Proposed FY 2026-27 Mid-Cycle Budget
City Council Budget Workshop
May 5th, 2025
1 City Council Strategic Priorities
Enhance Community Safety & Services
Build Resilience to Climate Change & Water Level Rise
House All Alamedans and End Homelessness
Invest in Transportation, Infrastructure, Economic Opportunities & Historic Resources Practice Fiscally Responsible, Equitable & Inclusive Governance 2 Budget Overview
3 FY26-27 Mid-Cycle Budget Instructions to Staff
The Budget Policy (passed November 2025) indicates that changes to the Mid-Cycle are not significant in nature, with recommended changes to be limited to technical adjustments, time sensitive opportunities or issues, or new grant activities. For significant changes, pre-existing services and programs are to be prioritized.
Given the City’s Budget Policy and the current tight fiscal environment staff was instructed the following:
Minimal/necessary workforce requests
Operations & Maintenance (O&M) requests are for minor changes or unforeseen issues 4 FY26-27 Mid-Cycle Budget Overview
Overall, City remains in a stable but tight financial position due to reliable property tax revenues, healthy reserves, and a modest residual fund balance Staff worked to implement the Budget Policy for the Mid-Cycle process of minimal significant changes.
The FY26-27 Mid-Cycle Budget includes utilizing vacancy savings to reinstate 4 new Police Officers, 6 new FTE requests, and only necessary O&M requests to preserve as much of the residual fund balance as economic uncertainty is still high. Staff requests resulted in a $2.1 million increase in ongoing costs to the General Fund.
As a result of these collective and collaborative efforts, the anticipated ending residual fund balance is projected to be $9.69 million However, Aquatic Center construction bid increased costs by $4 million and is coming to Council for consideration in June 2026 5 Budget Context: Still Uncertain Fiscal Realities
6 Property Tax Steadily Increases; Sales Tax Decreased
7 Property Transfer Tax Is Highly Volatile and Decreased Over Last Several Years 8 9
Average Yearly Revenue Growth: 4.53%
Average Yearly Expenditure Growth: 7.33%
General Fund Expenditures Outpacing Revenues
Upcoming FY27-29 Biennial Budget Anticipated Costs
Unfunded pension liabilities increased payment: $2,000,000 per year Dignity Village operations (grant funds expire): $2,000,000 per year Library Fund continued General Fund support (previous use of fund reserves): $1,250,000 per year IT Internal Service Fund rate holiday ending: $750,000 per year Totals to $6 million in ongoing annual costs starting in Fiscal Year 2026-27 10 Department Budget Presentations
11 Base Reuse and Economic Development
12 Base Reuse & Economic Development – Overview & Highlights 13 Alameda Point and Other Citywide Leases
4 new commercial leases | 4 commercial lease renewals | 6 new residential leases Repaired and replaced 6 residential roofs
City Council approved Radium Presents Performing Arts Center transaction Approval from US Fish & Wildlife to allow shade structures behind Monarch St Buildings Completed critical wharf repairs to Bay Trail at Grand Marina Citywide Economic Development
Concluded Two-Year Guaranteed Basic Income Pilot Program Supported 150 Alameda Small Businesses with one-on-one advising through Small Business Development Center Administered over $250,000 in Façade Improvement Grants, Special Event Grants, and Cultural Arts Grants to nonprofits and small businesses Repositioned Façade Grant program to address Park, Webster St Vacancies
Base Reuse & Economic Development – Challenges & Opportunities in FY26-27 14 Addressing ongoing deferred maintenance issues in Alameda Point Housing, Buildings, Piers & Waterfront (Three existing CIP allocations in Biennial Budget – no change) Numerous major leases nearing expiration, including three ~50 year marina leases New Alameda Point Branding & Marketing
Lease & sell properties consistent with Reuse Area Disposition Strategy (Lease major vacant hangars (11, 24, 41), Explore sale of 41, 11/12/400, 2) Advance Main Street Neighborhood North Housing Development Future of Veteran’s Administration property
New Economic Development Strategic Plan in 2027
Ongoing Implementation of DABA/WABA vacancy strategy
Base Reuse & Economic Development MidCycle Budget Requests 15 None
City Attorney
16 City Attorney’s Office
Civil (Municipal Advisory/ Litigation/ Risk Management – No Budget Request) Affirmative litigation along with many other local governments, to protect (approx. in excess of $40M) local grant funding against unconstitutional federal conditions Working with staff to modernize the City’s inclusionary housing ordinance to ensure affordable housing production Prosecution and Public Rights (No Budget Request)
Launched precedent-setting Victim Service Program providing crisis intervention, case managements, and support services to victims and witnesses of crime throughout criminal justice process, supported by $500k in Byrne SCIP grant funding In 2025, the PPRU reviewed over 1200 misdemeanor cases for charging, representing a 50% increase over 2024, itself a record-setting year with 800 cases processed, and a 445% increase over the 2020 baseline Police Auditor (No Budget Request)
The Auditor continues to work with APD towards completion of the CALEA accreditation process which includes compliance with 185 standards. The work continues to be supported by a COPS grant for $224k.
