Brentwood City Council
June 23, 2026

101
2026/27 – 2027/28 Operating Budget

LEGISLATIVE

102
2026/27 – 2027/28 Operating Budget

LEGISLATIVE
The Legislative budget section is comprised of the members of the City Council, as well as the City’s Commissions and Committees. The City Council is composed of a directly elected Mayor and four City Council members elected by district.

Implementation of City Council policy is accomplished through the adoption of ordinances, policies, and resolutions; the approval of contracts and agreements; and adoption of the City budget. The City Council is also responsible for appointing members to all City Commissions and Committees.

Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1201 City Council $ 395,371 $ 464,285 $ 371,584 $ 486,945 $ 501,135 100-2202 Planning Commission 26,658 35,751 23,724 26,987 27,217 100-5106 Park and Recreation Commission 7,200 10,423 7,048 9,966 9,972 100-5107 Youth Commission 2,562 5,247 3,870 4,074 4,202 100-5109 Arts Commission 475 1,099 516 726 749
Total $ 432,266 $ 516,805 $ 406,742 $ 528,698 $ 543,275 Annual Percentage Change -5.90% 2.30% 2.76%

DEPARTMENT BUDGET SUMMARY
Division #

103
2026/27 – 2027/28 Operating Budget

LEGISLATIVE
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 203,866 $ 278,836 $ 180,172 $ 287,999 $ 297,614 Supplies and Services 84,190 96,342 84,943 98,574 99,815 Internal Services 141,527 141,627 141,627 142,125 145,846 Total $ 432,266 $ 516,805 $ 406,742 $ 528,698 $ 543,275 Total Employee Allocation 0.50 0.50 0.50 0.50 0.50
Total Elected and Appointed Employees 30.00 30.00 30.00 30.00 30.00 Expenditures by Category
Expenditure Analysis
Personnel No employee allocation changes.

Supplies and
Services
There was not a significant increase or decrease in supplies and services.

Internal Services There was not a significant increase or decrease in Internal Services.

104
2026/27– 2027/28 Operating Budget

105
2026/27– 2027/28 Operating Budget

106
2026/27 – 2027/28 Operating Budget

CITY MANAGER
9 Total Positions (1)
(1) Total positions may differ from department total allocation. (2) The Public Information Officer (PIO) position is not expected to be filled until a review of the position and City requirements for PIO services has been completed at a future City Council meeting.

107
2026/27 – 2027/28 Operating Budget

CITY MANAGER
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1202 City Manager $ 936,957 $ 1,170,565 $ 879,202 $ 1,182,555 $ 1,229,610 100-1204 Economic Development 1,238,263 1,552,013 1,261,479 1,512,711 1,411,816 100-1205 City Clerk 709,117 777,606 672,397 879,905 746,062 Total $ 2,884,337 $ 3,500,184 $ 2,813,078 $ 3,575,171 $ 3,387,488 Annual Percentage Change -2.47% 2.14% -5.25%
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 1,874,228 $ 2,101,702 $ 1,780,006 $ 2,324,894 $ 2,451,878 Supplies and Services 661,036 997,146 681,736 929,790 604,302 Internal Services 347,658 349,336 349,336 320,487 331,308 Capital Outlay and Transfers Out 1,415 52,000 2,000 0 0 Total $ 2,884,337 $ 3,500,184 $ 2,813,078 $ 3,575,171 $ 3,387,488 Total Employee Allocation 8.50 8.50 8.50 8.50 8.50
Expenditures by Category

DEPARTMENT BUDGET SUMMARY
Division #

108
2026/27 – 2027/28 Operating Budget

CITY MANAGER
Expenditure Analysis
Personnel Due to vacancies, $200,000 of salary budget was transferred to contractual services in FY 2025/26. After factoring in the budget transfer, the personnel services budget is up just over 1% in FY 2026/27 and there were no employee allocation changes.

Supplies and
Services
The net decrease in Supplies and Services budget for FY 2026/27 reflects an increase for costs associated with the General Municipal Election to be held in November of 2026, offset by a decrease in public information contractual services expense. The costs in FY 2025/26 were funded by budget transfers from a vacant PIO position. The decrease in FY 2027/28 expenditures is due to election and carryover Strategic Initiative costs from FY 2025/26 to FY 2026/27 not recurring.

Internal Services Decreases in Internal Services are primarily due to lower insurance costs, OPEB expenditures and allocations for facilities maintenance, offset by increased allocations for information services.

Capital Outlay and
Transfers Out
Decreases in Capital Outlay and Transfers Out is due to a one-time budget for the purchase of a vehicle that was included in the FY 2025/26 budget.

109
2026/27 – 2027/28 Operating Budget

CITY MANAGER
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus Area Measurement
Type of
Indicator
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
5, 6 Noticed and Published City Council Agendas Workload 30 45 30 40 40 40 5, 6 Political Reform Act Filings (Form 700) Workload 200 174 200 170 175 175 3 Sale of Successor Agency Real Properties Effectiveness 3 0 5 (1) 2 2 2 3 Participation in Trade Shows to Promote and
Attract New Commercial Investment into the
City
Effectiveness 10 10 10 16 12 12
3 Outreach Meetings, In-Person and Virtual, to
Attract New Commercial Investment into the
City
Workload 70 75 70 80 90 100
3, 5 Small Business Spotlights and Highlights by
Better in Brentwood Workload 36 35 36 36 36 36
3, 5 Promotion of Small Businesses on the
www.BetterinBrentwood.com platform Effectiveness 45,000 59,750 50,000 65,000 75,000 85,000 (1) Revenue from the projected sale of the properties is not included in the Operating Budget to be conservative.

110
2026/27 – 2027/28 Operating Budget

CITY MANAGER
Status of Prior Strategic Plan Initiatives
Goal Strategic Initiatives
FY 2024/25
Actual
FY 2025/26
Estimate

3.1.a. Encourage private re-investment through the sale of Successor Agency and City owned real properties
0% 14%
In FY 2024/25, the City gained approval from the California Department of Housing and Community Development to dispose of 14 Successor Agency and City owned real properties. In FY 2025/26, 2 of the 14 properties were sold leading to new business development.

3.1.b. Incentivize higher tier, unique businesses and development to the Brentwood Boulevard and Downtown areas
20% 40%
Over the past two years, the City helped bring in a large medical provider bringing approximately 100 jobs and has continued to work with shopping center owners along Brentwood Boulevard to recruit retailers and restaurants.

