26JAN29) 01/26/2029
717081ET6 PFIZER INC 3.45% 1 SMAR2029 (CALLABLE 15DEC28) 3.450 03/15/2029 1,300,000.00 1,222,104.00 1,236,461.48 1,258,648.85 22,187.37 1,993.33 1.51 12/15/2028
- " -- -Total Corporate Bonds 23,550,000 .00 22,944,931.00 23,283,899.00 23,477,977.78 194,078.78 142,211.85 28.36 Government Agencies
3136G4K85 FANNIE MAE 0.5% 18AUG2025 CALLABLE #0000 0.500 08/18/2025 1,350,000 .00 1,266,394 .50 1,328,353.55 1,330,630.46 2,276.91 806.25 1.57 3134A2HG6 FREDDIE MAC 0% 11 DEC2025 0.000 12/11/2025 1,000,000.00 895,930.00 969,487.45 969,739.07 251.62 0.00 1.11 3130ALHHO FEDERAL HOME LOAN BANK 0. 96% 05MAR2026 0. 960 03/05/2026 2,300,000.00 2,092,540 .00 2,230,013.49 2,233,833 .58 3,820.09 1,594.67 2.59 (CALLABLE 05MAY25) 04/05/2025
---·-
9 June 3, 2025, Item #14
SECURITIES HELD
CITY OF POWAY
As of March 31 , 2025 ....
u,
!a, Cusip Description Coupon Maturity/ Par value or Historical cost Amortized cost Fair value Unrealized Total % w Call date shares gain accrued Port 0
(loss) interest cost
Government Agencies
3130AWLZ1 FEDERAL HOME LOAN BANK 4.75% 12JUN2026 4.750 06/12/2026 1,100,000 .00 1,096,612 .00 1,098,531 .98 1,108,933 .31 10,401.33 15,820 .14 1.36 3133EPUW3 FEDERAL FARM CREDIT BANK 4.75% 01 SEP2026 4.750 09/01/2026 2,000,000 .00 1,987,080.00 1,993,627 .30 2,019,977 .16 26,349.86 7,916.67 2.46 3130APJH9 FEDERAL HOME LOAN BANK 1.5% 280CT2026 1.500 10/28/2026 2,050,000.00 1,860,110 .55 1,970,809.69 1,987,985.53 17,175.84 13,068 .75 2.30 (CALLABLE 28APR25) #0006 04/28/2025
3133EPK79 FEDERAL FARM CREDIT BANK 4.375% 07DEC2026 4.375 12/07/2026 1,200,000.00 1,196,508 .00 1,198,044.61 1,207,242.66 9,198.05 16,625.00 1.48 3130AQF65 FEDERAL HOME LOAN BANK 1.25% 21 DEC2026 1.250 12/21/2026 2,300,000.00 2,055,763 .00 2,196,328 .66 2,194,880.92 (1,447.74) 7,986 .11 2.54 3130ATHWO FEDERAL HOME LOAN BANK 4.125% 1 OSEP2027 4.125 09/10/2027 2,000,000 .00 1,993,260 .00 1,996,649 .04 2,010,995 .36 14,346.32 4,812.50 2.46 3133EPCG8 FEDERAL FARM CREDIT BANK 4.125% 01 DEC2027 4.125 12/01/2027 1,000,000.00 989,640.00 994,160.73 1,004, 132.30 9,971.57 13,750 .00 1.22 3130ATUS4 FEDERAL HOME LOAN BANK 4.25% 1 ODEC2027 4.250 12/10/2027 2,000,000.00 2,010,731 .16 2,005,996 .10 2,017,186.56 11,190.46 26,208 .33 2.49 3133EN5N6 FEDERAL FARM CREDIT BANK 4% 06JAN2028 4.000 01/06/2028 1, 100,000.00 1,105,292.88 1,102,976.68 1,101,076 .26 (1,900.42) 10,388 .89 1.37 3130AEB25 FEDERAL HOME LOAN BANK 3.25% 09JUN2028 3.250 06/09/2028 2,700,000 .00 2,574,679.50 2,598,524 .84 2,645,967 .90 47,443 .06 27,300 .00 3.18 3133EP5U5 FEDERAL FARM CREDIT BANK 4.125% 20MAR2029 4.125 03/20/2029 2,000,000.00 1,985,860.00 1,988,741.54 2,007,282 .76 18,541.22 2,520.83 2.45 --- --- ------------
10 June 3, 2025, Item #14
SECURITIES HELD
CITY OF POWAY
As of March 31 , 2025 ....
en
g, Cusip Description Coupon Maturity/ Par value or Historical cost Amortized cost Fair value Unrealized Total % w Call date shares gain accrued Port 0
(loss) interest cost
Government Agencies
3130ATUT2 FEDERAL HOME LOAN BANK 4.5% 14DEC2029 4.500 12/14/2029 1,200,000.00 1,211,040.00 1,210,692.83 1,223,480 .62 12,787.79 16,050 .00 1.50 Total Government Agencies 25,300,000.00 24,321,441.59 24,882,938.49 25,063,344.45 180,405.96 164,848.14 30.06 Government Bonds
912828ZL7 USA TREASURY 0.375% 30APR2025 0.375 04/30/2025 2,900,000.00 2,704 ,703 .13 2,894,764.16 2,890,882.37 (3,881.79) 4,536 .26 3.34 912828XZ8 USA TREASURY 2. 75% 30JUN2025 2.750 06/30/2025 1,500,000.00 1,445,449 .22 1,493,345.68 1,494,609.38 1,263.70 10,255 .53 1.79 91282CEY3 USA TREASURY 3% 15JUL2025 3.000 07/15/2025 400,000.00 395,532 .59 398,491 .89 398,489 .58 (2.31) 2,486.19 0.49 91282CNO USA TREASURY 0.25% 31 AUG2025 0.250 08/31/2025 1,400,000.00 1,279,250 .00 1,384,141.85 1,377,239.07 (6,902.78) 294.84 1.58 91282CAT8 USA TREASURY 0.25% 31 OCT2025 0.250 10/31/2025 1,200,000.00 1,086,046 .88 1,178,959.48 1,173,070.31 (5,889.17) 1,251 .38 1.34 9128285N6 USA TREASURY 2.875% 30NOV2025 2.875 11/30/2025 1,700,000.00 1,636,454.91 1,678,876.02 1,685,523.45 6,647.43 16,246.91 2.02 91282CBC4 USA TREASURY 0.375% 31 DEC2025 0.375 12/31/2025 2,300,000 .00 2,106,124.89 2,257,244 .86 2,237,086 .90 (20,157.96) 2,144 .34 2.60 91282CBT7 USA TREASURY 0. 75% 31 MAR2026 0.750 03/31/2026 1,400,000.00 1,243,707 .82 1,355,432.31 1,355,189 .07 (243.24) 0.00 1.54 91282CKS9 USA TREASURY 4.875% 31MAY2026 4.875 05/31/2026 1,400,000.00 1,410,340.63 1,408,455.10 1,413 ,179.68 4,724.58 22,687 .50 1.74 912828YU8 USA TREASURY 1.625% 30NOV2026 1.625 11/30/2026 1,600,000.00 1,468, 130.36 1,526,925.74 1,541 ,312.50 14,386.76 8,642.86 1.81 11 June 3, 2025, Item #14
SECURITIES HELD
CITY OF POWAY
As of March 31 , 2025 ... ......
~ Cusip Description Coupon Maturity/ Par value or Historical cost Amortized cost Fair value Unrealized Total % I.I.I Call date shares gain accrued Port 0
(loss) interest cost
Government Bonds
91282CDQ1 USA TREASURY 1.25% 31DEC2026 1.250 12/31/2026 2,350,000 .00 2,088,287.11 2,240,238.37 2,244,433.58 4,195.21 7,303.18 2.58 91282CEF4 USA TREASURY 2.5% 31 MAR2027 2.500 03/31/2027 1,000,000.00 924,573 .66 956,814 .72 973,437.50 16,622.78 0.00 1.14 91282CET4 USA TREASURY 2.625% 31 MAY2027 2.625 05/31/2027 2,000,000.00 1,901,256.70 1,935,502.93 1,947,109.38 11,606.45 17,451.92 2.35 91282CEW7 USA TREASURY 3.25% 30JUN2027 3.250 06/30/2027 740,000.00 699,620.45 715,730.89 730,056 .25 14,325.36 5,979.28 0.86 91282CFB2 USA TREASURY 2.75% 31JUL2027 2.750 07/31/2027 1,800,000.00 1,671,756 .03 1,720,419 .62 1,754,367 .19 33,947 .57 8,067.68 2.07 91282CFUO USA TREASURY 4.125% 31 OCT2027 4.125 10/31/2027 2,100,000.00 2,077,858 .60 2,086,285.12 2,111,894 .53 25,609.41 36,133.63 2.57 9128283F5 USA TREASURY 2.25% 15NOV2027 2.250 11/15/2027 1,100,000.00 1,030,523 .22 1,062,943.14 1,055,226 .57 (7,716.57) 9,298 .34 1.27 91282CHE4 USA TREASURY 3.625% 31 MAY2028 3.625 05/31/2028 2,100,000.00 2,074,577 .35 2,081,581.71 2,082,773.45 1,191.74 25,305 .29 2.56 91282CCH2 USA TREASURY 1.25% 30JUN2028 1.250 06/30/2028 1,700,000.00 1,473,488. 28 1,550,628.10 1,563,800 .78 13,172.68 5,283 .15 1.82 9128285M8 USA TREASURY 3.125% 15NOV2028 3.125 11/15/2028 2,200,000.00 2,059,929.24 2,088,263 .84 2,141 ,906.25 53,642.41 25,828.73 2.55 91282CKX8 USA TREASURY 4.25% 30JUN2029 4.250 06/30/2029 1,200,000.00 1,206,004.02 1,205,468.45 1,214,625 .00 9,156.55 12,679.56 1.49 --- ~ - --- --------
12 June 3, 2025, Item #14
...
00 SECURITIES HELD
As of March 31 , 2025
s_ Cusip
w
Description
0 Government Bonds
91282CFJ5 USA TREASURY 3.125% 31 AUG2029
Coupon Maturity/ Par value or Historical cost
Call date shares
3.125 08/31/2029 1,200,000.00 1,175,300.90
CITY OF POWAY
Amortized cost Fair value Unrealized Total %
gain accrued Port
(loss) interest cost
1,177,853.14 1,160,859.37 (16,993.77) 3,158.97 1.45
---35,290,000.00 33,158,915.99 34,398,367.12 34,547,072.16 148,705.04 225,035.54 40.99 Total Government Bonds l~ ~ M•W-1-11 •r.r.tr:r.11 ®e►M!i MIN•#ll-td m@l!rl&i ~FM ~ • • WZl&i&M1
--------------- - ---- --------
13 June 3, 2025, Item #14
GASB 40 - DEPOSIT AND INVESTMENT RISK DISCLOSURE
CITY OF POWAY
As of March 31, 2025 .....
\0
g, Cusip Description Coupon Maturity Call date S&P Moody Par value or Historical % Portfolio Market % Portfolio Effective w date rating 0 rating shares cost hist cost value mktvalue dur {yrs) United States Treasury Note/Bond
912828ZL7 USA TREASURY 0.375% 0.375 04/30/2025 AA+ Aaa 2,900,000 .00 2,704,703.13 3.34 2,890,882.37 3.46 0.08 912828XZ8 USA TREASURY 2.75% 2.750 06/30/2025 AA+ Aaa 1,500,000.00 1,445,449.22 1.79 1,494,609.38 1.79 0.25 91282CEY3 USA TREASURY 3% 3.000 07/15/2025 AA+ Aaa 400,000.00 395,532.59 0.49 398,489.58 0.48 0.29 91282CAJ0 USA TREASURY 0.25% 0.250 08/31/2025 AA+ Aaa 1,400,000.00 1,279,250.00 1.58 1,377,239 .07 1.65 0.42 91282CAT8 USA TREASURY 0.25% 0.250 10/31/2025 AA+ Aaa 1,200,000.00 1,086,046.88 1.34 1,173,070.31 1.40 0.57 9128285N6 USA TREASURY 2.875% 2.875 11/30/2025 AA+ Aaa 1,700,000.00 1,636,454 .91 2.02 1,68S,523.45 2.02 0.65 91282CBC4 USA TREASURY 0.375% 0.375 12/31/2025 AA+ Aaa 2,300,000 .00 2,106,124.89 2.60 2,237,086.90 2.68 0.74 91282CBT7 USA TREASURY 0.75% 0.750 03/31/2026 AA+ Aaa 1,400,000.00 1,243,707.82 1.54 1,355,189.07 1.62 0.98 91282CKS9 USA TREASURY 4.875% 4.875 05/31/2026 AA+ Aaa 1,400,000.00 1,410,340 .63 1.74 1,413,179.68 1.69 1.11 912828YU8 USA TREASURY 1.625% 1.625 11/30/2026 AA+ Aaa 1,600,000.00 1 ,468, 130.36 1.81 1,541,312.50 1.84 1.61 91282CDQ1 USA TREASURY 1.25% 1.250 12/31/2026 AA+ Aaa 2,350,000.00 2,088,287.11 2.58 2,244,433.58 2.69 1.70 91282CEF4 USA TREASURY 2.5% 2.500 03/31/2027 AA+ Aaa 1,000,000.00 924,573.66 1.14 973,437.50 1.16 1.92 91282CET4 USA TREASURY 2.625% 2.625 05/31/2027 AA+ Aaa 2,000,000 .00 1,901,256.70 2.35 1,947,109.38 2.33 2.06 91282CEW7 USA TREASURY 3.25% 3.250 06/30/2027 AA+ Aaa 740,000.00 699,620.45 0.86 730,056.25 0.87 2.12 91282CFB2 USA TREASURY 2.75% 2.750 07/31/2027 AA+ Aaa 1,800,000.00 1,671,756.03 2.07 1,754,367.19 2.10 2.22 91282CFU0 USA TREASURY 4.125% 4.125 10/31/2027 AA+ Aaa 2,100,000 .00 2,077,858 .60 2.57 2, 111,894.53 2.53 2.39 9128283F5 USA TREASURY 2.25% 2.250 11/15/2027 AA+ Aaa 1,100,000.00 1,030,523.22 1.27 1,055,226.57 1.26 2.49 91282CHE4 USA TREASURY 3.625% 3.625 05/31/2028 AA+ Aaa 2,100,000.00 2,074,577.35 2.56 2,082,773.45 2.49 2.92 91282CCH2 USA TREASURY 1.25% 1.250 06/30/2028 AA+ Aaa 1,700,000.00 1,473,488.28 1.82 1,563,800.78 1.87 3.12 9128285MB USA TREASURY 3.125% 3.125 11/15/2028 AA+ Aaa 2,200,000.00 2,059,929.24 2.55 2,141,906.25 2.56 3.35 91282CKX8 USA TREASURY 4.25% 4.250 06/30/2029 AA+ Aaa 1,200,000.00 1,206,004 .02 1.49 1,214,625.00 1.45 3.82 91282CFJ5 USA TREASURY 3.125% 3.125 08/31/2029 AA+ Aaa 1,200,000.00 1,175,300.90 1.45 1,160,859.37 1.39 4.06 Issuer total 35,290,000.00 33,158,915.99 40.99 34,547,072 .16 41 .34 1.76 ----- ·----- -·---·---·· ·--· ·-·- ·--· -···------------ --- -------------------- ------- ---- ·--- 14 June 3, 2025, Item #14
GASB 40 - DEPOSIT AND INVESTMENT RISK DISCLOSURE
CITY OF POWAY
As of March 31, 2025
N
0 g, Cusip Description Coupon Maturity Call date S&P Moody Par value or Historical % Portfolio Market % Portfolio Effective w date rating rating shares cost hist cost value mktvalue dur (yrs) 0 Federal Home Loan Banks
3130ALHHO FEDERAL HOME LOAN 0.960 03/05/2026 04/05/2025 AA+ Aaa 2,300,000.00 2,092,540.00 2.59 2,233,833.58 2.67 0.91 3130AWLZ1 FEDERAL HOME LOAN 4.750 06/12/2026 AA+ Aaa 1,100,000.00 1,096,612.00 1.36 1,108,933.31 1.33 1.14 3130APJH9 FEDERAL HOME LOAN 1.500 10/28/2026 04/28/2025 AA+ Aaa 2,050,000.00 1,860,110.55 2.30 1,987,985.53 2.38 1.52 3130AQF65 FEDERAL HOME LOAN 1.250 12/21/2026 AA+ Aaa 2,300,000.00 2,055,763.00 2.54 2,194,880.92 2.63 1.67 3130ATHWO FEDERAL HOME LOAN 4.125 09/10/2027 AA+ Aaa 2,000,000.00 1,993,260.00 2.46 2,010,995.36 2.41 2.30 3130ATUS4 FEDERAL HOME LOAN 4.250 12/10/2027 AA+ Aaa 2,000,000.00 2,010,731.16 2.49 2,017,186.56 2.41 2.49 3130AEB25 FEDERAL HOME LOAN 3.250 06/09/2028 AA+ Aaa 2,700,000.00 2,574,679.50 3.18 2,645,967.90 3.17 2.96 3130ATUT2 FEDERAL HOME LOAN 4.500 12/14/2029 AA+ Aaa 1,200,000 .00 1,211,040.00 1.50 1,223,480.62 1.46 4.16 Issuer total 15,650,000.00 14,894,736.21 18.41 15,423,263.78 18.46 2.13 Federal Farm Credit Banks Funding Corp
3133EPUW3 FEDERAL FARM CREDIT 4.750 09/01/2026 AA+ Aaa 2,000,000.00 1,987,080.00 2.46 2,019,977.16 2.42 1.36 3133EPK79 FEDERAL FARM CREDIT 4.375 12/07/2026 AA+ Aaa 1,200,000.00 1, 196,508.00 1.48 1,207,242.66 1.44 1.59 3133EPCG8 FEDERAL FARM CREDIT 4.125 12/01/2027 AA+ Aaa 1,000,000.00 989,640.00 1.22 1,004,132.30 1.20 2.47 3133EN5N6 FEDERAL FARM CREDIT 4.000 01/06/2028 AA+ Aaa 1,100,000.00 1,105,292.88 1.37 1,101,076.26 1.32 2.57 3133EP5U5 FEDERAL FARM CREDIT 4.125 03/20/2029 AA+ Aaa 2,000,000.00 1,985,860.00 2.45 2,007,282.76 2.40 3.62 Issuer total 7,300,000.00 7,264,380.88 8.98 7,339,711.14 8.78 2.35 Citibank NA
17325FBC1 CITIBANK NA 5.488% 5.488 12/04/2026 11/04/2026 A+ Aa3 1,400,000.00 1,420, 132.00 1.76 1,423,615.79 1.70 1.50 17325FBB3 CITIBANK NA 5.803% 5.803 09/29/2028 08/29/2028 A+ Aa3 1,000,000.00 1,027,800.00 1.27 1,041,470.94 1.25 3.10 Issuer total 2,400,000.00 2,447,932.00 3.03 2,465,086.73 2.95 2.17 Colgate-Palmolive Co
194162AR4 COLGATE-PALMOLIVE CO 4.600 03/01/2028 02/01/2028 A+ Aa3 2,400,000 .00 2,391,240.00 2.96 2,443,634.50 2.92 2.65 Issuer total 2,400,000.00 2,391 ,240.00 2.96 2,443,634.50 2.92 2.65 - - ·---· ·-···-·-·· ---···-·' -··---·-·--····- --·-··-----. - --- --- --~- ---- ----------- ---·--- -- --- ------- ----- 15 June 3, 2025, Item #14
GASB 40 - DEPOSIT AND INVESTMENT RISK DISCLOSURE
CITY OF POWAY
As of March 31, 2025
N ....
g_ Cusip Description Coupon Maturity Call date S&P Moody Par value or Historical % Portfolio Market % Portfolio Effective w date rating rating shares 0 cost hist cost value mktvalue dur (yrs) Apple Inc
037833EB2 APPLE INC 0.7% 0.700 02/08/2026 01/08/2026 AA+ Aaa 1,200,000.00 1,096,152.00 1.35 1,164,298 .76 1.39 0.84 037833D83 APPLE INC 2. 9% 2.900 09/12/2027 06/12/2027 AA+ Aaa 1,300,000.00 1,234,987.00 1.53 1,263,984.57 1.51 2.27 Issuer total 2,500,000.00 2,331,139.00 2.88 2,428,283.33 2.91 1.60 Cisco Systems Inc
17275RBQ4 CISCO SYSTEMS INC 4.8% 4.800 02/26/2027 01/26/2027 AA- A1 1,250,000.00 1,253,775.00 1.55 1,265,037.01 1.51 1.75 17275RBR2 CISCO SYSTEMS INC 4.850 02/26/2029 01/26/2029 AA- A1 1,000,000.00 999,390.00 1.24 1,017,844.91 1.22 3.48 Issuer total 2,250,000.00 2,253,165.00 2.79 2,282,881.92 2.73 2.52 American Honda Finance Corp
02665WEY3 AMERICAN HONDA 4.950 01/09/2026 A- A3 1,000,000.00 995,500.00 1.23 1,002,983.42 1.20 0.75 02665WBH3 AMERICAN HONDA 2.300 09/09/2026 A- A3 1,100,000.00 1,034,869 .00 1.28 1,066,596.40 1.28 1.39 Issuer total 2,100,000 .00 2,030,369.00 2.51 2,069,579.82 2.48 1.08 John Deere Capital Corp
24422ETC3 JOHN DEERE CAPITAL 3.400 09/11/2025 A A1 1,000,000.00 989,920.00 1.22 996,279.97 1.19 0.44 24422EWK1 JOHN DEERE CAPITAL 4.150 09/15/2027 A A1 1,000,000 .00 992,020.00 1.23 998,344.36 1.19 2.31 Issuer total 2,000,000.00 1,981,940 .00 2.45 1,994,624.33 2.39 1.38 JPMorgan Chase & Co
46625HRY8 JPMORGAN CHASE & CO 3.782 02/01/2028 02/01/2027 A A1 2,000,000.00 1,909,600.00 2.36 1,973,131.56 2.36 1.74 Issuer total 2,000,000 .00 1,909,600.00 2.36 1,973,131.56 2.36 1.74 US Bancorp
91159HHN3 US BANCORP 2.375% 2.375 07/22/2026 06/22/2026 A A3 1,000,000.00 944,140 .00 1.17 976,345 .24 1.17 1.25 91159HJF8 US BANCORP 4.548% 4.548 07/22/2028 07/22/2027 A A3 900,000.00 890,253.00 1.10 900,124.16 1.08 2.15 Issuer total 1,900,000.00 1,834,393.00 2.27 1,876,469.40 2.25 1.69 -- - --- - -·· ---- ----- ----- -~-------- - - - -·---· -· ·- -- 16 June 3, 2025, Item #14
GASB 40 - DEPOSIT AND INVESTMENT RISK DISCLOSURE
CITY OF POWAY
As of March 31 , 2025
N
N
g_ Cusip Description Coupon Maturity Call date S&P Moody Par value or Historical % Portfolio Market % Portfolio Effective w date rating rating shares 0 cost hist cost value mkt value dur (yrs) Chevron Corp
166764BW9 CHEVRON CORP 1.554% 1.554 05/11/2025 04/11/2025 AA- Aa2 1,800,000.00 1,715,436.00 2.12 1,794,018.06 2.15 0.11 Issuer total 1,800,000.00 1,715,436.00 2.12 1,794,018.06 2.15 0.11 Bank of America Corp
06051 GFX2 BANK OF AMERICA CORP 3.500 04/19/2026 A- A1 1,800,000.00 1,736,028.00 2.15 1,783,331.59 2.13 1.00 Issuer total 1,800,000.00 1,736,028.00 2.15 1,783,331.59 2.13 1.00 Federal National Mortgage Association
3136G4K85 FANNIE MAE 0.5% 0.500 08/18/2025 AA+ Aaa 1,350,000.00 1,266,394.50 1.57 1,330,630.46 1.59 0.38 Issuer total 1,350,000.00 1,266,394.50 1.57 1,330,630 .46 1.59 0.38 Pfizer Inc
717081ET6 PFIZER INC3.45% 3.450 03/15/2029 12/15/2028 A A2 1,300,000.00 1 ,222, 104.00 1.51 1,258,648.85 1.51 3.57 Issuer total 1,300,000.00 1,222,104.00 1.51 1,258,648 .85 1.51 3.57 Toyota Motor Credit Corp
89236TKQ7 TOYOTA MOTOR CREDIT 4.625 01/12/2028 A+ A1 1,100,000.00 1,091 ,585.00 1.35 1,108,287.69 1.33 2.56 Issuer total 1,100,000.00 1 ,091 ,585.00 1.35 1,108,287.69 1.33 ;2.56 Federal Home Loan Mortgage Corp
3134A2HG6 FREDDIE MAC 0% 0.000 12/11/2025 AA+ Aaa 1,000,000 .00 895,930.00 1.11 969,739.07 1.16 0.68 Issuer total 1,000,000.00 895,930.00 1.11 969,739.07 1.16 0.68 Cash and Cash Equivalents
CASH 0.000 471,742 .98 471,742.98 0.00 471,742.98 0.56 0.00 Issuer total 471,742.98 471,742.98 0.00 471,742.98 0.56 0.00 ~
---~- -- --
17 June 3, 2025, Item #14
DETAIL OF RETURN AND INTEREST RECEIVED
CITY OF POWAY
For the period March 1, 2025 - March 31, 2025
N w
g, Cusip Description Accretion Realized gain Change in fair Interest earned Interest received w (amortization) (loss) value 0
--
Cash
Cash and Cash Equivalents 0.00 0.00 0.00 424.17 424.17
- --Total Cash 0.00 0.00 0.00 424.17 424.17
Corporate Bonds
02665WBH3 AMERICAN HONDA FINANCE 2.3% 09SEP2026 1,582.13 0.00 365.39 2,319.17 12,650.00 02665WEY3 AMERICAN HONDA FINANCE 4. 95% 09JAN2026 242.81 0.00 (101.15) 4,537.50 0.00 037833EB2 APPLE INC 0.7% 08FEB2026 (CALLABLE 08JAN26) 3,109.22 0.00 3,490.26 770.00 0.00 037833DB3 APPLE INC 2.9% 12SEP2027 (CALLABLE 12JUN27) 1,158.19 0.00 3,743.57 3,455.83 18,850.00 06051GFX2 BANK OF AMERICA CORP 3.5% 19APR2026 1,854.26 0.00 2,613.69 5,775.00 0.00 166764BW9 CHEVRON CORP 1.554% 11MAY2025 (CALLABLE 14APR25) 2,344.65 0.00 4,238.68 2,564.10 0.00 17275RBQ4 CISCO SYSTEMS INC 4.8% 26FEB2027 (CALLABLE 26JAN27) (110.81) 0.00 799.71 5,500.00 0.00 17275RBR2 CISCO SYSTEMS INC 4.85% 26FEB2029 (CALLABLE 26JAN29) 10.59 0.00 3,439.88 4,445.84 0.00 17325FBC1 CITIBANK NA 5.488% 04DEC2026 (CALLABLE 04NOV26) (600.35) 0.00 (983.82) 7,042.93 0.00 17325FBB3 CITIBANK NA 5.803% 29SEP2028 (CALLABLE 29AUG28) (489.43) 0.00 (59.13) 5,319.42 29,015.00 194162AR4 COLGATE-PALMOLIVE CO 4.6% 01 MAR2028 (CALLABLE 01 FEB28) 145.92 0.00 6,780.80 10,120.00 55,200.00 24422ETC3 JOHN DEERE CAPITAL CORP 3.4% 11 SEP2025 276.67 0.00 2,801.22 3,116.67 17,000.00 24422EWK1 JOHN DEERE CAPITAL CORP 4.15% 15SEP2027 141.91 0.00 2,627.12 3,804.16 20,750.00 46625HRY8 JPMORGAN CHASE & CO 3.782% 01 FEB2028 (CALLABLE 01 FEB27) 1,804.39 0.00 3,102.98 6,933.67 0.00 717081ET6 PFIZER INC 3.45% 15MAR2029 (CALLABLE 1 SDEC28) 1,337.66 0.00 3,191.54 4,111.25 22,425.00 89236TKQ7 TOYOTA MOTOR CREDIT CORP 4.625% 12JAN2028 144.84 0.00 (847.77) 4,663.55 0.00 91159HHN3 US BANCORP 2.375% 22JUL2026 (CALLABLE 22JUN26) 1,878.70 0.00 2,798.51 2,177.08 0.00 ----- - - ~ ·~
18 June 3, 2025, Item #14
DETAIL OF RETURN AND INTEREST RECEIVED
CITY OF POWAY
For the period March 1, 2025 - March 31, 2025
N .i:.