Rent Program ($40,000 budget request to support Section 8 Housing) 17 CAO: Rent Program – Overview & Highlights
18 Administer Rent Ordinance
Limit on annual rent increases for most rental units
Just Cause eviction protections for all rental units
Registration of all rental units
Operations fully funded by annual program fee adjusted annually based on inflation (average 3.6% annually since 2022) Careful management and exceptional staff work resulting in expanded services (e.g. new staff position to resolve rent-increase violations) without requiring additional fee adjustments In 2025 staff oversaw more than $500,000 in refunds to tenants who received invalid rent increases
CAO: Rent Program – Challenges & Opportunities in FY26-27 19 Lauch new clinics, giving public a forum to interact with staff and get answers about rent regulation, housing rights and legal resources Improve online resources, including:
Complete the transfer of program website to a City department webpage Provide additional instructional videos and workshop recordings Explore development of an online, public-facing search tool to verify registration and fee-payment status for rental properties Continue to improve Rent Registry interface, workflow, and tutorials Enhanced regulation of utility fees that landlords charge to tenants may require additional staffing to process petitions and documentation
Rent Program – $40,000 Request Supporting Section 8 Housing 20 Council policy decision to waive program fees for rental units in Housing Choice Voucher (Section 8) and similar programs Purpose: Encourage participation in Section 8, expand rental offerings for low-income residents, and meet Fair Housing goals 725 registered subsidized units = $80K estimated annual waiver Staff can offset $40,000 by earmarking money collected for late penalties and fines Requesting $40,000 to make up the difference
Future biennial budgets will include similar requests
Operating Budget Proposals Above Baseline
21 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Housing Choice Voucher Unit Fee Waiver
$40,000
General Fund
X
TOTAL
$40,000
City Clerk
22 City Clerk – Overview & Highlights
23 Staffing is now stable following substantial turnover Council Chambers equipment was upgraded during FY 2025-26 A US Department of State passport recertification and inspection was passed in FY 2025-26
City Clerk – Challenges & Opportunities in FY26-27
24 A General Municipal Election will be held on November 2, 2026 Additional SB707 (Brown Act) provisions take effect July 1, 2026 Improving broadcast quality would require significant lighting infrastructure
City Clerk – MidCycle Budget Requests
25 None
City Manager Office: Housing and Human Services
26 Housing and Human Services – Overview & Highlights
27 Enhanced Homeless Services
Implemented prevention program and released a housing resource pamphlet Developed the Engagement Team with City staff – In first 9 months, housed 3 people directly from the street, sheltered 16 people, offered additional resources Winter Shelter Program – added Case Management and during 5 month program, supported 113 people with housing and program support Library Social Worker – 1st quarter Interventions: 107 therapeutic and 4 safety Began billing to MediCal for reimbursement engagement team eligible services Housed over 90 people in Below Market Rate ownership and rental units since FY25 Launched the CDBG Residential Rehabilitation Program
Housing and Human Services – Challenges & Opportunities in FY26-27 28 Challenge with potential reduction of external funding for safety net services Organizational structure and staff capacity
HHS has made strong improvements in the organizational structure since its inception a few years ago.
There are still unfilled gaps and structural changes that would maximize the positive impact HHS has with residents HHS is undergoing a strategic planning process. Results from this process may include future recommendations to City Council for staffing and funding changes.
