Agenda Item No. 16
CITY OF YUCAIPA
AGENDA REPORT
TO: Honorable Mayor and City Council
FROM: ��mond A. Casey, City Manager
4 Andrew Hamilton, Director of Finance
FOR: City Council Meeting of January 24, 2022
SUBJECT: Fiscal Year 2021-22 Mid -Year General Fund Budget Report RECOMMENDATION:
That City Council review the Fiscal Year (FY) 2021-22 Mid -Year General Fund Budget Report and:
1. Amend the FY 2021-22 General Fund Adopted Budget by:
a. Increasing the estimated revenue for the Sales and Use Tax account in the amount of $727,131; and
b. Increasing the estimated revenue for the Property Tax account in the amount of $400,000; and
c. Increasing the estimated revenue for the various Other Revenue accounts in the amount of $127,095; and
d. Approving the FY 2021-22 Phase II Reorganization and allocating an additional $120,015 to the appropriate department line items; and
2. Amend the FY 2020-21 Capital Improvement Program by:
a. Transferring $400,000 in FY 2020-21 Net Revenues from the General Fund to the Freeway Corridor Specific Plan in the City's Capital Projects Fund (Fund 35) for professional services (this action will not affect the FY 2021-22 General Fund Operating Budget); and
b. Transferring $400,000 in FY 2020-21 Net Revenues from the General Fund to the Yucaipa Valley Wine Country Specific Plan in the City's Capital Projects Fund (Fund 35) for professional services (this action will not affect the FY 2021-22 General Fund Operating Budget); and
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City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
c. Transferring $100,000 from the Fire Fund to the Capital Improvement Program in the City's Capital Projects Fund (Fund 35) for the purchase of one Battalion Chief vehicle (this action will not affect the FY 2021-22 General Fund Operating Budget); and
3. Adopt Resolution No. 2022-05 amending Resolution No. 2021-55, amending the Management, Supervisory and Confidential Salary, Benefit and Classification Plan effective with the pay period beginning on January 29, 2022 as follows:
a. Reallocating the position of Special Projects & Maintenance Engineer to Assistant/Associate Engineer, from Salary Range 44 ($104,679-$130,730) to Salary Range 41 ($97,205-$121,396); and
b. Reallocating the position of Public Works Inspector/Technician to Construction Engineer, from Salary Range 28 ($70,514-$88,063) to Salary Range 38 ($90,264- $112,728); and
C. Creating one additional Community Services Supervisor position, Salary Range 28 ($70,514-$88,063); and
4. Adopt Resolution No. 2022-06 amending Resolution No. 2021-56, amending the General Unit Salary, Benefit and Classification Plan effective with the pay period beginning on January 29, 2022, as follows:
a. Creating one additional Public Works/Park Ranger Position, Salary Range 25 ($63,304-$79,058); and
b. Creating one additional Community Services Coordinator position, Salary Range 20 ($55,952-$69,876); and
5. Formally approve and authorize the City Manager to execute a contract and related purchase order in the amount of $38,500 with Allison Mechanical Inc., under the terms of their contract for HVAC Operations and Maintenance Services at Various City -Owned Public Facilities for FY2020/2021 and FY2021/2022, for HVAC service and repairs as deemed necessary and authorized by the City.
6. Amend the FY 2020/2021 budget by approving a $5,200,000 capital funding transfer resulting from prior year's General Fund Net Revenues from the General Fund to the City's Capital Projects Fund (Fund 35) to fund future capital projects.
BACKGROUND:
The purpose of the Mid -Year FY 2021-22 Budget Report is to provide a financial status update to the original Council adopted budget projections, and revised budget figures, relative to revenues and expenses. A review of this nature will typically result in determining whether expenditure adjustments may be necessary to offset any projected reductions in revenues based upon additional funding and information received from other agencies. This review is also performed in order to -247-
City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report Page 3 of 10
ensure that actual expenditures do not exceed legal appropriations, as approved by the City Council.
Legal appropriations reflect the amount of resources that Council has authorized in the budget for allocation upon its original adoption.
Over the past several years, new and/or revised services have been approved by the City Council during the Budget process, through the use of Service Level Options (SLOB), for programs or projects that may have been unforeseen at the time of the budget adoption or may have been deferred for future consideration or simply carried over due to delays in obtaining the equipment/material involved.