g_ Cusip Description Accretion Realized gain Change in fair Interest earned Interest received w
C
(amortization) (loss) value
Corporate Bonds
91159HJF8 US BANCORP 4.548% 22JUL2028 (CALLABLE 22JUL27) 181 .39 0.00 1,606.95 3,752.10 0.00 ---- - -Total Corporate Bonds 15,012.74 0.00 39,608.43 80,408.27 175,890.00 Government Agencies
3136G4K85 FANNIE MAE 0.5% 18AUG2025 CALLABLE #0000 4,705.75 0.00 3,853.21 618.75 0.00 3133EN5N6 FEDERAL FARM CREDIT BANK 4% 06JAN2028 (89.66) 0.00 2,438.35 4,033.33 0.00 3133EPCG8 FEDERAL FARM CREDIT BANK 4.125% 01 DEC2027 182.29 0.00 2,233.04 3,781.25 0.00 3133EP5U5 FEDERAL FARM CREDIT BANK 4.125% 20MAR2029 236.19 0.00 2,938.06 7,562.50 41 ,250.00 3133EPK79 FEDERAL FARM CREDIT BANK 4.375% 07DEC2026 96.64 0.00 1,739.84 4,812.50 0.00 3133EPUW3 FEDERAL FARM CREDIT BANK 4.75% 01 SEP2026 374.13 0.00 1,443.36 8,708.34 47,500.00 3130ALHHO FEDERAL HOME LOAN BANK 0. 96% 05MAR2026 (CALLABLE 05MAY25) 6,040.50 0.00 5,918.18 2,024.00 11 ,040.00 3130AQF65 FEDERAL HOME LOAN BANK 1.25% 21 DEC2026 5,008.28 0.00 4, 133.56 2,635.42 0.00 3130APJH9 FEDERAL HOME LOAN BANK 1.5% 280CT2026 (CALLABLE 28APR25) #0006 4,182.59 0.00 6,591.28 2,818.75 0.00 3130AEB25 FEDERAL HOME LOAN BANK 3.25% 09JUN2028 2,649.48 0.00 6,708.04 8,043.75 0.00 3130ATHWO FEDERAL HOME LOAN BANK 4.125% 105EP2027 114.24 0.00 6,619.34 7,562.50 41,250.00 3130ATUS4 FEDERAL HOME LOAN BANK 4.25% 1 ODEC2027 (185.44) 0.00 4,778.92 7,791 .66 0.00 3130ATUT2 FEDERAL HOME LOAN BANK 4.5% 14DEC2029 (189.37) 0.00 (221 .18) 4,950.00 0.00 3130AWLZ1 FEDERAL HOME LOAN BANK 4. 75% 12JUN2026 101.95 0.00 1,260.02 4,789.58 0.00 3134A2HG6 FREDDIE MAC 0% 11 DEC2025 3,584.46 0.00 1,383.34 0.00 0.00 -Total Government Agencies 26,812.03 0.00 51,817.36 70,132.33 141,040.00 19 June 3, 2025, Item #14
DETAIL OF RETURN AND INTEREST RECEIVED
CITY OF POWAY
For the period March 1, 2025 - March 31, 2025
"' U1
g, Cusip Description Accretion Realized gain Change in fair Interest earned Interest received w (amortization) (loss) value 0
Government Bonds
91282CAJO USA TREASURY 0.25% 31 AUG2025 3,213.09 0.00 4,725.00 294.84 0.00 91282CAT8 USA TREASURY 0.25% 31 OCT2025 3,047.93 0.00 4,007.81 256.90 0.00 912828ZL7 USA TREASURY 0.375% 30APR2025 5,410.37 0.00 9,158.40 931 .29 0.00 91282CBC4 USA TREASURY 0.375% 31 DEC2025 4,819.67 0.00 7,344.72 738.61 0.00 91282CBT7 USA TREASURY 0. 75% 31 MAR2026 3,785.20 0.00 4,407.82 894.23 5,250.00 91282CCH2 USA TREASURY 1.25% 30JUN2028 3,901.03 0.00 7,636.73 1,819.75 0.00 91282CDQ1 USA TREASURY 1.25% 31 DEC2026 5,316.58 0.00 7,619.12 2,515.54 0.00 912828YU8 USA TREASURY 1.625% 30NOV2026 3,719.71 0.00 5,062.50 2,214.29 0.00 9128283F5 USA TREASURY 2.25% 15NOV2027 1,197.87 0.00 3,394.54 2,119.47 0.00 91282CEF4 USA TREASURY 2.5% 31 MAR2027 1,833.89 0.00 2,617.19 2,129.12 12,500.00 91282CET4 USA TREASURY 2.625% 31 MAY2027 2,527.70 0.00 5,234.38 4,471.15 0.00 912828XZ8 USA TREASURY 2.75% 30JUN2025 2,266.85 0.00 2,109.38 3,532.46 0.00 91282CFB2 USA TREASURY 2.75% 31JUL2027 2,895.53 0.00 4,851.57 4,238.95 0.00 9128285N6 USA TREASURY 2.875% 30NOV2025 2,683.79 0.00 2,138.30 4,162.43 0.00 91282CEY3 USA TREASURY 3% 15JUL2025 441 .05 0.00 388.02 1,027.63 0.00 9128285M8 USA TREASURY 3.125% 15NOV2028 2,614.20 0.00 7,218.75 5,887.43 0.00 91282CFJ5 USA TREASURY 3.125% 31 AUG2029 425.37 0.00 4,406.24 3,158.97 0.00 91282CEW7 USA TREASURY 3.25% 30JUN2027 916.38 0.00 1,705.47 2,059.53 0.00 91282CHE4 USA TREASURY 3.625% 31 MAY2028 493.49 0.00 5,578.15 6,483.17 0.00 91282CFUO USA TREASURY 4.125% 31 OCT2027 450.39 0.00 4,019.53 7,418.16 0.00 20 June 3, 2025, Item #14
DETAIL OF RETURN AND INTEREST RECEIVED
"' 0\
For the period March 1, 2025 - March 31, 2025
g, Cusip
w
Description
0 Government Bonds
91282CKX8
91282CKS9
USA TREASURY 4.25% 30JUN2029
USA TREASURY 4.875% 31 MAY2026
Total Government Bonds
Accretion
(amortization)
(109.23)
(615.28)
51 ,235.58
Realized gain
(loss)
0.00 0.00
0.00 Change in fair
value
3,328.13
(54.69)
96,897.06
CITY OF POWAY
Interest earned Interest received
4,367.40
5,812.50
66,533.82
0.00 0.00
17,750.00
Grand 93,060.35 0.00 188,322.85 217,498.59 335,104.17
21 June 3, 2025, Item #14
TRANSACTION REPORT
CITY OF POWAY
For the period March 1, 2025 - March 31, 2025
N
-.J
!a, Trade date Cusip Transaction Sec type Description Maturity Par value or Realized Principal Interest Transaction total w Settle date shares gain(loss) 0
03/01/2025 194162AR4 Income Corporate Bonds COLGATE-PALMOLIVE CO 4.6% 03/01/2028 2,400,000.00 0.00 0.00 55,200.00 55,200.00 03/01/2025
03/01/2025 3133EPUW3 Income Government Agencies FEDERAL FARM CREDIT BANK 09/01/2026 2,000,000.00 0.00 0.00 47,500.00 47,500.00 03/01/2025
03/05/2025 3130ALHHO Income Government Agencies FEDERAL HOME LOAN BANK 03/05/2026 2,300,000.00 0.00 0.00 11,040.00 11,040.00 03/05/2025
03/09/2025 02665WBH3 Income Corporate Bonds AMERICAN HONDA FINANCE 09/09/2026 1,100,000 .00 0.00 0.00 12,650.00 12,650.00 03/10/2025
03/10/2025 3130ATHWO Income Government Agencies FEDERAL HOME LOAN BANK 09/10/2027 2,000,000.00 0.00 0.00 41,250.00 41,250.00 03/10/2025
03/11/2025 24422ETC3 Income Corporate Bonds JOHN DEERE CAPITAL CORP 09/11/2025 1,000,000.00 0.00 0.00 17,000.00 17,000.00 03/11/2025
03/12/2025 037833DB3 Income Corporate Bonds APPLE INC 2.9% 12SEP2027 09/12/2027 1,300,000.00 0.00 0.00 18,850.00 18,850.00 03/12/2025
03/15/2025 717081ET6 Income Corporate Bonds PFIZER INC 3.45% 15MAR2029 03/15/2029 1,300,000.00 0.00 0.00 22,425 .00 22,425 .00 03/15/2025
03/17/2025 24422EWK1 Income Corporate Bonds
JOHN DEERE CAPITAL CORP 09/15/2027 1,000,000 .00 0.00 0.00 20,750.00 20,750.00 03/17/2025
03/20/2025 3133EP5U5 Income Government Agencies FEDERAL FARM CREDIT BANK 03/20/2029 2,000,000.00 0.00 0.00 41,250.00 41,250.00 03/20/2025
03/29/2025 17325FBB3 Income Corporate Bonds CITIBANK NA 5.803% 09/29/2028 1,000,000.00 0.00 0.00 29,015.00 29,015.00 03/29/2025
03/31/2025 91282CBT7 Income Government Bonds USA TREASURY 0.75% 03/31/2026 1,400,000.00 0.00 0.00 5,250.00 5,250.00 03/31/2025
03/31/2025 91282CEF4 Income Government Bonds USA TREASURY 2.5% 03/31/2027 1,000,000 .00 0.00 0.00 12,500.00 12,500.00 03/31/2025
03/31/2025 Income Cash and Cash Equivalents Cash 0.00 0.00 0.00 424.17 424.17 22 June 3, 2025, Item #14
ADDITIONAL INFORMATION
As of March 31, 2025
CITY OF POWAY
"' co Past performance is not indicative offuture results. Investment in any strategy involves a risk of loss which may partly be due to exchange rate fluctuations. 0 ~ The performance results shown, whether net or gross of investment management fees, reflect the reinvestment of dividends and/or income and other earnings. Any gross of fees performance does not include fees and o charges and these can have a material detrimental effect on the performance of an investment. The performance shown is for the stated time period(s) only.
Any target performance aims are not a guarantee, may not be achieved and a capital loss may occur. Funds which have a higher performance aim generally take more risk to achieve this and so have a greater potential for the returns to be significantly different than expected . Investments are subject to risks, including loss of principal. There can be no guarantee that any investment strategy will meet the liability funding needs of a particular client.
Performance information for certain accounts may reflect performance achieved while the account was managed at a prior firm. In addition, the performance and customized benchmark information for these periods are based on Information from 3rd parties that Insight believes to be accurate, but Insight has not independently verified such information and no representation is made regarding its accuracy or completeness.
The quoted benchmarks do not reflect deductions for fees, expenses or taxes. These benchmarks are unmanaged and cannot be purchased directly by investors. Benchmark performance is shown for illustrative purposes only and does not predict or depict the performance of any investment. There may be material factors relevant to any such comparison such as differences in volatility, and regulatory and legal restrictions between the indices shown and the strategy .
Any currency conversions performed for this presentation, use FX rates as per WM Reuters 4pm spot rates, unless noted otherwise.
Funds and portfolios with an ESG objective follow a sustainable or ESG related investment approach, which may cause them to perform differently than funds that are not required to integrate sustainable investment criteria when selecting securities. Funds and portfolios with no ESG objective are not required to integrate sustainable investment criteria when selecting securities so any ESG approach shown is only indicative and there is no guarantee that the specific approach will be applied across the whole portfolio .
This is a client report intended for professional clients only. This material is for professional clients only and is not intended for distribution to retail clients. This document must not be used for the purpose of an offer or solicitation in any jurisdiction or in any circumstances in which such offer or solicitation is unlawful or otherwise not permitted. This document is intended only for the parties to whom it was delivered or its authorised agents and should not be copied or passed to any other person. Please contact the Client Services Team if there has been any change in your financial circumstances or risk tolerance since the previous valuation that could affect the investment objective of your portfolio . Insight obtains market data and prices from an independent pricing source for all of our currency positions on a daily basis. For trading activity the Clearing broker will be reflected. In certain cases the Clearing broker will differ from the Executing broker.
Some information contained in this client report comes from external sources which Insight believes to be reliable. A list of sources is available on request. All statistics represent month end figures unless otherwise noted. It should not be assumed that any of the security transactions or holdings referenced herein have been or will prove to be profitable or that future investment decisions will be profitable or will equal or exceed the past investment performance of the securities listed . Tax treatment depends on the individual circumstances of each investor and may be subject to change in the future. Insight does not provide tax or legal advice to its clients and all investors are strongly urged to seek professional advice regarding any potential strategy or investment. Material in this publication is for general information only and is not advice, investment advice, or the recommendation of any purchase or sale of any security.
Insight Investment is the corporate brand for certain companies operated by Insight Investment Management Limited (IIML). Insight includes, among others, Insight Investment Management (Global) Limited (IIMG), Insight Investment International Limited (IIIL) and Insight North America LLC (INA). each of which provides asset management services. This group of companies may be referred to as 'Insight' or 'Insight Investment'.
Please compare the information provided in this statement to the information provided in the statement received from your Custodian. This report is not intended to replace your custodial statement which is your official record for all pertinent account information. Please notify us promptly if you do not receive from your custodian on at least a quarterly basis account statements that contain the amount offunds and each security in the account at the end of the period and all transactions in the account during that period.
For clients based in North America:
This material is for professional clients only and is not intended for distribution to retail clients.
Investment advisory services in North America are provided through two different investment advisers registered with the Securities and Exchange Commission (SEC). using the brand Insight Investment: Insight North America LLC (INA) and Insight Investment International Limited (IIIL). The North American investment advisers are associated with other global investment managers that also (individually and collectively) use the corporate brand Insight Investment and may be referred to as 'Insight' or 'Insight Investment'. INA is registered with the CFTC as a Commodity Trading Advisor and a Commodity Pool Operator and are members of the NFA.
Information about the indices shown here is provided to allow for comparison of the performance of the strategy to that of certain well-known and widely recognized indices. There is no representation that such index is an appropriate benchmark for such comparison. You cannot invest directly in an index and the indices represented do not take into account trading commissions and/or other brokerage or custodial costs. The volatility of the indices may be materially different from that of the strategy. In addition, the strategy's holdings may differ substantially from the securities that comprise the indices shown .
The ICE BofA 3 Month UST-Bill index is an unmanaged market index of U.S. Treasury securities maturing in 90 days that assumes reinvestment of all income.
The ICE BofA 6 Month UST-Bill index measures the performance ofTreasury bills with time to maturity of less than 6 months. -~·-----·
23 June 3, 2025, Item #14
N
\0
ADDITIONAL INFORMATION
As of March 31 , 2025
CITY OF POWAY
0 The ICE BofA 1-Year US Treasury Index is a one-security index comprised of the most recently issued 1-year US Treasury note. The index is rebalanced monthly. In order to qualify for inclusion, a 1-year note must be auctioned : on or before the third business day before the last business day of the month. 0 The ICE BofA 3-Year US Treasury Index is a one-security index comprised of the most recently issued 3-year US Treasury note. The index is rebalanced monthly. In order to qualify for inclusion, a 3-year note must be auctioned on or before the third business day before the last business day of the month.
The ICE BofA 5-Year US Treasury Index is a one-security index comprised of the most recently issued 5-year US Treasury note. The index is rebalanced monthly. In order to qualify for inclusion, a 5-year note must be auctioned on or before the third business day before the last business day of the month.
The ICE BofA 1-3 US Year Treasury Index is an unmanaged index that tracks the performance of the direct sovereign debt of the U.S. Government having a maturity of at least one year and less than three years.
The ICE BofA 1-5 US Year Treasury Index is an unmanaged index that tracks the performance of the direct sovereign debt of the U.S. Government having a maturity of at least one year and less than five years. © 2025 Insight Investment. All rights reserved.
24 June 3, 2025, Item #14
w
0 0 ....
w
0 ~
~ n :::c:
s: m
z
-I
C
City of Poway Investments & Cash with Fiscal Agent; Non-Managed Investments; General, Payroll & Petty Cash March 2025
Part I
Investments 8: Cash with Fiscal Agents
Settlement Days to I % of Total Face Book I Market Unrealized I INVESTMENT DESCRIPTION Date Maturity I Investment Value I' Value I ! Value Gain(Loss) 1st Am Gov't Obligations Money Mkt Fd 03/31/25 I , Various) 11 r 100.00%1 - sso1,so1 . 90 1 sso1,so1 .9o I sso1,so1. 90 I ' so.oo I l I - - I r r - I 1- I r I ---- I
I I I I,- - "
I
Average/Total , I - 111 100.00%1 r $ 507,50UOI .- sso1,so1. 90 I r sso1,so1.9 o f - so.oo I Various! · Paying Agent or Uninvested Cash ft DITs ' ~ - so.oo I
Total Investments and Cash with Fiscal Agent
Non-Mana!!ed Investments
INVESTMENT DESCRIPTION
County Pool
Average /Total
General, Payroll 8: Petty Cash
General Cash (US Bank)
Payroll Cash (US Bank)
Emergency Cash (US Bank)
Grant Cash (US Bank)
Flexible Benefits Cash (US Bank)
Petty Cash
Total Cash
Settlement
Date
sso1,so1.9o 1
-~ - -
Part II
Face I . -B~ k - , r Market I Unrealized
Maturit ~ I Investment ! , Value I Value I Value I Gain(Loss) __________ 11 r 1iio.ciciil ~ 06,831.fil , - $106,831ASI r $ 106,064.00 1,--($767.45)1 . ====I • - Jr -- ,- - 1 1 r - r 1
I 03/31/25
3~ s%J N/ A I r - 10().00%1 ..- s106,a 31.4s I - °s1o6,s31 .4s I r s106~064.oo 1 - ($767.45)1 Part Ill
Book
Value
--~----:--- -=========== ~' $1,352,000.00
r- $2o,Ocio.oo
--:--:----:-----=--==-==--==--===== =--~ - - - - ) ' - S10,ooo.oo 1 -=============== --=~--=~', - - $0.00
- ] 1 - $30,000.00
___________________ _.I ss,600 .00
] 1
-1
----- - - -- - - I· $1,420,600.00 I - -- --- = =---= ===-~--==-~ June 3, 2025, Item #15
DATE:
TO:
FROM:
CONTACT:
SUBJECT:
AGENDA RE PO RT City of Poway
June 3, 2025
Honorable Mayor and Members of the City ;~ncil
Eric Heidemann, Director of Public Works Ii/" -
Danielle McIntosh, Senior Management Analys,~
(858) 668-4729 or [email protected] ~ •
CITY COUNCIL
Resolution for Solid Waste/Recycling Collection Service Rate Increases The City of Poway (City) maintains a Franchise Agreement (Agreement) with EDCO Waste & Recycling Services, Inc. (EDCO) to provide residential and commercial solid waste, recycling, and organic waste collection services. Under the terms of the Agreement, EDCO may request an annual rate review in response to an increase in the Consumer Price Index (CPI), changes in landfill disposal fees, or other extraordinary circumstances. Pursuant to Section 8.3 of the Agreement, EDCO submitted a rate adjustment request for Fiscal Year (FY) 2025-26. The request is based on a 2.77 percent increase in the CPI from the second half of 2023 to the second half of 2024, as well as a 3.42 percent increase in disposal fees. The City's role is to ensure the rate adjustment request is calculated in accordance with the approved methodology outlined in the Agreement. City staff reviewed the request and confirmed the methodology was applied correctly and the resulting calculations are accurate. EDCO's most recent rate adjustment took effect on July 1, 2024.
The attached Resolution (Attachment A) outlines an adjustment to EDCO's rate schedule effective July 1, 2025, and automatic pass through/inflationary adjustments for a period offive years, through June 30, 2030. The automatic pass-through/inflationary adjustments through June 30, 2030 are calculated with the same methodology and formulas used for the rate increases.
Proposition 218, approved by California voters in 1996, requires local governments to follow specific procedures when imposing or increasing property-related fees and assessments. This includes providing public notice, a protest period, and in some cases, conducting a property owner vote to ensure transparency and taxpayer approval. For proposed increases in solid waste and recycling collection rates, Proposition 218 requires that customers of record be given the opportunity to protest before the rates can be approved. EDCO mailed a public notice to 16,544 customers of record on April 18, 2025. Under Proposition 218, if the City receives written protests from a majority of these customers, at least 8,273, City Council cannot approve the proposed rate increases. 1 of28
June 3, 2025, Item #15
Recommended
Action:
It
is
recommended
the
City
Council
take
public
input,
close
the
public
hearing,
adopt
the
Resolution
and
rescind
Resolution
20-034
if a
majority
protest
does
not
exist.
Discussion: The
City
contracts
exclusively
with
EDCO
for
solid
waste
and
recycling
collection
services.
The
Agreement
is
structured
to
maintain
a
constant
five-year
term,
reflecting
the
complexities
of
program
implementation,
the
significant
capital
investment
involved,
and
the
ongoing
administrative
requirements.
Provided
EDCO
continues
to
meet
all
conditions
of
the
Agreement
to
the
City's
satisfaction,
a
one-year
extension
is
granted
annually
on
the
anniversary
of
the
Agreement,
maintaining
the
five-year
term.
Under
the
terms
of
the
Agreement,
solid
waste
rates
may
only
be
adjusted
to
account
for
cost-of-living
increases
(i.e.,
CPI),
changes
in
landfill
disposal
fees,
or
extraordinary
circumstances.
On
February
21,
2025,
EDCO
submitted
a
request
for
an
annual
rate
adjustment
(Attachment
B),
covering
residential,
commercial,
and
other
special
services
and
fees
as
outlined
in
the
rate
schedule.
The
proposed
adjustments
have
been
calculated
in
accordance
with
the
provisions
of
the
Agreement.
EDCO's
most
recent
rate
increase
was
approved
by
the
City
Council
in
June
2024
and
took
effect
on
July
1,
2024.
The
City's
residential
collection
service
rates
are
comprised
of
four
components:
1)
service
fee;
2)
disposal
fee;
3)
Assembly
Bill
(AB)
939
fee;
and
4)
franchise
fee.
Adjustments
to
the
disposal
fee
and
the
service
fee
as
a result
of
CPI
are
being
proposed
at
this
time.
No
change
to
the
AB
939
is
proposed.
CPI
Adjustments
to
the
Service
Fee:
Adjustments
to
the
service
fee
are
based
on
changes
in
the
CPI
for
the
San
Diego-Carlsbad
area
for
All
Urban
Consumers
(all
items),
base
period
of
1982-1984=100,
published
by
the
United
States
Department
of
Labor,
Bureau
of
Labor
Statistics.
The
formula
used
to
calculate
the
percentage
change
for
the
service
fee
portion
of
the
rate
is
calculated
by
determining
the
difference
between
the
San
Diego-Carlsbad
area
CPI
for
the
second
half
of
2023
(365.529)
and
the
second
half
of
2024
(375
.656),
then
dividing
the
index
change
(10.127
points)
by
the
CPI
of
the
previous
period
(365.529)
and
multiplying
that
by
100,
which
results
in
an
increase
of
2.77 percent.
This
is
the
multiplier
used
for
the
service
fee
portion
of
the
service
rate.
Disposal
Fee:
The
disposal
fee
increase
is
calculated
separately
from
the
CPI
adjustment.
A
disposal
or
tipping
fee
is
the
charge
levied
upon
a
given
quantity
(e.g.
ton)
of
waste
received
at
a
processing
facility,
such
as
a
landfill.
This
increase
is
determined
following
provisions
contained
in
the
Regional
Solid
Waste
Association
(RSWA)
Disposal
Agreement,
of
which
the
City
is
a
member
agency.
The
disposal
fee
for
solid
waste
originating
in
the
City
of
Poway
and
hauled
by
EDCO
is
currently
$50.21
per
ton.
The
disposal
fee,
effective
July
1,
2025,
will
be
$51.93
per
ton,
an
increase
of
$1.
72 per
ton
or
3.42 percent.
This
percentage
change
was
adjusted
downward
from
3.420
percent
by
applying
a
calculation
that
includes,
in
part,
a modifier
of
the
percentage
increase
of
the
previous
year's
increase
in
waste
tonnage
. For
residential
rates,
the
landfill
disposal
fee
represents
an
$0.16
increase
to
the
disposal
portion
of
the
rate.
For
commercial
and
multi-family
rates,
the
landfill
disposal
fee
increase
varies
depending
on
the
level
and
frequency
of
service,
but
the
increase
to
current
disposal
fees
ranges
from
$0.16
(one-yard
bin
picked
up
once
per
week)
to
$13.32
(six-yard
bin
picked
up
six
times
per
week)
.
Overview
of
Residential
and
Commercial
Rates:
The
following
tables
show
the
current
and
proposed
FY
2025-26
monthly
solid
waste
collection
service
rates
for
the
three
most
common
levels
2 of28
June 3, 2025, Item #15
of service. The tables below include the 10 percent franchise fee, which is applied to all rates, and the $1.20 AB 939 fee, which is collected monthly from single-family residential customers, which EDCO passes through to the City for source reduction and recycling programs, such as funding the Household Hazardous Waste Facility.
Table 1: Residential 35-Gallon Service
35-Gallons Residential Cart Single-Family
Monthly Rate
Current Proposed
Service Fee $14.76 $15.17
Disposal Tip Fee $4.69 $4.85
Franchise Fee 10 percent $2.16 $2.22
AB 939 Fee $1.20 $1.20
Total $22.81 $23.44
Change effective July 1, 2025 $0.63/mo.
Table 2: Residential 95-Gallon Service
95-Gallons Residential Cart Single-Family
Monthly Rate
Current Proposed
Service Fee $22.46 $23.08
Disposal Tip Fee $4.69 $4.85
Franchise Fee 10 percent $3.02 $3.10
AB 939 Fee $1.20 $1.20
Total $31.37 $32.23
Change effective July 1, 2025 $0.86/mo.
Table 3: Commercial 3-Yard Bin Service
3-Yard Bin Commercial (Serviced once per week)
Monthly Rate
Current Proposed
Service Fee $91.57 $94.11
Disposal Tip Fee $32.47 $33.58
Franchise Fee 10 percent $13.78 $14.19
Total $137.82 $141.88
Change effective July 1, 2025 $4.06/mo.
The entire adjusted rate schedule is attached to the proposed Resolution. If approved, the solid waste and recycling collection rates will be effective July 1, 2025, and thereafter may be increased for a period of five years through June 30, 2030, by a factor equal to the respective applicable increase in CPI and disposal increase without conducting another noticed public hearing and without further action on the part of the City Council, in accordance with Government Code Sections 53739 and 53756.
Proposition 218: Property related services charges, such as water, sewer, or solid waste service fees are subject to the procedural and substantive requirements of voter approved Proposition 218. 3 of28
June 3, 2025, Item #15
Proposition 218 requires that a written notice be mailed to the owner or account holder of each parcel upon which the fee will be imposed and that a public hearing be conducted not less than 45 days after mailing the notice. If a majority of owners or customers submit written protests against the proposed fee, the City may not impose the fee increase. The Notice of Public Hearing was mailed by EDCO to 16,544 customers of record on April 18, 2025. A total of 8,273 protests must be received to constitute a majority.
Next Steps: If the proposed rate adjustments are approved, the adjustments will be effective July 1, 2025.
Environmental Review:
This action is not subject to review under the California Environmental Quality Act (CEQA).
Fiscal Impact:
This action will increase the City's General Fund Solid Waste Franchise Fee account (400060-77730) by approximately $47,000 in year 1 Uuly 1, 2025, to June 30, 2026). Subsequent year rate adjustments will result in proportional increases in revenues to the City.
Public Notification:
A Notice of Public Hearing was mailed to 16,544 affected property owners and trash customers of record on April 18, 2025, in accordance with Proposition 218.
A Public Hearing notice was published in the Poway News Chieftain on May 22, 2025.
Attachments:
A. Resolution
B. Rate Adjustment Request from EDCO Waste and Recycling Services Reviewed/Approved By:
We~ Kaserman
Assistant City Manager
4 of28
Reviewed By:
Alan Fenstermacher
City Attorney
Ap~~
ChrlsHazene
City Manager
June 3, 2025, Item #15
RESOLUTION NO. 25-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
POWAY, CALIFORNIA, APPROVING AN ADJUSTMENT TO THE
EDCO WASTE AND RECYCLING SERVICES RATE SCHEDULE
AND RESCINDING RESOLUTION NO. 20-034
WHEREAS, the Public Resources Code Section 41901 provides local jurisdictions the authority to assess solid waste fees to meet state-mandated costs associated with the passage of AB 939;
WHEREAS, the City Council awarded the exclusive Solid Waste Franchise Agreement to Mashburn Waste and Recycling Services on September 21, 1994; and Mashburn became EDCO Waste and Recycling Services (Contractor) in 1998;
WHEREAS, the City Council revised Article 8 of the Franchise Agreement between the City of Poway and Contractor by adding AB 939 fees as an additional criterion for the annual adjustment of monthly rates upward or downward;
WHEREAS, Article 8 of the Franchise Agreement requires City Council approval prior to any increase in the Contractor's service rates;
WHEREAS, Article 8 of the Franchise Agreement allows the Contractor to request an adjustment to monthly rates due to the Contractor's increased costs resulting from changes in landfill disposal fees, changes in the Consumer Price Index (CPI) or special circumstances; WHEREAS, the current rate schedule (Exhibit A) has been revised to reflect the effects of a 3.42 percent landfill disposal fee increase, and a 2.77 percent change in the CPI; WHEREAS, the City Council of the City of Poway held a public hearing on June 3, 2025, notice of which was duly provided, and which was conducted, pursuant to the provisions of Article XIIID of the California Constitution and the Proposition 218 Omnibus Implementation Act (California Government Code section 57350 et seq.);
WHEREAS, the City Council received a final tabulation of all written protests received by the City Clerk at the June 3, 2025, City Council Meeting; and WHEREAS, the City Council heard and considered all written and oral protests to the proposed changes to the rates at the public hearing.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway as follows:
SECTION 1: That the above recitations are true and correct.
SECTION 2: The City Council finds that a total of __ protests to the proposed increase in rates were received at the time of the conclusion of the public hearing and that no majority protest exists.
SECTION 3: The attached "Schedule of Maximum Rates to be Charged and Collected for Collection Services of Trash and Recycling in the City of Poway" effective July 1, 2025, is 5 of28 ATTACHMENT A
June 3, 2025, Item #15
hereby adopted as shown in Exhibit A.
Resolution No. 25-
SECTION 4: The fees adopted herein are for the exclusive right to collect from and charge Poway customers for solid waste, recyclables, yard waste, compostables and other services at rates fixed by the City Council from time to time.
SECTION 5: The attached "Schedule of Maximum Rates to be Charged and Collected for Collection Services of Trash and Recycling in the City of Poway" shall be implemented on July 1, 2025, to correspond with the next regular billing cycle following the effective date of the rate increase.
SECTION 6: The following tables provide the formula for future increases of the "Schedule of Maximum Rates to be Charged and Collected for Collection Services of Trash and Recycling in the City of Poway" to be charged through June 30, 2030.
Service Fee: The Franchise Agreement with EDCO allows for an annual increase of the service fee, effective July 1 of each year. The following table uses a formula and the San Diego, CA area CPI for All Urban Consumers (all items), base period of 1982-84=100, published by the United States Department of Labor, Bureau of Labor Statistics for the latest 12-month period for which statistics are available.
The adjustment is calculated by comparing the San Diego CPI for the second half of year one (X) with the second half of year two (Y) which produces an index change. This number is divided by the previous period (X) and multiplied by 100 which is the value used as the multiplier for the service component of the base rate.
SERVICE FEE PORTION FORMULA
Rate Increase for Service Fee Portion FY 2026-27
Previous CPI Second Half SD-Carlsbad 2024
Previous CPI Second Half SD-Carlsbad 2025
Index Chan e
Percentage Change
Previous CPI Second Half
Previous CPI Second Half
Index Chan e
Percentage Change
Previous CPI Second Half
Index Chan e
Percentage Change
6 of28
X
y
Subtract X from Y = Chan e
Divide the Index Change by X and multiply
b 100 = Percenta e Chan e
Subtract X from Y = Chan e
Divide the Index Change by X and multiply
b 100 = Percenta e Chan e
Subtract X from Y = Chan e
Divide the Index Change by X and multiply
b 100 = Percenta e Chan e
June 3, 2025, Item #15
SERVICE FEE PORTION FORMULA
Resolution No. 25-
Rate Increase for Service Fee Portion FY 2029-30
Previous CPI Second Half (SD-Carlsbad) 2027 X
Previous CPI Second Half (SD-Carlsbad) 2028 y
Index ChanQe Subtract X from Y = Chanqe
Percentage Change Divide the Index Change by X and multiply by 100 = Percentaqe Chanqe
Disposal Fee: The Franchise Agreement with EDCO and the Regional Solid Waste Association allows for an annual increase of the disposal tip fee, effective July 1 of each year. The following table uses a formula and the Los Angles-Anaheim-Riverside, CA area (CPI) for all items, base period of 1982-84=100, published by the United States Department of Labor, Bureau of Labor Statistics for the latest 12-month period for which statistics are available.
The adjustment is calculated by comparing the Los Angeles-Anaheim-Riverside CPI for the latest 12-month period for which statistics are available. The adjustment is calculated by subtracting the previous CPI for December of year one (X) and the last CPI for December of year two (Y) which produces an index change. This number is divided by the previous period (X) and multiplied by 100 which is the value used as the multiplier for the disposal tip fee component of the base rate.
DISPOSAL TIP FEE PORTION FORMULA
Rate Increase for Disposal Tip Fee Portion FY 2026-27
Previous CPI December LA 2024
Previous CPI December LA 2025
Index Chan e
Percentage Change
Previous CPI December
Index Chan e
Percentage Change
Previous CPI December
Index Chan e
Percentage Change
Previous CPI December
Previous CPI December
Index Chan e
Percentage Change
X
y
Subtract X from Y = Chan e
Divide the Index Change by X and multiply by 100 =
Percenta e Chan e
Subtract X from Y = Chan e
Divide the Index Change by X and multiply by 100 =
Percenta e Chan e
Subtract X from Y = Chan e
Divide the Index Change by X and multiply by 100 =
Percenta e Chan e
Subtract X from Y = Chan e
Divide the Index Change by X and multiply by 100 =
Percenta e Chan e
This percent change may be adjusted by applying a calculation that includes, in part, a modifier of the percent increase of the previous year's increase in waste tonnage. Any adjustment to the base multiplier will modify the disposal tip fee component of the formula. This cannot be 7 of28
June 3, 2025, Item #15
determined
in
advance.
Resolution
No
. 25
-
Page
4 SECTION
7:
The
changes
in
fees
shall
take
effect
on
July
1,
2025,
at
which
time
Resolution
20-034
will
be
hereby
rescinded.
PASSED
, APPROVED
AND
ADOPTED
at
a
Regular
Meeting
of
the
City
Council
of
the
City
of
Poway,
California
on
the
3rd
day
of
June,
2025
by
the
following
vote,
to
wit:
AYES: NOES: ABSTAINED
:
DISQUALIFIED:
Steve
Vaus,
Mayor
ATTEST: Carrie Gallagher,
CMC,
City
Clerk
8 of28
June 3, 2025, Item #15
EXHIBIT A
Resolution No. 25-
SCHEDULE OF MAXIMUM RATES TO BE CHARGED AND COLLECTED FOR
COLLECTION SERVICES OF TRASH AND RECYCLING IN THE CITY OF POWAY EFFECTIVE July 1, 2025, through June 30, 2026
Residential Services Current Proposed
EDCO Rate EDCO Rate
7/1/2024 7/1/2025
Single Family weekly 35-gal. waste cart, includes $22.81 $23.44 recycling and yard waste (Billed to Occupant)
Single Family weekly 95-gal. waste cart, includes $31.37 $32.23 recycling and yard waste (Billed to Occupant)
Single Family weekly 35-gal. waste cart, includes $22.12 $22.73 recycling and yard waste (Billed to HOA)
Single Family weekly 95-gal. waste cart, includes $30.62 $31.47 recycling and yard waste (Billed to HOA)
Multi-family weekly 95-gal. waste cart, includes recycling $23.36 $24.00 and yard waste (Billed to Occupant)
Multi-family weekly 95-gal. waste cart, includes recycling $22.54 $23.17 and yard waste (Billed to HOA)
Special on-call pickup bulky item pick-up $19.87 $20.42 Surcharge of special on-call pickup of refrigerator or $59.70 $61.36 other appliance that requires special handling due to
Freon or similar contaminants
Fee for additional organic/green waste cart $3.87 $3.98 Fee for additional waste cart $4.56 $4.68
Fee for additional recycling cart No Charge No Charge
9 of28
June 3, 2025, Item #15
Multi-family
Services
(Excludes
Yard
Waste)
Current
EDCO
Rate
7/1/2024
1-Cu.
Yd.
Bin
Service
- 1 X
Week
$86.23
1-Cu.
Yd.