3.2.a Enhance retail recruitment awareness and prioritize activities that display the City’s efforts inducing new retail-commercial development.

Significant new business openings have been secured in Lone Tree Plaza, Streets of Brentwood and Sand Creek Crossings.
30% 60%

111
2026/27– 2027/28 Operating Budget

112
2026/27– 2027/28 Operating Budget

113
2026/27 – 2027/28 Operating Budget

CITY ATTORNEY
6 Total Positions

114
2026/27 – 2027/28 Operating Budget

CITY ATTORNEY
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1203 City Attorney $ 1,708,577 $ 2,535,298 $ 2,076,999 $ 2,454,896 $ 2,567,783 Total $ 1,708,577 $ 2,535,298 $ 2,076,999 $ 2,454,896 $ 2,567,783 Annual Percentage Change 21.56% -3.17% 4.60%
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 958,942 $ 1,560,397 $ 1,262,155 $ 1,629,114 $ 1,716,625 Supplies and Services 496,775 720,686 560,629 599,799 617,810 Internal Services 252,860 254,215 254,215 225,983 233,348 Capital Outlay and Transfers Out 0 0 0 0 0
Total $ 1,708,577 $ 2,535,298 $ 2,076,999 $ 2,454,896 $ 2,567,783 Total Employee Allocation 6.00 6.00 6.00 6.00 6.00
Expenditures by Category

DEPARTMENT BUDGET SUMMARY
Division #

115
2026/27 – 2027/28 Operating Budget

CITY ATTORNEY
Expenditure Analysis
Personnel No employee allocation changes.

Supplies and
Services
The decrease in supplies and services in FY 2026/27 is due mainly to a reduction in the budget for outside legal services.

Internal Services Decreases in Internal Services are primarily due to lower insurance costs, OPEB expenditures and allocations for facilities maintenance, offset by increased allocations for information services.

116
2026/27 – 2027/28 Operating Budget

CITY ATTORNEY
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
6 Contracts Reviewed/Drafted Workload # 400 446 415 458 472 487 6 City Council/Planning Commission
Staff Reports Reviewed/Drafted Workload # 450 292 473 268 276 284 6 City Council/Planning Commission
Ordinances/Resolutions Reviewed Workload # 225 158 230 154 159 164

117
2026/27– 2027/28 Operating Budget

118
2026/27– 2027/28 Operating Budget

119
2026/27 – 2027/28 Operating Budget

COMMUNITY DEVELOPMENT
26 Total Positions

120
2026/27 – 2027/28 Operating Budget

COMMUNITY DEVELOPMENT
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-2101 Building $ 2,470,409 $ 3,083,875 $ 2,807,719 $ 3,020,107 $ 3,047,125 100-2102 Community Enrichment 1,139,622 1,442,560 1,266,617 1,367,770 1,442,568 100-2201 Planning 1,888,860 2,457,610 1,930,270 2,282,445 2,343,529 Enterprise Funds
510-5010 Housing Administration 783,680 907,071 770,881 824,845 854,027 Total $ 6,282,571 $ 7,891,116 $ 6,775,487 $ 7,495,167 $ 7,687,249 Annual Percentage Change 7.85% -5.02% 2.56%
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 4,629,583 $ 5,487,747 $ 4,973,551 $ 5,545,050 $ 5,820,536 Supplies and Services 544,727 1,208,512 680,292 813,320 825,517 Internal Services 1,104,345 1,110,716 1,110,716 1,009,317 1,039,716 Capital Outlay and Transfers Out 3,916 84,141 10,928 127,480 1,480 Total $ 6,282,571 $ 7,891,116 $ 6,775,487 $ 7,495,167 $ 7,687,249 Total Employee Allocation 26.00 26.00 26.00 26.00 26.00 Expenditures by Category

DEPARTMENT BUDGET SUMMARY
Division #

121
2026/27 – 2027/28 Operating Budget

COMMUNITY DEVELOPMENT
Expenditure Analysis
Personnel No employee allocation changes.

Supplies and
Services
The supplies and services budget for FY 2026/27 decreased primarily due to modifications to existing contractual service agreements. The FY 2027/28 slight budget increase in supplies and services is primarily due to software subscription/renewal costs in the contractual services software budget.

Internal Services Decreases in Internal Services are primarily due to lower insurance costs, OPEB expenditures and allocations for facilities maintenance, partially offset by increases in allocations for information systems and equipment replacement.

Capital Outlay
and Transfers Out
FY 2026/27 budget includes carryover of completion of Permit Center security upgrades.

122
2026/27 – 2027/28 Operating Budget

COMMUNITY DEVELOPMENT
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
4, 5 Affordable Housing Eligibility
Wait List Workload # 300 534 280 300 1,000 1,500
4, 5 Preferred Lenders List Workload # 6 2 6 4 6 6
4, 5 Review and Respond to
Brentwood 24/7 Connect
Application Requests Within 48
Hours (Business Days)
Efficiency % 97% 97% 97% 97% 98% 98%
4, 5 Respond to all Inspection
Request Within 24 Hours
(Business Days)
Efficiency % 98% 98% 98% 98% 99% 99%
4, 5 Plan Reviews
Completed/Facilitated Workload # 2,400 2,344 2.800 2.344 2,330 2,400 4, 5 Permit Turn-Around (Application
to Approval) (Business Days) Efficiency # of Days 12 9 11 10 9 10 4, 5 Publish Planning Commission
Agenda Packet on Time Efficiency Yes/No Yes Yes Yes Yes Yes Yes 4, 5 Discretionary Applications
Processed Workload # 36 37 38 29 30 30

123
2026/27 – 2027/28 Operating Budget

COMMUNITY DEVELOPMENT
Status of Prior Strategic Plan Initiatives
Goal Strategic Initiatives
FY 2024/25
Actual
FY 2025/26
Estimate

4.1. Implement Zoning Ordinance update to maintain compliance with State law, including developing objective design standards (SB 330 compliance)
95% 100%
In progress. The project is substantially complete, with a few items requested by Council being finalized by the end of FY 2025/26.

4.2.a. Develop implementation plan for General Plan Conservation and Open Space policies to minimize impacts on the environment
100% 100%
Ongoing. Updates on this General Plan element are included in the annual General Plan Implementation status update discussed below.