DISCUSSION:
Mid -Year FY 2021-22 Budget Update
In June 2021, the City Council adopted the FY 2021-22 Annual Budget for all the funds of the City, including the General, Special Revenue, Capital Project, Internal Service and Agency Funds. The Annual Adopted Budget is a dynamic document reflecting the spending plan for the City for the ensuing FY.
In addition to providing the spending plan for the ensuing FY, the Annual Adopted Budget includes a review of the previous year's revenues and expenditures, as estimated at the time the City Council considers the initial Draft of the budget. This information is presented as estimated actuals, whereby staff presents a conservative estimate for Council to understand the amount of revenues and expenditures, in relation to the Annual Adopted Budget in the previous year. An understanding of estimated actuals from the previous year assists staff in forming the basis for developing the financial requirements for the upcoming FY.
The FY 2020-21 estimated actuals, as presented in the FY 2021-22 Adopted Budget and with revisions shown in the financial tables further below, reflect a conservative estimate of revenues over expenses in the amount of $53,000. However, consistent with prior years, final actual amounts will continue to be updated during the year-end accounting close process and will be presented with the financial statements in the Audit Report for FY 2020-21 in the next few months.
FY 2021-22 Mid -Year Budget Summary
The following table compares the adopted budget to the estimated actual amounts for FY 2021-22:
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City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
Revenues
Proper:? Taxes
Sales and Use Tax
Franchise Fees
Other Revenues
Transfers -In
Total Revenues and -Transfers -in
QlL
FY 2022 Original FY2022
Adopted Budget EstimatedActuak
Mid -Year to
Mid -Year Budget
FY 2022
Esti hated Actuak Difference
S 11,492,545
$
11,494545
S
11,892,545
S 400,000
$ 4,300,000
$
4,402,535
5 5,027,131
S 727,131
S 1,350,000
S
1,350,000
S
1,350,000
S -
S 10,476,666
$
10,582,055
S
10.603,761
5 127,095
$ 1,731,417
$
1,731,417
S
1,731,417
S -
$ 29.350,628
$
29558,564
S
30,604.854
S 1.254.226
Expenses
Admin Svcs Dept
S
1,608,782
$
1;fi08,657
S
1,608,657
$
125
Citj Council
5 72,585
S
57,5B5
$
67,585
S
5,C00
Cite Manager Dept
S
1,377,355
S
1,,423,928
S
1,431,463
S
154,108)
Communit,j Svcs Dept
$
3,297,975
$
3,441,575
S
3,463,270
S
(165,295)
Development Svcs Dept
$
6,008,395
5 fi,(81395
$
6,049,732
S
(41,337)
General Svcs Dept
$
1,947,738
S
2,092,314
S
2,092,315
$
1144,577)
Non -Dept
S
885,328
5 729,057
S
842,222
S
43,105
Police Svcs
$
11,864,328
S
11,864,328
S
11,854,328
$
-
Fire Svcs
$
4,729,326
$
4,729.326
S
4,784,118
$
154,792)
Transfers flat
S
3,935,215
S
4,344,215
$
4,359.375
$
(534,160)
Expenses Authonzed in Prior Year Budget
S
217,829
$
(1)
Total Expenses and Transfers -Out
S
3S,627,027
S
36.526,209
S
35,573.065
S
946.038
Surplus /(Defict)
$
(6,276,399)
S
(6,9571645)
$
(5,96E,211)
S 304,188
Roci7erLk�Yir7km0?ascxecec
1Ccr•
1,717,397
$
1,717,397
S
1,717,397
$ -
lC a ca�RaEty c» Lcve�dFwxrBm ma
S
670,514
$
670,514
$
670,514
S -
A;IPAErtdnate-iifYZWEICAS
$
2,178,221
$
2,178,221
S
2,178,221
S -
RfA�ilFrtemare-sTiL�FBLY:TC7ppEPRldt�it;p�:LEY1�1C
5 703,163
S
703.163
$
703.163
S -
n`gltc<trdRZwtvx52ar7o4ccq'a�Vrc»alOs cirri to
(1,007,104)
S
(1.698,350)
S
(698,916)
S 308,188
(-) Allocated to individual departments for Mid -Year Report Compared to the Ql FY 2021-22 budget variance of ($691,246), the Mid -Year Budget variance is $308,188 resulting in a favorable variance of $999,434 which is the net effect of the following material items as explained below:
1. $400,000 of additional Property Tax forecast revenue in FY 2021-22 based on actual revenue receipts from FY 2020-21 plus an approximate 3% increase in assessed values reported by San Bernardino County from the prior fiscal year; and
2. $624,595 of additional forecast revenue from increased Sales and Use Tax revenues as estimated from the City's sales and use tax consultant, HdL; less