Bin
Service
- 2 X
Week
$143
.23
1-Cu
. Yd
. Bin
Service
-3 X
Week
$200
.26
1-Cu
. Yd
. Bin
Service
- 4 X
Week
$249
.97
1-Cu.
Yd
. Bin
Service
- 5 X
Week
$299.69
1-Cu.
Yd
. Bin
Service
- 6 X
Week
$349.41
2-Cu.
Yd.
Bin
Service
- 1 X
Week
$103
.76
2-Cu.
Yd.
Bin
Service
- 2 X
Week
$172
.19
2-Cu
. Yd.
Bin
Service
- 3 X
Week
$240
.60
2-Cu.
Yd
. Bin
Service
- 4 X
Week
$301
.20
2-Cu
. Yd
. Bin
Service
- 5 X
Week
$361
.31
2-Cu.
Yd.
Bin
Serv
ice
- 6 X
Week
$422
.21
3-Cu
. Yd.
Bin
Service
- 1 X
Week
$149.41
3-Cu
. Yd.
Bin
Service
- 2 X
Week
$248.31
3-Cu.
Yd
. Bin
Service
- 3 X
Week
$347
.18
3-Cu.
Yd.
Bin
Service
- 4 X
Week
$434.84
3-Cu
. Yd.
Bin
Service
- 5 X
Week
$522
.54
3-Cu.
Yd.
Bin
Service
- 6 X
Week
$610
.24
4-Cu
. Yd.
Bin
Service
- 1 X
Week
$155.81
4-Cu.
Yd
. Bin
Service-
2 X
Week
$258
.22
4-Cu.
Yd
. Bin
Service
- 3 X
Week
$360
.58
4-Cu.
Yd.
Bin
Service
-4 X
Week
$436
.78
4-Cu.
Yd.
Bin
Service
-5 X
Week
$544
.31
4-Cu
. Yd.
Bin
Service
-6 X
Week
$635
.98
5-Cu.
Yd.
Bin
Service
-1 X
Week
$173
.30
5-Cu
. Yd.
Bin
Service
-2 X
Week
$284
.92
5-Cu.
Yd.
Bin
Service
-3 X
Week
$395.88
5-Cu.
Yd.
Bin
Service
-4 X
Week
$501
.59
5-Cu.
Yd.
Bin
Service
-5 X
Week
$608.44
5-Cu.
Yd.
Bin
Service
-6 X
Week
$714.43
6-Cu.
Yd.
Bin
Service
-1 X
Week
$185.29
6-Cu.
Yd
. Bin
Service
-2 X
Week
$303
.19
6-Cu.
Yd.
Bin
Service
-3 X
Week
$421
.19
6-Cu.
Yd.
Bin
Service
-4 X
Week
$533.48
6-Cu
. Yd
. Bin
Service
-5 X
Week
$645.76
6-Cu
. Yd.
Bin
Service
-6 X
Week
$758
.08
10 of28
Resolution
No.
25-
Page
6 Proposed EDCO
Rate
7/1/2025 $88.67 $147.29 $205.93 $257
.07
$308
.21
$359
.36
$106
.76
$177
.21
$247.63 $310.03 $371.96 $434
.64
$153.76 $255.59 $357.40 $447.70 $538.02 $628.36 $160.41 $265.93 $371.40 $450.00 $560.79 $655.27 $178.46 $293.53 $407.96 $516.97 $627.09 $736.37 $190.86 $312.46 $434 . 17
$550
.00
$665.82 $781
.69
June 3, 2025, Item #15
Multi-family Services (Includes Yard Waste)
1-Cu. Yd. Bin Service - 1 X Week
1-Cu. Yd. Bin Service - 2 X Week
1-Cu. Yd. Bin Service -3 X Week
1-Cu. Yd. Bin Service - 4 X Week
1-Cu. Yd. Bin Service - 5 X Week
1-Cu. Yd. Bin Service - 6 X Week
2-Cu. Yd. Bin Service - 1 X Week
2-Cu. Yd. Bin Service - 2 X Week
2-Cu. Yd. Bin Service - 3 X Week
2-Cu. Yd. Bin Service - 4 X Week
2-Cu. Yd. Bin Service - 5 X Week
2-Cu. Yd. Bin Service - 6 X Week
3-Cu. Yd. Bin Service - 1 X Week
3-Cu. Yd. Bin Service - 2 X Week
3-Cu. Yd. Bin Service - 3 X Week
3-Cu. Yd. Bin Service - 4 X Week
3-Cu. Yd. Bin Service - 5 X Week
3-Cu. Yd. Bin Service - 6 X Week
4-Cu. Yd. Bin Service -1 X Week
4-Cu. Yd. Bin Service - 2 X Week
4-Cu. Yd. Bin Service - 3 X Week
4-Cu. Yd. Bin Service - 4 X Week
4-Cu. Yd. Bin Service - 5 X Week
4-Cu. Yd. Bin Service - 6 X Week
5-Cu. Yd. Bin Service - 1 X Week
5-Cu. Yd. Bin Service - 2 X Week
5-Cu. Yd. Bin Service - 3 X Week
5-Cu. Yd. Bin Service - 4 X Week
5-Cu. Yd. Bin Service - 5 X Week
5-Cu. Yd. Bin Service - 6 X Week
6-Cu. Yd. Bin Service - 1 X Week
6-Cu. Yd. Bin Service - 2 X Week
6-Cu. Yd. Bin Service -3 X Week
6-Cu. Yd. Bin Service - 4 X Week
6-Cu. Yd. Bin Service - 5 X Week
6-Cu. Yd. Bin Service - 6 X Week
11 of 28
Current
EDCO Rate
7/1/2024
$95.40
$158.50
$221.62
$276.61
$331.63
$386.68
$115.01
$190.87
$266.74
$333.94
$400.76
$468.46
$165.66
$275.44
$385.24
$482.59
$579.94
$677.39
$172.84
$286.76
$400.54
$502.66
$604.93
$706.88
$192.41
$316.62
$440.20
$558.17
$676.71
$794.73
$205.69
$336.
91 $468.17
$593.10
$718.07
$843.04
Resolution No. 25-
Proposed
EDCO Rate
7/1/2025
$98.09
$162.98
$227.90
$284.46
$341.04
$397.66
$118.32
$196.40
$274.50
$343.69
$412.50
$482.18
$170.44
$283.48
$396.52
$496.77
$597.
01 $697.37
$177.91
$295.26
$412.48
$517.70
$623.09
$728.13
$198.11
$326.11
$453.51
$575.11
$697.24
$818.90
$211.82
$347.11
$482.44
$611.27
$740.13
$869.01
June 3, 2025, Item #15
Commercial Services Current
EDCO Rate
7/1/2024
1-Cu. Yd. Bin Service -1 X Week $81.74
1-Cu. Yd. Bin Service -2 X Week $146.52
1-Cu. Yd. Bin Service -3 X Week $214.81
1-Cu. Yd. Bin Service -4 X Week $283.10
1-Cu. Yd. Bin Service -5 X Week $351.38
1-Cu. Yd. Bin Service -6 X Week $419.68
2-Cu. Yd. Bin Service -1 X Week $95.30
2-Cu. Yd. Bin Service -2 X Week $183.43
2-Cu. Yd. Bin Service -3 X Week $271.61
2-Cu. Yd. Bin Service -4 X Week $359.79
2-Cu. Yd. Bin Service -5 X Week $447.41
2-Cu. Yd. Bin Service -6 X Week $535.98
3-Cu. Yd. Bin Service -1 X Week $137.82
3-Cu. Yd. Bin Service -2 X Week $229.74
3-Cu. Yd. Bin Service -3 X Week $321.69
3-Cu. Yd. Bin Service -4 X Week $403.46
3-Cu. Yd. Bin Service -5 X Week $485.22
3-Cu. Yd. Bin Service -6 X Week $567.01
4-Cu. Yd. Bin Service -1 X Week $144.70
4-Cu. Yd. Bin Service -2 X Week $243.36
4-Cu. Yd. Bin Service -3 X Week $342.01
4-Cu. Yd. Bin Service -4 X Week $440.71
4-Cu. Yd. Bin Service -5 X Week $539.64
4-Cu. Yd. Bin Service -6 X Week $638.08
5-Cu. Yd. Bin Service -1 X Week $161.09
5-Cu. Yd. Bin Service -2 X Week $318.38
5-Cu. Yd. Bin Service -3 X Week $474.37
5-Cu. Yd. Bin Service -4 X Week $630.80
5-Cu. Yd. Bin Service -5 X Week $788.32
5-Cu. Yd. Bin Service -6 X Week $944.94
6-Cu. Yd. Bin Service -1 X Week $173.73
6-Cu. Yd. Bin Service -2 X Week $347.33
6-Cu. Yd. Bin Service -3 X Week $521.14
6-Cu. Yd. Bin Service -4 X Week $694.83
6-Cu. Yd. Bin Service -5 X Week $819.34
6-Cu. Yd. Bin Service -6 X Week $1,030.46
12 of 28
Resolution No. 25-
Proposed
EDCO Rate
7/1/2025
$84.09
$150.73
$221.00
$291.26
$361.50
$431.78
$98.10
$188.83
$279.60
$370.38
$460.61
$551.77
$141.88
$236.58
$331.30
$415.57
$499.83
$584.12
$149.02
$250.72
$352.42
$454.17
$556.16
$657.63
$165.93
$327.98
$488.72
$649.89
$812.11
$973.47
$179.01
$357.89
$536.99
$715.96
$844.39
$1,061.81
June 3, 2025, Item #15
Commercial Recycling Services
Weekly 2-Cu. Yd. Bin Service
Weekly 3-Cu. Yd. Bin Service
Weekly 4-Cu. Yd. Bin Service
Weekly 5-Cu. Yd. Bin Service
Weekly 6-Cu. Yd. Bin Service
95-Gallon Recycling Cart
Industrial Debris Box Services
Total Scheduled Debris Box Serviced Monthly
Unscheduled Debris Box Pulls (40-Cubic Yards)
RSWA Trash Rate per ton, including Franchise Fee COi
Rate Per Ton
3-Cubic Yard Bin -3-Day Rental
3-Cubic Yard Bin -1-Month Rental (Once-a-Week
Emptying [Preliminary Construction & Remote])
Additional Dump of 3-Cubic Yard Bin
Daily Roll-Off Rental
Locking Lid Set Up
Daily Impound Fee for Storage of Unauthorized
Containers
Service Charge to Reinstate Collection Services After
Termination for Non-Payment
Commercial Commingled Organics
Cart (65 gal.) - 1 x Week
Cart (65 gal.) - 2 x Week
Cart (65 gal.) - 3 x Week
Cart (65 gal.) -Extra Pickup
Cart (65 gal.) -Additional Container x 1
Cart (65 gal.) -Additional Container x 2
Cart (65 gal.) -Additional Container x 3
Cart (96 gal.) - 1 x Week
Cart (96 gal.) - 2 x Week
Cart (96 gal.) - 3 x Week
13 of 28
Current
Resolution No. 25-
Proposed
EDCO Rate EDCO Rate
7/1/2024 7/1/2025
$42.40 $43.57
$52.95 $54.42
$63.56 $65.32
$74.13 $76.18
$74.13 $76.18
$21.67 $22.27
Current Proposed
EDCO Rate EDCO Rate
7/1/2024 7/1/2025
$219.03 $225.10
$235.94 $242.48
$55.79 $57.70
Tip Plus FF Tip Plus FF
$78.55 $80.73
$313.29 $321.97
$35.85 $36.84
$6.35 $6.53
$12.38 $12.72
$28.03 $28.81
$18.03 $18.53
Proposed
EDCO Rate 7/1/2025
$108.70
$217.40
$326.10
$43.48
$103.26
$206.54
$309.80
$122.59
$245.19
$367.80
June 3, 2025, Item #15
Cart (96 gal.) -Extra Pickup
Cart (96 gal.) -Additional Container x 1
Cart (96 gal.) -Additional Container x 2
Cart (96 gal.) -Additional Container x 3
2 Cubic Yard - 1 x Week
2 Cubic Yard - 2 x Week
2 Cubic Yard-3 x Week
2 Cubic Yard -Extra Pickup
2 Cubic Yard -Additional Container x 1
2 Cubic Yard -Additional Container x 2
2 Cubic Yard -Additional Container x 3
14 of28
Resolution No. 25-
$49.03
$116.47
$232.93
$349.41
$198.83
$397.67
$596.49
$79.53
$188.89
$377.78
$566.68
June 3, 2025, Item #15
WASTE & RECYCLING SERVICES
Ms. Jennafer Steffen February 21, 2025
Department of Public Works
City of Poway
13325 Civic Center Drive
Poway, CA 92064
Dear Jennafer:
Family owned and operatedEDCO is honored to serve the City of Poway and fully committed to providing superior customer service to the community.
Consistent with the Solid Waste Franchise Agreement, annual rate adjustments are allowable based on increases in the San Diego area Consumer Price Index (CPI) and any applicable increases in solid waste tip fees under the Regional Solid Waste Association (RSWA) agreement, to which Poway is a Member. As such, EDCO is respectfully requesting a rate adjustment effective July 1, 2025.
CPI Adjustment
To calculate the CPI portion of the adjustment, the second half of the 2023 index (365.529) was compared to the second half of 2024 index (375.656) which produced a 10.127 point change or
2. 771 % increase. The CPI indexes are attached for your reference. The 2. 771 % increase is applied to current rates after franchise fees, AB939 and disposal fees are deducted from the current gross rate.
RSWA Disposal Fee Adjustment
The City is a member of RSW A that regulates waste disposal tipping fees for its member agencies. Currently the tip fee for Poway is $50.21 per ton. Effective July l, 2025, the tip fee for Poway will increase to $51.93, representing a 3.42% increase in the tip fee component of the rate calculation.
Rate Summary
The total fee adjustments as outlined above when applied will result in residential rates increasing from $31.37 to $32.23 per month, an increase of $0.86 per month (2.85%) per household for customers using a 95 Gallon Cart. Commercial rates for the most common service (a three cubic yard bin served once weekly) would increase from $137.82 to $141.88 or $4.06 per month (2.95%).
EDCO proposes to implement both the residential and commercial rate changes on July 1, 2025.
Thank you for your consideration of this request and for allowing EDCO to serve the City of Poway.
Matthew Cleary
General Manager
Attachments
"We'll Take Care of It''
224 S. Las Posas Road • San Marcos, California 92078
(760) 744-2700 • Fax: (760) 752-8339 • edcodisposal.com • Printed on Recycled Paper 15 of28 ATTACHMENT B
June 3, 2025, Item #15
.....
CJ\
0 ....
N
00 Poway Residential Service Rates Effective 7/1/2025
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change • CPI
365,529
375.656
10.127
2.77%
Current Rate (Including Organics)
Service Rate Description
Single Family 95 Gallon Cart
Single Family 35 Gallon Cart
Multi-Family, billed to Occupant, 95 Gal Cart
Multi-Family, billed to HOA, 95 Gallon Cart
Single Family, billed to HOA, 95 Gallon Cart
Single Family, billed to HOA, 35 Gallon Cart
Other Services
Special On-Call Bulky Item Pick-up
Special Handing - Freon/ Other Contaminents
Additional Trash Cart
Additional Organics Cart - up to 3 Carts
Additional Organics Cart - Over 3 Carts
Additional Recycling Cart
EDCO Waste Recycling Services, Inc
Total
Rate AB939
$ 31.37 $ 1.20
$ 22.81 $ 1.20
$ 23.36 $ 1.20
$ 22.54 $ 1.20
$ 30.62 $ 1.20
$ 22.12 $ 1.20
$ 19.87
$ 59.70
$ 4.56
$ .
$ 3.87
$
Net Franchise Service
Rate Fee np Fee Fee
10% of net
$30.17 $3.02 $4.69 $ 22.46
$21.61 $2.16 $4.69 $14 .76
$22.16 $2.22 $4.69 $15.25
$21.34 $2.13 $4.69 $14.52
$29.42 $2.94 $4.69 $ 21 .79
$20.92 $2.09 $4.69 $ 14.14
$19.87 $1 .99 $0.00 $17 .88
$59.70 $5.97 $0.00 $ 53.73
$4.56 $0.46 $0.00 $ 4 .10
$3.87 $0.38 $0.00 $ 3.49
RSWA Tip Fee 2024
RSWA Tip Fee 2025
% Change • Tip F
Rate Change
Service Franchise
np Fee Fee Fee
3.42% 2.77%
$0.16 $0.62 $0 .08
$0.16 $0.41 $0.06
$0.16 $0.42 $0.06
$0.16 $0.40 $0.07
$0.16 $0.60 $0 .09
$0.16 $0.39 $0.06
$0.00 $0.50 $0.05
$0.00 $1.49 $0.17
$0.00 $0.11 $0.01
$0.00 $0.10 $0.01
1 of 13
$ 50.21
$ 51.93
$ 1.72
3.42%
Total
Change
$0.86
$0.63
$0.64
$0.63
$0.85
$0.61
$0.55
$1.66
$0.12
$0.00
$0.11
$0.00
% Net
Change
2.85%
2.92%
2.89%
2.95%
2.89%
2.92%
2.77%
2.78%
2.63%
2.84%
New Rate
Total Net Franchise Service
Rate AB939 Rate Fee np Fee Fee
10% of net
$ 32.23 $1 .20 $31.03 $3.10 $4.85 $23.08
$ 23.44 $1 .20 $22.24 $2.22 $4.85 $15.17
$ 24.00 $1.20 $22.80 $2.28 $4.85 $15.67
$ 23.17 $1.20 $21.97 $2.20 $4.85 $14.92
$ 31.47 $1 .20 $30.27 $3.03 $4.85 $22.39
$ 22.73 $1 .20 $21.53 $2.15 $4.85 $14 .53
$ 20.42 $20.42 $2.04 $0.00 $18.38
$ 61.36 $61.36 $6.14 $0.00 $55.22
$ 4.68 $4.68 $0.47 $0.00 $ 4 .21
$ .
$ 3.98 $3.98 $0.39 $0.00 $ 3 .59
$ .
4/4/2025
June 3, 2025, Item #15
....
-.J
0 ....
Poway Commercial Service Rates Effective 7/1/2025
Commercial Bin Service
N co
1 Cubic Yard
Service
Frequency
1 xweek
2xweek
3 x week
4xweek
5 x week
6 x week
2 Cubj_c Yard
Service
Frequency
1 x week
2 x week
3 x week
4 x week
5 x week
6 x week
Current Rate
Total
Rate
$ 81 .74
$ 146.52
$ 214.81
$ 283.10
$ 351.38
$ 419.68
-$
Current Rate
Total
Rate
$ 95.30
$ 183.43
$ 271.61
$ 359.79
$ 447.41
$ 535.98 . $
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change • CPI
Franchise
Fee Tip Fee Service
8.17 10.82 62.75
14.65 21 .64 110.23
21.48 32.47 160.86
28.31 43.26 211.53
35.14 54.08 262.16
41.97 64.90 312.81
Franchise
Fee np Fee Service
9.53 21.64 64.13
18.34 43.26 121.83
27.16 64.90 179.55
35.98 86.56 237.25
44.74 112.11 290.56
53.60 129.80 352.58
EDCO Waste Recycling Services, Inc
365.529
375.656
10.127
2.77%
RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
% Change - Tip Fee
Rate Chan_g_e -
Service Tip Fee Franchise
2.77% 3.42% Fee
1.74 0.37 $ 0.24
3.05 0.74 $ 0.42
4.46 1.11 $ 0.62
5.86 1.48 $ 0.82
7.26 1.85 $ 1.01
8.67 2.22 $ 1.21
Rate Chan_g_e
Service Tip Fee Franchise
2.771% 3.42% Fee
1.78 0.74 $ 0.28
3.38 1.48 $ 0.54
4.97 2.22 $ 0.80
6.57 2.96 $ 1.06
8.05 3.83 $ 1.32
9.77 4.44 $ 1.58
$ 50.21
$ 51.93
$1.72
3.42%
Total
Change
$ 2.35
$ 4.21
$ 6.19
$ 8.16
$ 10.12
$ 12.10
Total
Change
$ 2.80
$ 5.40
$ 7.99
$ 10.59
$ 13.20
$ 15.79
2 of 13
New Rate
Total Franchise %
New Rate Fee Tip Fee Service Change
$ 84.09 $8.41 $ 11 .19 $ 64.49 2.87%
$ 150.73 $15.07 $ 22.38 $ 113.28 2.87%
$ 221.00 $22.10 $ 33.58 $ 165.32 2.88%
$ 291.26 $29.13 $ 44.74 $ 217.39 2.88%
$ 361.50 $36.15 $ 55.93 $ 269.42 2.88%
$ 431.78 $43.18 $ 67.12 $ 321 .48 2.88%
New Rate
Total Franchise %
New Rate Fee Tip Fee Service Change
$ 98.10 $9.81 $ 22.38 $ 65.91 2.94%
$ 188.83 $18.88 $ 44.74 $ 125.21 2.94%
$ 279.60 $27.96 $ 67.12 $ 184.52 2.94%
$ 370.38 $37.04 $ 89.52 $ 243.82 2.94%
$ 460.61 $46.06 $ 115.94 $ 298.61 2.95%
$ 551.77 $55.18 $ 134.24 $ 362.35 2.95%
$
4/4/2025
June 3, 2025, Item #15
....
~ Commercial Bin Service
....
N
00 3 Cubic Yard
Service
Frequency
1 x week
2 x week
3 x week
4 xweek
5 xweek
6 x week
4 Cubic Yard
Service
Frequency
1 xweek
2xweek
3 xweek
4 xweek
5 xweek
6 xweek
Current Rate
Total
Rate
$ 137.82
$ 229.74
$ 321.69
$ 403.46
$ 485.22
$ 567.01
$
Current Rate
Total
Rate
$ 144.70
$ 243.36
$ 342.01
$ 440.71
$ 539.64
$ 638.08
-$
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
¾ Change - CPI
Franchise
Fee Tip Fee Service
13.78 32.47 91 .57
22.97 64.90 141 .87
32.17 97.37 192.15
40.35 129.80 233.31
48.52 162.30 274.40
56.70 194.74 315.57
Franchise
Fee Tip Fee Service
14.47 43.26 86.97
24.34 86.56 132.46
34.20 129.80 178.01
44.07 173.08 223.56
53.96 216.37 269.31
63.81 259.67 314.60
EDCO Waste Recycling Services, Inc
365.529
375.656
10.127
2.771%
RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
¾ Change - Tip Fee
Rate Change
Service Tip Fee Franchise
2.771% 3.42% Fee
2.54 1.11 $ 0.41
3.93 2.22 $ 0.69
5.32 3.33 $ 0.96
6.46 4.44 $ 1.21
7.60 5.55 $ 1.46
8.74 6.66 $ 1 .71
Rate Chan9_e
Service Tip Fee Franchise
2.771% 3.42% Fee
2.41 1.48 $ 0.43
3.67 2.96 $ 0.73
4.93 4.44 $ 1.04
6.19 5.92 $ 1.35
7.46 7.40 $ 1.66
8.72 8.88 $ 1.95
$ 50.21
$ 51.93
$1.72
3.42%
Total
Change
$ 4.06
$ 6.84
$ 9.61
$ 12.11
$ 14.61
$ 17.11
Total
Change
$ 4.32
$ 7.36
$ 10.41
$ 13.46
$ 16.52
$ 19.55
3 of 13
New Rate
Total Franchise %
New Rate Fee Tip Fee Service Change
$ 141.88 $14.19 $ 33.58 $ 94.11 2.95%
$ 236.58 $23.66 $ 67.12 $ 145.80 2.98%
$ 331.30 $33.13 $ 100.70 $ 197.47 2.99%
$ 415.57 $41.56 $ 134.24 $ 239.77 3.00%
$ 499.83 $49.98 $ 167.85 $ 282.00 3.01%
$ 584.12 $58.41 $ 201.40 $ 324.31 3.02%
$
New Rate
Total Franchise %
New Rate Fee Tip Fee Service Change
$ 149.02 $14.90 $ 44.74 $ 89.38 2.99%
$ 250.72 $25.07 $ 89.52 $ 136.13 3.02%
$ 352.42 $35.24 $ 134.24 $ 182.94 3.04%
$ 454.17 $45.42 $ 179.00 $ 229.75 3.05%
$ 556.16 $55.62 $ 223.77 $ 276.77 3.06%
$ 657.63 $65.76 $ 268.55 $ 323.32 3.06%
$
4/4/2025
June 3, 2025, Item #15
.....
~ Commercial Bin Service
....
N 00
5 Cubic Yard
Service
Frequency
1 xweek
2xweek
3 x week
4xweek
5 xweek
6 x week
6 Cubic Yard
Service
Frequency
1 x week
2 x week
3 x week
4 x week
5 x week
6 xweek
Current Rate
Total
Rate
$ 161.09
$ 318.38
$ 474.37
$ 630.80
$ 788.32
$ 944.94
-$
Current Rate
Total
Rate
$ 173.73
$ 347.33
$ 521.14
$ 694.83
$ 819.34
$ 1,030.46
-$
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change - CPI
Franchise
Fee Tip Fee Service
16.11 53.52 91.46
31.84 108.19 178.35
47.44 168.12 258.81
63.08 224.14 343.58
78.83 270.43 439.06
94.49 324.55 525.90
Franchise
Fee Tip Fee Service
17.37 64.90 91 .46
34.73 129.80 182.80
52.11 194.74 274.29
69.48 259.67 365.68
81 .93 324.55 412.86
103.05 389.47 537.94
EDCO Waste Recycling Services, Inc
365.529
375.656
10.127
2.771%
RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
% Change - Tip Fee
Rate Chang_e -Service Tip Fee Franchise
2.771% 3.42% Fee
2.53 1.83 $ 0.48
4.94 3.70 $ 0.96
7.17 5.75 $ 1.43
9.52 7.66 $ 1 .91
12.16 9.25 $ 2.38
14.57 11 .10 $ 2.86
Rate Change
Service Tip Fee Franchise
2.771% 3.42% Fee
2.53 2.22 $ 0.53
5.06 4.44 $ 1.06
7.60 6.66 $ 1.59
10.13 8.88 $ 2 .12
11.44 11 .1 0 $ 2 .51
14.90 13.32 $ 3 .13
50.21 51.93
'f""T.n
3.42%
Total
Change
$ 4.84
$ 9.60
$ 14.35
$ 19.09
$ 23.79
$ 28.53
Total
Change
$ 5.28
$ 10.56
$ 15.85
$ 21.13
$ 25.05
$ 31.35
4 of 13
New Rate
Total Franchise %
New Rate Fee Tip Fee Service Change
$ 165.93 $16.59 $ 55.35 $ 93.99 3.00%
$ 327.98 $32.80 $ 111.89 $ 183.29 3.02%
$ 488.72 $48.87 $ 173.87 $ 265.98 3.03%
$ 649.89 $64.99 $ 231 .80 $ 353.10 3.03%
$ 812.11 $81.21 $ 279.68 $ 451.22 3.02%
$ 973.47 $97.35 $ 335.65 $ 540.47 3.02%
-$
New Rate
Total Franchise %
New Rate Fee Tip Fee Service Change
$ 179.01 $17.90 $ 67.12 $ 93.99 3.04%
$ 357.89 $35.79 $ 134.24 $ 187.86 3.04%
$ 536.99 $53.70 $ 201 .40 $ 281 .89 3.04%
$ 715.96 $71 .60 $ 268.55 $ 375.81 3.04%
$ 844.39 $84.44 $ 335.65 $ 424.30 3.06%
$ 1,061.81 $106.18 $ 402.79 $ 552.84 3.04%
-$
4/4/2025
June 3, 2025, Item #15
N
0 0 ....
N
00 Poway Commercial Service Rates Effective 7/1/2025
Multi-Family Bin Service (Excludes Yard Waste)
1 Cubic Yard
Current Rate
Service
Frequency
1 xweek
2xweek
3 xweek
4 xweek
5 xweek
6 xweek
Total
Rate
$ 86.23
$ 143.23
$ 200.26
$ 249.97
$ 299.69
$ 349.41
(0.00)
2 Cubic Yard
AB9939
Fee
1.20 2.40
3.60 4.80
6.00 7.20
Current Rate
Service
Frequenc· ~
1 xweek
2xweek
3 x week
4 x week
5 x week
6 xweek
Total
Rate
$ 103.76
$ 172.19
$ 240.60
$ 301.20
$ 361.31
$ 422.21 - --0.00
AB9939
Fee
1.20 2.40
3.60 4.80
6.00 7.20
EDCO Waste Recycling Services, Inc
Net Franchise
Rate Fee
85.03 8.50
140.83 14.08
196.66 19.67
245.17 24.52
293.69 29.37
342.21 34.22
Net Franchise
Rate Fee
102.56 10.26
169.79 16.98
237.00 23.70
296.40 29.64
355.31 35.53
415.01 41.50
Tip Fee Service
10.82 65.71
21.64 105.11
32.47 144.52
43.26 177.39
54.08 210.24
64.90 243.09
Tip Fee Service
21 .64 70.66
43.26 109.55
64.90 148.40
86.56 180.20
112.11 207.67
129.80 243.71
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
¾ Change - CPI
Rate Chan_g_e
Service Tip Fee Franchise
2.771% 3.42% Fee
1.82 0.37 $ 0 .25
2.91 0.74 $ 0.41
4.00 1.11 $ 0.56
4.91 1.48 $ 0.71
5.82 1.85 $ 0.85
6.73 2.22 $ 1.00
Rate Chan_g_e
Service Tip Fee Franchise
2.771% 3.42% Fee
1.96 0.74 $ 0.30
3.04 1.48 $ 0.50
4.11 2.22 $ 0.70
4.99 2.96 $ 0.88
5.75 3.83 $ 1.07
6.75 4.44 $ 1.24
5 of 13
365.529
375.656
10.127
2.771%
Total
Change
$ 2.44
$ 4.06
$ 5.67
$ 7.10
$ 8.52
$ 9.95
Total
Change
$ 3.00
$ 5.02
$ 7.03
$ 8.83
$ 10.65
$ 12.43
New Rate
Total AB9939
New Rate Fee
$ 88.67 1.20
$ 147.29 2.40
$ 205.93 3.60
$ 257.07 4.80
$ 308.21 6.00
$ 359.36 7.20
0.00 New Rate
Total AB9939
New Rate Fee
$ 106.76 1.20
$ 177.21 2.40
$ 247.63 3.60
$ 310.03 4.80
$ 371.96 6.00
$ 434.64 7.20
0.00 RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
¾ Change - Tip Fee
Net Franchise
Rate Fee
87.47 $8.75
144.89 $14.49
202.33 $20.23
252.27 $25.23
302.21 $30.22
352.16 $35.22
Net Franchise
Rate Fee
105.56 $10.56
174.81 $17.48
244.03 $24.40
305.23 $30.52
365.96 $36.60
427.44 $42.74
$ 50.21
$ 51.93
$"""T"n
3.42%
Tip Fee
$ 11 .19
$ 22.38
$ 33.58
$ 44.74
$ 55.93
$ 67.12
Tip Fee
$ 22.38
$ 44.74
$ 67.12
$ 89.52
$ 115.94
$ 134.24
%
Service Change
$ 67.53 2.83%
$ 108.02 2.83%
$ 148.52 2.83%
$ 182.30 2.84%
$ 216.06 2.84%
$ 249.82 2.85%
%
Service Change
$ 72.62 2.89%
$ 112.59 2.92%
$ 152.51 2.92%
$ 185.19 2.93%
$ 213.42 2.95%
$ 250.46 2.94%
4/4/2025
June 3, 2025, Item #15
N
-0 ....
