FISCAL YEAR 2025-26 BUDGET INTRODUCTION
May 27, 2025
BUDGET OVERVIEW
LONG-TERM FORECASTS
5-YEAR CIP PLAN
DEPARTMENT BUDGETS
NEXT STEPS
BUDGET OVERVIEW
VISION
GOALS
FISCAL YEAR (FY) 2025-26 BUDGET PROCESS
Feb. 11, 2025: FY 2024-25 Midyear Budget Review/Financial Update March 6, 2025: City Council Strategic Planning Workshop May 27, 2025: Proposed Budget Intro to City Council
June 5, 2025: Audit Committee Review
June 9, 2025: Measure I Advisory Committee Meeting
June 10, 2025: City Council Public Hearing & Adoption
VISION
GOALS
FISCAL YEAR (FY) 2025-26 BUDGET PROCESS
• Align with the City’s adopted Strategic Focus Areas
• Sustain long-term operational needs to meet
community-identified priorities
• Continue fiscal prudence while managing service
needs
• Remain focused on infrastructure funding
and capital improvement
VISION
GOALS
STRATEGIC FOCUS AREAS
CITYWIDE PRIORITIES
• Local control over local revenue sources
is essential to long-term fiscal sustainability and allow Belmont's self-reliance into the future
• Secure funding for sewer, storm, streets, facilities, and parks to address deferred maintenance and future
capital needs along with a plan to support
critical public services
• Maximize existing revenues and identify new
cost recovery strategies
VISION
GOALS
BUDGET OVERVIEW
(IN MILLIONS)
FY 2025-26
BUDGET
(Proposed)
OPERATING BUDGET (CITY) $66.1
OPERATING BUDGET (FIRE) $14.7
TOTAL OPERATING BUDGET $80.8
CAPITAL IMPROVEMENTS (CITY) $13.5
CAPITAL IMPROVEMENTS (FIRE) $0.03
TOTAL BUDGET $94.3
FY
144.75
TOTAL PERSONNEL
(+/- 0 FTE)
VISION
GOALS
GENERAL FUND SUMMARY
(IN MILLIONS)
Use of General Fund
reserves is needed to
balance budget this
fiscal year
FY 2025-26
PROPOSED
BUDGET
RESOURCES $32.9
REQUIREMENTS $34.3
RESOURCES (UNDER) REQUIREMENTS ($1.4)
USE OF UNASSIGNED FUND BALANCE $1.4
VLF not budgeted in FY 2025-26 = $1.7 million
VISION
GOALS
GENERAL FUND
FY 2025-26 RESOURCES
(IN MILLIONS)
$1.2
$1.7
$3.6
$4.2
$4.4
$4.7
$13.1
Business License Tax (4%)
Franchises (5%)
Misc. (11%)
Local Sales Tax (13%)
Transient Occupancy Tax (13%)
Service Charges (14%)
Property Tax* (40%)
*includes property transfer tax
GENERAL FUND
FY 2025-26 REQUIREMENTS
(IN MILLIONS)
$5.5
$8.5
$8.3
$12.1
Transfer Out (16%)
Operating (25%)
Benefits (24%)
Salaries and Wages (35%)
LONG TERM FORECASTS
STATE TAKEAWAY OF PROPERTY TAXES
• The State continues the practice of not budgeting
property tax in lieu of VLF (VLF) and have not budgeted reimbursement of the VLF shortfall in the State’s proposed budget
• Belmont stands to lose $1.7 million in FY 2025-26
• over 40% of Belmont’s Local 1% Sales Tax revenue
• If the State stops shortfall reimbursements, the General Fund impact is a loss of $30 million over 10 years;
reserve balance would fall below 33% reserve target in
FY 2030-31
• A fully funded VLF is 15% of total General Fund operations
GENERAL FUND PROJECTION
WITHOUT VLF FUNDING
(IN MILLIONS)
$(20)
$(15)
$(10)
$(5)
$-
$5
$10
$15
$20
$25
$30
$35
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 33% Target
Worst Case Scenario - Projection assumes the
State does NOT fulfill its
VLF funding obligations
2032-33 2033-34 2034-35
GENERAL FUND REVENUE
GROWTH PROJECTIONS
(IN MILLIONS)
$20
$25
$30
$35
$40
$45
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35
3.6% CPI Growth*
2% Growth
*5-year average of the San Francisco-Oakland-Hayward CPI-U
ESTIMATED REVENUE & EXPENDITURES
(IN MILLIONS)
$25
$29
$33
$37
$41
$45
$49
Revenues Expenditures
Local control over
local revenue sources
is essential to long-term
fiscal sustainability
GENERAL FUND
COMPARISON OF GENERAL FUND BALANCE
AS OF JUNE 30, 2024
(IN MILLIONS)
$35
$57
$118
$68
$120
$59
$37
$(15)
$5
$25
$45
$65
$85
$105
$125
Burlingame San Mateo Foster City Belmont* Redwood City San Carlos Menlo Park Measure I
General Fund
*Belmont’s General Fund balance as of June 30, 2024 was $31M; Measure I Fund balance was $4.5M
GENERAL FUND REVENUE
PER HOUSEHOLD COMPARISON
$7,047
$4,135
$4,809
$2,875
$5,372
$5,967 $6,222
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
Burlingame San Mateo Foster City Belmont Redwood
City
San Carlos Menlo Park
Local Transaction Tax/Measure I
Miscellaneous*
Service Charges
Transient Occupancy Tax
Sales & Use Taxes
Property Tax**
7-city average
$5,204
Source: Adopted FY 2024-25 Budgets.