3. Net of $25,160 of miscellaneous budget revisions approved by the City Council since the Q1 budget update.
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City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
Budgetustments
The attached schedule of proposed budget adjustments is recommended for City Council review.
Specific Plan Updates
The mid -year budget staff report includes a proposed cost for the preparation of the necessary environmental review documents pursuant to the California Environmental Quality Act (CEQA) that will be necessary for the adoption of the Freeway Corridor Specific Plan Update and the Yucaipa Valley Wine Country Specific Plan. Inclusive of staff administrative costs, the proposed increased budget estimates a cost of $400,000 each, to complete the necessary review of each Environmental Impact Report (EIR). The respective EIR's scope will be designed to help streamline the approval and review process of subsequent projects completed under each plan. It should be noted that the plan preparation for these advanced planning initiatives has been funded through competitive grants that have been awarded to the City, reducing the Capital Fund/property owner costs for these efforts. Staff is recommending that all of the costs associated with the proposed environmental review efforts and the previous net costs incurred by the city be reimbursed by the property owners that develop within the respective plan areas as they submit specific projects for approval. This cost recovery approach will be included in each of the Specific Plan documents and will be less than if the property owners were to complete the environmental review on their own.
Below is a breakdown of additional projected costs by fiscal year:
Project
FY 21/22
FY 22/23
Totals
Freeway Corridor Specific Plan Update - CEQA
$200,000
$200,000
$400,000
Yucaipa Wine Country Specific Plans - CEQA
$200,000
$200,000
$400,000
Totals
$400,000
$400,000
$800,000
City -Wide Department Reorzanization
DEVELOPMENT SERVICES DEPARTMENT REORGANIZATION
Public Works Division
Creating one additional Public Works/Park Ranger Position:
With the additional Parks and Public Facilities recently completed, the public parks planned for the near future (Dunlap Neighborhood Park and Oak Glen Road Neighborhood Park) and the Five Winds/El Dorado Ranch Park currently under construction and opening later this fiscal year, staff is recommending a reorganization in the Development Services Department by creating an additional Public Works/Park Ranger position. The addition of a Park Ranger position creates a total of four (4) Public Works/Park Ranger positions.
As part of the development of the Five Winds/El Dorado Ranch Project and the Council approved concept plan that served as the basis of the final design of the project, a Park Ranger position was -250-
City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
identified to assist with the implementation of the programming at the facility as well as provide the required day to day general facility maintenance and enforcement of park rules at the new facility. The proposed additional Park Ranger position will be responsible for these duties at Five Winds/El Dorado Ranch Park, as well as assisting the other Public Works/Park Rangers in addressing the illegal activities occurring in other public parks and public facilities, specifically in the evenings and weekends during non -business hours (off -hours). The development of the Five Winds/El Dorado Ranch Park facility includes a permanent recreational vehicle camping spot to "semi -permanently" house a Park Ranger at the facility. This will facilitate the Park Ranger's ability to provide a more direct service to the facility and enhance the programming and enforcement. In addition, the proposed Park Ranger position can provide additional support to current staff s maintenance efforts of existing facilities and enhance these maintenance efforts moving forward in preparation for the opening of the public parks planned to be constructed and opened in the near future. The position provides additional resources to provide a safer environment for visitors at Five Winds/El Dorado Ranch Park and at all other City public parks and public facilities by continuing to improve the level of service to the public through improved customer service. This includes monitoring, service and maintenance of restrooms at public facilities during the day and during off -hours; park shelter permit oversight; deterring vandalism/graffiti in public places; enforcement of non -motorized vehicle use on public multi -use trails; providing additional support for City events/festivals and other City sponsored/approved special events; coordinating with youth sports group representatives (soccer, little league, football, etc.) as it relates to their use of City facilities; and providing additional overall enforcement of all City ordinances, rules and policies for parks and public places.