Challenge with ongoing operational funding for Dignity Village HHS is utilizing the upcoming division strategic plan to expand internal and external understanding of the work of HHS.
Further exploring inter-departmental collaboration opportunities
Housing and Human Services – MidCycle Budget Requests
29 Contractual services for Alameda Family Services (AFS) to continue full-time licensed social services staff at the Main Library, five days/week to support social services and interventions. Includes all staff and supply costs.
This program has shown, in just one quarter, to be impactful to the community. Working with AFS on this program also supports the City’s ability to access medical services, including mental health and respite programs for its clients, that the City would otherwise have challenges accessing due to medical confidentiality laws.
Operating Budget Proposals Above Baseline
30 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Library Social Work Services
$155,000
General Fund
X
TOTAL
$155,000
Fire Department
31 FIRE – Overview & Highlights
32 Staff Development & Training
12 Employee Promotions
Paramedic and Peer Support Team Training
Training Facility Re-Accreditation
Operations & Technology
Updated Command Structure
Station Alerting System
Map Integrations
Operational Improvements
New Apparatus Placed in Service & Fire Dock
Emergency Water Supply Upgrades
FIRE – Challenges & Opportunities in FY26-27
33 Facilities & Infrastructure
Complete Fallen Firefighter Memorial installation
Finalize facilities analysis and relocate Fire Administration Complete ISO 5‑year renewal
Planning & Preparedness
Develop Strategic Plan
Complete Emergency Operations Plan (EOP) update
Prevention & Community Engagement
Strengthen fire prevention capabilities
Recognize 150 years of community service
FIRE – MidCycle Budget Requests
34 Office Assistant
Strengthens administrative capacity and improves customer service.
Ensures consistent front‑desk coverage.
Allows higher‑level staff to focus on core responsibilities and expands capacity for grant applications.
Increases in Fire revenues covers the cost of this FTE
Fire Portable Radios Replacement
One‑time replacement of 50% of end‑of‑life portable radios.
Prioritizes frontline and ready‑reserve units for emergency response.
Offset by transfer from Fund 616 – Capital Equipment Fund.
Operating Budget Proposals Above Baseline
35 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Portable Radio Replacement
$100,000
General Fund
X
Portable Radio Replacement
$250,000
Capital Equip. (Fund 616)
X
TOTAL
$350,000
Workforce Change Proposals Above Baseline
36 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Office Assistant
$130,100
General Fund
X
--Fire Department revenues
($130,100)
General Fund
X
TOTAL
$0
Finance Department
37 Finance – Overview & Highlights
38 Significant staff turnover but department is now fully staffed.
Earned City of Alameda's First Triple Crown from the GFOA:
Certificates of Excellence for:
Budget Book
Annual Comprehensive Financial Report (ACFR)
Popular Annual Financial Report (PAFR)
Restructured investment portfolio to lock in higher interest rates.
Transitioned merchant bank services from Wells Fargo to US Bank.
Processed 13,190 vendor invoices and 18,008 payroll checks.
Finance – Challenges & Opportunities in FY26-27
39 Modernize the bank reconciliation process.
Create Five-Year Forecast to support the development of the FY27-29 Biennial Budget.
Publishing in Fall 2026
First full year of implementing the City’s new Collections Policy.
Implement a Digital Vendor Dashboard in City’s Tyler Munis ERP.