4.3.a. Implement General Plan implementation status updates every two years 100% 100% Ongoing. This project has been revised to be an annual General Plan Implementation status update that is shared with Council and HCD each March.

4.4.a. Update the City’s Housing Element including: an evaluation of the 2015 Housing Element; assessment of housing needs, resources, constraints; approval of an updated Regional Housing Needs Allocation; and adoption of housing goals, policies, and actions The Housing Element was completed early 2024, and several implementation actions were completed in 2025.
95% 100%

124
2026/27– 2027/28 Operating Budget

125
2026/27– 2027/28 Operating Budget

126
2026/27 – 2027/28 Operating Budget

ENGINEERING
19 Total Positions (1)
(1) Total positions may differ from department total allocation.

127
2026/27 – 2027/28 Operating Budget

ENGINEERING
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-2301 Engineering Division 2,150,558 2,305,013 2,075,119 2,213,838 2,307,332 100-2303 Transportation 475,751 774,616 594,187 663,237 685,087 100-3601 CIP Administration 1,352,613 1,666,456 1,491,827 1,662,952 1,742,521 Total $ 3,978,922 $ 4,746,085 $ 4,161,133 $ 4,540,027 $ 4,734,940 Annual Percentage Change 4.58% -4.34% 4.29%
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 2,658,084 $ 3,167,980 $ 2,740,042 $ 3,165,252 $ 3,320,500 Supplies and Services 707,644 950,865 795,523 766,092 787,722 Internal Services 613,194 616,265 616,265 608,683 626,718 Capital Outlay and Transfers Out 0 10,975 9,303 0 0
Total $ 3,978,922 $ 4,746,085 $ 4,161,133 $ 4,540,027 $ 4,734,940 Total Employee Allocation 14.22 14.22 14.22 14.07 14.07 Expenditures by Category

DEPARTMENT BUDGET SUMMARY
Division #

128
2026/27 – 2027/28 Operating Budget

ENGINEERING
Expenditure Analysis
Personnel Due to vacancies, $65,000 of salary budget was transferred to contractual services in FY 2025/26. A slight decrease in personnel allocations to the department, along with a decrease in expected health benefit costs from a change in the mix of coverage selected by employees, resulted in a net increase of personnel budget of approximately 2%.

Supplies and
Services
The budget for supplies and services in FY 2026/27 has decreased as actual spending has historically fallen below the adopted budget. The budget was revised to more accurately reflect anticipated costs for the upcoming budget year.

Internal Services Decreases in Internal Services are primarily due to lower insurance costs, OPEB expenditures and allocations for facilities maintenance, offset by increased allocations for information systems and facilities replacement, the latter for set-asides for future traffic signal replacement.

Capital Outlay
and Transfers Out
FY 2025/26 projection includes one-time furniture and information systems equipment costs for an additional office space.

129
2026/27 – 2027/28 Operating Budget

ENGINEERING
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
1, 5 Number of CIP projects
completed Workload # 7 4 6 4-5 4-5 4-5
1, 5 Transportation Permits
Issued Workload # 150 122 150 120 150 150
1, 4, 5
Percent of land
development projects
reviewed on time
Effectiveness % 90% 95% 90% 95% 90% 90%
1, 4, 5
Percent of minor
encroachment permits
reviewed by target date
Effectiveness % 90% 98% 90% 98% 95% 95%
1, 4, 5
Number of encroachment
permits reviewed, issued
and inspected
Workload # 350 222 350 250 250 250
1, 4, 5
Percent of inspection
requests responded
within one business day
Effectiveness % 90% 98% 90% 95% 90% 90%

130
2026/27 – 2027/28 Operating Budget

ENGINEERING
Status of Prior Strategic Plan Initiatives
Goal Strategic Initiatives
FY 2024/25
Actual
FY 2025/26
Estimate

1.1.a. Construct Innovation Center infrastructure
Heidorn Ranch Road has been widened to a 4-lane arterial roadway including the extension of a water line to Sand Creek Road. Construction has begun on the extension of wet utilities from Empire Avenue across State Route 4 and is scheduled to be completed in FY 2026/27.

Additional infrastructure, including the extension of Jeffery Way will be completed with future Innovation Center development.
40% 70%

1.1.e. Improve safety in Parking Garage
A security guard regularly patrols the Civic Center and other properties, including the parking garage. The City and the adjacent Liberty High School staff collaborated to lock a school gate next to the garage to mitigate safety concerns and issues during pick-up times. Additional measures are being considered at this time including additional signage, outreach to students, enforcement, and on-going discussions with the school district to provide alternatives areas for students to meet.
75% 75%

131
2026/27– 2027/28 Operating Budget

132
2026/27– 2027/28 Operating Budget

133
2026/27 – 2027/28 Operating Budget

FINANCE AND INFORMATION SYSTEMS
34 Total Positions (1)
(1) Total positions may differ from department total allocation.

134
2026/27 – 2027/28 Operating Budget

FINANCE AND INFORMATION SYSTEMS
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1303 Business Services $ 1,467,523 $ 1,575,389 $ 1,575,389 $ 1,623,558 $ 1,694,351 100-1304 Financial Services 1,563,179 1,705,020 1,627,599 1,716,795 1,783,858 Enterprise Funds
540-5302 Solid Waste Utility Billing 1,120,719 1,263,528 1,121,856 1,238,229 1,312,050 560-5502 Water Utility Billing 1,193,570 1,325,120 1,165,619 1,283,685 1,358,092 590-5802 Wastewater Utility Billing 1,160,304 1,271,861 1,140,385 1,241,545 1,315,462 Internal Service Fund
701-7101 Information Systems 4,576,639 5,157,351 4,878,663 5,261,754 5,521,193 Total $ 11,081,934 $ 12,298,269 $ 11,509,511 $ 12,365,566 $ 12,985,006 Annual Percentage Change 3.86% 0.55% 5.01%
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 6,581,721 $ 6,926,089 $ 6,576,090 $ 7,206,708 $ 7,527,464 Supplies and Services 3,026,259 3,919,753 3,475,311 4,013,743 4,295,309 Internal Services 1,471,054 1,446,110 1,446,110 1,133,914 1,162,233 Capital Outlay and Transfers Out 2,900 6,317 12,000 11,201 0 Total $ 11,081,934 $ 12,298,269 $ 11,509,511 $ 12,365,566 $ 12,985,006 Total Employee Allocation 35.00 35.00 35.00 35.00 35.00 Expenditures by Category

DEPARTMENT BUDGET SUMMARY
Division #

135
2026/27 – 2027/28 Operating Budget

FINANCE AND INFORMATION SYSTEMS
Expenditure Analysis
Personnel No employee allocation changes.