N
00 Multi-Family Bin Service (Excludes Yard Waste)
3 Cubic Yard
Current Rate
Service
Frequenc·
1 xweek
2xweek
3 xweek
4xweek
5 xweek
6 x week
I
Total
Rate
$ 149.41
$ 248.31
$ 347.18
$ 434.84
$ 522.54
$ 610.24
0.00 4 Cubic Yard
AB9939
Fee
1.20 2.40
3.60 4.80
6.00 7.20
Current Rate
Service
FrequenC' y
1 xweek
2xweek
3 x week
4 x week
5 x week
6 x week
Total
Rate
$ 155.81
$ 258.22
$ 360.58
$ 436.78
$ 544.31
$ 635.98
·- --· (0.00)
AB9939
Fee
1.20 2.40
3.60 4.80
6.00 7.20
EDCO Waste Recycling Services, Inc
Net Franchise
Rate Fee
148.21 14.82
245.91 24.59
343.58 34.36
430.04 43.00
516.54 51.65
603.04 60.30
Net Franchise
Rate Fee
154.61 15.46
255.82 25.58
356.98 35.70
431.98 43.20
538.31 53.83
628.78 62.88
Tip Fee Service
32.47 100.92
64.90 156.42
97.37 211.85
129.80 257.24
162.30 302.59
194.74 348.00
Tip Fee Service
43.26 95.89
86.56 143.68
129.80 191.48
173.08 215.70
216.37 268.11
259.67 306.23
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change - CPI
Rate Chang_e
Service Tip Fee Franchise
2.771% 3.42% Fee
2.80 1.11 $ 0.44
4.33 2.22 $ 0.73
5.87 3.33 $ 1.02
7.13 4.44 $ 1.29
8.38 5.55 $ 1.55
9.64 6.66 $ 1.82
Rate Chan9e
Service Tip Fee Franchise
2.771% 3.42% Fee
2.66 1.48 $ 0.46
3.98 2.96 $ 0.77
5.30 4.44 $ 1.08
5.98 5.92 $ 1.32
7.43 7.40 $ 1.65
8.48 8.88 $ 1.93
6 of 13
365.529
375.656
10.127
2.771%
Total
Change
$ 4.35
$ 7.28
$ 10.22
$ 12.86
$ 15.48
$ 18.12
Total
Change
$ 4.60
$ 7.71
$ 10.82
$ 13.22
$ 16.48
$ 19.29
New Rate
Total AB9939
New Rate Fee
$ 153.76 1.20
$ 255.59 2.40
$ 357.40 3.60
$ 447.70 4.80
$ 538.02 6.00
$ 628.36 7.20
-- --· (0.00)
New Rate
Total AB9939
New Rate Fee
$ 160.41 1.20
$ 265.93 2.40
$ 371.40 3.60
$ 450.00 4.80
$ 560.79 6.00
$ 655.27 7.20
(0.00)
RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
% Change - Tip Fee
Net Franchise
Rate Fee
152.56 $15.26
253.19 $25.32
353.80 $35.38
442.90 $44.29
532.02 $53.20
621.16 $62.12
Net Franchise
Rate Fee
159.21 $15.92
263.53 $26.35
367.80 $36.78
445.20 $44.52
554.79 $55.48
648.07 $64.81
$ 50.21
$ 51.93
$1.72
3.42%
Tip Fee
$ 33.58
$ 67.12
$ 100.70
$ 134.24
$ 167.85
$ 201.40
Tip Fee
$ 44.74
$ 89.52
$ 134.24
$ 179.00
$ 223.77
$ 268.55
%
Service Change
$ 103.72 2.91%
$ 160.75 2.93%
$ 217.72 2.94%
$ 264.37 2.96%
$ 310.97 2.96%
$ 357.64 2.97%
%
Service Change
$ 98.55 2.95%
$ 147.66 2.99%
$ 196.78 3.00%
$ 221.68 3.03%
$ 275.54 3.03%
$ 314.71 3.03%
4/4/2025
June 3, 2025, Item #15
N
N
0 ....
N
00 Multi-Family Bin Service (Excludes Yard Waste)
5 Cubic Yard
Current Rate
Service
Frequenc :\
1 xweek
2 x week
3 x week
4 x week
5 x week
6 xweek
Total
Rate
$ 173.30
$ 284.92
$ 395.88
$ 501.59
$ 608.44
$ 714.43
0.00 6 Cubic Yard
AB9939
Fee
1.20 2.40
3.60 4.80
6.00 7.20
Current Rate
Service
Frequenc)
1 xweek
2xweek
3 x week
4 xweek
5 x week
6 xweek
Total
Rate
$ 185.29
$ 303.19
$ 421.19
$ 533.48
$ 645.76
$ 758.08
(0.00)
AB9939
Fee
1.20 2.40
3.60 4.80
6.00 7.20
EDCO Waste Recycling Services, Inc
Net Franchise
Rate Fee
172.10 17.21
282.52 28.25
392.28 39.23
496.79 49.68
602.44 60.24
707.23 70.72
Net Franchise
Rate Fee
184.09 18.41
300.79 30.08
417.59 41 .76
528.68 52.87
639.76 63.98
750.88 75.09
Tip Fee Service
54.08 100.81
108.19 146.08
168.12 184.93
224.14 222.97
270.43 271.77
324.55 311.96
Tip Fee Service
64.90 100.78
129.80 140.91
194.74 181.09
259.67 216.14
324.55 251.23
389.47 286.32
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change • CPI
Rate Chang_e -
Service Tip Fee Franchise
2.771% 3.42% Fee
2.79 1.85 $ 0.52
4.05 3.70 $ 0 .86
5.12 5.75 $ 1 .21
6.18 7.66 $ 1.54
7.53 9.25 $ 1.87
8.64 11.10 $ 2.20
Rate Chang_e -Service Tip Fee Franchise
2.771% 3.42% Fee
2.79 2.22 $ 0 .56
3.90 4.44 $ 0.93
5.02 6.66 $ 1.30
5.99 8.88 $ 1.65
6.96 11.10 $ 2 .00
7.93 13.32 $ 2.36
7 of 13
365.529
375.656
10.127
2.771%
Total
Change
$ 5.16
$ 8.61
$ 12.08
$ 15.38
$ 18.65
$ 21.94
Total
Change
$ 5.57
$ 9.27
$ 12.98
$ 16.52
$ 20.06
$ 23.61
New Rate
Total AB9939
New Rate Fee
$ 178.46 1.20
$ 293.53 2.40
$ 407.96 3.60
$ 516.97 4.80
$ 627.09 6.00
$ 736.37 7.20
0.00 New Rate
Total AB9939
New Rate Fee
$ 190.86 1.20
$ 312.46 2.40
$ 434.17 3.60
$ 550.00 4.80
$ 665.82 6.00
$ 781.69 7.20
0.00 RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
% Change - Tip Fee
Net Franchise
Rate Fee
177.26 $17.73
291.13 $29.11
404.36 $40.44
512.17 $51.22
621.09 $62.11
729.17 $72.92
Net Franchise
Rate Fee
189.66 $18.97
310.06 $31 .01
430.57 $43.06
545.20 $54.52
659.82 $65.98
774.49 $77.45
$ 50.21
$ 51.93
~
3.42%
Tip Fee
$ 55.93
$ 111.89
$ 173.87
$ 231.80
$ 279.68
$ 335.65
Tip Fee
$ 67.12
$ 134.24
$ 201.40
$ 268.55
$ 335.65
$ 402.79
%
Service Change
$ 103.60 2.98%
$ 150.13 3.02%
$ 190.05 3.05%
$ 229.15 3.07%
$ 279.30 3.07%
$ 320.60 3.07%
%
Service Change
$ 103.57 3.01%
$ 144.81 3.06%
$ 186.11 3.08%
$ 222.13 3.10%
$ 258.19 3.11%
$ 294.25 3.11%
4/4/2025
June 3, 2025, Item #15
~ Poway Commercial S~eiyice Rates Effective 7/1/2025
0 ....
"' 00
Multi-Family Residential Bin Rates (Includes Yard Waste) 1 Cubic Yard
Service
Frequency
1 x week
2 x week
3xweek
4 x week
5 xweek
6 x week
2_CuQk: Yard
Service
Frequency
1 x week
2xweek
3 x week
4xweek
5 x week
6 x week
Current Rate
Total AB9939
New Rate Fee
$ 95.40 1.20
$ 158.50 2.40
$ 221.62 3.60
$ 276.61 4.80
$ 331.63 6.00
$ 386.68 7.20 .. . (0)
Current Rate
Total AB9939
Rate Fee
$ 115.01 1.20
$ 190.87 2.40
$ 266.74 3.60
$ 333.94 4.80
$ 400.76 6.00
$ 468.46 7.20
0 EDCO Waste Recycling Services, Inc
Net Franchise
Rate Fee
94.20 9.42
156.10 15.61
218.02 21.80
271.81 27.18
325.63 32.56
379.48 37.95
Net Franchise
Rate Fee
113.81 11.38
188.47 18.85
263.14 26.31
329.14 32.91
394.76 39.48
461.26 46.13
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change - CPI
Rate Chan.9.e -Service Service Tip Fee
Tip Fee Fee 2.771% 3.42%
10.82 73.96 2.05 0.37
21 .64 118.85 3.29 0.74
32.47 163.75 4.54 1.11
43.26 201 .37 5.58 1.48
54.08 238.99 6.62 1.85
64.90 276.63 7.66 2.22
Rate Chang_e
Service Service Tip Fee
Tip Fee Fee 2.771% 3.42%
21 .64 80.79 2.24 0.74
43.26 126.36 3.50 1.48
64.90 171.93 4.76 2.22
86.56 209.67 5.81 2.96
112.11 243.17 6.74 3.83
129.80 285.33 7.91 4.44
365.529
375.656
10.127
2.771%
Franchise
Fee
$ 0.27
$ 0.45
$ 0.63
$ 0.79
$ 0.94
$ 1.10
Franchise
Fee
$ 0 .33
$ 0.55
$ 0.78
$ 0.98
$ 1.17
$ 1.37
8 of 13
New Rate
Total Total AB9939
Change New Rate Fee
$ 2.69 $ 98.09 1.20
$ 4.48 $ 162.98 2.40
$ 6.28 $ 227.90 3.60
$ 7.85 $ 284.46 4.80
$ 9.41 $ 341.04 6.00
$ 10.98 $ 397.66 7.20
-0
New Rate
Total Total AB9939
Change New Rate Fee
$ 3.31 $ 118.32 1.20
$ 5.53 $ 196.40 2.40
$ 7.76 $ 274.50 3.60
$ 9.75 $ 343.69 4.80
$ 11.74 $ 412.50 6.00
$ 13.72 $ 482.18 7.20
0.00 RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
% Change - Tip Fee
Net Franchise
Rate Fee
96.89 $9.69
160.58 $16.06
224.30 $22.43
279.66 $27.97
335.04 $33,50
390.46 $39,05
Net Franchise
Rate Fee
117.12 $11 .71
194.00 $19.40
270.90 $27.09
338.89 $33.89
406.50 $40.65
474.98 $47,50
$ 50.21
$ 51 .93
~
3.42%
Tip Fee
$ 11 .19
$ 22.38
$ 33.58
$ 44.74
$ 55.93
$ 67.12
Tip Fee
$ 22.38
$ 44.74
$ 67.12
$ 89.52
$ 115.94
$ 134.24
Service %
Fee Change
$ 76.01 2.82%
$ 122.14 2.83%
$ 168.29 2.83%
$ 206.95 2.84%
$ 245.61 2.84%
$ 284.29 2.84%
Service %
Fee Change
$ 83.03 2.88%
$ 129,86 2.90%
$ 176.69 2.91%
$ 215.48 2.92%
$ 249.91 2.93%
$ 293.24 2.93%
4/4/2025
June 3, 2025, Item #15
N
6 Multi-Family Residential Bin Rates (Includes Yard Waste) ....
N
00 3 Cubic Yard
Service
Frequency
1 xweek
2 xweek
3 xweek
4 xweek
5 xweek
6 xweek
4 Cubic Yard
Service
Frequency
1 xweek
2xweek
3 xweek
4xweek
5 xweek
6 xweek
Current Rate
Total AB9939
Rate Fee
$ 165.66 1.20
$ 275.44 2.40
$ 385.24 3.60
$ 482 .59 4.80
$ 579.94 6.00
$ 677.39 7.20
(0)
Current Rate
Total AB9939
Rate Fee
$ 172.84 1.20
$ 286.76 2.40
$ 400 .54 3.60
$ 502.66 4.80
$ 604.93 6.00
$ 706.88 7.20
-0
EDCO Waste Recycling Services, Inc
Net Franchise
Rate Fee
164.46 16.45
273.04 27.30
381.64 38.16
477.79 47.78
573.94 57.39
670.19 67.02
Net Franchise
Rate Fee
171.64 17.16
284.36 28.44
396.94 39.69
497.86 49.79
598.93 59.89
699.68 69.97
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
¾ Change · CPI
Rate Chan.9.e -
Service Service Tip Fee
Tip Fee Fee 2.771% 3.42%
32.47 115.54 3.20 1.11
64.90 180.84 5.01 2.22
97.37 246.11 6.82 3.33
129.80 300.21 8.32 4.44
162.30 354.25 9.81 5.55
194.74 408.43 11 .32 6.66
Rate Chan.9.e -Service Service Tip Fee
Tip Fee Fee 2.771% 3.42%
43.26 111.22 3.08 1.48
86.56 169.36 4.69 2.96
129.80 227.45 6.30 4.44
173.08 274.99 7.62 5.92
216.37 322.67 8.94 7.40
259.67 370.04 10.25 8.88
365.529
375.656
10.127
2.771%
Franchise
Fee
$ 0.47
$ 0.81
$ 1.13
$ 1.42
$ 1.71
$ 2.00
Franchise
Fee
$ 0.51
$ 0.85
$ 1.20
$ 1.50
$ 1.82
$ 2.12
9 of 13
New Rate
Total Total AB9939
Change New Rate Fee
$ 4.78 $ 170.44 1.20
$ 8.04 $ 283.48 2.40
$ 11.28 $ 396.52 3.60
$ 14.18 $ 496.77 4.80
$ 17.07 $ 597.01 6.00
$ 19.98 $ 697.37 7.20
0.00 New Rate
Total Total AB9939
Change New Rate Fee
$ 5.07 $ 177.91 1.20
$ 8.50 $ 295.26 2.40
$ 11.94 $ 412.48 3.60
$ 15.04 $ 517.70 4.80
$ 18.16 $ 623.09 6.00
$ 21.25 $ 728.13 7.20
·- --· (0.00)
RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
¾ Change • Tip Fee
Net Franchise
Rate Fee
169.24 $16.92
281.08 $28.11
392.92 $39.29
491.97 $49.20
591.01 $59.10
690.17 $69.02
Net Franchise
Rate Fee
176.71 $17.67
292.86 $29.29
408.88 $40.89
512.90 $51 .29
617.09 $61 .71
720.93 $72.09
$ 50.21
$ 51 .93
$1.72
3.42%
Tip Fee
$ 33.58
$ 67.12
$ 100.70
$ 134.24
$ 167.85
$ 201.40
Tip Fee
$ 44.74
$ 89.52
$ 134.24
$ 179.00
$ 223.77
$ 268.55
Service %
Fee Change
$ 118.74 2.89%
$ 185.85 2.92%
$ 252.93 2.93%
$ 308.53 2.94%
$ 364.06 2.94%
$ 419.75 2.95%
-· Check
Service %
Fee Change
$ 114.30 2.93%
$ 174.05 2.96%
$ 233.75 2.98%
$ 282.61 2.99%
$ 331.61 3.00%
$ 380.29 3.01%
4/4/2025
June 3, 2025, Item #15
N u,
0 Multi-Family Residential Bin Rates (Includes Yard Waste) ....
N
00 5 Cubic_'!'_aLd
Service
Frequency
1 xweek
2xweek
3 x week
4 xweek
5 xweek
6xweek
6 Cubic Yard
Service
Frequency
1 xweek
2xweek
3 x week
4xweek
5 x week
6 xweek
Current Rate
Total AB9939
Rate Fee
$ 192.42 1.20
$ 316.62 2.40
$ 440.20 3.60
$ 558.17 4.80
$ 676.71 6.00
$ 794.73 7.20
(0)
Current Rate
Total AB9939
Rate Fee
$ 205.69 1.20
$ 336.91 2.40
$ 468.17 3.60
$ 593.10 4.80
$ 718.07 6.00
$ 843.04 7.20
(0)
EDCO Waste Recycling Services, Inc
Net Franchise
Rate Fee
191.22 19.12
314.22 31.42
436.60 43.66
553.37 55.34
670.71 67.07
787.53 78.75
Net Franchise
Rate Fee
204.49 20.45
334.51 33.45
464.57 46.46
588.30 58.83
712.07 71 .21
835.84 83.58
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change - CPI
Rate Chan.9.e
Service Service Tip Fee
Tip Fee Fee 2.771% 3.42%
54.08 118.02 3.27 1.85
108.19 174.61 4.84 3.70
168.12 224.82 6.23 5.75
224.14 273.89 7.59 7.66
270.43 333.21 9.23 9.25
324.55 384.23 10.65 11 .10
Rate Chan.9.e -
Service Service Tip Fee
Tip Fee Fee 2.771% 3.42%
64.90 119.14 3.30 2.22
129.80 171 .26 4.74 4.44
194.74 223.37 6.19 6.66
259.67 269.80 7.47 8.88
324.55 316.31 8.76 11.10
389.47 362.79 10.05 13.32
365.529
375.656
10.127
2.771%
Franchise
Fee
$ 0.57
$ 0.95
$ 1.33
$ 1.69
$ 2.05
$ 2.42
Franchise
Fee
$ 0.61
$ 1.02
$ 1.42
$ 1.82
$ 2.20
$ 2.60
10 of 13
New Rate
Total Total AB9939
Change New Rate Fee
$ 5.69 $ 198.11 1.20
$ 9.49 $ 326.11 2.40
$ 13.31 $ 453.51 3.60
$ 16.94 $ 575.11 4.80
$ 20.53 $ 697.24 6.00
$ 24.17 $ 818.90 7.20
(0.00)
New Rate
Total Total AB9939
Change New Rate Fee
$ 6.13 $ 211.82 1.20
$ 10.20 $ 347.11 2.40
$ 14.27 $ 482.44 3.60
$ 18.17 $ 611.27 4.80
$ 22.06 $ 740.13 6.00
$ 25.97 $ 869.01 7.20
(0.00)
RSWA Tip Fee 2024
RSWA Tip Fee 2025
Change
% Change - Tip Fee
Net Franchise
Rate Fee
196.91 $19.69
323.71 $32.37
449.91 $44.99
570.31 $57.03
691.24 $69.12
811.70 $81 .17
Net Franchise
Rate Fee
210.62 $21 .06
344.71 $34.47
478.84 $47.88
606.47 $60.65
734.13 $73.41
861.81 $86.18
$ 50.21
$ 51.93
$1.72
3.42%
Tip Fee
$ 55.93
$ 111.89
$ 173.87
$ 231 .80
$ 279.68
$ 335.65
Tip Fee
$ 67.12
$ 134.24
$ 201 .40
$ 268.55
$ 335.65
$ 402.79
$
$
$
$
$
$
$
$
$
$
$
$
Service %
Fee Change
121.29 2.96%
179.45 3.00%
231 .05 3.02%
281.48 3.03%
342.44 3.03%
394.88 3.04%
Service %
Fee Change
122.44 2.98%
176.00 3.03%
229.56 3.05%
277.27 3.06%
325.07 3.07%
372.84 3.08%
4/4/2025
June 3, 2025, Item #15
N 0\
0 ....
N
00 Poway Commercial Service Rates Effective 7/1/2025
Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change - CPI
Commercial Recycling Services
Collection Weekly
19 Cart
Box Services
Total Scheduled Debris Box Serviced Monthly
Unscheduled Debris Box Pulls (40-Cubic Yards)
RSWA Trash Rate per ton, including Franchise Fee
COi - Tip Fee plus FF/City Fees
3-Cubic Yard Bin - 3-Day Rental
3-Cubic Yard Bin - 1-Month Rental (Once-a-Week
Emptying (Primarily Construction & Remote))
Additional Dump of 3-Cu.Yd. Bin
Daily Roll-Off Rental
Locking Lid Set Up
Daily Impound Fee for Storage of Unauthorized Contain
Service Charge to Reinstate Collection Services
After Termination for Non-Payment
EDCO Waste Recycling Services, Inc
Current
Rate
$ 42.40
$ 52.95
$ 63.56
$ 74.13
$ 74.13
$ 21.67
$ 219.03
$ 235.94
$ 55.79
$ 78.55
$ 313.29
$ 35.85
$ 6.35
$ 12.38
$ 28.03
$ 18.03
365.529
375.656
10.127
2.771%
Proposed
Rate
$ 43.57
$ 54.42
$ 65.32
$ 76.18
$ 76.18
$ 22.27
$ 225.10
$ 242.48
$ 57.70
$ 80.73
$ 321.97
$ 36.84
$ 6.53
$ 12.72
$ 28.81
$ 18.53
Rate
Change
$ 1.17
$ 1.47
$ 1.76
$ 2.05
$ 2.05
$ 0.60
$ 6.07
$ 6.54
$ 1.91
$ 2.18
$ 8.68
$ 0.99
$ 0.18
$ 0.34
$ 0.78
$ 0.50
11 of 13
%
Change
2.759%
2.776%
2.769%
2.765%
2.765%
2.769%
2.771%
2.772%
3.424%
2.775%
2.771%
2.762%
2.835%
2.746%
2.783%
2.773%
4/4/2025
June 3, 2025, Item #15
City of Poway
~ Rates for Anaerobic Digestion of Greenwaste & Foodwaste g, ?..lJJ.2025
N
00 Consumer Price Index 2nd Half 2023
Consumer Price Index 2nd Half 2024
Change
% Change - CPI
Pro12,osed Rates 7/1/25
1st Container
Size
Cart (65 gl)
Cart (96 gl)
2CY
3CY
Each Additional Container
Size
Cart (65 gl)
Cart (96 gl)
2CY
3CY
Frequency
1 1 l
$108 .70 $ 217.40 $ 326.10
$122 .59 $ 245.19 $ 367.80
$ 198.83 $ 397.67 $ 596.49
$ 254.42 $ 508.85 $ 763.28
1 $ 103.26
$ 116.47
$ 188.89
$ 241.71
1 $ 206.54
$ 232.93
$ 377.78
$ 483.40
l
$ 309.80
$ 349.41
$ 566.68
$ 725.11
EDCO Waste Recycling Services, Inc
365.529
375.656
10.127
2.771%
Extra
Pickup
$ 43.48
$ 49.03
$ 79.53
$101 .76
12 of 13 4/4/2025
June 3, 2025, Item #15
Consumer Price Index for All Urban Consumers {Cl
~ Original Data Value
0 ....
N
00 Series Id: CUURS49ESA0
Not Seasonally Adjusted
Series Title: All items in San Diego-Carlsbad, CA, all urban Area:
Item:
Base Period:
Years:
Year
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
New Tip Fee
Old Tip Fee
Change
% Change
San Diego-Carlsbad, CA
All items
1982-84=100
2015 to 2025
Jan Feb
288.
331
295.761
302.564
307.688
332.990
354.453
367.917
381.952
$
51 .93 7/1/2025
$ 50.21 7/1/2024
$ 1.72
3.42%
Mar
290.810
297.226
302.589
315.035
339.852
358.026
370.858
EDCO Waste Recycling Services, Inc
Apr May
289.243
300.303
301.317
317.141
343.502
361.339
372.858
Jun Jul Aug Sep Oct Nov Dec Annual HALF1 HALF2
269.436 267.346
271 .526
274.732 272.628 276.837
285.961 283.012 281.561 284.464
295.185 295.883 293.858 292.547 290.076 295.018
299.333 301 .033 301.520 299.433 298.147 300.718
305.611 304.443 306.334 303.932 302.040 305.823
323.906 324.138 326.422 319.761 314.282 325.241
347.462 350.721 348.145 344.416 339.886 348.945
362.412 367.185 366.343 362.022 358.515 365.529
375.072 376.221 375.860 373.321 370.987 375.656
10.127
2.771%
13 of 13 4/4/2025
June 3, 2025, Item #16
DATE:
TO:
FROM:
CONTACT:
SUBJECT:
Summary:
AGENDA REPORT CityofPoway
June 3, 2025
Honorable Mayor and Members of the City Council
Audrey Denham, Director of Community Services~
Audrey Denham, Director of Community Services
858-668-4585 or [email protected]
CITY COUNCIL
Implementation of the Poway Center for the Performing Arts Operational Analysis and Fee Study conducted by Webb Management
The City recognizes the Poway Center for the Performing Arts (PCPA) as a valuable asset and continues to be committed to operating the facility for residents and user groups to celebrate the arts in Poway.
The City and community support the mission of the PCPA to provide high-quality professional programming, culturally enriching experiences for young people as both audience and participants and performing arts presentations by community-based organizations.
The City has taken a thoughtful and comprehensive approach to plan for the best and most sustainable future for the PCPA. In partnership with the McCarthy Family Foundation, the City completed a feasibility study to determine the possibility of an endowment fundraising campaign to support PCPA operations and maintenance. The City also renegotiated the joint use agreement with Poway Unified School District (PUSD) with 35% cost sharing for operations, maintenance and capital improvement projects.
In November 2022, the City contracted with Webb Management (WM) to review all aspects of PCPA operations including booking, ticketing, concessions, policies/procedures, and fee structure, and then recommend best practices or other operational changes to improve efficiency, decrease the operating subsidy, and generate additional revenue for the facility.
Overall, WM's findings are that the City is doing a good job managing the PCPA, and their recommendations are focused on further strengthening the partnership with Poway OnStage (POS) and renegotiating the agreement between POS and the City to develop and execute the professional performance season, arts education programming, and fundraising to support PCPA capital improvement projects. It is also recommended the City invest in marketing to rebrand the PCPA, attract new rental clients, market fundraising efforts, and tell the PCPA's story to build community awareness and support. In addition, recommended adjustments to staffing levels and rental client 1 of 121
June 3, 2025, Item #16
fees
are
included.
Recommended
Action:
It
is
recommended
the
City
Council:
1)
Receive
and
file
the
Poway
Center
for
the
Performing
Arts
Operational
Analysis
and
Fee
Study;
2)
Authorize
the
City
Manager,
in
collaboration
with
the
City
Council
PCPA
Subcommittee,
to
negotiate
and
execute
a
new
agreement
with
Poway
OnStage
to
provide
a
professional
performance
season,
arts
education
programming,
and
fundraising
for
capital
improvement
projects;
3)
Direct
staff
to
include
recommended
operational
changes
in
the
Fiscal
Year
(FY)
2025-26
budget
proposal,
to
include
personnel
changes
and
a
marketing
consultant
contract;
and
4)
Direct
staff
to
include
annual rental
fee
increases
as
part
of
the
City-wide
fee
study.
Discussion: Background The
PCPA
was
established
in
1990
as
a
municipal
and
educational
facility
for
the
presentation
of
performing
arts,
educational
programming,
and
the
display
of
fine
arts.
At
workshops
in
2019
and
2021,
City
Council
reviewed
information
about
PCPA
operations
and
costs.
During
the
first
workshop,
staff
presented
information
about
the
evolution
of
the
current
PCPA
operating
model,
the
primary
user
groups
and
existing
use
agreements,
the
budgetary
challenges
with
maintaining
the
ongoing
annual
operating
subsidy,
and
funding
of
upcoming
capital
projects
including
HVAC
work,
roofing,
flooring,
and
seat
replacement.
At
the
second
workshop,
City
Council
provided
direction
on
several
critical
decision
points
related
to
use
and
use
policy,
cost
recovery,
agreements
with
user
groups,
fundraising,
and
best
practice
research.
Council
directed
staff
to
perform
the
following
tasks:
1. Renegotiate
the
1990
Agreement
with
PUSD
to
reflect
current
operations
and
needs.
2. Conduct
a feasibility
study
to
determine
the
possibility
of
an
endowment
fundraising
campaign
that
would
help
support
PCPA
operations
and
maintenance
.
3. Oversee
a complete
operational
analysis
and
fee
study
to
review
all
aspects
of
PCPA
operations
and
recommend
operational
and
fee
changes
to
improve
efficiency,
decrease
the
operating
subsidy,
and
generate
additional
revenue
for
the
facility.
4. Request
proposals
for
a
professional
mainstage
presenter
with
an
agreement
that
is
more
favorable
to
the
City.
In
July
2022,
the
City
entered
into
a
new
mutually
beneficial
joint
use
agreement
with
PUSD
to
reflect
operational
changes,
maintain
the
facility,
and
serve
the
students
of
PUSD.
The
agreement
included
increasing
PUSD's
use
of
the
facility
and
revising
the
cost-sharing
formula
to
35%
of
operations,
maintenance
and
capital
improvement
projects
. The
35%
cost
share
is
reflective
of
the
percentage
of
time
PUSD
uses
the
PCPA
throughout
the
year.
New
PUSD
benefits
included
expanded
use
from
77 to
88 days
per
year,
access
to
the
PCPA
during
regularly
scheduled
school
hours
when
not
in
use
by
the
City
or
a
rental
client,
use
of
the
PCPA
during
the
summer
for
performing
and
visual
arts
camps
2 of
121
June 3, 2025, Item #16
dependent
on
availability,
and
the
possibility
of
a new
theater
internship
program
developed
by
PUSD
and
the
City
to
provide
opportunities
for
two
students
per
semester.
In
August
2022,
City
Council
approved
a
5.21 %
interim
fee
increase
based
on
the
annual
Consumer
Price
Index
(CPI)
increase
to
keep
up
with
rising
costs.
This
was
a
one-time
adjustment to
rental
fees.
Because
there
are
special
agreements
governing
the
fees
paid
by
Poway
OnStage
and
PUSD,
the
fees
applied
only
to
community
group
rentals.
In
October
2022,
the
City,
in
association
with
the
McCarthy
Family
Foundation,
completed
an
endowment
campaign
feasibility
study
designed
to
test
the
possibility
of
fundraising
for
an
endowment
fund
to
support
the
PCPA.
The
consultant
recommended
not
proceeding
with
an
endowment
campaign
. Overall
findings
show
there
was
no
support
to
fundraise
for
an
endowment
campaign
and
the
City
lacked
experience
in
philanthropic
fundraising
and
management.
Some
additional
recommendations
from
the
study
included
evaluating
operations,
marketing
the
PCPA
to
establish
its
identity
and
communicate
its
value,
building
corporate
partnerships,
and
creating
a
dedicated
fundraising
arm
with
a
non-profit.
In
November
2022,
the
City
entered
into
an
agreement
with
WM
to
complete
the
PCPA
Operational
Analysis
and
Fee
Study.
The
consultant
was
chosen
in
consultation
with
the
City
Council
PCPA
Subcommittee
based
on
WB's
subject
matter
expertise
and
experience
with
similar
venues.
The
PCPA
was
built
35 years
ago,
and
City
staff
have
identified
and
developed
a
six-year
capital
improvement
program
focused
on
both
infrastructure
and
amenities.
Projects
include
roofing,
HVAC
systems,
electrical
and
plumbing
upgrades,
sound
system
and
theatrical
lighting
replacement,
plus
interior
upgrades
and
ADA
improvements.
PUSD
cost
shares
35%
of
all
capital
improvement
projects.
Every
year
the
PCPA
has
been
closed
in
July
and
August
to
complete
maintenance
projects,
deep
clean,
organize
storage
areas,
and
begin
prepping
for
the
next
season.
In
order
to
complete
capital
improvement
projects
without
impacting
PCPA
users,
the
PCPA
is
now
closed
from
July
through
September
every
year
until
projects
are
completed
. We
are
currently
in
year
two
of
the
PCPA
capital
improvement
program
and
projects
are
estimated
to
be
completed
by
summer
of
2029.
Operational
Analysis
and
Fee
Study
Recommendations
The
Operational
Analysis
and
Fee
Study
Executive
Summary
and
Comprehensive
Report
prepared
by
WM
(Attachment
A)
contains
study
objectives,
process,
findings,
conclusions,
and
recommendations.
WM
and
City
staff
considered
multiple
operating
models.
Other
operating
models
had
a high
financial
risk
and
increased
the
City
subsidy.
For
many
years,
the
PCPA's
annual
operating
subsidy
(revenue
less
expenses)
has
hovered
around
$700,000
to
$900,000
annually.
The
joint
use
agreement
with
PUSD
has
helped
bring
the
subsidy
down
significantly
and
in
FY
2024-25
the
PCPA
subsidy
is
projected
to
be
$360,000.
With
the
implementation
of
WM's
recommendations,
the
City
subsidy
will
be
$431,000
in
FY
2025-26.
The
budget estimation
spreadsheet
(proforma
budget,
Attachment
B)
created
as
part
of
the
WM
work
product
includes
annual
inflationary
adjustments,
which
increase
expenses
each
year.
Increased
programming
and
marketing
investments
offset
those
increases
and
help
maintain
the
annual
funding
requirement
at
$433,000
by
FY
2029-30
. To
increase
the
impact
and
sustainability
of
the
PCPA,
WM
recommends
the
following:
1. Presenting
-
Contract
with
Poway
OnStage
to
continue
presenting
the
annual
professional
performance
series.
3 of
121
June 3, 2025, Item #16
2. Marketing -Invest in marketing, retaining an outside consultant to support ticket sales for user groups, attract corporate rentals to fill weekday dates, build community awareness and support, lead a rebranding effort, and support fund raising activities.
3. Arts Education -Contract with Poway OnStage to continue developing and executing arts education and outreach programs.
4. Fundraising -Contract with Poway OnStage to become the fundraising arm for the PCPA to support capital improvement projects.