* Includes Licensing Fees, Real Estate Transfer Tax, Licenses and Permits, Intergovernmental Sources, Fines and Forfeitures, Interest and Rent Income, and other. ** Belmont and Menlo Park fund fire services outside of its General Fund through property tax revenue collected by the Belmont Fire Protection District and Menlo Park Fire District.
5-YEAR CAPITAL IMPROVEMENT PLAN
CAPITAL IMPROVEMENT PLAN
OVERVIEW
$61.9M
5-YEAR CIP PLAN
$13.5M
FY 2025-26 CIP
(PROPOSED)
CAPITAL IMPROVEMENT PLAN OVERVIEW
(IN MILLIONS)
Technology (1%)
Parks & Open Space (5%)
Facilities (5%)
Streets (43%)
Sewer/Storm (46%)
BELMONT FIRE PROTECTION DISTRICT
PROJECTION
(IN MILLIONS)
$-
$10
$20
$30
$40
2025-26 2026-27 2027-28 2028-29 2029-30
Capital Reserve
(New Fire Station)
PROPOSED BUDGET BY DEPARTMENT
VISION
GOALS
COMMUNITY DEVELOPMENT
FY 2025-26 BUDGET SUMMARY
STRATEGIC
FOCUS AREA
Economic Development & Housing
FUNDING SOURCES • Development Services
• General Plan Maintenance
PERSONNEL COUNT
(Proposed)
11.0 TOTAL OPERATING
BUDGET (Proposed)
$6.2M
VISION
GOALS
COMMUNITY DEVELOPMENT
HIGHLIGHTS & INITIATIVES
• Permit/plan review for building construction
and renovations
• Process planning entitlement applications,
community outreach, public hearings
• Business license processing
• Pre-application consultations and
pre-construction meetings
• Maintain records of decision/related notices
• Manage complex development review projects
• Prepare and update advanced planning
documents to guide future growth
• Ongoing Implementation of:
• 2035 General Plan and 2023-2031 Housing
Element
• Belmont Village Specific Plan (BVSP)
• Facilitated streamlined review/approvals for housing
developments
• Completed entitlement application approvals for
cannabis retail dispensary businesses
• Processed entitlement applications for large-scale
commercial/biotech developments
• Continued work on Corridor Mixed-Use (CMU)
District Zoning Text Amendments
• Prepared draft framework for Regional Commercial
(RC) District Zoning Text Amendments
• Continued work on Harbor Industrial Area
(HIA) Specific Plan and Safety Element Update
• Initiated Climate Action & Adaptation Plan update
• Completed Signage/Wayfinding Master Plan
VISION
GOALS
PARKS & RECREATION
FY 2025-26 BUDGET SUMMARY
STRATEGIC
FOCUS AREAS
• Quality of Life
• Infrastructure and Mobility
FUNDING
SOURCE
• Athletic Field Maintenance
• City Trees
• Facilities Management
• General Facilities
• General Fund
• Library Maintenance & Ops
• Parks & Rec. Donations
• Planned Park
• Recreation
• Solid Waste
PERSONNEL COUNT
(Proposed)
25.25 TOTAL OPERATING
BUDGET
(Proposed)
$11.1M
PARKS & RECREATION
HIGHLIGHTS & INITIATIVES
• Facilities Management
• Address facility repairs as needed
• Conduct routine and preventative
maintenance on 160,000 sf of facilities
• Manage natural gas and electricity;
implement energy/water conservation
projects
• Coordinate Library maintenance and
improvements
• Schedule and rent facilities for City or
private/group uses
• Recreation Programs
• Deliver accessible, inclusive, age-friendly
programs, services, and special events
• Provide licensed childcare services
• Partner/provide youth and teen programs:
summer camps, aquatics, after school
programs, the Hideout, YAC, and VOICES
• Partner/provide adult and senior
programs: educational and recreational
opportunities, day trips, transportation
to/from Center, and lunch program
• Coordinate athletic field usage for sports
groups on City, BRSSD and CSUS fields
• Co-host cultural celebrations on
collaboration with Belmont Library
• Administer financial need scholarships
PARKS & RECREATION
HIGHLIGHTS & INITIATIVES
• Parks and Open Space
• Maintain/repair 15 developed parks, 300+
acres of open space and trails, 14 athletic
fields, and 5.6 acres of developed medians
• Maintain trees on City property
• Conduct/coordinate open space trail
improvements and fuel reduction
• Collect/manage park/facility waste; continue
to improve recycling/composting rates
• Manage new construction, improvements, or