Supplies and
Services
The FY 2026/27 increase in Supplies and Services is due to Information Systems contractual services cost increases for audio-visual support, new cybersecurity services and one-time costs for an incident response plan. Additional increases in Information Systems contractual services costs are expected in both fiscal years for software licensing and cloud-based services. The FY 2027/28 Supplies and Services budget increases for utility billing credit card service costs from higher transactional volume combined with higher rates.

Internal Services Decreases in Internal Services are primarily due to non-recurring pension paydown funding budgeted in FY 2025/26, lower insurance costs, OPEB expenditures and allocations for facilities maintenance, offset by increased allocations for information systems.

Capital Outlay
and Transfers Out
FY 2026/27 budget includes one-time costs for a customer service kiosk in utility billing and for Information Technology Service Management computer monitors.

136
2026/27 – 2027/28 Operating Budget

FINANCE AND INFORMATION SYSTEMS
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
6 Clean Audit Opinion for Fiscal Year
Financial Statements Effectiveness Yes/No Yes Yes Yes Yes Yes Yes 5, 6 Go Green Utility Billing Online
Applications Efficiency # 1,542 1,759 1,557 2,046 2,128 2,213 5, 6 Go Green Utility Billing Average
Monthly Statements Efficiency # 7,909 8,398 7,988 8,712 9,060 9,423 6 Business Tax Certificates Issued Workload # 6,483 6,509 6,515 6,680 6,708 6,776 5, 6 Website Visits Effectiveness # 849,977 706,181 909,475 802,231 822,287 764,727

137
2026/27 – 2027/28 Operating Budget

FINANCE AND INFORMATION SYSTEMS
Status of Prior Strategic Plan Initiatives
Goal Strategic Initiatives
FY 2024/25
Actual
FY 2025/26
Estimate

6.2. Information Technology Master Plan implementation:

6.2.a. Enhanced Cybersecurity Plan 85% 100%
The Information Systems division is continually assessing the City’s cybersecurity posture and implementing strategies, tools and mitigation measures to better protect the City’s infrastructure and data. The Information Systems division has engaged with a cybersecurity consultant to perform a formal assessment of the City’s cybersecurity level as measured against the standards and framework set by the National Institute of Standards and Technology (NIST). The results of the assessment will then be used to develop a list of additional strategies and mitigation measures to improve the City’s overall cybersecurity maturity and ensure alignment with industry best practices.

6.2.b. Business Continuity Plan 65% 100%
The Information Systems division is working with various technology consultants to assess the current technology infrastructure and develop a list of strategies and mitigation measures to help improve the overall resiliency of the City’s technology infrastructure. The assessment will also work in conjunction with the Enhanced Cybersecurity Plan to review and assess the City’s Disaster Recovery plans and make recommendations for improvements including strategies for regular review and testing to help ensure that the plans are effective and up-to-date.

138
2026/27– 2027/28 Operating Budget

139
2026/27– 2027/28 Operating Budget

140
2026/27 – 2027/28 Operating Budget

HUMAN RESOURCES

7.5 Total Positions

141
2026/27 – 2027/28 Operating Budget

HUMAN RESOURCES
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1206 Human Resources $ 1,917,946 $ 2,426,335 $ 2,336,659 $ 2,548,200 $ 2,611,283 Total $ 1,917,946 $ 2,426,335 $ 2,336,659 $ 2,548,200 $ 2,611,283 Annual Percentage Change 21.83% 5.02% 2.48%

DEPARTMENT BUDGET SUMMARY
Division #
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 1,268,799 $ 1,623,378 $ 1,635,045 $ 1,737,201 $ 1,828,439 Supplies and Services 406,975 557,683 456,340 539,340 502,306 Internal Services 242,172 245,274 245,274 271,659 280,538 Capital Outlay and Transfers Out 0 0 0 0 0
Total $ 1,917,946 $ 2,426,335 $ 2,336,659 $ 2,548,200 $ 2,611,283 Total Employee Allocation 7.00 7.00 7.00 7.50 7.50
Expenditures by Category

142
2026/27 – 2027/28 Operating Budget

HUMAN RESOURCES
Expenditure Analysis
Personnel Increase in Personnel Services costs was due in part to the conversion of a limited-service position to a benefited permanent part-time position.

Supplies and
Services
The decrease in Supplies and Services is due mainly to the elimination of completed Strategic Initiative costs, offset by a one-time $50,000 increase for Equity Strategic Plan contractual services and an increase in Diversity, Equity, Belonging and Inclusion (DEBI) advertising costs for recruitment.

Internal Services Increases in Internal Services are primarily due to new personnel and increases in allocations for information systems, partially offset by lower insurance costs.

143
2026/27 – 2027/28 Operating Budget

HUMAN RESOURCES
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
6 Workforce Completed Citywide
Required Training Effectiveness % 97% 98% 99% 98% 99% 99% 6 Average Number of Days from
Recruitment to Referral for Career
Positions
Efficiency # 40 76 35 70 70 65
6 Employees on-boarded for Career
Positions Workload # 50 41 50 45 45 50
6 Employee Promotions Workload # 30 34 30 35 35 40
6 Employee Participation in City
engagement programs (Diversity,
Equity and Inclusion)
Effectiveness % 50% 84% 65% 85% 85% 85%
6 Employee Participation in City
engagement programs (Wellness) Effectiveness % 75% 11% 80% 15% 15% 20% 6 Employee Status Changes (Personnel
Actions) Workload # 329 706 345 400 400 450

144
2026/27– 2027/28 Operating Budget

145
2026/27– 2027/28 Operating Budget

146
2026/27 – 2027/28 Operating Budget

PARKS AND RECREATION
30 Total Positions (1)
(1) Total positions may differ from department total allocation.