Staff are seeking approval to renegotiate a new agreement with Poway OnStage (POS) to provide a professional performance season, arts education programming, and fundraising for capital improvement projects. While the professional performance season and arts education programming will generally remain the same, City and POS staff are looking for ways to conduct business and partner more efficiently and effectively. During the negotiation process, City and POS staff, with input from the City Council PCPA Subcommittee, would identify fundraising opportunities and create fundraising goals. Fundraising for capital improvement projects is not included in the pro-forma budget because it does not affect the annual operating subsidy. Not only is POS willing to fundraise for capital improvement projects, they would partner with the McCarthy Family Foundation to bring in a $1,000,000 donation to be leveraged for capital improvement fundraising efforts. Letters of intent from POS and the McCarthy Family Foundation are attached (Attachments C and D).
Currently, the PCPA calendar is fully booked with only less desirable dates remaining. Performing arts groups request weekends or weeklong rentals; therefore, staff struggle to book available dates which are typically Mondays, Tuesdays and holidays. A marketing consultant would develop a targeted marketing campaign to attract corporate rental clients to fill in the calendar. With regards to summer use of the PCPA, a summer maintenance closure will still need to be scheduled. However, once the capital improvement program is complete, the City can open the PCPA calendar in the summer to host performing arts camps, additional corporate rentals, and activate the space for community use. The pro-forma budget includes a marketing consultant over a two-year period estimated at $50,000 in the first year and $20,000 in the second year. If approved, City staff would issue a request for proposals to re brand the PCPA, attract new rental clients, market fund raising efforts, and tell the PCPA's story to build community awareness and support.
To support the above recommendations and keep up with rising costs WM also recommends the following, which have been included in the pro-forma budget:
1. Adjust staffing -Increase budget by .75 full-time equivalents by changing two positions from¾ time to full-time and one position from ½-time to ¾-time for approximately $72,000.
2. Rental client fees -Include annual adjustment to rental client fees based on CPI.
Adjusting staff levels will help the City keep up with increased use and expand rentals. In FY 2018-19, prior to COVID, the PCPA was used 186 days a year for rehearsals and performances. Post COVID, PCPA use has increased to 250 days a year without adjustments to staffing levels. Additional staffing is also needed to support expanded operations, which includes booking more corporate rentals and expanding summer use once capital improvement projects are completed. If approved, these changes will be incorporated into the proposed FY 2025-26 budget for City Council consideration at their meeting on June 17, 2025, along with funding for the marketing consultant.
The study found PCPA facility rental fees to be generally in line with the market. However, because 4 of 121
June 3, 2025, Item #16
costs continue to rise, it is recommended the City add an annual CPI increase to help maintain revenue and ensure fees do not fall behind. The annual CPI increase would be included in the City-wide fee study and brought back for City Council consideration at a future meeting in FY 2025-26.
Overall, the WM study showed that the City is doing a good job managing the PCPA and the pro-forma budget reflects the above changes and keeps the operating subsidy low. POS is a great non-profit partner equipped to provide successful programming to the community, and POS has the knowledge and experience to lead fund raising campaigns. The City Council PCPA Subcommittee has reviewed the findings and supports the recommendations.
Environmental Review:
This item is not subject to review under the California Environmental Quality Act (CEAQ).
Fiscal Impact:
Recommended personnel adjustments are estimated at $72,000 annually for year 1 and would be included in the proposed FY 2025-26 budget to be brought back for approval at the City Council meeting on June 17, 2025. The budget request for FY 2025-26 would also include $50,000 for the first year of a marketing consultant. An annual CPI increase to rental client fees would be included in the City-wide fee study and brought back for consideration at a future City Council meeting.
Public Notification:
None
Attachments:
A. Webb Management Executive Summary and Comprehensive Report B. Pro-forma Operating Budget Summary
C. Poway OnStage Letter of Intent
D. McCarthy Family Foundation Letter of Intent
Reviewed/Approved By:
We~ Kaserman
Assistant City Manager
s of 121
Reviewed By:
Alan Fenstermacher
City Attorney
A,~)
Chrisazetme
City Manager
Poway Center for the Performing Arts
Executive Summary & Comprehensive Report
— BUILDING CREATIVITY —
Comprehensive Report
Delivered to the City of
Poway
Developed by: Webb
Management Services, Inc.
June 3, 2025
6 of 121
June 3, 2025, Item #16
ATTACHMENT A
-...-;
:::::
2 Table of Contents
Part One: Executive Summary
Part Two: Situation Analysis
Part Three: Implementation Plan
7 of 121
June 3, 2025, Item #16
3 Executive
Summary
1 8 of 121
June 3, 2025, Item #16
4 Executive Summary
Webb Management Services was hired by the City of Poway to conduct an operational analysis and fee study that would review all aspects of the Poway Center for the Performing Arts (PCPA) operations and then recommend best practices and other operational changes to improve efficiency, decrease the operating subsidy, and generate additional revenue for the facility.
The first phase of the study was an analysis of current operations and the operating environment at the PCPA. That assessment included confidential interviews with staff, leadership, users, and other stakeholders, as well as a review of past studies and internal documents, an analysis of activities, a review of the organization’s recent financial performance, the mapping of current audiences, analysis of the defined market area, research on competitive regional facilities, benchmarking and best practices research from comparable venues in the region, and a review and update of forces and trends in the sector. 9 of 121
June 3, 2025, Item #16
5 Executive Summary
The conclusions of that assessment were organized into a SWOT analysis, suggesting the strengths, weaknesses, opportunities and threats facing the organization. Strengths include the fact that this is a functional facility serving a broad range of uses and users, with a small but mighty staff, largely satisfied users, and a good working partnership with the Poway Unified School District. Under weaknesses, we highlighted the organization’s inability to attract grants and donations, the limited experience of staff booking professional touring acts, vulnerability to political influence, limited marketing skills and resources, and the fact that the building is behind on capital maintenance.
We see a number of possible opportunities for the PCPA, including the large market prone to participating in the arts, the opportunity to drive additional earned revenue through a strong partnership with a non-profit fundraising arm, more opportunities to support city goals for a safe, family-friendly community with strong amenities, and the opportunity to resume summer operations.
There are also a number of threats facing the organization, including fundraising competition, new commercial entertainment competition, audience hesitation particularly amongst the older core, and the concentration of other small venues in the same market area.
Overall, we concluded that the City of Poway has a lot to be proud of in terms of what the PCPA is and does. We do see additional opportunities for the PCPA to deliver more value, but additional staff and financial resources will be required to do so. Notably, most of these opportunities are based on building and strengthening partnerships, and the PCPA must be prepared to compete for audiences, programs, and financial resources based on a strong identity and value proposition. 10 of 121
June 3, 2025, Item #16
6 Executive Summary
Our recommendations were focused on presenting, marketing, fundraising, and the delivery of educational programs. We also recommend the City adopt a more holistic approach to measuring and evaluating the PCPA’s benefits and impact on the community, making additional investments in staff structure, policies, and procedures contingent upon the achievement of various goals and targets.
The keys to future vibrancy, impact and sustainability are these four recommendations:
• Contract with Poway OnStage to present the professional performance series. Renegotiate the contract to ensure goals align with the City and programming benefits Poway residents. • The City must invest in marketing, retaining an outside consultant who can advise on marketing messages and platforms to support ticket sales for renters and the professional performance season. This same marketing consultant should also lead a re-branding effort to build community awareness and support for the PCPA. • Contract with Poway OnStage to continue developing and executing arts education and outreach programs. • Finally, the City should re-purpose the existing PCPA Foundation (d.b.a. Poway OnStage) back to its original purpose of providing financial support to the PCPA. Fundraising efforts could support capital improvement projects and maintenance. 11 of 121
June 3, 2025, Item #16
7 Executive Summary
The current rental fees were found to be in line with the market; however, we recommend an annual adjustment based on consumer price index (CPI) escalations to keep up with rising costs. The PCPA will require additional investments in staff, including the need for additional support in the areas of administrative support, front of house support, and box office services.
These investments, together with new expenditures on marketing and annual rental fee adjustments, are projected in a new pro-forma operating budget that extends from the current budget year until FY29-30.
The pro-forma shows that new investments in personnel and marketing cause higher costs and a higher annual funding requirement in FY25-26. Specifically, we are projecting the annual funding requirement at $431,000 in FY25-26. The pro-forma includes annual inflationary adjustments, which increase expenses each year. But programming and marketing investments reduce the annual funding requirement to about $416,000 in FY26-27 and FY27-28. With the completion of capital improvement projects the annual funding requirement levels out in FY29-30 at about $433,000. The pro-forma does not include contributed income if the City negotiates a new contract with Poway OnStage to fundraise for capital improvement projects.
12 of 121
June 3, 2025, Item #16
8 Executive Summary
We have created a scorecard that can be used by the City of Poway staff and leadership to track progress and measure the success of the PCPA against annual targets. The year one version of that scorecard has been filled out for illustrative purposes.
The scorecard outlines goals in the four functional areas, namely programming, marketing, fundraising, and education, then describing particular initiatives required to move forward in that area. There is a color-coding approach to suggest progress for each of those initiatives. And finally, there are measures and targets for each strategic goal that can be created and filled infor each year.
The final implementation tool is a critical path plan that suggests the order and timing of strategies and initiatives through the next five years. There are tracks related to staffing, presenting, fundraising, marketing, and educational programs. 13 of 121
June 3, 2025, Item #16
9 Situation
Analysis
2 14 of 121
June 3, 2025, Item #16
10 The City of Poway owns and operates the Poway Center for the Performing Arts (PCPA) as a community asset and amenity. The PCPA is animated with a combination of presented events organized by Poway OnStage (POS), rentals to community-based arts organizations and others, and use of the building by the Poway Unified School District (PUSD) for various educational programs.
For many years, the cost to sustain the PCPA has been a challenge for the City, and there have been a series of efforts to understand, rationalize and reduce the annual operating subsidy required from the City. In 2020, the PCPA staff developed a report responding to questions regarding labor, operations, and revenue at the PCPA with a comprehensive analysis. That report recommended the collection of information from comparable venues and the further exploration of ideas to improve sustainability.
In August 2022, the City issued a Request for Proposals for an operational review and fee study that would review all aspects of the PCPA operations and then recommend best practices and other operational changes to improve efficiency, decrease the operating subsidy, and generate additional revenue for the facility.
In November 2022, Webb Management Services was selected to undertake the study. Our approach was to assemble the data, viewpoints, and experiences that lead to a clear picture of the past and present of the PCPA, also considering the operating environment, the broader forces and trends impacting the venue, and the experiences of comparable venues, all of which leads to recommendations on the future programming, operations, and sustainability of the venue as a community asset.
This Situation Analysis constitutes the first phase of our work, and the analysis that leads to preliminary recommendations. The second phase of work focused on the implementation of those recommendations.
Situation Analysis
Introduction
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June 3, 2025, Item #16
11 Webb Management Services is a management
consulting practice focused on the development,
renovation, and operation of cultural facilities.
Our services include feasibility studies, business plans, strategic plans and district plans, all within the cultural sector.
Our clients are governments, arts organizations,
developers, and educators.
We are in our 27
th year, with over 500 projects.
We have extensive and relevant experience with the
development and redevelopment of cultural centers,
including recent work for the Soraya Performing Arts
Center at Cal State Northridge, the La Mirada Theatre,
and the City of San Diego.
This assessment was conducted by Stacey McMath,
Victoria Plettner-Saunders, Miriam King, and Duncan
Webb.
Situation Analysis
Firm Profile
16 of 121
June 3, 2025, Item #16
12 • Confidential interviews with staff, leadership, users, and other stakeholders
• Review of past studies and internal documents
• Analysis of activities, attendance, and ticket sales
• Review of the organization’s recent financial performance • Mapping of current audiences
• Analysis of the defined market area
• Research on competitive regional facilities
• Benchmarking and best practices research from
comparable venues in the region
• Review and update of forces and trends in the sector
Situation Analysis
Assessment Components
17 of 121
June 3, 2025, Item #16
-...-;
:::::
13 Jim Hyldahl, Poway Symphony Foundation
Karen Tansey, City of Poway
Janet Lettang and Jana Johnson, Community Advocates
Chris Hazeltine, City of Poway
Hamid Daudani, Gujarati Association of San Diego
Melissa Tucker, Poway Center for the Performing Arts
Ellen Marcial, Poway Symphony
Audrey Denham, City of Poway
James Ingersoll, Poway Center for the Performing Arts
Brian Pepin, City of Poway
Katherine Hirsh, Community Advocate
Steve Vaus, City of Poway
Karen Matlin, San Diego Silk Guild
Mike Cook, Poway High School
Kayla Warren, Poway Unified School District
Deborah Childress, Ms. Debbora's School of Dance
Margaret Goodman, Poway Unified School District
Kathie Bretches, Urban Metropolitan Educational Theatre Network Garrett Moreau, Poway Center for the Performing Arts
Toby Batly, Southern California Ballet
Situation Analysis
39 confidential interviews with staff, supporters, elected officials, and other local stakeholders Roger Morrison, City of Poway
Sharlene O'Keefe, Poway OnStage
Wendy Kaserman, City of Poway
Belinda Romero, City of Poway
Daniel Krall, Poway OnStage
Ron Little, Poway Unified School District
Jennifer Hanson, Poway OnStage
Kevin Bender, Bender Performing Arts
Carol Osborn, Poway Unified School District
Shannon Beeler, Poway Center for the Performing Arts
Brandi Foisie, Poway Center for the Performing Arts
Rachel McCarthy Henneforth, Poway OnStage and McCarthy Foundation Caylin Frank, City of Poway
Peter De Hoff, City of Poway
Stuart Holmes, Bernardo Heights Middle School
Lynne Ingstad, SoCal Dance
Barry Leonard, City of Poway
David Grosch, former City Council Member
18 of 121
June 3, 2025, Item #16
14 Situation Analysis
A community survey conducted soon after the incorporation of the City of Poway in 1980 showed strong interest in a performing arts facility. The City awarded the contract to build the facility in 1988 and the PCPA opened in 1990.
In December 1988 the City Council authorized the creation of the Poway Foundation for the Performing Arts whose purpose was to conduct a capital fundraising campaign to complete the financing of the PCPA, and also to ensure the PCPA's long-term financial stability. Funds raised beyond that initial campaign were placed in a City controlled Performing Arts Trust Fund, with interest pledged to offsetting the annual operating costs of the PCPA.
The Center was built for a cost of $8.4 million as a partnership between the City of Poway, the Poway Unified School District (PUSD), and the Poway Center for the Performing Arts Foundation. Michael Putnam, the original manager of the facility, reported to the City’s Community Services Department.
Highlights of PCPA History
19 of 121
June 3, 2025, Item #16
15 Situation Analysis
In 1992, the PCPA entered into a two year agreement to present shows from the Pasadena Playhouse, with six productions a year to spend three weeks in Poway, with a combination of musicals and plays. The arrangement lasted until the summer of 1994 when the Playhouse organization ran into financial difficulties. The loss of that programming partner led the Foundation to start programming in the PCPA. By 1998, the Foundation had moved away from its original fundraising effort to raise funds to offset its own employees, marketing, presenting, and educational programs.
In 2003, the PCPA Foundation placed their endowment with the San Diego Foundation. At that time, the fund was valued at $345,000 but expected to grow by $200,000 in the following two years. Income from the fund was to be used to pay for youth arts education programs at the PCPA.
In FY09-10, City staff identified opportunities to reduce staffing costs and other operating expenditures and also reduced the City’s contribution to the Foundation. Additionally, revised fees were approved to recover a greater portion of staff support costs associated with facility rentals and ticket purchases.
Highlights of PCPA History
20 of 121
June 3, 2025, Item #16
16 Situation Analysis
In 2019, City Council asked staff to evaluate the option of selling the PCPA to the PUSD. Options were reviewed and community input collected, which led to the formation of a committee to investigate options for the City to continue ownership of the PCPA. A survey sent to the PCPA community performance groups revealed that community users were in favor of the city continuing to own the PCPA and concerned that the PUSD would not be an effective operator of the venue. The committee also recommended alterations to arrangements with the PUSD and POS, the formation of an advisory board, and new approaches to fundraising to sustain operations.
In 2021, the City hired Netzel Grigsby Associates to conduct an endowment campaign feasibility study, specifically testing the potential to raise $9.5 million for an endowment to support the PCPA operations. The study recommended that the City not proceed with the endowment campaign given limited community awareness of how the PCPA is funded, a broad belief that the City should subsidize user groups to keep fees affordable but not at the current level, and low confidence in the City’s capacity to spearhead a community campaign. The consultants suggested that a fundraising structure will need to be created with broad stakeholder engagement and low direct involvement on the part of the City.
Highlights of PCPA History
21 of 121
June 3, 2025, Item #16
17 Situation Analysis
The Center includes an 809-seat main theater, with 497 seats on the orchestra levels and 312 seats on the balcony, including a total 9 wheelchair locations. There are five dressing rooms in the Center and a loading dock at stage level.
The theater has a large stage with ample backstage and wings, with a full fly tower with 36-line sets. The venue is equipped with reasonable performance technologies, including a full compliment of lighting instruments, a dimming system, sound & lighting controls, a hearing assist program, microphones, speakers, orchestra shell, choral risers, and piano.
The Poway High School (PHS) Drama Room is connected to the PCPA building and can be used or rented out for PCPA events, but heavy PHS use effectively prohibits external use.
The PCPA has an expansive lobby and sits on an attractive site.
Parking is plentiful and free when school is not in session.
Physical Components, Attributes & Amenities
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June 3, 2025, Item #16
18 Situation Analysis
The positions noted in the
top three rows of the org
chart represent 5 FTE’s.
Part-time staff in the bottom
row are scheduled based on
user requests and event
complexity.
Staff
23 of 121
June 3, 2025, Item #16
PCPA-
ORG
CHART
(11
M
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ala
ry
)
(11
Adm
inistrat
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mmuni
cation
*theatre
schedul
ing
support
•do
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ent
manageme
nt: applica
tions,
service
re
quests
-
*Insurance
proces
sing
&
app
rova
l
*fac
ility
use
ag
reements
*cl
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inv
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&
ac
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unt
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(21
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cal
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atre
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hrs/
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atre Coo,
•client
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•pr
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"fa
cility/
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•manag
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work
*sc
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oversee
staff
-fa
cility/equipment
maint
enance
•manag
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work
at
perf
ormance
s
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ge Techn
ld
ans
10-13
staff
primarily
ev
ent
s &
hm
rt:ed
maintenance
part
-time
temporary
primarily
ev
ent
s &
limited
maintenance
part
-time
tempor
ary
(11
Box
Office
Coord
inator
(PT
-30hn/wkl
*client
communication
&
billing
*coor
dinate
tick
eting
requ
es
ts
•so
ftware
over
sight
&
manag
em
ent
-
*ticket
sales,
pr
ocess
ing,
billi
ng
*sc
hedul
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over
see
staff
box
offi
ce
hour
s &
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nts
part
-time
temporary
Admin.
Off"ic:
Hours:
Tue,;-Fri,
1.0a-lpm
Hours:
Fri-Sat,
lpm~pm
Box
Office Volu,
,teer
Ushers:
75-!JO
I
(11 Front
of
House
Coor
cl
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I PT-30
hrs
/wkl
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n■tor
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/wkl
1icati
on &
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cati
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hedul
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ory
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•manage
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ory
&
sal
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le &
ov
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staff
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ge
se
rvic
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w
or
k perf
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wor
k pe
rfor
mance
s
-
Front
d
Hou
•
Ass
istants
8-10
staff
event
sooly
\\\I
19 Situation Analysis
There is a significant part-
time temporary labor
force supporting events at
the PCPA. Most of these
personnel have been
engaged at the facility for
a number of years, though
there have been some
challenges maintaining
these resources coming
out of the pandemic and
in the current economic
situation.
Part-time Temporary Staff
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June 3, 2025, Item #16
PT Temp Staff FY18-19 FY21-22 FY22-23 approved FY22-23 (Feb. 27, 2023) Managed by Full-Time (2)
Technical Theatre
Stage Technician 3,827 hours/FTE 1.82 3,569 hours/FTE 1.72 3,827 hours/FTE 1.82 2,369 hours worked Coordinators Managed by Box Office
Box Office Attendant 1,456 hours/FTE .70 965 hours/FTE .46 1,772 hours/FTE.85 642 hours worked Coordinator (3/4 time) Managed by Front of House
Front of House Assistant 1,705 hours/FTE .82 1,418 hours/FTE .68 2,725 hours/FTE 1.31 811 hours worked Coordinator (3/4 time) "~ I
20 Situation Analysis
The City entered into a contract with TicketSearch North America in June 2021 to provide online ticketing services for the PCPA. TicketSearch is paid a fee of $31,100 a year for the sale of up to 100,000 tickets, with the overage billed at $.40/ticket. The agreement expires on June 1, 2024 and may be extended for two additional one year
periods.
There are typical frustrations with the system, but a sense that the vendor is evolving and attempting to improve
service. Poway OnStage uses the system. Renters are
given the option to use or ask the PCPA to print out hard tickets for renters to sell themselves. The PUSD primarily sells their own events, but many events are free.
Poway OnStage and some renters are using customer data
generated by the system, though likely in a limited
fashion.
Ticketing
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21 Situation Analysis
Food and beverage operations are limited to
basic concessions, but are still profitable.
Previous efforts to expand menu options have
not been successful.
Bar service is now typical for all but the PUSD
events.
Food & Beverage Operations
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June 3, 2025, Item #16
22 Situation Analysis
The building includes basic safety and
security systems. There is a fire alarm and
door alarm systems. Discussions are
underway to enhance workplace safety and
replace a failing camera system.
There is no dedicated security personnel,
but renters can contract out through the
sheriff’s office or hire private security within
specific parameters.
Poway OnStage is generally required to
provide security per their contracts and
riders with visiting artists.
Safety & Security
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23 Situation Analysis
Two Technical Theatre Coordinators manage the back of
house, maintain equipment, and support use of all technical systems. With recent increases in use, both coordinators are working beyond capacity.
That lack of capacity is resulting in delays in repairs and maintenance and presents challenges to technical training for staff and participation in partner-based educational training programs.
Technical Operations
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June 3, 2025, Item #16
24 Situation Analysis
“PCPA is a great community asset, but the deferred maintenance now threatens the viability of the Center.” “The building has just enough technical capabilities to support most community-based groups, and while those systems are well-maintained, they need to be updated.”
“Lack of a catering kitchen is problematic.”
“Amenities for audiences, such as plentiful bathrooms, are appreciated.” “PCPA is a good size relative to other nearby venues.”
“Users feel positively about the facility, have a strong sense of ownership, and appreciate the opportunity to perform in a large and appealing facility.”
Observations from interviews on facilities
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June 3, 2025, Item #16
25 Situation Analysis
“The Center needs a mission statement.”
“The small and mighty staff of the PCPA needs help.”
“Community renters have a favorable impression of the theater’s leadership and technical staff, while the PUSD staff have historically had more frustrations.”
“Volunteers are passionate and love the theater.”
“Important that the facility is managed by a professional with deep and relevant experience.” “Technical staff working too many hours.”
“It will be hard to recruit the next manager if constrained by Recreation Area Manager designation.” Observations from interviews on staff and operations
30 of 121
June 3, 2025, Item #16
26 Situation Analysis
“More staff needed to pursue a technical theater training program.” “Students and teachers at the PUSD find policies around access (locked doors, etc.) inconvenient and wish for more flexibility when using the space.”
“The PCPA box office staff frequently field calls about events they are not managing, membership for the POS, school events, etc. which they are not responsible for managing.”
“The recent addition of a coordinator for all PUSD activities has greatly improved scheduling and communication about their use of the space.”
“City bureaucracy creates challenges in hiring staff in a timely manner.” “Staff and users are concerned about loss of institutional knowledge when the current theater manager is no longer in her role.”
Observations from interviews on staff and operations
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June 3, 2025, Item #16
27 Situation Analysis
The PCPA operated year-round until 2004 but has since been closed each July and August to reduce operating expenses and to allowf o r repairs and maintenance. With the combination of the summer closure, holidays, and various unusable dates, the facility is available for use 250 days a year. Notes on the chart:
• FY19-20: Closed at end of February due to COVID
• FY22-23 Events/Attendance through March 10, 2023
• Days available to rental clients fluctuate based on days allotted to the POS and the PUSD • Attendance is not tickets sold but rather electronic or manual patrons entering the theater • Orange cells are guesstimates based on the 2019 use days to events ratio Activity Summary
32 of 121
June 3, 2025, Item #16
Poway Onstage Community Rentals PUSD Total Use
Events Attendance cap Filled Total Use Days Events Attendance cap Filled Total Use Days Events Attendance cap Filled Total Use Days Events Attendance cap Filled Total Use Days 2017-18 13 6,763 65% 33 57 27,871 61% 70 53 21,717 51% 99 123 56,351 57% 202 2018-19 17 9,078 67% 39 57 28,008 61% 70 33 13,724 52% 77 107 50,810 51% 186 2019-20 12 6,481 68% 29 18 9,260 64% 22 20 7,434 46% 48 so 23,175 23% 99 2020-21 CLOSED DUE TO COVID
2021-22 15 7,941 66% 38 39 16,673 53% 86 26 7,404 36% 52 80 32,018 32% 176 2022-23 (YTD) 11 6,392 73% 22 46 22,151 60% 68 14 4,200 38% 56 71 32,743 33% 146 Projected Dates FY 22-23 31 119 83 233
Projected Dates: FY 23-24 39 1 1 112 1 88 1 239
"~ I
28 Situation Analysis
The original joint use agreement with the PUSD was executed in 1990 and outlined a cost sharing agreement for reimbursement for varying percentages on various line items in the PCPA budget. The agreement included the opportunity to adjust these percentages on an as needed basis. Over the years the formula was adjusted, including the 2017 cost sharing percentage adjusted to 35% to reflect higher utilization, though that 35% was applied to only certain line items.
A new joint-use agreement between the City and PUSD was signed in July 2022, superseding the May 1990 agreement. In the new agreement, rent-free access to the theater was expanded from 77 to 88 days for rehearsals, performances, and events, with the District having access (and priority booking) to facilities during regularly scheduled school hours and when not in use by other clients. The PUSD would also work with the City to identify and advance capital projects, paying 35% of those costs.
The new agreement confirms that the PUSD’s share of operating expenses will be 35% for labor, gas, utilities, contractual services, janitorial services, landscape maintenance, equipment maintenance, repair and replacement, building repair and maintenance, and operating supplies. The District is not paying for electricity through the life of the photovoltaic system.
School District Use & Arrangements
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June 3, 2025, Item #16
29 Situation Analysis
The Poway Center for the Performing Arts Foundation, dba Poway OnStage (POS), has evolved from a fundraising support organization to become the presenter and a provider of educational programs at the PCPA.
An August 2020 City staff review suggested that the City provided $366,246 of support to POS for the FY21 budget, $93,500 of which was direct support as opposed to in-kind support related to operations and maintenance, personnel and access to rehearsal and performance space. Direct support for the POS, which has totaled $3.4 million since 2000, was reduced over time and then discontinued starting in FY23.
An amendment to the agreement between the City and POS, dated December 4, 2023, extends the term of the agreement to June 30, 2024, memorializes a $4 facility maintenance fee for tickets sold at all but Missoula Children’s Theatre productions, and has POS continuing to reimburse the City for technical, front of house, and box office staff. In this amendment, POS gets 28 rent-free days of use, plus the six needed for the Missoula Children’s Theatre production, and up to five days for educational bus-in assemblies.
Poway OnStage
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June 3, 2025, Item #16
30 Situation Analysis
Dates for the PUSD and community rentals
are generally scheduled one year in
advance, although the PUSD dates are
generally the same from year to year.
Simultaneously, Poway Onstage is
allocated an estimated number of dates
which are then worked down to the
agreement limit over the following
months. POS sometimes requests dates
with limited notice, but the PCPA is
generally not able to accommodate.
The Rental Business
Current rental clients include:
• Scripps Theater Arts
• MET2
• Poway Symphony Orchestra
• New West Ballet
• Southern California Ballet
• SoCal Dance
• San Elijo Dance and Music Academy
• San Diego Children’s Choir
• Golden State Ballet
• Dance and Company
• Cathedral Catholic High School
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June 3, 2025, Item #16
31 Situation Analysis
“More can be done to animate the Center. It should be busier.” “Frustrating that we sometimes can’t get our dates even after all these years.” “The City should also consider the development of an arts council to support the local art community in different ways.”
“The new agreement with the PUSD is a positive step.”
“Would be helpful to be able to book dates sooner.”
“The Center could do more to help us market our events there.” “Users are concerned that the rental rates will increase, some felt this would be OK as long as rates were also raised for the PUSD and the POS.”
“Some community renters have been using the space since it opened and feel a strong sense of ownership. Those that have tried working with other venues have returned to the PCPA because of the facility, staffing, and proximity to their community.”
“Users are protective of their annual dates and wish for a simple and fair process for long-standing organizations to reserve those dates.”
Observations from interviews on uses and users
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June 3, 2025, Item #16
32 Situation Analysis
“The real opportunity is to expand education and outreach programs.” “What else can happen in the summer months?”
“There is still confusion about the difference between the facility and Poway OnStage.” “The Center should be presenting more touring acts.”
“We could be more aggressive in renting out various spaces in and around the buildings for events. “ “We need to look at options for a presenter.”
“We need a manager who can explore new programming opportunities, like esports.” “Poway parents are looking for things to do with and for their kids.” “There is a perception that POS is serving only a small and privileged segment of the community.” “Many users would book more dates if there were more dates available.” “Families love that their children perform on the same stage as professional artists and touring presentations, this deepens their connection to the PCPA.”
Observations from interviews on programming
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June 3, 2025, Item #16
33 Situation Analysis
Income is virtually all earned, with the
only contributed income coming from art
sales commissions.
The PUSD contribution is increasing in the
current year based on the new
agreement.
Staff services are charge-backs to renters
and Poway OnStage.
Financial Performance
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June 3, 2025, Item #16
PCPA Budget Summary 2018-19 2019-2020 2020-2021 2021-2022 2022-2023 Actual Actual Actual Actual Projected -
Earned Income -Rental Income 113,109 49,216 8,185 164,063 164,088 -Concessions 60,828 30,203 1,957 59,673 80,060 -,- PUSD Contribution 54,194 123,551 91,790 105,847 266,809 -,- Ticket Sales 27,340 17,782 - 20,017 20,016 - -Staff Services 144,752 77,787 6,835 142,392 143,000 -Ticketing Fees 102,497 45,388 - 90,207 90,000 502,720 343,927 108,767 582,199 763,973
- -- -Contributed Income
Donations 302 252 11 477 479
3 0 2 j------ 252 11 i 4 77 r---- 479
+
Total Income 503,022 344,179 108,778 582,676 764,452
"~ I
34 Situation Analysis
The reduction on contract services reflects
changing arrangements with Poway OnStage.
Other equipment expenses in the current year
are for lobby décor.
Overall, expenses have been fluctuating widely
but are expected to stabilize at 2019 levels for
the current year.
Earned income as a percentage of operating
expenses has been increasing in these last two
years.
Financial Performance
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June 3, 2025, Item #16
PCPA Budget Summa~ 2018-19 2019-2020 2020-2021 2021-2022 2022-2023 Actual Actual Actual Actual Projected
Operating Expenses
Personnel 594,572 479,018 249,569 722,298 776,597
T
Utilities 173,265 171,911 149,984 194,456 230,898
Automobile .. 3,170 2,334 854 1,936 1,950
Training 659 210 20 269 279
Telephone 868 629 292 889 917
t
Postage 129 20 - - 35
t
Contract Services 136,874 121,956 108,010 75,507 71,128 t
Janitorial Services 31,724 23,740 14,033 46,136 52,920
Repairs & Maintenance 58,689 49,759 47,892 49,115 69,342 Office Supplies 1,921 1,193 1,335 1,460 258
T
Building Supplies ----+-- 26,900 27,691 8,036 29,570 44,022 Software 210 -.. - 1,498 200
Equipment 5,451 3,704 2,003 3,652 1,875
Printing 2,541 - 32 338 2,200
t
Uniforms & Laundry 1,645 1,326 194 3,280 1,594
t
Equipment Rental 830 668 - 417 891
t
Insurance 6,325 6,200 3,369 2,129
t
Other Fees 64,437 44,047 2,473 99,801 79,647
t
Other Expense 498 324 1,308 (178) 167
t
Theater Equipment + - - - 5,839
Other Equipment .. 20,441
1,110,708 934,730 589,404 1,230,444 1,363,329
Result of Operations (607,686) (590,551) (480,626] (647,768] (598,877 Capital Expenditures 80,780 83,740 - 58,408 42,991
L
T
Final Result (688,466) (674,291) (480,626] (706,176) (641,868 Earned Inc./ Op. Exp. 45% 37% 18% 47% 56%1 "~ I
35 Significant capital improvements, estimated at $9.5 million are required over a six-year period, starting in 2024 and ending in 2029.
Improvements include HVAC, plumbing, electrical, roofing, theatrical sound and lighting, seating, security, and ADA upgrades in the lobby, restrooms, backstage and exterior.