rehabilitation of City parks and playgrounds
• Implement Twin Pines Master Plan, Parks,
Recreation, and Open Space Master Plan
recommendations
• Continue Community Center Conversations
to raise awareness of need for new
community center.
• Other Services and Activities
• Manage tree removal permitting
• Promote tree canopy and maintain
"Tree City USA“ status
• Coordinate volunteer and educational
opportunities
• Execute grant applications and administration
for program scholarship funding, fuel
reduction projects, equipment, and special
events
• Support City departments on capital
improvement projects
• Support City's internal learning and
organizational culture initiatives and activities
• Support Centennial Celebration planning
• Support citywide community events (e.g.,
Celebrate the Music, Belmont Water Dog
Run)
VISION
GOALS
POLICE
FY 2025-26 BUDGET SUMMARY
STRATEGIC
FOCUS AREA
Public Safety
FUNDING SOURCES • General Fund
• Public Safety Grants
• Supplemental Law Enforcement
PERSONNEL COUNT
(Proposed)
45.0 TOTAL BUDGET
(Proposed)
$17.6M
POLICE
HIGHLIGHTS & INITIATIVES
• Law Enforcement Administration
• Provide leadership/guidance to meet and
exceed community expectations
• Recruit/train high quality staff
• Coordinate Emergency Preparedness
• Promote community partnerships
• Crime Control
• Impartial law enforcement
• Crime prevention (e.g., BelmontWatch)
• Apprehension/prosecution of offenders
• Collaborative resolution with a community
policing philosophy
• C.A.R.E. Team follows-up on cases involving
mental health crisis
• Community outreach (e.g., Police
Community Academy, City Website,
Instagram, YouTube, X (Formerly Twitter),
NextDoor, Belmont TRAC)
• Traffic and Community Safety
• Enforce vehicle code/parking regulations
• Coordinate traffic calming/collision reduction
• Identify and remove abandoned vehicles
• Solicit/respond to traffic enforcement
concerns (via "Traffic Enforcement Hot Spot"
Program)
• Investigate vehicle collisions
• Preserve the community’s character through
code compliance
• Professional Services
• Respond to community inquiries
• Timely dispatch of calls for service
• Securely store/organize property/evidence
• Safeguard/maintain/report police records in
compliance with the law
• Release reports in compliance with the law
VISION
GOALS
PUBLIC WORKS
FY 2025-26 BUDGET SUMMARY
STRATEGIC
FOCUS AREA
Infrastructure and Mobility
FUNDING
SOURCES
• Development Services
• Fleet & Equipment Mgmt
• Sewer Collections
• Sewer Connection Fees
• Sewer Treatment Facility
• Solid Waste
• Storm Drainage
• Street Improvement
• Street Maintenance
PERSONNEL COUNT
(Proposed)
33.0 TOTAL OPERATING
BUDGET
(Proposed)
$13.2M
PUBLIC WORKS
HIGHLIGHTS & INITIATIVES
• Sanitary Sewer
• Execute new citywide Sewer Master Plan
• Development of new sewer lateral and Fats,
Oils, and Grease (FOG) programs
• Strategize on asset management
• Perform regulatory compliance
• Solid Waste Management
• SB1383 (mandatory composting and green
waste pickup) implementation
• Household hazardous waste disposal
• E-waste, compost dispersal, and document
shredding events
• NPDES stormwater compliance
• SBWMA (Rethink Waste) and Recology
services management
• Fleet Management
• Completed 100 preventative maintenance
services and 280 repairs
• Replaced 2 gas-powered vehicles with hybrids
• Transitioned to R99 renewable diesel fuel
• Development Review
• Traffic/engineering study review
• Review/issue/inspect permits
• Review/approve subdivisions
• Process easements/right-of-way
vacation/dedications
• Implementation of Sidewalk Installation Policy
• Securing Environmental Permits
• Coordinate public events, increase in public
outreach efforts (e.g., Earth Day, Coastal
Cleanup, PW Open House, social media)
PUBLIC WORKS
HIGHLIGHTS & INITIATIVES
• Public Works Engineering/Operations
• Allocate $2.5M in Measure I funds annually
• Inspect/repair City-owned curbs/gutters,
sidewalks, ADA ramps, retaining walls, traffic
signals, roadway striping, sewer main lines, lift
stations, etc.