147
2026/27 – 2027/28 Operating Budget

PARKS AND RECREATION
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-5101 Parks and Recreation Administration $ 2,821,195 $ 3,129,640 $ 3,023,879 $ 3,158,149 $ 3,303,311 100-5102 City Pool 1,458,146 1,536,865 1,536,865 1,502,964 1,548,687 100-5108 Parks Planning 310,448 333,674 330,998 353,056 366,567 100-5110 Community Center 963,276 1,019,327 1,019,327 1,020,002 1,055,251 100-5111 Senior Programs 330,246 456,171 362,649 387,993 410,010 100-5112 Brentwood Senior Activity Center 578,209 610,162 595,958 533,872 553,432 100-5114 Adaptive Recreation 2,735 199,301 133,603 203,795 216,958 100-5116 Sand Creek Sports Complex 0 0 0 256,000 499,694 100-62xx Sports Programs 322,974 483,078 361,476 470,671 483,732 100-63xx Recreation Programs 706,403 820,898 727,262 861,193 886,246 100-64xx Citywide Special Events 0 242,880 233,645 173,490 178,623 100-1602 Landscape Operations 1,524,160 1,762,893 1,629,995 1,757,422 1,778,215 Special Revenue Fund
230-2501 Citywide Park Assessment District 3,936,745 3,329,638 3,200,514 3,629,569 3,619,705 Total $ 12,954,537 $ 13,924,527 $ 13,156,171 $ 14,308,176 $ 14,900,431 Annual Percentage Change 1.56% 2.76% 4.14%

DEPARTMENT BUDGET SUMMARY
Division #

148
2026/27 – 2027/28 Operating Budget

PARKS AND RECREATION
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 6,307,396 $ 7,297,263 $ 6,923,615 $ 7,564,285 $ 8,016,820 Supplies and Services 3,161,367 3,962,778 3,575,658 4,010,877 4,330,031 Internal Services 3,479,578 2,633,633 2,633,633 2,476,488 2,550,490 Capital Outlay and Transfers Out 6,196 30,853 23,265 256,526 3,090 Total $ 12,954,537 $ 13,924,527 $ 13,156,171 $ 14,308,176 $ 14,900,431 Total Employee Allocation 29.60 29.60 29.60 29.60 29.60 Expenditures by Category

149
2026/27 – 2027/28 Operating Budget

PARKS AND RECREATION
Expenditure Analysis
Personnel No employee allocation changes. Personnel costs are increasing in both FY 2026/27 and FY 2027/28 due, in part, to increases in part-time salaries from the opening of the Sand Creek Sports Complex (SCSC), which is planned to be operational for approximately half of FY 2026/27 and all of FY 2027/28.

Supplies and
Services
Increase in supplies and services are due, in part, to new costs associated with the SCSC, planned to be operational for approximately half of FY 2026/27 and all of FY 2027/28.

Internal Services Decreases in Internal Services are primarily due to lower insurance costs and allocations for facilities maintenance and facilities replacement, partially offset by increased allocations for information systems and vehicle and equipment replacement.

Capital Outlay
and Transfers Out
FY 2025/26 projection includes replacement of the City’s large holiday tree for use in City Park special events. FY 2026/27 budget includes costs for three new vehicles for use by Park Maintenance staff and a field leveler.

150
2026/27 – 2027/28 Operating Budget

PARKS AND RECREATION
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
1, 5 Parks (pocket, neighborhood, community) Workload # 103 102 106 103 108 108 5 Work Orders Workload # 5,150 3,944 5,150 4,000 4,100 4,200 1, 4, 5 Total Parks, Landscape and Open Space Workload # of Acres 697 705 710 705 737 737
1, 2, 5 Playground Inspections Workload # 2,000 1,014 2,000 1,016 1,025 1,025 5 Picnic Rentals Workload # 425 462 425 467 472 477
5 Youth Activity Registrations Workload # 8,580 6,977 9,500 7,300 7,665 8,048 5 Hours of Field Rentals Workload # 17,800 16,357 17,800 16,600 20,100 (1) 23,600 (1) 5 Senior Registrations
(including drop-ins and virtual classes;
not including Meals on Wheels)
Workload # 5,500 11,171 5,600 12,000 13,000 13,100
5 Special Event Permits Issued – external
events (Farmers Market is now counted
as one permit rather than each week)
Workload # 50 36 50 35 35 35
(1) Sand Creek Sports Complex anticipated to open in FY 2026/27.

151
2026/27 – 2027/28 Operating Budget

PARKS AND RECREATION
Status of Prior Strategic Plan Initiatives
Goal Strategic Initiatives
FY 2024/25
Actual
FY 2025/26
Actual

5.3.a. Continue development of Vineyards at Marsh Creek Theatre/Event Center In progress. Project scope is be revisited per City Council direction on August 12, 2025. 30% 30%

5.4.a. Carry over Strategic Initiative - Adaptive Recreation programming On August 27, 2024, staff presented to City Council, and was directed to pursue “Option 2” for Adaptive staffing and programs. In July 2025, a Recreation Coordinator position was filled and since then, programming implemented includes Low Sensory Movie Event (January 2026), Regional Center of the East Bay Community Resource Night (February 2026), the City’s inaugural All Abilities Resource Fair (April 2026), partnership with Working Wonders for an Adult Work Experience program. Upcoming programming includes another sensory friendly Movie (June 2026), adaptive Paint Night (June 2026), sensory-friendly Game Night (July 2026), and sensory friendly Quiet Area at the City’s Juneteenth and America 250 celebration. 75% 75%

152
2026/27– 2027/28 Operating Budget

153
2026/27– 2027/28 Operating Budget

154
2026/27 – 2027/28 Operating Budget
POLICE
107 Total Positions

155
2026/27 – 2027/28 Operating Budget
POLICE
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1501 Police Department $ 28,491,818 $ 31,304,752 $ 30,182,250 $ 32,547,314 $ 33,962,115 100-1511 Police Dispatch Center 4,030,265 4,756,722 4,141,844 4,761,160 4,957,342 Total $ 32,522,083 $ 36,061,474 $ 34,324,094 $ 37,308,474 $ 38,919,457 Annual Percentage Change 5.54% 3.46% 4.32%
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 23,859,071 $ 27,031,120 $ 25,428,056 $ 28,215,846 $ 29,604,163 Supplies and Services 2,837,611 3,449,559 3,315,243 3,400,990 3,473,317 Internal Services 5,613,555 5,568,795 5,568,795 5,684,638 5,834,977 Capital Outlay and Transfers Out 211,846 12,000 12,000 7,000 7,000 Total $ 32,522,083 $ 36,061,474 $ 34,324,094 $ 37,308,474 $ 38,919,457 Total Employee Allocation 107.00 107.00 107.00 107.00 107.00 Expenditures by Category

DEPARTMENT BUDGET SUMMARY
Division #

156
2026/27 – 2027/28 Operating Budget
POLICE
Expenditure Analysis
Personnel No employee allocation changes.