Necessary budgeted improvements, shared with the PUSD, will exceed the original PCPA construction costs.
Capital Improvements Plan
Situation Analysis
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June 3, 2025, Item #16
36 Situation Analysis
“The Center should be raising money from the private sector to help sustain operations, despite the results of the endowment campaign study.”
“50% cost recovery is a good target.”
“We don’t have to make a profit, but the cost to sustain must be reasonable." “POS is willing to explore partnership with the City to secure sponsorships and coordinate other revenue-generating activities. “
“Community renters and POS are facing independent economic challenges coming out of COVID-19 including changes in buying patterns, audience hesitation, and changes in how families allocate their time.”
Observations from interviews on sustainability
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June 3, 2025, Item #16
37 Situation Analysis
The Poway Center for Performing Arts
(PCPA) is shown by the red point in the
top map.
The high percentages of seasonal events
and rental events (86%, 88%) within 20
miles of the PCPA led us to define the
regional market of a 20-mile radius
shown by the red ring. The City of Poway
is the local market shown by the green
shading.
The concentration of seasonal and rental
ticket buyer addresses are shown in the
lower image.
Market Definition
42 of 121
June 3, 2025, Item #16
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38 Situation Analysis
The local population is small but stable.
Market Size & Growth
The regional market is much larger with over 2 million residents. 43 of 121
June 3, 2025, Item #16
'1),r:,)Q
50,000
i10.00CJ
30,000 1
N.000
10.000
a
Local Population Growth
Poway, CA
2000C.,,,.,s
• 2010 Cenlui
Nn
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■ 2021
Ptl),pe(:!_;Q"
Regional Popul'ation Growt h
2.500.000
2,000.000
l,500,000
1.000.000
500,000
a •
20-mi..-..
2000CenA.5
■ 2010~,
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• 2027
Pt~ron
~~11 . ESAt
"~ I
39 Situation Analysis
Residents in Poway are older than average, with more
people in the 45+ segments than compared to the region
and national average. The surrounding region is younger, with more residents in the 15-45 range than the national average.
Market Characteristics
Residents in Poway are more likely to have a bachelors and associates degree than the national average.
44 of 121
June 3, 2025, Item #16
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-------------- ~
40 Situation Analysis
Poway is a predominately white community, with a
large Hispanic/Latina/o/x community in the
surrounding region and a larger than average Asian
population locally and in the region
.
Market Characteristics
Residents of Poway and the region have higher than
average household income levels. 60% of local
households have an income level over $100,000.
45 of 121
June 3, 2025, Item #16
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41 Situation Analysis
Market Potential Index
On the x-axis is an index number
related to the primary market’s
participation in events and activities
that are listed along the y-axis, as
compared to the national average. The
average potential to participate in each
event is 100 (shown by the blue line).
Thus, a score of 150 for attending a
classical music concert suggests that
someone living in the region is 50%
more likely to attend than the average
American.
Residents in the region are 27% more
likely to attend classical music; 26%
more likely to go to an art gallery, 23%
more likely than the average American
to go to a museum, and 20% more likely
to attend live theater.
46 of 121
June 3, 2025, Item #16
Wqnt to Ltve Theater
Atl<lf'ded Cloosiool Mu&IC Concert
4ttenoed Countr; Music C<>nc...t
Att<>NM!d Rock Coflcert
Atternle<l Donte Pe<fmronce
Atu,rnll'd iv..,.ie
J:lartJcioated t'l Karooke
Pooyed Muaro/ lnst"""""t
Wel'lt0af1C<lg
Dd Wood.-.011,ng
Dd P<>11bng & Orow"'9
Oki Poorog,o~
Did SC.apb<><lk,lg
Wene to Mowum
Want To An Gallo!)'
Art~ Events & Programming: Market Potential
20-mile radius
~----~~----~~----~----,
60 10 80 90 I()() 110
Index of Average Amerfcon '• Potential
120 130 lt.0
Scx.raa:ESAt
"~I
42 Situation Analysis
Esri’s Tapestry Segmentation provides a
detailed description of America's
neighborhoods by dividing residential
areas into 67 distinctive segments
based on their socioeconomic and
demographic composition.
The graph shows the most prevalent
tapestry segments within 20 miles of
the PCPA.
Regional Tapestry Analysis
47 of 121
June 3, 2025, Item #16
P\f>c•;<;W't\1108
b...irbanrt9&
Ente<JJ'1s1ng Pro,95Sl0f'o01s
Metro Renters
Eloombu>b,
-OMc
C.ty Ugt,ts
EmetaldC1y
Sa·;vy Sut:,.,,borito,.
Metro Fust0n
Div""" Con,,e,genco
Voond and l!Bstless
n~sottars
Tc,pTIOr
Br,ght Young Prc'e&SIOOOI,
\kbonVIIDges
,t.nWo:.t Rosidonrs
Pro'euic,nol Pride
Home lrllJrcwement
0\ 1\
Top Twenty Tapestry Segments from
Households within 20-mire Radius Compared to u_s
2\ 3\ <.\ SIi o\
Peree"I 01 Houw h01ds by T0pe1t,y Segment
~ 8\ ~
• 2022
Reg,onal
Hoosehold~
■ 2022 U-S.
Ho-usehold~
Sourca:E.Sltt
"~I
43 Situation Analysis
Here are descriptions of the top three Tapestry segments in the region:
• Pleasantville: Prosperous domesticity best describes the settled denizens of Pleasantville. Situated principally in older housing in suburban areas in the Northeast and secondarily in the West, these slightly older couples move less than any other market. Many couples have already transitioned to empty nesters; many are still home to adult children. Families own older, single-family homes and maintain their standard of living with dual incomes. These consumers have higher incomes and home values and much higher net worth. Residents enjoy outdoor gardening, going to the beach, visiting theme parks, frequenting museums, and attending rock concerts. Not cost-conscious, thesec o n s u m e r s willing to spend more for quality and brands they like. • Exurbanites: Exurbanites residents are now approaching retirement but showing few signs of slowing down. They are active in their communities, generous in their donations, and seasoned travelers. They take advantage of their proximity to large metropolitan centers to support the arts but prefer a more expansive home style in less crowded neighborhoods. They have cultivated a lifestyle that is both affluent and urbane. Exurbanites residents’ preferred vehicles are late model luxury cars or SUVs. Active supporters of the arts and public television/radio. Attentive to ingredients, they prefer natural or organic products. Gardening and home improvement are priorities, but they also use a number of services, from home care and maintenance to personal care. Financially active with wide-ranging investments, these investors rely on financial planners, extensive reading, and the Internet to handle their money. • Enterprising Professionals: Enterprising Professionals residents are well educated and climbing the ladder in STEM (science, technology, engineering, and mathematics) occupations. They change jobs often and therefore choose to live in condos, townhomes, or apartments; many still rent their homes. The market is fast-growing, located in lower-density diverse neighborhoods of large metro areas. This young market makes over one and a half times more income than the US median, supplementing their income with investments. At home, they enjoyt h e internet and TV on high-speed connections with premier channels and services. Leisure activities include trips to museums and the beach. 48 of 121
June 3, 2025, Item #16
44 Situation Analysis
While Poway is a relatively small community, it is in a large and dense urban region.
Poway itself has an older population, but there are still many families with children in the area.
Like much of Southern California, Poway and the region are becoming more diverse.
Both the local and regional population have the demographic and geo-demographic characteristics that suggest a strong propensity to participate in a wide range of arts and entertainment programs.
Market Conclusions
49 of 121
June 3, 2025, Item #16
45 Situation Analysis
Using the 20 mile radius
established for our market
analysis, we conducted a
review of performing arts
facilities to determine venues
within the market area, some
of which may be in a position
to compete with the PCPA.
The map to the right shows
29 facilities within the market
area ranging in capacity from
3,000 to 69 seats. The PCPA is
marked in red.
Competitive Facilities
50 of 121
June 3, 2025, Item #16
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46 Situation Analysis
Most facilities in the area are
affiliated with a school, religious
institution, or social service
organization. Many school
facilities can be rented by
outside groups through
Facilitron, an online venue rental
platform utilized by the San
Diego Unified School District.
There are very few venues that
are of comparable size to the
PCPA.
In the following slides we will
look closely at a selection of
these venues within the market
area.
Regional Performing Arts Facilities
51 of 121
June 3, 2025, Item #16
Driving
I Main Hall Distance
Facility Name Affiliation Capacity from PCPA Address City Kit Carson Ampitheater Kit Carson Park 3,000 9.2 100 Amphitheatre Dr Escondido The Magnolia East County Regional Center 1,200 20.1 210 E Main St El Cajon Mt. Carmel Performing Arts Center Mount Carmel High School 816 8.2 9550 Carmel Mountain Rd San Diego Poway Center for the Performing Arts City of Poway 809 15498 Espola Rd Poway Performing Arts Center Madison High School 651 20.5 Wamawk Way San Diego Ramona Mainstage 550 14.4 626 Main St Ramona
Joan B. Kroc Theatre Salvation Army Ray and Joan Kroc Center 540 25.6 6611 University Ave San Diego Performing Arts Center Carmel Valley Middle School 500 15. 2 Mylconos Ln San Diego David & Dorothea Garfield Theatre Lawrence Family Jewish Community Center 500 20.6 4126 Executive Dr La Jolla - - Legacy Pavilion Theater Legacy lnternationa I Center 500 22.8 875 Hotel Cir S San Diego La Jolla Playhouse, Mandell Weiss Theatre UC San Diego
i
492 21.2 2910 La Jolla Village Dr La Jolla
Don Powell Theater San Diego State University 491 22.7 5400 Campanile Mall San Diego Conrad Prebys Performing Arts Center La Jolla Music Society 481 25 7600 Fay Ave La Jolla David H. Thompson Performing Arts Center La Costa Canyon High School 470 24.2 1 Maverick Way Carlsbad La Jolla Playhouse, Potiker Theatre UC San Diego 450 23.2 2912 La Jolla Village Dr La Jolla CMPA Performing Arts Center Creative Performing Media Arts Middle School 424 20.7 SOSO Conrad Ave San Diego Westview Theatre Westview High School 418 10.9 13500 Camino Del Sur San Diego La Jolla Playhouse, Mandell Weiss Forum UC San Diego I 400 22.2 2911 La Jolla Village Dr La Jolla Del Norte Theatre Del Norte High School 392 8.1 16601 Nighthawk Ln San Diego Grossmont College Theater Grossmont-Cuyamaca Community College Dist. 390 22 8800 Grossmont College Dr El Cajon Community Players Theater Community Lutheran Church 300 15.4 3575 E Valley Pkwy Escondido Howard Brubeck Theater Palomar College 260 18.1 1140 W Mission Rd San Marcos North Coast Repertory Theater 194 20.S 987 Lomas Santa Fe Dr Solana Bead Star Repertory Theater 175 14.7 329 E Valley Pkwy Escondido Legler Benbough Theater Alliant International University 118 13 9783 Avenue of Nations San Diego Moxie Theater 99 24.2 6663 El Cajon Blvd Ste N San Diego La Jolla Playhouse, Shank Theatre UC San Diego 98 24.2 2913 La Jolla Village Dr La Jolla Lamplighters Community Theatre 90 23.1 5915 Severin Dr La Mesa Patio Playhouse Community Theater 80 12.1 116 S Kalmia St Escondido POW PAC Lively Center 69 3.9 13250 Poway Rd Poway
"~ I
47 Situation Analysis
The Magnolia
The Magnolia is a 1,200 seat venue in El Cajon formerly known as the East County Performing Arts Center. The facility recently reopened after a $7M renovation.
The renovation included accessibility upgrades including elevator access to the upper level, as well as improvements to amenities and food and beverage functions.
Programming is primarily comprised of live music, such as tribute performers, and comedy.
The venue is available as a rental site for weddings and parties, award ceremonies, private concerts, corporate events, and dance competitions.
Programming is managed by Live Nation, a national commercial entertainment presenter. Live Nation staff are available to produce and manage rental events in the space.
52 of 121
June 3, 2025, Item #16
48 Situation Analysis
Joan B. Kroc Theater
The Ray & Joan Kroc Center is a program of the Salvation Army located in San Diego. It is a large multi-purpose facility with an ice arena, swimming pool, fitness facilities, childcare, worship services, and preschool.
The facility’s Performing Arts Center includes a 540-seat theater with orchestra pit, two dance studios, a music room, music practice spaces, scene shop, and support facilities.
The Center’s programming includes community dance, theater, and music performances as well as theater for young
audiences and musical theater.
The theater is available for rent for performances, recitals, graduations, conferences, and competitions.
53 of 121
June 3, 2025, Item #16
49 Situation Analysis
Ramona Mainstage
The Ramona Mainstage is a privately owned live concert venue that opened in Ramona in 1947, was restored once in 2003, and was most recently renovated in 2018 to add an adjacent restaurant and full-service bar.
The Ramona’s programming consists of live music, with a focus on local bands and performers, as well as comedy. The venue has a capacity of 550, but seating is flexible and can be arranged with tables.
The venue is available for private rentals and events.
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June 3, 2025, Item #16
50 Situation Analysis
Madison High School PAC
The Madison High School Performing Arts Center is an
auditorium-style venue that seats 651. It is located on the school’s 50-acre campus, which serves San Diego and is near the communities of Clairemont, North Clairemont, and
Kearny Mesa.
The theater can be rented by the hour through Facilitron; the space is available for rent on weekends and evenings and at present has a lot of availability.
Community organizations such as the San Diego Chorus
have presented programming in the space.
55 of 121
June 3, 2025, Item #16
-...-;
:::::
51 Situation Analysis
Users identified other PUSD facilities as the only meaningful competition but felt that those venues did not compare in profile or amenities to the PCPA.
Renters who have used PUSD spaces reported that they lacked the professional management of the PCPA.
In looking for alternate rental spaces, users found that other professional venues, like the California Center for the Arts in Escondido, were not close enough to the community to be viable options.
Observations from interviews on competition
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52 Situation Analysis
There is limited competition locally, which positions the PCPA as a unique and valuable asset in Poway.
The facilities inventory process identified a meaningful number of performing arts venues in the area, many affiliated with a larger organization or educational institution. There are few mission driven performing arts centers serving the local community.
There are few venues with the capacity and amenities to host the professional performances and large-scale community presentations that renters bring to the PCPA.
The limited competition contributes to users’ anxiety about changes to the rental fees or calendar at the PCPA.
Conclusion on Facilities
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June 3, 2025, Item #16
53 Situation Analysis
City of Poway General Plan
The City of Poway General Plan, adopted not long after the PCPA was constructed, highlights the PCPA as a public facility and among the City’s most notable accomplishments in the previous ten years.
The plan specifies the establishment of “a use policy which will ensure a balanced program of professional, school, and performing arts activities as the priority use” for the PCPA.
The plan has a special emphasis on programming for youth, seeking to “develop a plan to provide special children’s performances, lecture demonstrations, and master classes” as well as ”producing youth oriented performing arts programming such as young people’s concerts, children’s theater, and participatory dance activities.” 58 of 121
June 3, 2025, Item #16
54 Situation Analysis
San Diego County General Plan
The San Diego County General Plan was updated in 2011.
Although there is not a specific goal identified related to arts and culture, cultural programming is included under Goal EJ-11, related to health and wellness:
Cultural Programming: Increase opportunities for cultural arts programs and events that promote movement, dancing, music, theater, and other types of visual and performative arts that increase physical activity and social cohesion prioritizing EJ Communities.
Goals around land use and civic uses are applicable to the shared nature of the PCPA facilities:
Co-Location of Civic Uses: Encourage the co-location of civic uses such as County library facilities, community centers, parks, and schools. To encourage access by all segments of the population, civic uses should be accessible by transit whenever possible.
59 of 121
June 3, 2025, Item #16
55 Situation Analysis
San Diego County Comprehensive Economic Development Strategy The County’s Comprehensive Economic Development Strategy was released in 2022.
The strategy document highlights San Diego County’s Creative Economy – defined as “non- and for-profit businesses and individuals involved in producing cultural, artistic, and design goods or services, and intellectual property” - as a critical element of the County’s economy overall.
Of the 71 identified industries, Publishing and Printing, Visual and Performing Arts, and Architecture and Interior Design occupy the largest share of the Creative Economy. The many community users of the PCPA, employees of Poway Onstage, and the technicians, box office and front of house staff of the PCPA all play a role in this priority sector for the county. 60 of 121
June 3, 2025, Item #16
56 Situation Analysis
Arts and Culture Commission
In June 2022, the San Diego Board of County Supervisors adopted an ordinance creating the San Diego County Arts and Culture Commission.
This commission will be responsible for:
- Creating greater cultural equity, access, and inclusion - Championing the arts as essential to daily life by investing in a vibrant arts community - Shaping innovative cultural policy
- Building public awareness of the value and be nefits of the arts and cultural diversity The commission is comprised of ten members, two from each county district. The City of Poway is currently represented by Renée Richetts, with one seat vacant.
61 of 121
June 3, 2025, Item #16
57 Situation Analysis
“We are safe, family-friendly community with lots of great things to do. That is what makes us special.” “Poway is a special place. Our job is to not screw that up.“ “There is some confusion about the City’s goals related to the Performing Arts Center; City leadership supports the PCPA but are hesitant to support it financially.”
“Poway is still a small town, and we see that character as being a good thing. So it is important that the venue is warm and welcoming.”
“Programming can and should bring more attention to our community.” “The PCPA should be a jewel in our crown, but it’s not there yet.” Users and members of the community feel that the PCPA is deserving of City subsidy the same way that parks, libraries, and other community assets are supported.
Observations from interviews on broader goals
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58 The arts and cultural sector has been
changing rapidly through the last decade.
And now we face a series of seismic shifts as
a result of the pandemic.
In the following slides we describe various
challenges and opportunities in the cultural
sector in recent years, some of the common
operating challenges in performing arts
facilities, how performing arts facilities are
responding to these challenges and
opportunities, and finally several suggestions
of what might be trends in the future.
Situation Analysis
Forces & Trends Introduction
63 of 121
June 3, 2025, Item #16
-...-;
:::::
59 According to the National
Endowment for the Arts 2017 Survey
of Public Participation in the Arts,
there has been a steady decline in
attendance at various types of arts
events like ballet and opera, most
dramatically on the part of those
between the ages 18 and 24.
However, there has been an up-tick in
attendance for several performing
arts disciplines reflected in the 2017
survey. Additionally, the rate or
participation increased in artistic
disciplines that were added in 2012,
such as outdoor festivals and other
(less formal/traditional) forms of arts
events.
Situation Analysis
Declining Audiences
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June 3, 2025, Item #16
30%
25%
20%
15%
10%
5%
Young Adult Participation
Proport ion of adults aged 13 to 24 that attended live perfonnance at least once annuall y ..______
--- ... -----.
0% ~---------------------------------------1982 1992 2002 2008 2012 2017 --o- Jazz
Oassical Music
q,era
~ Latin, Spanish, a Sasa Music
-o- Muslcals
....- Aa)'
-+- Ballet
- Dance Performances other
than ball et
- QJtdoor PerformngArts
Festival
Cher Performing Arts Events
l
"~ I
60 The fundamental economic challenge of the arts is that there are no productivity gains over time in artistic
creation. This is different than many other sectors,
where productivity gains are vital to mitigate cost
increases over time. This phenomenon was first
described by renowned Princeton economist William
Baumol in the 1960s.
This chart, from “The Perilous Life of Symphony
Orchestras” compares the indexed cost of a concert
against the indexed producer price index. This confirms that while the cost of delivering goods and services in the commercial sector grew by 40% over this 18-year
period, cultural sector costs increased by over 200% in that same period of time.
From a practical perspective, what this means is that
arts organizations become more reliant on fundraising
each and every year to balance their budget.
Situation Analysis
Fragile Nonprofit Organizations
Credit: The Perilous Life of Symphony Orchestras
Expenses per concert Producer Price Index
65 of 121
June 3, 2025, Item #16
C?
IO
c-J
Sl )(
Cl)
t) C\I
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-
,,...
1985
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1990 1995,
year
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2000
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2005
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61 Direct government support of the arts is not
growing to match the growth and development
of the sector.
In many jurisdictions, there is substantial
pressure on annual budgets due to pension
obligations and other pressures.
In many communities, direct support of the
arts has been replaced by indirect support,
meaning that financial support for artists and
organizations now comes out of budgets and
departments related to economic
development, education, tourism, justice, and
others.
Situation Analysis
Government Support of the Arts
Direct Government Support for the Arts Over Time – Federal, State & Local 66 of 121
June 3, 2025, Item #16
FIGURE 2. Federal, state, and local government arts funding, nominal and inflation-adjusted dollars, 1996-2016 $900
I
S800
$700
$600
"' z ssoo 0
::l $400 ::;;:
$300
$200
$100
so
./7
- - -......... l -~
l --- - i... • _ I I ::::::::po - ·-- -- - -...... ~ ---- .. . .. -~ ... ___ ...... .__ ~ -;.,,.,,,. - -- ..--,- - .,__ ' ~
,_ f"',,.. --- ----i.&:o-· 1,, - ··•--•-- -- . -- -~ ~ I ... L -- ----~ ·---- ... - -r ~=- ,__ - .. I I I I ·- - T-7--j- -~ I I 1 I -[ I I I I
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2 006 2007 2008 2009 2010 2011 2012 2013 20!4 2015 2016 ~~imated total direct
expenditures on the arts
by local governments
Total legislative
appropriations to
state arts agencies
Total federal appropri•
atlon to the National
Endowment for the Aris
"~ I
62 Private sector fundraising has also become
more competitive with the increased funding
prioritization for environmental awareness
and social causes.
Again, the arts sector has had to adjust, by
emphasizing the role and value of the arts in
these other areas.
Situation Analysis
Private Philanthropy Competition
67 of 121
June 3, 2025, Item #16
2019 contr ·ibutio~ S-149.64 biHion by type a
r~dpicnt 011,,ranizllltiOJI In bilaftvl ~ ~all~ auo.n:ift(I 6'JJ
54.\1
Arls.. ci..lture-,
& hi.manille!.
s2,.
R-m
Pubhc-soctety
beoef1
S37.16
9~1
Health
S41~
3'l'l
ErM.ronrnenV
,ij!lllflak
S14.
~
J2C\'-t 1.2%
Gifts lo 9r,1n1.fnt!:ing Human ~es
O!.l ndations, • S 5 S:
553.51
~lll""Ofbrioc.ar'dd ~,C~.ard UiWl9 LIS,,I.
2Y%
Refigion
S128.17
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Ed1~tl0fl
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(Sot.lrce: G[.,;in.g USAFoondatio.n. GMng,USA 202(JJ
"~ I
63 Over the past 20 years, arts education in
schools has been under pressure, and often
reduced.
The nonprofit arts sector has recognized this
trend as an opportunity to expand their
offerings by delivering educational and
outreach programs in their communities, often
partnering with schools and other community-
based organizations.
This is an excellent way to build bridges and
generate goodwill within the community.
Additionally, arts education programs can
activate facilities during the day when many
facilities are usually dark.
Situation Analysis
Education & Outreach Growth
Credit: Americans for the Arts, 2013
68 of 121
June 3, 2025, Item #16
STUDENTS
BENEFIT FROM:
Seque,ntial, standards-based
arts curricu lum, deep
expertise and professional
experience, and standards
based connections between
the arts and other
content areas
"~ I
64 While passive arts participation has been
declining in some areas, active arts
participation is growing.
Modern day arts consumers want to engage
with the arts through active learning and
practice in a broad range of disciplines.
Individuals are seeking out opportunities
where they can learn, play, dance and act in
formal and informal ways.
Participatory activities are being
incorporated in events that were previously
passive experiences for the user.
Situation Analysis
Active Arts Participation Growth
Credit: National Endowment for the Arts, 2017
69 of 121
June 3, 2025, Item #16
Visual Arts (e.g. d rawin&
painting, pottery, weaving.or
graphicorfashion design)
Voice Training or Playing an
Instrument
Art Appreciation or Art History
Dance
Computer Anlmiatlon or Digital
Art
Creative Writing
Photography or R lmmaking
Acting or Theatre
"" "'
U.S. Adults Who Engaged in Arts Learning
Percentage by Subject & Type of Learning (2017)
Fonnal Art Lessons or Classes
■ Informal Means
__ _j
4% 6% 8% 10% 12%
"~ I
65 There is now, finally, a broad understanding
and acceptance of the value proposition for
the arts, starting with the economic benefits
of arts and culture on U.S. communities and
society.
In 2016, the real value added by arts and
culture exceeded that of the construction,
transportation and agriculture sectors.
Movies, television, and video games top the
list of arts and culture exports, however,
opportunities for economic stimulation are
varied.
Situation Analysis
Articulating the Value of the Arts
Credit: National Endowment for the Arts, 2017
70 of 121
June 3, 2025, Item #16
What is the economic value of
THE ARTS?
• •
$698 1 Wl1at the arts oontribute
Billion 10 Ule U.S. eeonomy
TOP ARTS
AND CULTURE
INDUSTRIES
......... . , ......
~ ...,,._
1.111 .iY' ..
M MWila
¥ =-
\, """""' ... .. 1 ........ ,..
n 4.7 1 Numberohvorkersinthe S334.911ow1con-01
Million arts and cuhmalSl!ctor Billion -•nd ct.11uaWOrters $105 1 Totalcapitalinvestmerns ~ Billion in arts and culture 70%
$869 1 Contribution ID GDP from
Billion oopyright-innmsive ind.ustries
• 6 21 Nlallber of additional jobs created for
every 100 from new demand for the arts
~1teoma1111c1
IM!SIIDIWIISklN'1
enie,13onmern
0.,9,.iis.suchas
f110Yfl,1VSho,.YS,
an(llx,ol,$
..._.__6-llil.__..........,_1_~.....,~•---ua..,_.,...,__...,...,.. "~' I
66 The value proposition of the arts has now
been extended in many directions, including
the role of the arts in changing downtowns,
improving test scores, and increasing
multicultural understanding.
One rapidly growing area is the relationship
and role of the arts in healing, including the
delivery of neurological, emotional, and
physical benefits.
The healthcare sector is now embracing
these possibilities, creating many new
opportunities for artists and arts
organizations.
Situation Analysis
New Benefits and Impacts
Credit: National Endowment for the Arts, 2017
71 of 121
June 3, 2025, Item #16
NEUROLOGICAL
Improves cognition and memory
Improves brain funi:tion
Improves impul.s.e. conlrol
and concen1_rauon
EMOTIONAL
Reduces d epress,on and anx.lety
lmp,roves eommunication and
inlerp,,rsona l skill•
Helps. canlront difficull emotions like
rru&tratlo~. grief, and ango:r
PHl'SICAL
Im proves s.leep
Promotes ph1sical reh.ib,lllohon
Shorter time m hospital
Provides a non-1nvas1ve and
tow--,:o$l 1r-e~1men1 opt ion
"~ I
67 Government restriction on communal gathering has been lifted, and requirements for masking and vaccination are infrequent and largely at the discretion of venues. Audience members’ levels of comfort with returning to live
performance are uneven, personal, and difficult to predict.
Audiences for live events are rebuilding slowly and are often 70% to 80% of pre-pandemic levels
Cultural organizations benefitted from forgiven loans through the Paycheck Protection Program, funding through the
Shuttered Venue Operators Grant, and support for
furloughed workers through expanded unemployment
benefits. These programs left many organizations in a
stronger financial position than expected. However, with the conclusion of these funds and challenges in earned and
contributed revenue, many organizations will face renewed financial challenges.
As with many sectors of the economy, cultural organizations are struggling to staff multiple positions, from technical labor to front of house staff and volunteers.
Situation Analysis
Continuing Pandemic Impacts
72 of 121
June 3, 2025, Item #16
68 Embracing a broader definition of cultural activity.
Aspiring to become the “Community Living Room,” a building that is always open, always active, and welcoming to all.
Partnering with educators on programs and their delivery.
Evolving from palaces of the arts to the creation of arts districts, which are more authentic, more inclusive and have greater long- term impacts on the community.
Supporting active as well as passive participation.
Enhancing the social experience around a performance or program.
Maintaining low cost of access for artists and arts organizations.
Facing outward into the community and responding to relevant economic and community development issues.
Situation Analysis
Performing Arts Facilities are Responding to Challenges & Opportunities by… Credit: Dallas Arts District
73 of 121
June 3, 2025, Item #16
69 Situation Analysis
Facilities of the Future
• Incorporate the hardware and software that
allows groups to stream their programs
• Automate a range of systems, including
lighting, sound, rigging, flexible seating,
security and food & beverage options
• Support and potentially include the
technologies necessary to create more
immersive experiences
• Invest in the basic infrastructure (i.e.
bandwidth) that will allow audiences to use
mobile devices as a part of their experience
Photo Credit: Creative Commons
74 of 121
June 3, 2025, Item #16
"~ I
70 Situation Analysis
We have benchmarked the PCPA facility and operations against ten comparable facilities in order to consider how the venue is operating and performing.
The list of facilities started with the set included in the study RFP to which we added based on our experience and opinion.
Two of the original twelve facilities in that long list were dropped given challenges collecting complete information.
Benchmarking Process
75 of 121
June 3, 2025, Item #16
71 Here are market and governance descriptions for the first five comparable venues. Poway is a relatively small but a more affluent community. The chart also shows a wide range of governance models. 76 of 121
June 3, 2025, Item #16
Market Characteristics· Poway Center for the
Performing Arts
Location Poway,CA
I-
Local Population 50,000
I-
Local Educational Attain 50% (age 25+ with Boch. Deg.) + Local Median Household lnco:ne $115,332
"Based on 2020 US Census e .... eou
Facility Characteristics Poway Center for the
Performing Arts
Owner City of Poway
I-
Operator City of Poway
I-
Year Opened 1990
Main Space Capacity 809 +
Secondary Space Capacity N/A
Education Spaces HS Drama Room
Other Public Spaces Lobby & Courtyard
Total Gross Square Footage 46,838
La Mirada Theatre for the
Performing Arts
La Mirada, CA
48,008
36%
$92,493
La Mirada Theatre for the
Performing Arts
Ctty of La Mirada
Ctty of La Mirada's City Council oversees
the Ctty Administration which the Theatre
for the Performing Arts falls wtthin.
1977
1,261
N/A
They have programs catered to young
audience that are composed of shows that
they bring that are for ages 5-18. No se~
produced educational programs and not
spaces dedicated to education outside of
the theater itself
Downstairs Lobby (4,200 sq ft), Upstairs
Lounge (1,500 sq ft), Downstairs Patio
(3,960 sq ft)
40,000
+
+
Livermore Valley PAC
Livermore, CA
87,955
44%
$131,644
Livermore Valley PAC
Non-profit
Non-profit
2007
507
NIA
Art classroom and visual arts
studios
Art gallery and three mult~
purpose rooms, outdoor plaza
wtth stage
42,000
Chandler Center for the Arts
Chandler, AZ
275,987
45%
$85,796
Chandler Center for the Arts
City of Chandler and the Chandler Unified
School District
Non-proftt
1989
1,508
346
N/A
246-seat recttal hall, 2,000 sf gallery space,
250-seat foyer, lobby
64,000
..
..
Haugh Performing Arts Center
Glendora, CA
52,558
39%
$99,153
Haugh Performing Arts Center
Cttrus Commun tty College District of
Glendora, CA
Citrus Community College
1971
1,440
150
3+ music and theatre classrooms
onsite, choir room, lecture hall, and
recording studio. Nearby Visual &
Performing Arts building on campus
also used for educational purposes
Lobby
60,000
t
James R. Armstrong Theatre
Torrance, CA
147,067
52%
$94,781
James R. Armstrong Theatre
City of Torrance
Torrance Arts & Venues aka the Cultural Arts
Center is managed through the Torrance
Cultural Arts Center Administrative Offices by
the City's General Services Department
1991
502
180
4 dance studios, large ceramics faciltty, jewelry
making studio, 3 art-making studios, and a
music/drama room.
Toyota Meeting Hall, the Torino Festival Plaza,
the Ken Miller Assembly Room, the Ken Miller
Audttorium, the Pine Wind Japanese Garden,
the garden rooms, and the Torrance Art
Museum.