Finance – MidCycle Budget Requests
40 Add Administrative Management Analyst to Budget team Increases capacity for financial analysis needed per new Budget Policy Supports succession planning for this important role and City function Increases capacity of Budget Manager to do overall management work Increase Investment Management Fees by $80,000 in order to increase Interest income revenue Recommended by City Treasurer
Locks in higher interest rates which will generate more revenue Resulting in $1 million additional interest income revenue
Operating Budget Proposals Above Baseline
41 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Increase Investment Management fees
$80,000
General Fund
X
TOTAL
$80,000
Workforce Change Proposals Above Baseline
42 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Add Administrative Management Analyst
$197,770
General Fund
X
TOTAL
$197,770
Human Resources Department
43 Human Resources – Overview & Highlights
44 Human Resources provides comprehensive, citywide services including labor relations and negotiations, recruitment and retention, disability and leave management, and training and development Completed 85+ recruitments to support departmental staffing needs Successfully negotiated successor Memorandums of Understanding for nine bargaining units and amended two Compensation Plans Delivered citywide training on conflict resolution and employee wellness Facilitated resolution of complex and sensitive employee relations matters and investigations
Human Resources – Challenges & Opportunities in FY26-27 45 Evolving legislative requirements continue to expand compliance obligations and administrative processes Modernizing HR practices requires a one-time, front-loaded investment of resources and implementation effort Economic and social conditions place increased pressure on maintaining stable and productive labor relations Centralizing HR services and leveraging subject matter expertise enhances service delivery and enables a shift toward strategic initiatives Reducing potential injuries and risk exposure minimizes liability and strengthens organizational resilience Promoting a safe, healthy, and productive work environment supports employee retention, recruitment, and the City’s reputation as an employer of choice
Human Resources – MidCycle Budget Requests
46 Establish a Safety Officer – Citywide Position
Potential future offset through elimination or reduction of additional funding for vendors who provide similar safety services. Following a pilot to determine if contractual services were sufficient, staff recommends returning to an internal staff model Direct and administer citywide occupational and environmental safety programs, ensuring regulatory compliance, hazard prevention, employee training, and risk mitigation across multiple departments Centralize safety duties being performed by various departments, creating comprehensive and proactive safety program Mitigate and reduce potential risk, liability and cost for the City
Workforce Change Proposals Above Baseline
47 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Add Safety Officer
$197,770
General Fund
X
TOTAL
$197,770
Information Technology
48 IT – Overview & Highlights
49 The IT Department established a new Governance, Risk and Strategy (GRS) division dedicated to strengthening oversight, modernizing City technology, managing risk, and building staff capabilities through training.
Requesting Upgrade of a Position to IT Manager - GRS
The IT Department's top priority is protecting the City from cyber threats while keeping daily operations running smoothly for all employees.
IT – Challenges & Opportunities in FY26-27
50 Rising Cybersecurity Threats
Protecting the City from cyber threats and attacks
Cyberattacks on local governments are increasing in frequency and sophistication, making every City a potential target Technology Change and Adoption
Exploring AI to improve services and streamline daily operations Identifying and adopting modern technology to enhance efficiency Building staff confidence and productivity through Microsoft 365 Operations & Service Delivery
IT disruptions directly impact the City's ability to deliver public services Strengthening networks to ensure reliable connectivity and staff productivity
IT – MidCycle Budget Requests
51 Position Upgrade IT Analyst to IT Manager – GRS
Data Security Posture Management/Data Loss Prevention
Penetration Testing
Additional Redundancy Cable and Internet Funding
Operating Budget Proposals Above Baseline
52 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Cable and Internet Funding
$251,500
IT ISF Fund (Fund 606)
X
Data Security Posture Management
$120,000
IT ISF Fund (Fund 606)
X
Penetration Testing
$25,000
IT ISF Fund (Fund 606)
X
TOTAL
$396,500
Workforce Change Proposals Above Baseline
53 Recommended
FY26-27
Funding Source
One-Time
Ongoing
IT Analyst to IT Manager upgrade (GRS Division)
$40,512
IT ISF Fund (Fund 606)
X
TOTAL
$40,512
Library
54 Library – Overview & Highlights
55 Library Visitors, Attendees of Events, and Circulation of Materials have all experienced year over year increases.
Student Success Initiative TK-12
Launching 5-year Strategic Plan
Library – Challenges & Opportunities in FY26-27
56 Challenges
Match Community Demand of Print and Electronic Materials Sustain Funding for Staff and Patron Safety
Opportunities
Opportunity to expand Outreach to underserved groups in Alameda Improve Breadth of Programs
Increase our Library of Things (Tool) collection
Library – MidCycle Budget Requests
57 Upgrade Library Assistant to Librarian I
Offset by reducing Operation & Maintenance (O&M) costs
Librarian I position will oversee the collection development Core library function that enhances our circulation offerings to the community
Workforce Change Proposals Above Baseline
58 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Upgrade Library Assistant to Librarian I
$22,000
Library Fund (Fund 210)
X
--Offset through O&M reduction
($22,000)
Library Fund (Fund 210)
X
TOTAL
$0
Planning, Building, & Transportation
59 PBT – Overview & Highlights
60 Planning: Implementing housing element through code amendments and procedures; Park and Webster zoning adjustments Building and Code Enforcement: 4,230 Permits | 30,873 building inspections | 533 code enforcement cases | 1,532 Inspections.