Supplies and
Services
There was not a significant increase or decrease in the supplies and services.

Internal Services Increases in Internal Services are primarily due to increases in vehicle and facilities replacement and allocations for information systems, partially offset by decreases in insurance costs and OPEB expenditures.

Capital Outlay
and Transfers Out
FY 2026/27 and FY 2027/28 budget includes costs for dispatch center furniture.

157
2026/27 – 2027/28 Operating Budget
POLICE
FY 2026/27 - FY 2027/28 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projected
FY
2024/25
Actual
FY
2025/26
Projected
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
2, 5, 6 Dispatch Received to Officer
Response Efficiency Seconds 45 54 43 52 50 48
2, 5, 6 911 Calls Answered Between
1 and 40 Seconds Efficiency Time 99.3% 99.97% 99.4% 100% 100% 100% 5, 6 Social Media Followers Effectiveness # 32,874 42,000 34,518 43,000 44,500 46,000 5, 6 Public Records Requests Workload # 1,236 1,025 1,273 1,050 1,100 1,125

158
2026/27– 2027/28 Operating Budget

159
2026/27– 2027/28 Operating Budget

160
2026/27 – 2027/28 Operating Budget

PUBLIC WORKS
110 Total Positions (1)
(1) Total positions may differ from department total allocation.

161
2026/27 – 2027/28 Operating Budget

PUBLIC WORKS
Expenditures by Division 2024/25 2025/26 2025/26 2026/27 2027/28 Division Name Actual Budget Projected Budget Budget
General Fund
100-1603 Streets $ 4,431,728 $ 5,221,550 $ 4,837,831 $ 5,572,317 $ 5,840,160 Enterprise Funds
540-5301 Solid Waste Operations 14,746,673 18,497,251 17,033,663 22,084,539 19,148,410 540-5303 Solid Waste Transfer Station 2,555,873 3,343,357 2,621,320 2,970,122 3,118,258 560-5501 Water Operations 36,041,995 35,120,564 33,412,398 35,608,125 35,515,418 560-5504 Water Non-Potable 324,695 606,395 440,549 428,049 455,884 590-5801 Wastewater Operations 29,414,197 19,480,959 15,694,273 20,214,182 19,711,512 590-5803 Wastewater Lateral Maintenance 652,988 754,199 748,757 709,778 747,723 Internal Service Fund
706-7601 Fleet Maintenance Services 2,277,968 2,725,174 2,622,707 3,014,986 3,329,956 707-7702 Facilities Maintenance Services 1,235,976 1,289,450 1,219,259 1,299,901 1,344,780 Total $ 91,682,093 $ 87,038,899 $ 78,630,757 $ 91,901,999 $ 89,212,101 Annual Percentage Change -14.24% 5.59% -2.93%

DEPARTMENT BUDGET SUMMARY
Division #

162
2026/27 – 2027/28 Operating Budget

PUBLIC WORKS
2024/25 2025/26 2025/26 2026/27 2027/28
Actual Budget Projected Budget Budget
Personnel Services $ 17,940,467 $ 20,109,044 $ 18,297,922 $ 21,249,793 $ 22,679,855 Supplies and Services 39,919,273 50,179,400 45,577,617 50,610,992 53,980,309 Internal Services 8,742,195 8,661,384 8,661,384 8,670,549 9,132,325 Capital Outlay and Transfers Out 25,080,158 8,089,071 6,093,834 11,370,665 3,419,612 Total $ 91,682,093 $ 87,038,899 $ 78,630,757 $ 91,901,999 $ 89,212,101 Total Employee Allocation 107.18 107.18 107.18 114.33 114.33 Expenditures by Category

163
2026/27 – 2027/28 Operating Budget

PUBLIC WORKS
Expenditure Analysis
Personnel Personnel costs are increasing due to the addition of seven (7) new positions in FY 2026/27. A Utilities Maintenance Mechanic position is being added to Wastewater Operations; a Senior Mechanic and a Mechanic position will be added to Fleet Maintenance Services; one Management Analyst position will be allocated between Water and Solid Waste Operations; and three Equipment Operators will be added to Solid Waste Operations. The Utilities Maintenance Mechanic and the Senior Mechanic positions are being added due to increasing workload, while the Management Analyst position is being added to assist with compliance with State organic waste regulations and drought-related regulatory requirements. The Mechanic position and three Equipment Operators are being added to enhance solid waste service, increasing the frequency of organics collection from bi-weekly to weekly.

Supplies and
Services
Supplies and Services budget increased by 11% in FY 2026/27 compared to the FY 2025/26 projection due to increases in operating expenses at the Brentwood Water Treatment plant, increases in costs associated with the Randall Bold Water Treatment Plant, and increases in costs due to the implementation of new regulations governing organic waste collection and disposal.

Supplies and Services budget increased by 7% in FY 2027/28 due to the overall rise in costs of labor, materials, equipment and fuel.

Internal Services Internal Services show a minimal net budget increase in FY 2026/27, with decreases primarily due to non-recurring pension paydown funding budgeted in FY 2025/26 and lower insurance and OPEB costs. This was offset by increases in vehicle and equipment replacement and allocations for information systems and fleet maintenance, due in part to the addition of seven new Public Works positions.

Capital Outlay
and Transfers Out
Capital Outlay and Transfers Out budget increased by 87% in FY 2026/27 compared to the FY 2025/26 projection due to changes in capital needs. Included in the 2026/27 budget is building improvements to accommodate new staff, two new Wastewater vehicles, costs associated with early replacement of two Solid Waste garbage trucks, and five new Solid Waste garbage trucks for the increase in frequency of organics collection.

Transfers Out budget decreased by 70% in FY 2027/28 due to changes in funding of water and wastewater capital projects.