63,700
"~ I
72 The second five comparable projects also highlight the capacity ranges of these performing art centers and the fact that most of them have secondary spaces for rehearsal and education. 77 of 121
June 3, 2025, Item #16
Market Characteristics* I
Poway Center for the
Performing Arts
Location
I
Poway, CA
Local Population 50,000
+
Local Educational Attain 50% (age 25+ with Bach. Deg.) + Local Median Household lncoTie $115,332
·sosed on 2020 US Census Bureau
I
•
Facility Characteristics Poway Center for the
Performing Arts
Owner I City of Poway
Operator
l
City of Poway
+
Year Opened 1990 +
Main Space Capacity 809
Secondary Space Capacity NIA
Education Spaces HS Drama Room
Other Public Spaces Lobby & Courtyard
Total Gross Square Footage 46,838
California Center for the
Performing Arts
Escondido, CA
151,038
25%
$65,326
California Center for the
Performing Arts
Non-profit
Non-profit
1994
1,523
404
Art and dance studios housed in
separate building
Visual arts museum, conference
center, banquet facilities, and 12
acres of grounds
83,000* (12-acre campus)
Bob Burton Center for the
Performing Arts
Fallbrook, CA
32,267
25%
$69,250
Bob Burton Center for the
Performing Arts
Fallbrook Union High School District
Fallbrook Union High School District
1983
532
NIA
school classrooms (located on
campus on public high schools)
School buildings and grounds
55 acre site
PYLUSD Performing Arts
Center
Placentia, CA
51,824
41%
$100,707
PYLUSD Performing Arts
Center
Placentia-Yorba Linda Unified
School District
Placentia-Yorba Linda Unified
School District
2013
634
NIA
school classrooms (located on
campus on public high schools)
Forum theater (capacity 266)
and The Auditorium (capacity
752) owned by the school
district and located at nearby
public schools
18,000
Luther Burbank Center
for the Arts
Santa Rosa, CA
178,127
►
34%
►
$80,472
Luther Burbank Center
for the Arts
Non-profit
Non-profit
►
1981
►
1,600
220
1,040 sq ft conference room
seats 40
Meetings rooms, outdoor
pavilion and lawn, lobby,
outdoor plaza, and 53 acre
campus with sculpture gardens
140,000
I
Lesher Center for the Arts
Walnut Creek, CA
70,127
68%
$108,689
Lesher Center for the Arts
City of Walnut Creek
Arts and Recreation Department of
cny of Walnut Creek
1990
785
297
NIA
133-seat black box theater , 3,500 sq
ft gallery, lobby, and 24 seat meeting
room
60,000*
"~ I
73 Most of the other venues are more active as presenters of touring arts and entertainment. And most of them have self-produced educational programs.
78 of 121
June 3, 2025, Item #16
ActMly
# of Plesented Mlin!ltage
Allfomllnces(l(>'S)
NDnpmlil: Rlen:als
COmren:ial ~ce Rlen:als
Self-produced Blucational
RagranB
ActMly
# of Aesenl:ed Mlnil:age
Allfomllnces (l(>'S)
INDllplOfit Rlen:als
COmren:ial ~ce Redals
Self- produced Blucational
RagranB
FIDwlyCenterforthe
A!lfonmgAds
15 in FY2021 by Po-y OnStage
"
"
Ca.-omia Centerforthe
RelfommgAds
March 1 to Dec 31, 2023 wl have
165 performances at the center
mainly at Centerlheater""'ich is
smalerthan their Concert Hal
"'
"' "'
la Mlada lheabeforthe
AmolrmgAds
150
"'
"'
Bob e..tonCenterforthe
Rerfonmg Ads
There is not a regular season of
performances publicized online
"' I
"' Theater classes at the public high
school
I
t
l..iuenrDre YaleyPAC
2022-2023 season has 66
performances
"'
"'
"'
t
ChamlereenterfortheAds l-lllughRelforrringAdseenter
825 events and exhibits listed in the
2018-2019 season across three 200 performances reported per year theaters
"' "'
"' "' "' "'
PWl..lB) Redomiing Ads wl:herBlabankCenter
Center fortheAds lesherCenterfortheAds
School districfs 2019-2020 200 performances 58 perfonnances between March 8 Budget and Oct 17th in 2023
"' "' "'
"' "' "' Theater classes at the public
"' "'
high school
JarresRAmlitn>ng lheabe
NA
"'
"'
"'
"~ I
74 Most of these
other venue have
some form of
foundation or
advisory board,
even if City-
owned.
79 of 121
June 3, 2025, Item #16
Operating Policies
and Practices
Board of Directors
Foundation
Ticketing System
Used by Renters
Scaled Rent and
Fee Structure
Resident
Organizations
Outside Service
Providers
Poway Center for the
PerforminE_ Arts
NA
Foundation related to
Poway OnStage
Ticket Search NA
Lower rent for nonprofits
PowayOnStage
Lo Mirada Theatre for the Performing
Arts
3 voting members on the La Mirada Theatre for
the Performing Arts Foundation, but they only
focus on marketing and promotion of the arts
in the community and the theater's marketing
as well.
+
+
La Mirada Theatre for the Performing Arts
Foundation
Tessitura ticketing software seamlessly
integrated into website.
Renting is separated between weekday (Mon
Thurs) and weekend (Fri-Sun) rates. Within that
there are separate prices for the first
+
perfoimances and subsequent performances
on the same day, which are half the price.
There is also a separate mandatory loading
fee for a 4 hr period, which varies depending
on whether it occurs during the weekend or a
weekday.
Livermore Volley PAC
Yes has 17~ember board of directors
Can donate directly to the non-profit. No
separate foundation.
Salesforce
Non-profit and for profit prices are
separated and within that perfonnance day
and rehearsal day prices vary. Finally, within
pelforrnance and rehearsal days there are
also different fees between weekend and
weekdays.
Cantabella Children's Chorus, Del Valle Fine
Chandler Center for the Arts
The 15 (fifteen) members of the Chandler
Cultural Foundation Management Board,
appointed by the City of Chandler Mayor and
Council, review and approve proposed
management policies of the Chandler Center
for the Arts and review the budgets of the
Center's Operating and Endowment funds to
develop funding mechanisms to support
them. The members also review and approve
proposed programs and visual art exhibitions.
The City of Chandler established the
Chandler Guttural Foundation, a 501 (c)(3)
organization to oversee programming and
provide fiduciary control for the new facility.
The Foundation is charged with overseeing
all programming and operations of the
Chandler Center for the Arts.
Ticketmaster (and physical box office at
center is available)
The rental rate is broken down between non
profit and commercial rates and then further
between Pelfonnance Day for One Show or
for Two Shows and Rehearsal fees on Pelf.
Day and Rehearsal fees on Non-Pelf. Day
Hough Performing Arts Center
The center is run by Citrus College's
Visual and Pelforrning Arts Department to
showcase student work and does not
have a board or advisory committee for
oversight. The college, however, does
have a Board of Trustees
Citrus College Foundation
Renters seem to purchase general tickets
of price level-based tickets which are
physically printed and then given to the
renter for distribution. The college's box
office only sells Citrus College produced
and presented programs. Facility renter
are responsible for their own ticket sales.
Rentals rates different between non-profit
and commercial renters. Within that the
weekday (Mon - Thurs) and weekend (Fri
Sun) rates for rehearsal and pelfonnance
uses
Arts, Live1TTIOre-Amador Symphony, B II t Et d Ch di S h McCoy Rigby Entertainment, Phantom Projects Live1TTIOre Valley Opera, Pacific Chamber O h ate T u es,D an er d ~m! t~YE d Citrus College Visual and Pelforrning Arts Theater Group, and La Mirada Symphony Orchestra, Rae Dorough Speaker Series, Tri· re es ra, empe A~;:~ an • • • • • e Department students Non-profit The Friends of the La Mirada
Theatre provides volunteers to the theater.
Valley Repertory Theatre, Valley Concert
Chorale, Valley Dance Theatre
Ticketing and presenting Also $3.9mil spent on contract services but no Salesforce Ticketmaster for tickets Ticketing software seems to be
seamlessly integrated with their website.
No source on which ticketing software. specification in the budget to who is contracted or for what services Might be Cart.com
Jomes R. Armstrong Theatre
Torrance Cultural Arts Commission is
the advisory body that makes
recommendations to the Torrance City
Council regarding the Center.
The Torrance Cultural Arts Center is
managed by the City's General
Services Department through the
Torrance Cultural Arts Center
Administrative Offices
The City-owned ticketing system is not
available for renter's use. The team
prints James R. Armstrong tickets that
users are required to distribute to
attendees to enter the facility.
The rental fee varies first between
resident of Torrance and non-residents.
Within those two categories there are
separate fees between commercial and
non1>rofits
None listed
Choice Ticketing Event Ticketing
Software
"~ I
75 Again, non-school
based centers have
some sort of
advisory and/or
fundraising
support.
Most of these
facilities also have
more explicit policy
regarding resident
companies.
80 of 121
June 3, 2025, Item #16
Operating Policies and
Practices
Board of Directors
Foundation
Ticketing System Used by
Renters
Sea led Rent and Fee
Structure
Resident Organizations
Outside Service Providers
California Center far the
Perfarminll_ Arts
13 board members (4 officers) and 6
members of an executive cabinet
advisory
NA
Salesforce
Concert Hall rental rates are different
for commercial and non-profit rates.
Commercial rates depend on peak
(April, May, June, December) or non
peak rates and within that rehearsal
versus pelformance days
(pertormances on the weekends and
rehearsals on the weekdays. Non
profits are not subject to peak and
non..peak months, but do have
varying pricing depending on
rehearsal weekday or performance
day weekend rates.
No resident organizations listed on
their website
Salesforce for Ticketing
t
Bab Burton Center far the
Perfarminll_ Arts
NA
NA
None
Non-profit and commercial rates are
separated. Within each rental rate type
there are 4 different prices depending
on 4hr rehearsal, 4hr show, hour1y
access from 1 :00 - 5:59am, and hourly
access from 6:00am-12 :59am
The students of Fallbrook High School
None
PYLUSD Performing Arts
Center
NA
NA
None
Renters directly affiliated to the
Placentia-Yorba Linda Unified
School District pay the direct cost of
use per hour and those un-affiliated
with the school district pay the fair
rental price.
The students of Placentia-Yorba
Linda Unified School District
None
Luther Burbank Center
far the Arts
14 Directors, 6 Officers and
Executive Committee
members, 1 liaison, and 34
Honorary Advisory Council
The Center is owned and
operated by the Luther
Bulbank Memorial
Foundation
Ticketmaster
Yes, through there are only
a few nonprofit renters
None
HR until recently
Lesher Center far the Arts
25 board members on the Oiablo
Regional Arts Association give
guidance on programming for the
center.
Lesher Center's nonprofit partner is
the Diablo Regional Arts Association
Accesso ShoWares,.. ticketing System
Rentals are broken down into event
period (4-6 hours) that is broken down
further into non-profit free events,
corporate free event , or ticketed
events . Non~vent period rehearsal
flat fees apply depending on the
number of hours required for the
rehearsal.
Lesher Center Presents, Center
Reperto,y Company
Accesso ShoWaresw ticketing System
and catering is required from their
provided list of approved caterers
"~ I
76 There is tremendous variability in rates and fees across venue both in terms of what constitutes additional charges and how they are calculated.
81 of 121
June 3, 2025, Item #16
Rent and Fees Poway Center for the
Performin.2_ Arts
Bose resident erg rental rote / d $Y,518 for min 6 hour rental, with for main space additk!nal $253/hour
La Mirada Theatre for the
Performin.2_ Arts
Non-profit pricing not differentiated on
rental rate card
Commercial Daily Rate - One Perfo1mance
(8am - 12 Midnight): $1,200 for Mon. -
Thurs., $1,500 for Fri. • Sun. with
Livermore Valley PAC
A non profit organization woukl pay $2,706 fora weekend perfonnance, $2,629 fora weekday performance, $1,439
for a weekend rehearsal, and $1 ,028 for weekday
rehearsals
Commercial rental rotes $1,896 for min. 6 hour rental, with mandatoiy 4 hr load-in/reh/load-oulldark A for profit organization would pay $3,054 for a weekend perfonnance, $2,992 fora weekday performance, $1 ,693
for a weekend rehearsal, and $1 ,209 for weekday
rehearsals
additk!nal $316/hour day of $500 for Mon. - Thurs., $1,500 for Fri. -Sun .
Subsequent perfo1mances are $600 (Mon. -
Thurs.) and $750 (Fri. - Sun.) and
$32/hour for BO Coordinator and Ticket Buikl Printing is $200 per Box office charges to users $21 /hour for BO Attendants . Patron perfonnance, Theater Restoration Fund All rentera rnJst use the theater box office. 4% credit card fee pays SSlticket only if through us, or Fee (per ticket sold): $2.00, House Scaling $2/ticket for consignment (Changes per show): $200
Facmty fee and other ticket
surcharges
What technical equipment
Poway OnStage ticket buyers pay
S4 facility fee
included v excluded in base mntdl lincluded except piano tuning rates
What labor included v exclud ~ ss to theater manager included, base rental rates as is access to event coordinator
Technical labor charges
House staff charges
Event cleaning charges
except on day of event
$32 for technical coordilator end
$24/hour for technicians. Just for
day of event. Slightly discounted for
POS
$32/hour for front of house
coordinator and $21 /hour for
assistants day of event. Slightly
discounted for POS
Refundable deposit
Other fees and charges to users
Credit card fees are 3.5%, Ticket Service
Charge (10% Face Value of Ticket): At
Cost
Facility Handling Fee is $8 per ticket and each ticket sold, either by L VPAC or User, requires the collection of a $4.00 facility fee
INCLUDED: Soft Goods: Three (3) sets of black legs and
borders, one black backdrop and house curtain I Basic
Basic lighting and sound are included in Lighting System: Up to one hundred (100)foctures, control the rental. Piano User Fee per day: $125, board and dlmmera f Basic Sound System: House public Piano Tuning: $200 (Mon - Fri~ $400 (Sat - address system with speakers, mixer and up to six channels Sun), Projector Fee per day: $450, Gel and for nicrophones (standard/hard-wired) and/or playback Lal11) Use for 3-5 hours $60-100, Special devices.I Box Office set-0p / Basic Malketlng package.
Equipment (i.e. microphones): at cost EXCLUDED: follow spots, full sound system, wireless Labor is excluded from the rental
The Personnel Hourty Rates: Technical
Director/Audio Engineer/Master
Electr1clan/Master carpenter - $59.94,
Stagehands/Door Person - $34.56
Box office Staff and Customer service, per
perfonnance: $500, House Manager:
$49.67 per hour, Ushers: $21.60 per hour
Maintenance per perfo1mance is $400,
Maintenance same-day subsequent
perfonnance: $200, Maintenance for
Rehearaal Dav/Load-ln/Load-OuUDark
Miscellaneous fees include: Backstage
Supplies at cost, Pit Conversion Charge
with Labor(4 stage hands x 2 hra.): $500,
plus cost of labor, Audience Liability
Insurance at cost
microphones, black scrim, risera, mariey dance floor, video projector, pianos, orchestra shell
Labor is not included in the base rental
Production Manager is $35 per hour per person
Audio Supervisor, Lighting Supervisor, and Deck Supervisor are per hour per person $27 .50 per hour per person
Stage Hands are $22.50 per hour per person
House manager Is $35 per hour and ushera are $12 per
hour
Maintenance and clean up fees are Included in the rental fee for one-perfonnance day but rentera will be charged for additional performances at $55 and for receptions at $55 security is $20 per hour
Chandler Center for the Arts Haugh Performing Arts Center Nonprofd weekday rental rates for
performance use are $2,000 and $850 for 4
Jomes R. Armstrong Theatre
Non-profits rental rate for a Perfonnance Day with One Show Is $1,500 hr rehearsal I Weekend rental rates for Nonprofit residents of Torrance rental rate is $92/hr for a minimum of 5 hra. ($460 total)
Malnstage Rental Commercial Rates
Perfo1mance Day (One Day): $2,000
Perfonnance Day (Two Shows): $3,400
Rehearsal on pelf. Day (4-8 hrs.): $800
Rehearsal not on perf. day (4-8 hra.): $950
performance use at $2,500 and $900 for 4 hr
rehearsal.
Weekday rental rates for performance use are
$3,000 and $1,275 for 4 hr rehearaal I Commercial residents of Torrance rental rate is Weekend rental rates for perfonnance use at $408/hr for a minirnJm of 5 hours ($2,040) $3,750 and $1,350 for4 hr rehearsal.
The following ticketing fees are applicable to al ticketed events (subject . . to market rate adjustments): 4% commission charged to client on gross For General Admission the charge $200/price Users are required to use physical James sales; $0.50 per ticket charged to client for al tickets printed by CCA box le~el ~h up to 3 ~rice le~ls or reserved Annstrong tickets. Tlcket printing fee Is $40. Usera off1C0; $2.00 per ticket charged to client for all tickets sold through seating with full set tickets wi!h a $200 set up are not required to use the ticket clelk ($26/hr) Tlcketmaster.com; 3% of credit card sales charged to client; fee and $200 per pnce level and might instead opt to use volunteera instead. $2.00 service charged to patron on CCA box office sales; $4.00 service charged to patron on Ticketmaster.com sales; $2.00 facility fee charged to patron on all ticketed events; Al patron charges will be charged back to client for consignment tickets.
In-house lighting and sound system are included. Enhanced lighting is an additional fee. Two wireless handhekl are included but additional wireless microphones are $50 per microphone. The MainStage video package includes rear projection screen, Laser Projector Camera packages are available between $400 and $850 per day. Access to hardline internet connection for streaming is $50.
Labor Is excluded from the rental. Renters are obliged to use Chandler crews for their rentals.
A minimum of 4 Chandler stagehands must be hired for Mainstage rentals. Chandler stagehand rental rate Is $32.00/Hourfor: Electricians, Wardrobe, Light Board Operatora, Followspot Operatora, Deck Hands, and Audio Technicians. A minirnJm one (1) hour surcharge will be assessed to cover the crew's advance time.
Front of House fee per show at $18.00/hour (additional fees may apply).
Custodial Services at $18.00/hour (additional fees may apply) Rate for Security Personnel Is $32.00-$42.00/hour (or current market rate) per peraon w/ four(4) hour minimum. Rate for Fire Watch is current market rate plus a 10% administration fee. Rate for Police Services is current market rate with a four (4) hour minimum. Rate for Piano Tuning Not Listed
Included: Basic stage lighting, standard
drapes, basic use of the sound system and
At this time they do not offer their on line ticketing
system which is used generally for the City's
ticketed arts and culture events.
au::u~p=n~;l~~:.~h:~ ~::,a:.a::ut Tech?ical equipment incl~dlng lighting, sound, risera, Chairs (up to 40), Music stands (up to and video equipment are included. ~nee floor 40) 1 Excluded: Orchestra/Band shell, and otherfloora as well;s ~rchestra pit set-0p are Projector and screen, Dance Floor, Full Stage an e ra ee.
Curtain, Backdrops, Wireless Mies, Automated
lighting System, Sound Monitor System
Labor is excluded, however, the theater tech
Included: An onsite event coordinator, director helps to prepare and estimate cost for technical staff including stage manager and rental labor and equipment before rental takes up to four technicians, 2 house managera and place. There is a required $500 deposit that is up to 11 ushera, limited custodial support, and applied to labor (they note that usually $500 is a concession staff lot lower than the labor expenses for the average Additional Audio Technician is $25/hr,
lighting Programmer/Operator Is $25/hr
Included In the base fee
Custodial fee is $37/hrwilh a 4 hr min.
rental)
Lighting, sound, flyman are $33/hr and stagehand
is $39/hr. User required to at least 5 crew
membera during their rental.
Ticket clelks at $26/hr and other front of house
staff and box office labor pnces are agreed upon
by the user, the theater tech director, and the box
office manager.
Not listed but they do
have a $500 that Is
refundable pending theater conditions after use.
is $150.00 (or current market rate). There is a 150% holiday rate charged Additional facilities and overtime rates Using their insurance is $122 and 2x $500
deposits required: 1st Is a refundable deposit
which returned pending the state of the theater
after the rental period has ended and the 2nd is for national holidays. There Is a 15% commission on merchandise sales and Chandler Center holds 100% food and concession rights with catering and alcohol packages avalable, though concession buyouts are also available.
applied to labor expenses (which typically far
exceed the labor deposit of $500)
"~ I
77 The second five comparable projects show more approaches to user fees and charges. More of the other non-school facilities have optional services and equipment for which there are additional charges. 82 of 121
June 3, 2025, Item #16
Rent and Fees
Base resident org rental rate/day for main space
Commercial rental rates
Box office charges to users
Facility fee and other ticket surcharges
o California Center for the Performing Arts
0Non1)rofll rentals for Rehearsals (Mon -Thru) are $1,880 ; and for Perfonnance Days (Fri• Sun) are $2,280.
£ommerclal rentals for Rehearsals (Mon -Thru)are $2,250 rrt"or non1)eak months and $2,825 for peak months (peak m months of April, May, June, and Oecen"tler) and
B commercial lllntals for Performance Days (Fri - Sun) are r $2,850 for non peak months and $3,575 during peak
months.
Bob Burton Center for t he
Performing Arts
Non1)rofil Rental Rate: $700.35 for
Show Day 4 Hour Rental and
$584.59 for Rehearsal First 4 Hour
Rental.
$1 ,105.53 for Show Day 4 Hour
Rental and $943.68 for Rehearsal
First 4 Hour Rental
sBox office fees are charged to the licensee: Refund fees 9 at 5%, !lltumed consignment at $0.5 per ticket, returned r consignment day of event at $1 .00 per ticket, returned Box office usage is not offellld in the s consignment after event at applicable facility fee price, rental 11credit card fees all! 4% of gross tick.et sales, BMI/ASCAP ~Is 1.6% Gross ticket sales or flat fee based on attendance 1 Ticketed event facility feefHouse restoration fee is $1 or 7_5% Facility Im rovement Fee ~ S3 and $1,200 for non-tlck.eted events P
Orchestrashellperday$150/$300
l"I FOLLOWSPOT XENON SUPER TROUPER (CH)
ll $200/$400
I FOLLOWSPOT L YCIAN MIDGET HP (Cl) $125/$250
c STEINWAY 9' GRANO PIANO (CH) S250/$500
INCLUDED: House lighting System,
Folow spots, and Basic: House
Sound System. NOT INCLUDED:
PYLUSD Performing Arts
Center
$140/hr
$350/hr
Box office use is not offered
Not listed
Luther Burbank Center for the
Arts
No published base for np's
Yes. Base rent for commercial users
of main space is $4,300
$3/llcket se,vlce charge plus
$.10/tick.et plus 3.5% CC fee.
Average total cost of $1,500/show
$3 mandato,y parking fee/ticket
Lesher Center for the Arts
Ticketed event fee is 23% of gross ticket sales witl"I a mini'num of $1,600 and max of $4.500
Ticketed event fee is 23% of gross ticket sales with a
millrmm of $1,600 and max of $4,500. Co,porate free event fee Is $2,900 with an extra $205 for 3 hrs. of rehearsal and $105 for each additional 2 hour period. Non1)rofit fee for the event is $2,450 with an extra $205 for 3 hrs. of lllhearsal and $105 for each additional 2 hour period.
Ticket Office Services Fee Is S285 per perfonnance with an optional dynarric pricilg fee of $250 and additional ticketing fee add-ons
Or, a non-center ticket office fee of $285 with $300 or 7% of the gross (whichever is greater) and 3.5% of all charge card sales. Fees for the patron purchasing depend on method (in person, phone, onllne, etc.) and range from $0 - 7
Facility Use Charge is from $3 to $6 per ticket
Use of sound, lighting, and other All basic equipment Including lighting and rigging Is Included basic technical equipment. Base package of sound and lighting. in rental. Additional equipment such as extra lighting, scene,y What technical equipment included in base rental rotes ;;i STEINWAY 7' GRANO PIANO (CT) $200/$400 Wired/Wireless Microphones, Direct Input, Panasonic: 1 Ok Projector,
Piano, Orcl"lestra Shels, Choral
Risers, Music: Stands, and Orchestra
Miscellaneous items are detenniled Average additional equip. charge of ground plans, orchestra plots, etc., should be provided by What labor included v excluded in base rental rates
Technical labor charges
House staff charges
Event cleaning charges
Other fees and charges to users
I UPRIGHT PIANO $75 PIANO TUNING $140
El SANYO PLC-XP46 LCD PROJECTOR (CT) $250
cl 11 ' x 19' SCREENw/ BLACK BOTTOM SKIRT$100
HARLEQUIN DANCE FLOOR $150/$300
WIRELESS MICROPHONE $85/$170
~
cAll labor has a per hour or perfonnance fee separate from base rental
I Technical Labor Is to be detennlned at a per hour rate I Ticket office labor is S500/perfonnance
c Front of House Usher Se,vlces are S600/perfonnance
Not listed in the Rate card Oetais
1 DEDICATED SECURITY GUARD $25/Hr
rMERCHANDISE SALES TAX & COMMISSION CA SALES
;i TAX + 25% COMMISSION
t INSURANCE provide a certificate or purchase through
h CCAE
El catering services to be quoted per event
i Additional technical equipment to be quoted per event by staff per event based on size and $5K per production the user and fnt approved by the Production Services duration of event Coordinator.
Cha"'
Rental rate indudes theater
operations technician, sound
technician, and stage supe,visor
All technicians are $27 .00/Hour for a
four hour minimum except overtime
for the theater operations technician
which is S42.42/Hour
House staff is not available
Custodial fee is induded i1 the rental
rate with though custodial hourly fee
ls$3 1/Hour
Labor is not included
Theater technicians are $40/hr
House staff is not available
Custodial fees are $48/hr and
custodial supplies are $10-80/day
Must provide insurance docs: catering/Concession sales are not alowed in the theater. Need to
provide proof of or purchase Certificate of Insurance and insurance naming the high school as separate endo1SE1ment naming the an additionally insured. District as an additionally Insured Access to TD
Average stagehands charge of
$9,000 per production
Average charge of $300/day
NA
Average insurance cost of
$500/show
Basic staff are included in the rental fee. Those staff members all! lights, sound rigging/stage operation, stage door security, and house manager (1.5 hours prior to curtain) and Production Se,vic:es Coordinator to plan rental technical expectations and needs prior to.
Lighting technicians. Sound technicians. Rigging technicians. follow spot operators $28-35 per hour
Ushers/House Managers $30-10 per hour Designers
avalable upon request
No cleaning fee but clean-up expectations are outlined in rules and regulations for the user to commit to before use.
Security $22-33 per hour
Concessions 15-30%
Catering - available upon request at market rate
Technical supplies - available at market rate
"~ I
78 The first five comparable venues have more staff and higher staffing costs 83 of 121
June 3, 2025, Item #16
Staffing Poway Center for the La Mirada Theatre for the Performing Livermore Valley PAC I
Chandler Center for the Arts Haugh Performing Arts Center James R. Armstrong Theatre Performing Arts Arts Number of Full-time 1 Theater Manager and 2 17 (from the websije which is confirmed by 16 employees wijhin the performing arts Technical Theater 9 18 (from website) faculty of the Visual and Performing Arts 10 Staff Coordinators the Cijy Budget personnel allocation) Department at Citrus College FTE of Part-time .75 FOH Coordinator, .75 70 employees listed on 990 leaving 52 Staff BO coorindator .. 5 Admin employees that I estimate are not full time. Not listed Not listed 17 Assist
i
Number in Event- Technicians 1.8 FTE, BO .8 Not listed, but $445 ,800 spent by City in Not listed Not listed based Labor Pool FTE and FOH 1.3 FTE 2019-2020 on ProfessionaVContact Friends of the La Mirada Theatre is a separate 25 (for the foundation. would imagine that Number of Active not profit that support the theater by providing Volunteer ushers are used, but exact Volunteers 100 volunteers as ushers, administrative support , 210 121 (from foundation 990) students are volunteers for programs at numbers are not listed and theatre clean-up the theater)
i
Total Staffing Costs $745,823 approved for 1,806 ,831 1,495,456 1,599 ,302 $48 ,039 (for foundation only, which is not 1,735 ,682 FY2023 directly related to the PAC) "~ I
79 Non-school based venues in this set also have higher staff counts and higher staffing costs. 84 of 121
June 3, 2025, Item #16
Staffing Powoy Center for the Performing
Arts Colifornio Center for the Performing Arts Bob Burton Center for the Performing Arts Number of Full-time 1 Toeater Manager and 2 Technical Theater Staff Coordinators 23
193 part time staff likely because full time staff
FTE of Port-time
Stoff
.75 FOH Coordinator, .75 BO coorindator .. 5 listed on website are at 23 people and 216 Number in Event
based Labor Pool
Number of Active
Volunteers
Total Staffing Costs
Ad min Assist employees listed on their 990 . The difference is Technicians 1.8 FTE, BO .8 FTE and FOH
1.3 FTE
100
$745,823 approved for FY2023
193.
Not Listed
315
2,740,322
2 employees run the district's maintenance,
operations, and transportation staff
Not listed
Not listed
Not listed
PYLUSD Performing Arts Center
2 of the 58 administrative staff are dedicated to
the Use of Facilities Department
Not listed
Not listed
Not listed
Luther Burbank Center for the Arts
40 Estimated 166 because website lists 40 staff
members and their 990 lists 206 employees
Not Listed
175
3,652,913
Lesher Center for the Arts
52 Not Listed
The Lesher usher volunteer numbers are not
listed but the Bedford Gallery portion of the
center reports 120 volunteers
"~ I
80 These are the venues for which financial information is available. For all but the James R. Armstrong, there is fundraising from the private sector.
The PCPA is close to average in terms of the percentage of operating expenses covered by earned revenue. In several of these cases the operating result is skewed because of the inclusion of capital fundraising and expenditures included in the 2019 tax returns.
85 of 121
June 3, 2025, Item #16
Financial Performance (2019 990s) Poway Center for the La Mirada Theatre for the Livermore Valley PAC Chandler Center for the Arts James R. Armstrong California Center for the Luther Burbank Center Performing Arts Performing Arts Theatre Performing Arts for the Arts Year of Budget FY2023 Projected 2018-2019 2019 Numbers are listed from the 2018-2019 2019 2019 Foundation's 990. t t
Total Operating Expenses $1,363,329 $7,043,389 $3,901,397 .. $2,248,482 .. $2,466,041 $6,923,691 $9,282,864 Total Earned Income $763,973 $5,348,500 $1,200,239 $2,288,515 $1,167,576 $3,073,617 $5,581,205 t t
Total Contributed Income $479 $155,683 $2,181,262 $323,356 $1,155,521 $3,358,563 $1,866,606 t t Contributed Income from Private Sources $479 $155,683 (from the foundation) $2,152,850 $278,356 $0 $95,080 $1,761,156 t t
Contributed Income from Public Sources $0 $0 $28,412 $45,000 $1,155,521 $3,263,483 $105,450 t t
Operating Surplus (Deficit) ($641,868) ($1,539,206) ($519,896) $363,389 ($142,944) ($491,511) ($1,835,053) t t
Earned Income las % of Operating Expenses) 56% 76% 31% 102% 47% 44% 60% "~I
81 Situation Analysis
Benchmarking the PCPA structure, programming, and operations suggests the following:
- Most other facilities have some combin ation of advisory and fundraising boards - Most other facilities are themselves presenters and producers of educational programs - Other facilities have larger staffs and spend more on staffing costs - Most other facilities raise mo ney from the private sector - Facilities take very different approaches to fees and rents, but most generally have an approach based on a base fee, plus certain required fees, plus fees for a range of optional services.
Benchmarking Conclusions
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June 3, 2025, Item #16
82 Situation Analysis
In addition to the benchmarking work, interviews were conducted with managers of four facilities to ask more specific questions about programming, operations and financial sustainability. Those managers were:
Rick Nowlin, Executive Director, Luther Burbank Center for the Arts Michelle MacLennan, General Manager, Chandler Center for the Arts B.T. McNicholl, Producing Artistic Director, La Mirada Theatre for the Performing Arts (LMT) Julianna Crespo, Director of Performing Arts, California Center for the Arts Escondido (CCAE) Best Practices Introduction
87 of 121
June 3, 2025, Item #16
83 Situation Analysis
Most comparable venues manage presenting internally to maximize financial returns to the building and because they believe that they know the building and the community best.
Venue managers generally prefer not to have an exclusive relationship with one promoter, preferring instead to be an “open” venue.
Luther Burbank’s program is 62% presented events and 38% rentals.
California Center for the Arts Escondido’s program is a combination of self-produced performances and licensed touring acts.
They use a variety of promoters to create a diversified program that enables higher financial returns. They use a three-tier system which enables financial stability by placing rentals first, touring and presenting second, and schools last.
La Mirada Theatre for the Performing Arts is led by a Producing Artistic Director (PAD), a City employee with professional expertise in theatre production and operations. The PAD manages the contract with McCoy-Rigby Entertainment, the production company that stages two seasons of theatrical performances each year. The PAD is also charged with curating, securing, and overseeing other presenting activities such as one or two night concerts. The City’s contract with the production company is renewed every five years or put out to bid via an RFP .
How Do Other Facilities Approach Presenting?
88 of 121
June 3, 2025, Item #16
84 Situation Analysis
The Chandler Center has a time of use agreement whereby the School District has access Monday through Thursday during in- school weeks, while the facility operators control the venue at other times.
Chandler believes that the key to a healthy relationship is strong communications at multiple levels – via a joint advisory board, between scheduling staff, production staffs, and then senior management teams right up to and including the City Manager and the School District Superintendent in conversations.