Engineering Division
Reallocating the position of Special Projects & Maintenance Engineer to Assistant/Associate Engineer
With the recent retirement of the Special Projects & Maintenance Engineer, staff is recommending that this position be reallocated to the Assistant/Associate Engineer position. Over the last year, the specific duties and responsibilities of the Special Projects & Maintenance Engineer have been temporarily delegated to other staff in the engineering division in preparation of his retirement. Several duties and responsibilities that require specific experience, knowledge and educational background have been assigned to the Assistant City Engineer and the two (2) staff members currently in the Assistant/Associate Engineer positions. These duties and responsibilities include the development, implementation, monitoring and reporting of the required extensive environmental impact mitigation programs associated with the construction of many critical capital infrastructure projects. These responsibilities also include the coordinating of these project mitigation efforts with other local and state agencies such as the San Bernardino County Flood Control District, the Santa Ana Regional Water Quality Control Board, the California Department of Fish & Wildlife, the Army Corp of Engineers and various other environmental resource agencies. Staff believes that these duties and responsibilities can be delegated to staff at the Assistant/Associate Engineer position level. This proposed reallocation results in a total of three (3) Assistant/Associate Engineer positions and if approved, allows the City to fill the third position, relieve staff of the temporary duties assigned to them after the retirement of the Special Projects & Maintenance Engineer and continue the work required for the mitigation efforts and associated inter -agency coordination. -251-
City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
Reallocating the position of Public Works Inspector/Technician to Construction Engineer Staff also recommends changing the salary range, title, and corresponding scope of responsibilities of the current Public Works Inspector/Technician position to "Construction Engineer". The Construction Engineer position previously existed in the Engineering Division. The employee in the Public Works Inspector/Technician position is currently performing the majority of the duties and responsibilities identified for the Construction Engineer position. The proposed reallocation will more accurately reflect the skills, experience and knowledge of the employee and will make the position more comparable and competitive in the industry. This also allows the organizational structure to more accurately reflect the skills and current duties/responsibilities of the employee.
COMMUNITY SERVICES DEPARTMENT REORGANIZATION
Staff has discussed and reviewed the potential reorganization of the Community Services Department necessary to provide enhanced programming and services to Yucaipa residents.
In part, this reorganization is intended to accommodate the addition of the Yucaipa Five Winds Ranch Campground and Wedding Venue, to the number of City facilities, which are managed by the Community Services Department.
The Five Winds Ranch programming goal is to offer overnight camping, archery, hiking and to be a wedding venue.
The Five Winds Ranch operations require some of the same management duties as other City facilities. However, there are specific activities unique to a campground and wedding venue that the staff will be responsible for. After holding extensive discussions with staff members of nearby municipal -operated campgrounds and wedding venues, staff believes City staff can provide the necessary elements to operate the Five Winds Ranch. Based on future staffing needs for the Community Services Department overall, and the evolution for Five Winds Ranch operations, the departmental staffing needs will be reviewed again during the development of the FY 2021/2022 budget and over time. However, given the urgency of establishing programming at the Five Winds Ranch, and the upcoming Kick the Dust Up Event, it is clear that the additional staffing is required very soon. The proposed Five Winds Ranch staffing positions and contract services are summarized below:
Creating one additional Community Services Supervisor position The Community Services Supervisor will be responsible for the overall management of the venue which will include camping, camp site activities and wedding rentals. This position will manage the Five Winds Ranch Venue, which includes but is not limited to creating a yearly calendar, managing the budget, managing the wedding contracts, working with community groups to offer equestrian activities.
Creating one additional Community Services Coordinator position -252-
City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
The new Community Services Coordinator will be the primary contact for camping, equestrian camping, weddings, rentals, onsite activities, and the day-to-day operations of the Five Winds Ranch including part-time staff as well as assisting somewhat with other facilities.
It is intended that an additional Coordinator position be considered by the City Council with the draft FY 2022-23 Budget with the continued evolution of the Five Winds El Dorado Park and other parks in the community.
Amend the FY 202012021 budget by approvinje capital fundinz transfers from the General Fund to various capital funds
To continue past practices of paying for capital projects from prior year's net revenues, staff is proposing to transfer prior year's net revenues achieved within the General Fund (GF) into the City's Capital funds for future capital projects. This best practice is followed by numerous cities in surrounding communities. Specific projects do not need to be identified at the current time and existing City Council approval practices related to procurement remain in place.