164
2026/27 – 2027/28 Operating Budget

PUBLIC WORKS
FY 2024/25 - FY 2025/26 Performance Measures
Strategic
Plan
Focus
Area Measurement
Type of
Indicator
Unit of
Measure
FY
2024/25
Projection
FY
2024/25
Actual
FY
2025/26
Projection
FY
2025/26
Estimate
FY
2026/27
Projection
FY
2027/28
Projection
5 Illegal Dumping Cleaned
Up Workload Yards 409 409 409 200 300 400
5 Graffiti Removed Workload Sq. Ft. 4,288 4,288 4,288 3,900 4,000 4,500 5 Street Sweeping Debris
Collected Workload Lbs. 1,555,359 1,555,359 1,555,359 2,100,000 2,300,000 2,500,000 1 Garbage Collected Workload Tons 31,941 31,941 31,941 32,058 33,020 34,010 1 Mixed Recycle/Yard
Waste/Cardboard
Collected
Workload Tons 19,397 19,397 19,397 19,629 20,218 20,824 1 Water - Average Daily
Consumption Workload MG 10.04 10.04 10.04 10.43 10.84 11.27 1 Wastewater - Average Daily
Influent Workload MG 4.33 4.33 4.33 4.30 4.40 4.45

165
2026/27 – 2027/28 Operating Budget

PUBLIC WORKS
Status of Prior Strategic Plan Initiatives
Goal Strategic Initiatives
FY 2024/25
Actual
FY 2025/26
Actual

1.2.a. Combat climate change through organics management 10% 20% This project is on-going and involves diverting food waste and yard waste from landfill disposal to a compost facility.

1.2.b. Ensure adequate water supply by expanding water treatment, storage, and distribution infrastructure
On April 23, 2024, City Council received a report detailing water supply expansion options. A project to implement the selected option will be implemented once adopted by the City Council. 5% 15%

166
2026/27 – 2027/28 Operating Budget

SPECIAL ASSESSMENT DISTRICTS
The following Special Assessment District Bonds, issued pursuant to the Municipal Improvement Act of 1915, are not reported in long-term debt.

These are special obligations payable from, and secured by, specific revenue sources described in the bond resolutions and official statements of the respective issues. The City is the collecting and paying agent for the debt issued by these districts, but neither the faith and credit nor the taxing power of the City, the State of California or any political subdivision thereof is pledged for the payment of these bonds.

The finacial activity of the Special Assessment Districts are reported in the Custodial funds of the Fiduciary funds section of the City’s Annual Comprehensive Financial Report (ACFR).

Fund Balance Fund Balance Fund Balance Fund Balance
& Reserves & Reserves & Reserves & Reserves
Fund # Fund Name at 6/30/2025 Revenues Expenditures at 6/30/2026 Revenues Expenditures at 6/30/2027 Revenues Expenditures at 6/30/2028

SPECIAL ASSESSMENT DISTRICT FUNDS
435 2018 A Refinance $ 367,649 $ 3,929,098 $ 3,937,281 $ 359,466 $ 3,911,558 $ 3,969,911 $ 301,113 $ 3,907,513 $ 3,966,161 $ 242,465 436 2014 A & B Refinance 2,341,822 7,196,081 7,202,979 2,334,924 6,382,743 6,411,285 2,306,382 5,845,445 5,872,343 2,279,484 437 2012 A Refinance 848,282 1,284,191 1,306,665 825,808 1,298,833 1,313,249 811,392 1,288,894 1,303,050 797,236 438 Capital Improvement Financing Program 2003-1 1,031,320 1,283,425 1,266,898 1,047,847 1,259,059 1,259,906 1,047,000 1,258,182 1,260,099 1,045,083 439 Capital Improvement Financing Program 2002-1 1,015,330 1,219,216 1,208,870 1,025,676 1,206,794 1,206,993 1,025,477 1,205,979 1,207,243 1,024,213 441 Capital Improvement Financing Program 94-1 2,742,362 1,893,260 2,713,985 1,921,637 1,906,866 1,871,535 1,956,968 1,354,934 1,322,472 1,989,430 442 Capital Improvement Financing Program 98-1 684,649 675,508 688,393 671,764 705,403 699,453 677,714 697,161 685,614 689,261 443 Capital Improvement Financing Program 99-1 616,296 619,300 627,494 608,102 651,727 645,521 614,308 647,664 642,224 619,748 444 Capital Improvement Financing Program 2000-1 876,064 935,724 936,062 875,726 952,522 950,768 877,480 951,567 950,786 878,261 449 Capital Improvement Financing Program 2004-1 1,259,499 1,589,815 1,565,774 1,283,540 1,567,804 1,568,613 1,282,731 1,561,381 1,563,492 1,280,620 460 Randy Way Assessment District 130,677 62,156 62,798 130,035 65,310 61,614 133,731 68,084 64,652 137,163 463 Capital Improvement Financing Program 2006-1 949,388 1,092,727 1,120,899 921,216 1,134,023 1,144,510 910,729 1,138,612 1,150,021 899,320 464 Capital Improvement Financing Program 2005-1 2,245,262 2,586,071 2,639,089 2,192,244 2,666,494 2,695,897 2,162,841 2,669,013 2,700,534 2,131,320 TOTAL Special Assesment District Funds $ 15,108,600 $ 24,366,572 $ 25,277,187 $ 14,197,985 $ 23,709,136 $ 23,799,255 $ 14,107,866 $ 22,594,429 $ 22,688,691 $ 14,013,604 2025/26 Projected 2026/27 Budget 2027/28 Budget

167
2026/27 – 2027/28 Operating Budget

SUCCESSOR AGENCY
Effective February 1, 2012, the Brentwood Redevelopment Agency was dissolved. Under the provisions of AB 1484, the City elected to become the Housing Successor and retain the housing assets. These housing assets were transferred to the City’s Low Income Housing Special Revenue Fund.

The City also elected to become the Successor Agency to the Brentwood Redevelopment Agency and on February 1, 2012 the Redevelopment Agency’s remaining assets were distributed to, and liabilities were assumed by, the Successor Agency. ABx1 26 required the establishment of an Oversight Board to oversee the activities of the Successor Agency and the Brentwood Oversight Board was established on April 11, 2012. Effective July 1, 2018 the Brentwood Oversight Board has been dissolved and a new Countywide Oversight Board has assumed responsibilities for winding down the former Brentwood Redevelopment Agency.