Transportation Planning: 225k rides on water shuttle in 2025 | Vision Zero implementation including first neighborhood greenway conversion, 35% design for Stargell improvement Sustainability: Advancing shoreline adaptation plan and near-term sea level rise adaptation projects, expanding public EV charging at city lots and curbside, policies and programs to switch from gas-powered to electric appliances in buildings.
PBT – Challenges & Opportunities in FY26-27
61 Building and Sustainability: Staff retention → need for succession planning and role alignment Permit Center and Plan Check: Increased mandates/timelines, need for faster permit processing and system upgrades → opportunity to improve service and reduce consultant services Sustainability and Resiliency: Safety, infrastructure and climate action improvements → require proactive investment Code Enforcement Program: Stability, constant need to evolve and the need for right-size staffing → use grants, secure ongoing funding
PBT – MidCycle Budget Requests
62 Reclass Building Official to Assistant Director
Reclass Combination Inspector II to Plans Examiner
Align Sustainability Manager Salary with Other Managers Shift Sr. Management Analyst to 100% Sustainability focus with General Fund Allocation Accela Permit System Audit and Optimization
Operating Budget Proposals Above Baseline – Non General Fund 63 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Planning and Building – Accela Permit System Audit and Optimization $75,000
Planning and Building (Fund 209)
X
TOTAL
$75,000
Workforce Change Proposals Above Baseline
64 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Sustainability Manager – Align salary to match PBT division manager salary range $36,000
General Fund
X
Sr. Management Analyst (Sustainability) – Reallocate temporarily assigned 30% Transportation funding to General Fund $70,149
General Fund
X
Planning and Building – Upgrade vacant Building Inspector II to Plans Examiner $6,312
Planning and Building (Fund 209)
X
Planning and Building – Reclassify Building Official position to Assistant Director position $36,328
Planning and Building (Fund 209)
X
TOTAL
$148,789
Police Department
65 Police – Overview & Highlights
66 Two year crime reduction of all crimes by over 20%
Continued 100% compliance with AB 953 on stop data collection Continued 4.7 out of 5.0 rating for officer professionalism Continued hiring of new officers (11 this year plus four in the academy) Continued progress of CALEA accreditation
Stood up dedicated business district patrols
Police – Challenges & Opportunities in FY26-27
67 Challenges
Hiring and training pace/tempo of Police Officers
Pending service retirements of Police Officers
Aggregate crime reductions
Opportunities
Continued hiring and training pace/tempo of Police Officers Increased service delivery with more staff
Detectives and traffic assignments
Promotions
CALEA accreditation
Police – MidCycle Budget Requests
68 Four Police Officer positions
This would provide additional coverage for Patrol, Traffic, and Investigations Increase overtime for Crime Scene Technician weekend coverage
Workforce Change Proposals Above Baseline
69 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Increase OT budget for Crime Scene Technicians
$20,000
General Fund
X
Hire 4 Police Officers
$980,000
General Fund
X
Signing bonuses for 4 Police Officers
$300,000
X
TOTAL
$1,300,000
Public Works
70 Public Works – Overview & Highlights
71 Making Alameda more Accessible
Updated Zero Waste Plan
Achieved 100% trash capture from stormwater system
City Fleet Electrification and Charging Infrastructure Plan Transportation Enhancements
Responded to nearly 3,000 public service requests
Swept over 19,000 miles of curb, removing nearly 11,000 cubic yards of debris
Public Works – Challenges & Opportunities in FY26-27
72 Cost of improving Accessibility at City Buildings
Cost of Fleet EV Charging Build Out
Optimal staffing at all levels within the department
Public Works MidCycle Budget Requests
73 Design repairs to pedestrian and bicyclist Wooden Bridge City Fleet
Fleet Electric Vehicle Charging Infrastructure-near-term phase Operational and Vehicle Replacement Costs
Zero Waste Implementation