• Manage Parking & Traffic Safety Committee
• Capital projects and grant administration
• (Design) Alameda de las Pulgas Corridor
Project
• (Construction) 2025 Pavement Rehabilitation
Project
• (Construction) 2025 Sanitary Sewer Project
• (Design) San Juan Lift Station and Force
Main Improvement Project
• (Construction) Hiller Lift Station Capacity
Enhancement Project
• Modeling future capital financing
requirements (anticipated increase due to
Sewer Treatment Facility charge)
• Stormwater & Municipal Regional Permit
• Asset management, capital
planning/implementation, and grant admin
• Commercial/industrial inspections for MRP
compliance and construction stormwater
inspections
• Regulatory compliance with Municipal Regional
Permit (MRP 3.0)
• Belmont Creek dredging
• Updating Citywide Storm Drain Master Plan
• Completing design of the Twin Pines Park
Detention Basin Project in Spring 2025
• Construction of Belmont Creek Restoration Project
in Summer/Fall 2025
• Salson Trail Storm Pipe Improvement Project
• Other
• Coordinate public events, increase in
public outreach efforts (e.g., Earth Day,
Coastal Cleanup, PW Open House, social media)
VISION
GOALS
FUNDING SOURCE
ADMIN
SERVICES
(HR/IT)
CITY
ATTORNEY
CITY
MNGR/
CLERK/
ECON DEV
& HOUSING FINANCE
AFFORDABLE HOUSING X
FLEET & EQUIPMENT
MANAGEMENT X
GENERAL FUND X X X X
FISCAL &
ORGANIZATIONAL
SUSTAINABILITY
STRATEGIC FOCUS AREA
ADMINISTRATION
FY 2025-26 BUDGET SUMMARY
VISION
GOALS
ADMINISTRATION
FY 2025-26 BUDGET SUMMARY
ADMIN
SERVICES
(HR/IT)
CITY
ATTORNEY
CITY
MNGR/
CLERK/
ECON DEV
& HOUSING
FINANCE
PERSONNEL
COUNT
(Proposed)
9.0 1.0 6.5 9.0
TOTAL
OPERATING
BUDGET
(Proposed)
$4.7M $0.7M $4.7M $3.2M
ADMINISTRATION
HIGHLIGHTS & INITIATIVES
• Complete the "refresh" of the City's website to
reflect Belmont's Welcoming Digital Front Door
• Develop Continuity of Operations Automation
Plan
• Analyze and reconfigure Community
Development software to improve payment
system functionality and data consistency in
Comm Dev applications.
• Explore options for replacing the existing VOIP
(Voice Over Internet Protocol) phone system.
• Provide twelve tech training sessions on City
software and promote the 60 online BOLD tech
training opportunities.
• Initiate preliminary discussions with user groups
about a process to select new software for
financial transactions (Enterprise Resource
Planning – ERP).
• Implement enhanced cybersecurity strategies for
City IT systems and provide ongoing training
system users.
• Complete Phase 1 of Questys Document
Management Solution. Migration of public
meeting documents, staff training and public
access portal.
• Admin Services (Human Resources/IT)
• Champion positive employee relations by leading
initiatives in talent management, succession planning,
and employee engagement – fostering a culture that
values individual contributions and promotes a highperforming, collaborative work environment. • Attract, develop and retain a diverse and highly qualified workforce that upholds the professional standards and
values of the community we serve.