Proposed Capital funding transfers from the General Fund:
Description
FY 20/21
Preliminary Estimated FY 20-21 General Fund Net Revenue $3,250,000
Less: Proposed Freeway Corridor Specific Plan above
($400,000)
Less: Yucaipa Valley Wine Country Specific Plan above
$400,000)
Approx. 50% of FY 19-20 General Fund Net Revenue
$2,750,000
Totals
$5,200,000
Staff will return to City Council in order to prioritize the use of funds through the "Goals and Objectives" process.
FISCAL IMPACT:
Mid -Year FY2021-22 Budget Update
The fiscal impact is discussed above.
Specific Plan Updates
The fiscal impact is discussed above.
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City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
City -Wide Department Reorganization
The detailed Annualized Costs and FY 21-22 Estimated Costs associated with these actions are listed below. Also, the FY 21-22 Estimated Costs of $152,745 ($32,730 remains of funding from reorganization costs in account #01-1900-0000-00-5110 (Organization enhancement); the remaining $120,015 comes from fund balance):
Description
Annualized Costs,
Estimated
including
Costs for
taxes/costs
FY21-22 (5/12
of Annualized
Costs)
Reallocating the position of Special Projects &
($11,803)
($4,918)
Maintenance Engineer to Assistant/Associate Engineer
Reallocating the position of Public Works
$31,189
$12,995
Inspector/Technician to Construction Engineer
Creating one additional Community Services
$127,196
$52,998
Supervisor position
Creating one additional Public Works/Park Ranger
$115,809
$48,254
position
Creating one additional Community Services
$104,198
$43,416
Coordinator position
Total Cost
$366,589
$152,745
HVAC Operations and Maintenance Services
The fiscal impact is discussed above.
Capital finding transfers from the General Fund
The fiscal impact is discussed above.
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City Council Agenda
Meeting of January 24, 2022
FY 2021-22 Mid -Year Budget Report
Summary
Proposed General Fund expenditures:
Description
FY 20/21
FY 21/22
FY 22/23
HVAC Operations and Maintenance Services
$0
$38,500
$0
City -Wide Department Reorganization
$0
$152,745
$366,589
Capital funding transfers from the General Fund
$5,200,000
$0
$0
Totals
$5,200,000
$191,245
$366,589
Proposed Capital Fund expenditures to be reimbursed by developers:
Description
FY 20/21
FY 21/22
FY 22/23
Freeway Corridor Specific Plan Update - CE A
$0
$200,000
$200,000
Yucaipa Wine Country Specific Plans - CE A
$0
$200,000
$200,000
Totals
$0
$400,000
$400,000
Attachments:
1. Resolution No. 2022-05
2. Resolution No. 2022-06
-255-
RESOLUTION NO.2022-05
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
YUCAIPA, CALIFORNIA, AMENDING RESOLUTION NO. 2021-55,
AND ADOPTING THE REVISED MANAGEMENT, SUPERVISORY,
AND CONFIDENTIAL EMPLOYEE SALARY, BENEFIT AND
CLASSIFICATION PLAN
WHEREAS, it is necessary for the efficient operation of the affairs of the City that the City Council adopt a pay and classification plan; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
Adopt Resolution No. 2022-05, amending Resolution No. 2021-55, and adopting the Management, Supervisory and Confidential Employee Benefit and Classification Plan effective with the pay period beginning January 29, 2022, by:
a. Reallocating the position of Special Projects & Maintenance Engineer to Assistant/Associate Engineer, from Salary Range 44 ($104,679-$130,730) to Salary Range 41 ($97,205-$121,396); and
b. Reallocating the position of Public Works Inspector/Technician to Construction Engineer, from Salary Range 28 ($70,514-$88,063) to Salary Range 38 ($90,264- $112,728); and
C. Creating one additional Community Services Supervisor position, Salary Range 28 ($70,514-$88,063).
PASSED, APPROVED, and ADOPTED this 241h day of January 2022.