The first goal should be strong and clear guidelines that lead to smooth operations. But then, once that is achieved, the next level is to move to a more collaborative relationship, searching for opportunities for joint programming and events.
The CCAE and the school district have an MOU that is renewed annually which gives the district an allotment of 36 days per year (shared between middle and high schools). Schools each pick three top choice dates at the beginning of the school year and they receive confirmation of their picks three months in advance. Schools use Tuesdays-Thursdays more often.
LMT makes the theatre available for school performances but does not have any formal relationship with the school district.
How Do Other Facilities Work With School Districts?
89 of 121
June 3, 2025, Item #16
85 Situation Analysis
Need to take a “yield management” approach, understanding the limited means of most nonprofit renters while trying to fit in some level of market rate rentals.
It is important to have a clear and explicit system whereby groups can book and hold dates far enough in advance but also force commitments at the right moments in time.
The CCAE prioritizes commercial rentals for financial stability and provides reduced rates for nonprofits. Nonprofits reserve dates after commercial rentals in exchange for the lower fees. Rentals provide a no risk income guarantee and some revenue from concessions. However, branded touring events provide top dollar for rental rates and higher concession revenue. They can earn far more (25%+) with one night from a touring event than with standard rentals.
LMT makes it available for rentals. They require rentals to use the theater’s box office and add a per ticket surcharge that goes back to the City. They offer different rates for weekdays (lower) vs weekends (higher).
How Do Other Facilities Manage Nonprofit vs. Commercial Rentals? 90 of 121
June 3, 2025, Item #16
86 Situation Analysis
Luther Burbank has been doing Equity and Inclusion training since 2020, but had already been working on relationships with the local Latino community for 20 years. So recent trends are just allowing them to formalize the work they were already doing.
The Chandler Center had policies for diversity and equity, again stretching back for 20 years, which were formalized in their last strategic plan. The most important progress they’ve made is in building a diverse board that reflects the community they serve.
But increasing diversity at the staff level has been challenging simply because there has been virtually no staff turnover.
The CCAE takes inclusive representation seriously, using a small cadre of paid event consultants to assist with audience development and sometimes curation for underrepresented communities. Consultants are community members with networks and ties to different populations who help them understand how to communicate with and reach into sectors they do not already have strong ties to.
How Do Other Facilities Create Diverse & Inclusive Environments? 91 of 121
June 3, 2025, Item #16
87 Situation Analysis
Periodic employee engagement surveys have been very helpful at Luther Burbank to ensure that staff are committed to vision and values.
Chandler invests heavily in staff by building a culture based on modeling behavior. Fundraising pays for team building programs, and management are very flexible in terms of how, when, and where staff work.
The CCAE performance facility staff have opportunities to attend relevant national and regional conferences such as APAP , WAA NAMT, and Cal Presenters for professional development and networking. They also do site visits to other venues as a low cost way to invigorate staff with new ideas and connections.
How Do Other Facilities Train & Develop Staff
92 of 121
June 3, 2025, Item #16
88 Situation Analysis
Chandler believes the key to revenue generation is the ability to book and promote commercial programming, not outsourcing that work to others. After that, they believe that strong and well managed food and beverage operations can be an important revenue driver.
Luther Burbank believes that the key to generating revenues is understanding and monitoring the financial contributions of all activity types and then being intentional about the programming mix to achieve financial objectives. Prioritizing commercial rentals and touring performances and using outside booking agents to facilitate access to artists and special rates (e.g., adding a stop at their venue for a touring show at a discounted rate because they are passing through the area on the way to another venue in a different region.)
LMT pays McCoy-Rigby a flat fee and the City receives all box office revenue which recoups almost 80% of the costs. They use a variety of strategies for ticket pricing to maximize revenue, e.g. a focus on individual ticket sales over subscription sales and dynamic ticket pricing.
LMT has increased the number of concession stands throughout the theater and use a concessionaire that provides the liquor license the City is unable to provide. These two changes have substantially increased individual sales and the average revenue per transaction. By hiring a staff person whose sole focus is on individual ticket sales, LMT significantly increased revenues in a recent performance run and broke their record for individual sales.
How Do Other Facilities Increase Revenues?
93 of 121
June 3, 2025, Item #16
89 Situation Analysis
Chandler’s marketing is 90% digital focused on email marketing, with lots of analytics to support those programs. They also offer these services to renters at a low cost that is ultimately beneficial for all parties.
Luther Burbank is committed to digital marketing but still believes that traditional programs like direct mails and quarterly brochures can be effective particularly with older audiences.
The CCAE no longer does in-house marketing or ad buying. They use a specific consultant for ad buying who has better relationships with the industry and knows how to target ad purchases. They now have an outside consultant for general ticket sales marketing. They’ve had excellent success with this model and seen increased ticket revenues as a result.
LMT outsources marketing of performances. LMT uses a ticketing system to capture ticket sales data as well as email addresses for future marketing efforts. They focus heavily on email marketing. By presenting a variety of non-theatrical performances LMT makes the venue accessible to non-theatre attendees and are able to cross promote shows to diverse audiences using the ticketing data.
Most Effective Marketing Channels?
94 of 121
June 3, 2025, Item #16
90 Situation Analysis
Chandler is owned by the city but operated by a nonprofit with a fiduciary board. Nevertheless, some staff are city employees whose salaries are reimbursed by the nonprofit to the city. Other positions are funded by the nonprofit directly.
The CCAE has a Performing Arts Committee made up of staff, board, and community members. The group acts as an advisory committee and assists in making inroads on various projects. For example, a committee member who is in the local stagehands union is developing a career pathways program for students in court and community schools.
LMT does not have an advisory board or committee. They rely heavily on audience surveys to guide programs and operations.
Community Advisory Boards
95 of 121
June 3, 2025, Item #16
91 Situation Analysis
Even though Chandler is owned by the city, the private foundation has been able to build private sector support over time.
They have described this as a multi-year effort to build a brand as a community serving organization worthy of support because of the programs and value they deliver. They continue to produce lots of community events to make sure people are aware of what they do and for whom.
Luther Burbank and the CCAE are nonprofit organizations separate from their city government. And they both have professional fundraising teams on staff.
LMT has a “Friends of” group of volunteers who donate time and money. But because the theatre is owned and operated by the city, there is no other fundraising.
Private Sector Fundraising
96 of 121
June 3, 2025, Item #16
92 Situation Analysis
Chandler believes that engagement programs for youth are the best possible way to deliver and communicate value to the community. The communications effort is complicated and requires a long-term commitment and discipline to make sure that the message is clear and understood in the community.
Luther Burbank believes in a multi-pronged approach to delivering and communicating value that must continue to evolve and change over time depending on what is important to the community. Their current message is based on “schools, homes, and stages.” There is ongoing training of staff and board members to ensure that messaging is clear and consistent. The organization believes in the maxim, “tell two people who will tell two people who will tell two people… “ The CCAE looks to the city’s “why” for having the venue in the first place and communicates their impact on what the city values.
The organization shares data to support their position that the venue is good for economic development and local businesses.
LMT communicates its role in supporting the businesses nearby the theater as well as its value to residents and visitors. Further, they continue to make efforts to increase revenues that offset the city’s costs and make good on their promises by focusing heavily on audience development and ticket pricing strategies that maximize revenues. Because the Producing Artistic Director is a city employee, they know his first priority is to deliver programs and services that support the city’s reputation, provide significant public /community benefit, and are committed to increasing the theater’s revenue generating potential.
How Do Other Facilities Deliver & Communicate Value?
97 of 121
June 3, 2025, Item #16
93 Situation Analysis
These facilities do a number of things well that suggest new opportunities for the PCPA. But it is clear that these other venues and operating organizations are only able to make progress in these areas because they have the necessary human and financial resources, as well as the mission or mandate to move in these directions.
The PCPA can do more to to deliver value in and for the community of Poway, but only if the organization is expanded, strengthened, and directed to do so.
Best Practices Conclusions
98 of 121
June 3, 2025, Item #16
94 Situation Analysis
Strengths
- A functional facility serving a broad range of uses and users
- A small but mighty staff
- Largely satisfied users
- Good working partnership with the PUSD
Opportunities
- The market is large and prone to participate
- More earned revenue through strong partnership with
nonprofit Foundation that can solicit and manage
grants, donations and sponsorships
- More opportunities to support city goals for a safe,
family-friendly community with strong amenities
- Resume summer operations
Weaknesses
- Inability and lack of experience to attract grants,
sponsorships and donations
- Limited staff experience booking professional touring acts - Vulnerable to political influence
- Limited marketing skills and resources
- Behind on capital maintenance
Threats
- Fundraising competition
- Commercial entertainment competition
- Audience hesitation, particularly among older core
- Concentration of small venues in the market
99 of 121
June 3, 2025, Item #16
95 Situation Analysis
• The City of Poway has a lot to be proud of in terms of what the PCPA is and does. • There are opportunities for the PCPA to deliver more value, but additional staff and financial resources are required. • Most of the opportunities available are based on building and strengthening partnerships. • The PCPA must be prepared to compete for audiences, programs, and financial resources based on a strong identity and value proposition.
Insights From the SWOT Analysis
100 of 121
June 3, 2025, Item #16
96 Situation Analysis
1. Implementation Task Force: The City should consider the formation of a leadership team to manage the implementation of the following recommendations and act as liaison between PCPA staff and City leadership.
2. Presenting: We considered ar ange of possibilities in terms of building the presenting function, including having POS remain in that role, hiring another outside presenting partner or bringing that function into the operating organization.
3. Fundraising: Wer ecommendt he formation or adaptation of a foundation to support PCPA operations or re-purpose the existing PCPA Foundation (d.b.a. Poway OnStage) back to its original purpose of providing financial support to the PCPA with an additional focus on building educational programs internally and with POS, PUSD, and other partners.
4. Marketing: The PCPA should invest in marketing and communications skills and tools to support the presenting function, assist renters and build stronger community awareness and support for PCPA, including upcoming capital investments.
5. Measuring Progress: The City should design and adopt a more holistic approach to measuring and evaluating PCPA benefits and impacts on the community, making additional investments in staff, structure, policies, and procedures contingent upon the achievement of various goals and targets.
6. Rents and Fees: Wer ecommend an annual adjustment based on consumer price index (CPI) escalations to keep up with rising costs
Preliminary Recommendations
101 of 121
June 3, 2025, Item #16
97 Implementation Plan
3 — BUILDING CREATIVITY —
102 of 121
June 3, 2025, Item #16
98 1. Contract with Poway OnStage to provide the professional pe rformance series. Renegotiate contract to ensure goals align with the City and benefit Poway residents.
2. Hire an experienced Theater Manager and support staff who can book and execute a range of touring arts and entertainment programs. In this case, the City is taking on the financial risk for professional performances and additional staffing would be needed to manage the professional performance season.
3. Hire a programmer/booking agent on a co ntract basis to book and oversee execution of shows. This option requires additional City staff to execute shows and the City assumes the financial risk.
4. Place the presenting function within a new Foundation establ ished to support PCPA operations. This requires the City to establish a new Foundation with seed money.
These options are organized by order of preference.
Implementation Plan
Options for the Presenting Function
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June 3, 2025, Item #16
99 1. Outsource the marketing function to one or more individuals or companies that can provide marketing services, from social media strategy to traditional media buys, and provide marketing services to renters and support broader marketing and communications efforts. This would also include the effort of re-branding the PCPA.
2. Hire a Marketing Director internally and then develop additi onal capabilities through a combination of contract staff and independent companies specializing in particular areas.
These options are organized by order of preference. In the longer term, it would be ideal to bring this position in house, with the position charged with searching for the most cost-effective means to provide strong marketing services for internal programs and rental clients.
Implementation Plan
Marketing Options
104 of 121
June 3, 2025, Item #16
100
1. Retain Poway OnStage to continue developing and executing education and outreach programs.
2. Ensure the next Theater Manager has the skills and experience developing and executing a range of education and outreach programs such that they are able to partner with Poway Unified School District, educators, and regional arts organizations.
This option requires additional City staff to manage educational programs.
3. Hire a dedicated Education Coordinator and addition al staff to develop and run self-produced programs.
Here, the first option is clearly better given Poway OnStage has developed robust programs through partnerships with PUSD and others.
Implementation Plan
Education and Outreach Options
105 of 121
June 3, 2025, Item #16
101
1. Re-purpose the existing PCPA Foundation (d.b.a. Poway OnStage) back to its original purpose of providing financial support to the PCPA.
2. Create a new Foundation for the purpose of raising funds to support PCPA operations. This option requires seed money to start the Foundation and will take time to establish the organization and generate a meaningful revenue source.
3. Hire internal staff with the skills and experience to pursue grants, sponsorships, and donations to support PCPA operations.
The recent fundraising feasibility study was not optimistic about the third option. The choice between the first two options depends very much on the response of Poway Onstage to a potential change in their role and function.
Implementation Plan
Fundraising Options
106 of 121
June 3, 2025, Item #16
102
Implementation Plan
1. The first challenge to sort out is the Foundation, essentially ex ploring if it can be returned to its original purpose. If it can, this paves the way to retain the education and outreach function within that organization. If a new foundation is required, other options for education and outreach might be necessary.
2. The approach to presenting depends on th e City’s appetite for risk and the presence in the region of individuals willing and ablet o bringt heir programming skills to bear. For now, we would advocate contracting with Poway OnStage for the presenting function.
3. Marketing should be approached as an evolving challenge – t or ecruitg reat individuals and companies who can be directed and continuously monitored by internal management to develop programs for the benefit of the PCPA and its users. To start with, we would recommend a competitive bid process to retain a marketing firm to lead the re-branding effort and upgrade various marketing skills and tools, including social media, public relations, audience research and graphic design.
4. There is probably more upside and opportunity in the areas of education and outreach than any other function, based on the ability of management to develop strong and sustainable partnerships that attract financial support. We recommend retaining Poway OnStage who can work with key partners to develop, fund, and execute a broader range of programs.
How to Proceed
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June 3, 2025, Item #16
103
Implementation Plan
Current Org Chart
Green: Full-time
Orange: Part-time
Blue: Event-based
The current organization
chart shows three full-
time, two ¾-time, and
one part-time staff
supported by a set of
event-based part-time
personnel.
Director of
Community
Services
Theater
Manager
Admin Assistant
(part-time)
Front of House
Coordinator
(3/4-time)
Front of House
Assistants
Box Office
Coordinator
(3/4-time)
Box Office
Attendants
Technical
Theatre
Coordinator
Technical
Theatre
Coordinator
Stage
Technicians
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June 3, 2025, Item #16
104
Implementation Plan
Proposed Org Chart
Green: Full-time
Orange: ¾ time positions
Blue: Event-based
Yellow: Service providers
The proposed organization
chart changes two positions
from ¾-time to full-time and
one position from part-time to
¾-time and adds a marketing
consultant.
Director of
Community
Services
Theater
Manager
Marketing
Consultant
Admin Assistant
(3/4-time)
Front of House
Coordinator
Front of House
Assistants
Box Office
Coordinator
Box Office
Attendants
Technical
Theatre
Coordinator
Technical
Theatre
Coordinator
Stage
Technicians
109 of 121
June 3, 2025, Item #16
105
We have developed a pro-forma operating budget that projects revenues and expenses from the current budget year through FY30, based on the following principles:
• The key to the pro-forma is that it is based on the form and structure of the current PCPA budget, using existing line items on both the revenue and expense side.
• We are continuing to separate expenses according to whether or not they qualify for the cost-sharing agreement with the Poway Unified School District (PUSD).
• Activity drives earned revenue, which then dictates operating expenses. • Rental rates and other costs are benchmarked against other local facilities. • Educational programs are delivered by Poway OnStage.
• Staffing levels and costs are benchmarked against comparable regional projects. • This is a live model that can and should be used as the project advances.
Implementation Plan
Pro-forma Operating Budget Principles
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June 3, 2025, Item #16
106
Implementation Plan
We believe that the key to projecting future financial performance is the ability to project future activity, which for the PCPA means presenting activity, educational programs, and rentals to nonprofit and commercial entities. Here, our key assumption is that the PCPA retains Poway OnStage as the presenter who assumes the financial risk for the professional performance season.
While PUSD and educational programs remain static throughout the forecast period, we suggest slight increases in nonprofit and commercial rental activity, as well as slow but steady increases in rental rates that are around current consumer price index (CPI) escalations.
When capital improvement projects are completed, there is opportunity to expand use of the facility during the summer beginning in 2030.
Projecting Activity
111 of 121
June 3, 2025, Item #16
107
Implementation Plan
This summary of activity from FY22 through FY30 shows slow growth in activity over time Rental activity can and should grow over time, including both commercial renters and subsidized access for non-profits Activity Summary
Activity Summary 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 Actual Actual Actual Projected Projected Projected Projected Projected Projected Presented Performances 14 13 14 14 13 13 13 13 14
Presented Use Days 30 25 32 28 28 28 28 28 28
Presented Event Attendance 7,941 7,960 8,613 9,100 8,413 8,413 8,413 8,413 9,061 PUSD Performances 26 48 52 50 50 50 50 50 50
PUSD Use Days 52 74 88 83 88 88 88 88 88
PUSD Event Attendance 7,404 12,019 13,021 12,520 12,520 12,520 12,520 12,520 12,520 Arts & Ed Rental Performances 6 17 19 19 19 19 19 19 22 Arts & Ed Rental Use Days 10 17 23 23 21 21 21 21 24 Arts & Ed Rental Event Attendance 3,361 7,132 7,971 7,971 7,971 7,971 7,971 7,971 9,230 Non-profit Rental Performances 35 50 53 53 53 53 53 53 57 Non-profit Rental Use Days 61 77 72 72 72 72 72 72 80
Non-profit Rental Event Attendance 10,766 19,080 20,225 20,327 20,750 21,174 21,597 22,020 24,138 For-profit Rental Performances 13 30 35 35 35 38 40 41 45 For-profit Rental Use Days 21 35 42 42 42 46 48 49 50
For-profit Rental Event Attendance 7,305 11,571 13,500 13,423 13,703 15,181 16,300 17,035 19,056 Total Performances 94 158 173 171 170 173 175 176 188 Total Use Days 174 228 257 248 250 254 256 258 270 Total Attendance 36,777 57,762 63,329 63,341 63,357 65 ,259 66,801 67,959 74,004
112 of 121
June 3, 2025, Item #16
108
Implementation Plan
The next section of the forecast covers earned income, which is based mostly on activity growth over the coming six years.
There is marginal improvement to concessions, staff services and ticketing income. The PUSD contribution to earned income is based on the 35% of qualifying expenses formula. Rental income increases slightly each year with annual adjustments to rental fees.
There is no contributed income section of the pro-forma. If the City contracts with Poway OnStage to fundraise for capital improvement projects those funds would offset specific projects and would not impact the operating budget.
On the expense side, we start with PUSD-qualifying line items, most of which increase according to the consumer price index (CPI) or at a higher rate when they are impacted by activity growth. Minor capital outlays have been kept constant over the next six years.
The more substantial changes on the expense side relate to personnel in the areas of administrative, box office and front of house use operations. These new costs reflect the need to properly staff these functions and then support some activity growth.
Projecting Results
113 of 121
June 3, 2025, Item #16
109
Implementation Plan
The pro-forma assumes the City contracts with Poway OnStage for the presenting function and then contracts with outside marketing consultants to support the PCPA’s efforts to market itself as a rental venue and also provide marketing support to groups (particularly nonprofits) who rent the theater.
New staffing and programming costs will increase the annual funding requirement of the PCPA in FY25-26. The share of operating expenses covered by earned income is up to 76% by FY30.
Overall, we believe that these are reasonable and conservative projections, with moderate increases in activity and income off-setting new operating expenses over time.
Projecting Results
114 of 121
June 3, 2025, Item #16
110
Implementation Plan
The budget summary shows expenses increase in FY25-26 due to adjustments in staffing. Poway OnStage fundraising supports capital improvement projects and does not impact the operating budget. The result of operations, which is effectively the City’s annual funding requirement, is estimated at $430,000 annually.
Budget Summary
Financial Summary 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 Actual Actual Actual Forecast Forecast Forecast Forecast Forecast Forecast Earned Income
Rental Income 164,063 256,973 261,451 245,649 286,056 303,234 318,234 330,821 368,180 Concessions 59,673 92,897 107,159 93,879 93,904 99,624 105,037 110,065 123,450 PUSD Contribution 105,847 266,809 352,587 366,320 423,507 441,474 460,308 480,051 500,751 Ticket Sales 20,017 20,732 14,406 7,930 8,168 8,413 8,665 8,925 9,193 Staff Services 142,392 160,574 197,226 189,472 195,156 201,011 207,041 213,252 219,650 Ticketing Fees 90,207 129,980 175,260 164,777 166,425 168,089 169,770 171,468 173,182 Total Income 582,199 927,965 1,108,089 1,068,027 1,173,215 1,221,845 1,269,055 1,314,582 1,394,406 Operating Expenses
Personnel 722,245 782,219 643,580 687,780 791,616 831,197 872,757 916,394 962,214 Other PUSD Qualifying Expenses 289,408 341,155 374,318 407,124 418,404 430,158 442,408 455,180 468,502 Contracted Services 50,000 20,000
Non-Qualifying Expenses 277,147 294,378 317,711 330,296 344,272 356,604 369,409 382,708 396,520 1,288,800 1,417,752 1,335,609 1,425,200 1,604,293 1,637,958 1,684,574 1,754,283 1,827,236 Result of Operations (706,601) (489,787) (227,520) (357,173) (431,077) (416,114) (415,519) (439,701) (432,831) Earned Inc./ Op. Exp. 45% 65% 83% 75% 73% 75% 75% 75% 76% 115 of 121
June 3, 2025, Item #16
111Implementation Plan
We have created a scorecard that can be used
by City of Poway staff and leadership to track
progress and measure the success of the PCPA
against annual targets. The Year One version of
that scorecard has been filled out for illustrative
purposes.
The first column outlines goals in the four
functional areas, namely programming,
marketing, fundraising, and education. And the
next column describes initiatives required to
move forward in that area. Then there is a color-
coded status column showing progress for those
initiatives.
The next four columns suggest measures and
targets that can be created and filled in for each
year. We have invented a series of targets and
then filled in possible results, with color-coded
cells suggesting performance against those
targets.
Measuring Progress
116 of 121
June 3, 2025, Item #16
initiate negotiations 6 season
Advance Oty goals for activation Increase net income and providing access to professiona l from presenting touring artists Complete negotiations in time for Increase first-time
I 15% 2025-26 season ticket buyers
Develop capital replacement project I
I
New funding from
budgets and priorities successful grant
applications
Negotiate fundraising purpose and I I
Number of individual
and foundation I 8 role for Poway OnStage. solicitations Incremental a nnua I
IS fundrais ing
Write RFP for outside
marketing/brand ing consultant Social media Followers I 5% Review proposals and select Increase in media
I consultant 5% coverage
Review options for marketing Increase average
services capacity sold for I 7(1¼ I 60%
presented events
Engage outside marketing service Increase capacity sold I 65% I 65% providers for rental clients Deliver marketing services to rental
clients
Work with PUSD to increase
f
ucationa l program
I program partnerships event dates 20
Work with Poway OnStage to
develop and execute new I I Students served I 10,000
educational partnerships
Pursue educationa l grants and Educational program
1$ 75,000
donations to fund program growth grants
"~ I
112
The final implementation tool is a critical path plan that suggests the order and timing of strategies and initiatives through the next five years.
The first track relates to staffing, most importantly the process and steps to hire the next Theater Manager, and then needed additional personnel to support administrative, front of house, and box office operations.
The second track addresses the development and execution of presenting strategy, through a new contract with Poway OnStage.
The third track, suggests how new marketing resources are secured and then deployed both for presenting and then to support rental programs.
The fourth track shows the steps and timing to create new contributed income through the repurposing of Poway OnStage as the PCPA Foundation to support the ongoing sustainability of the PCPA.
Finally, the fifth track suggests how and when educational partnerships are strengthened.
Implementation Plan
PCPA can get from ‘here to there’ by advancing along a series of parallel tracks. 117 of 121
June 3, 2025, Item #16
113
Implementation Plan
PCPA CRITICAL PATH PLAN
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Track One: Staffing
New Theater Manager job description Ɣ
Initiate search for Theater Manager Ɣ
Short-list and interviews Ɣ
Complete Theater Manager hire Ɣ
Adjust box office, front of house & admin staff Ɣ
Track Two: Presenting
Complete negotiations with Poway OnStage Ɣ
Confirm annual goals and budget parameters ƔƔ Ɣ Ɣ
Book season ƔƔ Ɣ
Evaluate progress and set new goals ƔƔ Ɣ
Track Three: Marketing
Marketing/branding consultant RFP Ɣ
Select marketing/branding consultant Ɣ
Plan for marketing services Ɣ
Engage marketing service providers Ɣ
Evaluate progress and set new goals ƔƔ
Track Four: Fundraising
Review fundraising options with Poway OnStage Ɣ
Memorialize fundraising goals in new contract Ɣ
Evaluate progress and set new goals ƔƔ Ɣ
Track Five: Education
Complete negotiations with Poway OnStage Ɣ
Expand PUSD program partnership Ɣ
Evaluate progress and set new goals Ɣ
2025 20282026 2027
118 of 121
June 3, 2025, Item #16
June 3, 2025, Item #16
PCPC Pro-forma Operating Budget PCPA Proforma April 2025 - FINAL .... ....
\D
!
Activity Summary 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 0 ..... Actual Actual Actual Projected Projected Projected Projected Projected Projected ....
N Presented Performances 14 13 14 14 13 13 13 13 14 ....
Presented Use Days 30 25 32 28 28 28 28 28 28
Presented Event Attendance 7,941 7,960 8,613 9,100 8,413 8,413 8,413 8,413 9,061 PUSD Performances 26 48 52 50 50 50 50 50 50
PUSD Use Days 52 74 88 83 88 88 88 88 88
PUSD Event Attendance 7,404 12,019 13,021 12,520 12,520 12,520 12,520 12,520 12,520 Arts & Ed Rental Performances 6 17 19 19 19 19 19 19 22 Arts & Ed Rental Use Days 10 17 23 23 21 21 21 21 24
Arts & Ed Rental Event Attendance 3,361 7,132 7,971 7,971 7,971 7,971 7,971 7,971 9,230 Non-profit Rental Performances 35 50 53 53 53 53 53 53 57 Non-profit Rental Use Days 61 77 72 72 72 72 72 72 80
Non-profit Rental Event Attendance 10,766 19,080 20,225 20,327 20,750 21,174 21,597 22,020 24,138 For-profit Rental Performances 13 30 35 35 35 38 40 41 45 For-profit Rental Use Days 21 35 42 42 42 46 48 49 50
For-profit Rental Event Attendance 7,305 11 ,571 13,500 13,423 13,703 15,181 16,300 17,035 19,056 Total Performances 94 158 173 171 170 173 175 176 188
Total Use Days 174 228 257 248 250 254 256 258 270
)> !Total Attendance 36,777 57,762 63,329 63,341 63,357 65,259_ 66,801 67,959 74,004 =I
)>
Financial Summary 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 n :c Actual Actual Actual Forecast Forecast Forecast Forecast Forecast Forecast s:: Earned Income m
z Rental Income 164,063 256,973 261,451 245,649 286,056 303,234 318,234 330,821 368,180 -t Concessions 59,673 92,897 107,159 93,879 93,904 99,624 105,037 110,065 123,450 m PUSD Contribution 105,847 266,809 352,587 366,320 423,507 441,474 460,308 480,051 500,751 Ticket Sales 20,017 20,732 14,406 7,930 8,168 8,413 8,665 8,925 9,193 Staff Services 142,392 160,574 197,226 189,472 195,156 201,011 207,041 213,252 219,650 Ticketing Fees 90,207 129,980 175,260 164,777 166,425 168,089 169,770 171,468 173,182 Total Income 582,199 927,965 1,108,089 1,068,027 1,173,215 1,221,845 1,269,055 1,314,582 1,394,406 Operating Expenses
Personnel 722,245 782,219 643,580 687,780 791,616 831,197 872,757 916,394 962,214 Other PUSD Qualifying Expenses 289,408 341,155 374,318 407,124 418,404 430,158 442,408 455,180 468,502 Contracted Services 50,000 20,000
Non-Qualifying Expenses 277,147 294,378 317,711 330,296 344,272 356,604 369,409 382,708 396,520 1,288,800 1,417,752 1,335,609 1,425,200 1,604,293 1,637,958 1,684,574 1,754,283 1,827,236 Result of Operations (706,601) (489,787) (227,520) (357,173) (431,077) (416,114) (415,519) (439,701) (432,831) Earned Inc./ Op. Exp. 45% 65% 83% 75% 73% 75% 75% 75%
Webb Management Services, Inc.
June 3, 2025, Item #16
The PCPA Foundalion
May 19, 2025
City of Poway
Attn: Chris Hazeltine, Poway City Manager
13325 Civic Center Drive
Poway, CA 92064
Re: Letter of Intent to Collaborate on the City's Professional Performance Series, Arts in Education Programs and Capital Improvement Fundraising
Dear Mr. Hazeltine,
On behalf of the Board of Directors of Poway OnStage, I write this letter to express our intent to negotiate in good faith with the City of Poway to continue presenting the City's Professional Performance Series and Arts in Education programs, and to explore assuming an active role in fund raising for capital improvement needs of the Poway Center for the Performing Arts. We view this partnership as vital to our mission and a natural alignment with our legal name and founding purpose to serve as the Poway Center for the Performing Arts Foundation.
We affirm our renewed commitment to strengthening this public-private partnership in order to:
• Promote the long-term sustainability of the Poway Center for the Performing Arts as a regional cultural hub;
• Ensure the continued delivery of exceptional, accessible, and educational performing arts experiences for our diverse community;
• Explore innovative avenues to address the capital improvement needs of the PCPA; • And expand our capacity to better support both programming and capital needs.
The Foundation is dedicated to stewarding the artistic and educational vision of the PCPA while upholding transparency, accountability, and alignment with the City's cultural goals. We are confident that, through collaboration and shared purpose, we can enhance the visibility, reach, and impact of the Poway Center for the Performing Arts.
We respectfully request the opportunity to formally discuss terms that will allow this renewed partnership to flourish. Thank you for your continued trust and support in our shared commitment to the arts.
Sincerely,
Sharlene O'Keefe, Executive Director
(858) 668-4797
[email protected]
15498 Espola Road • Poway, CA 92064 • (858) 668-4798 • [email protected] • www.PowayOnStage.org Poway OnStage is a dba for the Poway Center for the Performing Arts Foundation A 501(c)(3) not-for-profit foundation • Tax ID# 33-0366600 120 of 121 ATTACHMENT C
June 3, 2025, Item #16
McCAR_THY FAMILY
FOLi
May
20,
2025
City
of
Poway
Attn:
Chris
Hazeltine,
Poway
City
Manager
13325
Civic
Center
Drive
Poway,
CA
92064
Poway
OnStage
(PCPA
Foundation)
15498
Espola
Rd.
Poway,
CA
92064
Dear
City
of
Poway
Officials
and
PCPA
Foundation
Board,
D/\TION
On
behalf
of
the
McCarthy
Family
Foundation,
we
are
proud
to
pledge
our
support
for
the
renewed
partnership
between
the
City
of
Poway
and
Poway
OnStage.
In
alignment
with
our
shared
vision
to
strengthen
and
sustain
the
Poway
Center
for
the
Performing
Arts
as
a vibrant
regional
cultural
hub,
we
are
pleased
to
commit
a
lead
gift
to
the
PCPA
Foundation
of
$1
million
to
help
realize
th
is important
goal. The
Poway
Center
for
the
Performing
Arts
has
long
served
as
a cornerstone
for
artistic
excellence
and
educational
enrichment
in
North
County.
We
are
inspired
by
the
Foundation's
renewed
commitment
to
serve
its
mission
with
focus
and
ambition,
and
we
believe
that
a
revitalized
partnership
with
the
City
of
Poway
will
unlock
tremendous
opportunity
for
future
growth
and
impact
.
It
is
our
hope
that
this
gift
will
serve
as
a catalyst-enabling
the
PCPA
Foundation
to
begin
to
address
critical
capital
improvement
needs
of
the
facility,
expand
its
fund
raising
capacity
and
enhance
programming
and
operations
. We
believe
that
with
a strong
foundation
and
shared
civic
vision,
the
PCPA
can
thrive
for
generations
to
come
as
a
beacon
of
culture
and
community.
We
are
grateful
for
the
leadership
of
both
the
City
and
the
Foundation,
and
we
look
forward
to
the
enduring
benefits
this
partnership
will
bring
to
Poway
and
the
broader
region.
Sincerely, Rachel
McCarthy Henneforth
President Representing
the
legacy
of
McCarthy
Family
Foundation
Now
operating
through
The
San
Diego
Foundation
[email protected]
I 858.204.5606
121
of
121
ATTACHMENT
D