• Launch the BOLD (Bridging, Opportunities, Leadership
and Distinction) program to advance employee growth
through training in communication, collaboration,
inclusive leadership, and cross-departmental teamwork.
• Support managers and employees in enhancing
performance, navigating organizational transitions, and fostering institutional knowledge transfer through the
"Know and Grow" onboarding and mentoring framework.
• Ongoing support of the "New Hire Lunch with the City
Manager", two regional Leadership Academies, a High
School Summer Internship program and the 35 classes
through the countywide training consortium.
• Foster positive labor relations and collaborative
resolution of outstanding issues.
ADMINISTRATION
HIGHLIGHTS & INITIATIVES
• City Attorney
• Collaborating with executive team on Harbor
Industrial Area specific plan and annexation.
• Advising on Belmont Creek Restoration Project
grant and contracting process.
• Collaborated with executive team in obtaining
passage of business license tax update.
• Obtained significant recovery of legal costs
associated with unsuccessful lawsuit against the
City alleging storm damage to property.
• Defending lawsuit challenging the Parks and
Recreation Open Space (PROS) Plan.
• Assisted the council’s exploration and decision
to allow two commercial cannabis businesses.
• Conducted orientation and trainings on city
government structure and operation for city
commission members.
• City Manager's Office / City Clerk
• Manage organization’s financial stability, policy
implementation, and overall performance
• Ensure the community understands the City’s
work and that the City is meeting their needs
• Respond to Council, citizen, and staff requests
for information, and management of statemandated filings • Facilitates the election process including any
ballot initiatives placed by City Council or
through voter referendum
• Implement City-wide communication strategy
to enhance awareness of City activities and
events
• Advance Economic Development initiatives,
including local business support, downtown
revitalization, and infrastructure financing
VISION
GOALS
ADMINISTRATION
HIGHLIGHTS & INITIATIVES
• Economic Development and Housing Highlights
• Since 2015, the City has issued building permits for 902 new housing units, including 285 affordable units
• The City has approved entitlements for an additional 144 housing units (including 126 affordable units), and is
processing applications for 139 housing units (including 25 affordable units)
• Adopted the 2023-2031 Housing Element in September 2024 and achieved certification in October 2024 from the State • Issued a $1.0M loan from City Affordable Housing Funds and provided land to support a 37-unit 100% affordable project currently under construction at Hill Street and El Camino • Provided financial support to local housing service providers HIP Housing, HEART, and Homeless Outreach Team SMC
• Issued approvals for two cannabis businesses to operate at 1485 and 1538 El Camino Real
• Continued work on the Harbor Industrial Specific Plan to allow for consideration of the future annexation of the area
ADMINISTRATION
HIGHLIGHTS & INITIATIVES
• Finance
• Received highest recognition from GFOA and
CSMFO for financial reporting and budget
document
• Full compliance and implementation of GASB 75
on leases and GASB 96 on SBITAs
• Issued a Request for Qualifications (RFQ) to
identify and select a new Third-Party
Administrator (TPA) for liability claims, enhancing
service efficiency and risk management
• Department restructure to better align and
support operational needs; no new headcount
• Support Measure I Advisory Committee
• Support ongoing efforts to address long-term
fiscal sustainability
VISION
GOALS
City Manager’s MESSAGE
With this budget as our roadmap, we are confident that Belmont will continue to move forward with purpose. Whether facing new challenges or embracing new opportunities, we will emerge stronger, more resilient, and better prepared to serve our community.
The development of this budget was truly a collaborative effort, the result of months of hard work by staff across the entire organization. I want to extend my sincere appreciation to:
The City Council, for your leadership and clear vision that guided this process; Our senior management team and department staff, for developing thoughtful and responsible budgets aligned with strategic goals;
And most importantly, our Finance Department, whose expertise, dedication, and commitment brought this budget together and ensured it reflects the priorities and values of our community.
BUDGET OVERVIEW
LONG-TERM FORECASTS
5-YEAR CIP PLAN
DEPARTMENT BUDGETS
NEXT STEPS
May 27, 2025
Proposed Budget Intro to City Council
June 5, 2025
Audit Committee Review
June 9, 2025
Measure I Advisory Committee Meeting
June 10, 2025
City Council Public Hearing and Adoption
NEXT STEPS