ATTEST:
JENNIFER CRAWFORD, CITY CLERK
DAVID AVILA, MAYOR
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EXHIBIT " A"
CITY OF YUCAIPA
MANAGEMENT, SUPERVISORY AND CONFIDENTIAL
SALARYSCHEDULE
No
Position
Range
Salary Range
1 Accountant Confidential
26 67,117-83,820
1 *Accounting Manager
43 102,126-127,541
1 *Senior Accountant
34 81,775-102,126
23 *Assistant Engineer
33 79,780-99,635
*Associate Engineer
41 97,205-121,396
1 *Assistant City Manager/City Clerk'
63 1675345-208,991
1 *City Manager
280,839
34 Community Services Supervisor
28 70,514-88,063
1 Deputy City Clerk/Information Systems Technician
28 70,514-885063
1 Deputy Rent Administrator/Records Technician
Confidential
25 65,479-81,775
1 *Director of Community Servicesl
57 144,301-180,213
1 *Director of Development Services/City Engineer
62 163,264-203,894
1 *Director of Finance
57 144,301-180,213
1 Senior Executive Assistant/Human Resources Analyst
34 81,775-102,126
1 Housing & Economic Development Analyst
28 70,514-88,063
1 Information Systems Production Supervisor
28 70,514-88,063
1 *Infonnation Systems Manager
43 102,126-127,541
1 Network Administrator Confidential
26 67,117-83,820
1 *Planning Manager/CityManager/City Planner
43 102,126-127,541
1 Public Infonnation Officer/Grants Coordinator
29 72,277-90,264
1 Public Works Analyst
28 70,514-88,063
1 *Public Works Manager
41 97,205-121,396
1 D l l' idT.4 lnn, eeter Te.l ,,.ieia,
L I. L{.L/L
Construction Engineer
28 38
70,514f
90,264-112, 728
1 *Assistant City Engineer
52 127,541-159,282
44 Inn 67n 1 zn 7z0
Department Head
At will employee
Attachment to Resolution No. 2022-05
January 24, 2022
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RESOLUTION NO. 2022-06
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUCAIPA, CALIFORNIA, AMENDING RESOLUTION NOS. 2021-56, AND
ADOPTING THE GENERAL UNIT SALARY, BENEFIT AND
CLASSIFICATION PLAN
WHEREAS, it is necessary for the efficient operation of the affairs of the City that the City Council adopt a pay and classification plan; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
Adopt Resolution No. 2022-06, amending Resolution No. 2021-56, and adopting the General Unit Salary, Benefit and Classification Plan effective with the pay period beginning January 29, 2022, by:
a. Creating one additional Public Works/Park Ranger Position, Salary Range 25 ($63,304-$79,058); and
b. Creating one additional Community Services Coordinator position, Salary Range 20 ($55,952-$69,876).
PASSED, APPROVED, and ADOPTED this 24°i day of January 2022.
ATTEST:
JENNIFER CRAWFORD, CITY CLERK
DAVID AVILA, MAYOR
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EXHIBIT "A"
RESOLUTION NO.2022-06
CITY OF YUCAIPA
GENERAL EMPLOYEES UNIT
SALARYSCHEDULE
(Effective beginning pay period January 29, 2022)
No
Position
Range
Salary Range
1 Accountant
27 $66,509-$83,061
1 Accounting Assistant
17 51,957-64,887
3 Administrative Assistant
21 57,351-71,623
1 Senior Administrative Assistant Public Works
23 60,254-75,249
1 Administrative Technician
26 645887-81,035
2 Assistant Planner
31 73,414-91,684
Associate Planner
35 81,035-101,202
2 Code Enforcement Officer
27 66,509-83,061
1 Emergency Services Coordinator/Community Liaison
20 55,952-69,876
-6
Community Services Coordinator
20 55,952-69,876
1 Geographic Information Systems Technician
21 57,351-71,623
1 7
Maintenance Worker I
Maintenance Worker II
10 14
43,709-54,587
48,247-60,254
2 Office Assistant
10 43,709-54,587
0 Senior Accounting Technician
23 60,254-75,249
1 Senior Code Enforcement Officer
31 73,414-91,684
1 Senior Development Services Technician
25 63,304-79,058
1 Senior Maintenance Worker
18 53,256-66,509
:23
1 Park Ranger
Public Works Ranger
25 25
63,304-79,058
63,304-79,058
Attachment to Resolution No. 2022-06
January 24, 2022
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