Promotion of the Multi-family Bulky Program – community based social media Illegal dumping enforcement program
Compost Procurement
Pilot education and resource programs for low-income communities Pilot cash-for-trash program serving the unsheltered community Stormwater permit for spartina grass removal now has a fee Staffing
New Division Manager
New Parking Technician
Salary adjustment to align Traffic Signal and Streetlight Technicians
Operating Budget Proposals Above Baseline
74 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Design Repairs for Bike/Ped Wooden Bridge
$110,000
General Fund
X
TOTAL
$110,000
Operating Budget Proposals Above Baseline – Non General Fund 75 Recommended
FY26-27
Funding Source
One-Time
Ongoing
City Fleet EV Charging-near term phase
$150,000
Fleet Internal Service Fund (Fund 601)
X
City Fleet Repair Costs
$240,000
Fleet ISF (Fund 601)
X
City Fleet Replacement Costs and Deferred Fire Replacement Vehicles $1,110,500
Fleet ISF (Fund 601)
X
Launch campaign to promote multi-family bulky pickup program and illegal dumping enforcement program; compost procurement $341,000
Waste Management Fund (Fund 261)
X
Pilot education and resource program for low-income communities and a cash-for-trash program serving the unsheltered community $175,000
Measure D (Fund 262)
X
Operating Budget Proposals Above Baseline – Non General Fund 76 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Spartina Grass Removal Permit Fee
$3,630
Stormwater Fund (Fund 264)
X
TOTAL
$1,997,630
Workforce Change Proposals Above Baseline
77 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Salary Adjustment Traffic Signal Technician
$12,727
Gas Tax
X
Add Parking Technician
$123,631
Parking Fund
X
--Increased Parking revenues
($123,631)
Parking Fund
X
Add Public Works Division Manager
$251,772
General Fund
X
TOTAL
$264,499
Recreation & Parks
78 ARPD – Overview & Highlights
79 ARPD programs, community events, services, support the Alameda community serving all ages.
In 2025/26 ARPD served over 571,791
Park maintenance restructuring
ARPD’s strength is offering a wide range of affordable programs, activities, and community events for all ages.
Mastick has expanded hours partially open later in the evenings on Monday, Tuesday, and Wednesday, and open fully on Saturdays
ARPD – Challenges & Opportunities in FY26-27
80 Parks’ biggest challenge is the removal of the Playground Funding CIP and will continue to delay our playground renovation schedule.
Our ongoing challenge is meeting the growing demand for programs and services with limited resources, specialized staffing support, aging technology, and facilities that require modernization, while also navigating increased competition from surrounding agencies and private providers.
Mastick struggles to support existing and expanded programming with limited full-time positions.
ARPD – MidCycle Budget Requests
81 Sweeney Park Trail Connectors – Soil Expenses
Estuary Park – Personnel: Park Maintenance Worker 1
Estuary Park – Operations & Maintenance (O&M)
Office Assistant converted to Executive Assistant
Operating Budget Proposals Above Baseline
82 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Estuary Park Equipment Aquisition
$60,000
General Fund
X
Estuary Park O&M
$30,000
General Fund
X
Sweeney Park Trail Connector
$100,000
General Fund
X
TOTAL
$190,000
Workforce Change Proposals Above Baseline
83 Recommended
FY26-27
Funding Source
One-Time
Ongoing
Park Maintenance Worker 1 (6 months)
$64,120
General Fund
X
OA to EA position upgrade
$15,000
General Fund
X
--Offset by Part-Time Budet reduction
($15,000)
General Fund
X
TOTAL
$64,120
Summary of Denied Requests
84 Denied Budget Requests
85 Recommended
Cost
Dept
Funding Source
One-Time
Ongoing
EMT to Paramedic Training Program
$116,000
Fire
General Fund
X
Emergency Operations Center AV Upgrade
$251,500
Fire
General Fund
X
Outside Investigators & Negotiators
$63,000
HR
General Fund
X
Records Specialist Work Hours Change
$52,000
Police
General Fund
X
Add Two Administrative Technician II Positions
$284,319
Police
General Fund
X
TOTAL
$766,819
Council Questions, Discussion & Direction
Thank you
Ecaterina Burton,
Budget Manager
86 Ross McCarthy,
Finance Director