Cash Balance Cash Balance Cash Balance Cash Balance
Fund # Fund Name at 6/30/2025 Revenues Expenditures at 6/30/2026 Revenues Expenditures at 6/30/2027 Revenues Expenditures at 6/30/2028

SUCCESSOR AGENCY FUNDS
303 Administration and Debt Service $ 0 $ 2,671,415 $ 2,671,415 $ 0 $ 2,659,286 $ 2,659,286 $ 0 $ 2,644,444 $ 2,644,444 $ 0 304 RDA Obligation Retirement 2,350,697 2,702,014 2,671,415 2,381,296 2,688,410 2,659,286 2,410,420 2,677,846 2,644,444 2,443,822 Total $ 2,350,697 $ 5,373,429 $ 5,342,830 $ 2,381,296 $ 5,347,696 $ 5,318,572 $ 2,410,420 $ 5,322,290 $ 5,288,888 $ 2,443,822 2025/26 Projected 2026/27 Budget 2027/28 Budget 2024/25 2025/26 2025/26 2026/27 Budget 2027/28 Budget Division # Division Actual Budget Projected Budget % Change Budget % Change

REVENUES
303-0000 Administration and Debt Service $ 2,703,721 $ 2,673,015 $ 2,671,415 $ 2,659,286 -0.51% $ 2,644,444 -0.56% 304-0000 RDA Obligation Retirement 2,560,926 2,702,814 2,702,014 2,688,410 -0.53% 2,677,846 -0.39% Total Revenues $ 5,264,647 $ 5,375,829 $ 5,373,429 $ 5,347,696 -0.52% $ 5,322,290 -0.48%

EXPENDITURES
303-0000 Administration and Debt Service $ 1,362,800 $ 2,673,015 $ 2,671,415 $ 2,659,286 -0.51% $ 2,644,444 -0.56% 304-0000 RDA Obligation Retirement 2,571,914 2,673,015 2,671,415 2,659,286 -0.51% 2,644,444 -0.56% Total Expenditures $ 3,934,714 $ 5,346,030 $ 5,342,830 $ 5,318,572 -0.51% $ 5,288,888 -0.56%

168
2026/27 – 2027/28 Operating Budget
RESOLUTION NO. 2026-XX

169
2026/27 – 2027/28 Operating Budget
RESOLUTION NO. 2026-XX (continued)

170
2026/27 – 2027/28 Operating Budget
RESOLUTION NO. 2026-49
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BRENTWOOD ADOPTING THE 2026/27 PROPOSITION 4 APPROPRIATIONS LIMIT USING THE INCREASE IN STATE PER CAPITA INCOME OF 4.95% AS THE COST-OF-LIVING FACTOR AND THE DECREASE IN COUNTY POPULATION FACTOR OF 0.310%

TO CALCULATE THE LIMIT
WHEREAS, on May 27, 2025, the City Council approved Resolution No. 2025-52 adopting the 2025/26 Proposition 4 Appropriations Limit; and WHEREAS, the California Department of Finance has notified the City of the change in the California per capita personal income and the change in the local assessment roll due to nonresidential construction from which the City has the option to use the greater percentage change, which for purposes of calculating the 2026/27 appropriations limit is an increase of 4.95% in California per capita personal income; and WHEREAS, the California Department of Finance has notified the City of the change in population of the City and the entire Contra Costa County in which the City has the option to use the greater percentage change, which for purposes of calculating the 2026/27 appropriations limit is a decrease of 0.310% for the County population for the prior calendar year; and
WHEREAS, pursuant to California Constitution Article XIIIB, Section 1 and Government Code sections 7900 et seq., and pursuant to the guidelines set forth by Proposition 111, the City appropriations limit must be adjusted for changes from the base year of 1986/87 to the fiscal year ending June 30, 2027.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Brentwood hereby adopts the Proposition 4 Appropriations Limit for the City of Brentwood for fiscal year ending June 30, 2027 in the amount of $132,380,514, using the increase in State per capita income of 4.95% as the cost-of-living factor and the decrease in the County population factor of 0.310% to calculate the Proposition 4 Appropriations Limit.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Brentwood at a regular meeting held on the 9th day of June 2026 by the following vote:

AYES: Council Members Maloney, Mendoza, Pierson, Oerlemans and Mayor Meyer NOES: None
ABSENT: None
ABSTAIN: None
Susannah Meyer
Susannah Meyer, Mayor
ATTEST:

Amanda McVey
Amanda McVey, City Clerk

171
2026/27 – 2027/28 Operating Budget

CONSTITUTIONAL SPENDING LIMITS
Commonly referred to as the Gann Limit, this was a ballot initiative adopted in 1979, and modified by Proposition 111 which passed in 1990, to limit the amount of tax proceeds State and local governments can spend each year. The Gann Limit now appears in California’s State Constitution as Article XIII (B). The limit changes annually and is different for every city. Each year’s limit is based on the amount of tax proceeds that were authorized to be spent in FY 1978/79 in each city and is adjusted for changes in inflation and population in each subsequent year. By law, inflationary adjustments are based on the DOF’s official report on changes in the State’s per capita income or in non-residential assessed valuation due to new construction. Population adjustments are based on changes in either city or county population levels. The following chart depicts the City’s historical Gann Limits and the appropriations subject to the limit.

172
2026/27 – 2027/28 Operating Budget
CONSTITUTIONAL SPENDING LIMITS (continued)
The City’s limit is calculated each year and is established by a resolution of the City Council prior to, or concurrently with, the adoption of the annual Operating Budget. The Article XIII (B) limit for FY 2026/27 has been calculated to be $132,380,514. This amount was calculated by taking the prior year’s limitation and adjusting it by the percentage increase in the State Per Capita Income and the percentage decrease in the County’s population. The Article XIII (B) limit is not a restricting factor for the City of Brentwood. This factor will continue to be monitored annually and budget adjustments will be recommended if they are required in future years.

Appropriations Limit for Fiscal Year 2025/26 $ 126,528,985 City Population in January 2025* 66,332
City Population in January 2026 66,070
Percentage Change in Population - City of Brentwood -0.395% Percentage Change - Contra Costa County -0.310%
California Per Capita Personal Income 4.95%
Change in non-residential new construction 3.94%
Factor to be applied to Prior Year
(1 + Population Factor) x (1 + Per Capita Factor) 1.04624655 Appropriations Limit for Fiscal Year 2026/27 $ 132,380,514 * January 2025 population amount was revised by the State in 2026. The population included in the prior year GANN limit calculation, as reported by the State, was slightly lower at 65,747.

Article XIII (B) Appropriations Limit for the City of Brentwood For Fiscal Year 2026/27

173
2026/27 – 2027/28 Operating Budget

PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT
Legislative
Executive Assistant 0.50 0.50 0.50 0.50
Legislative Total 0.50 0.50 0.50 0.50
City Manager
City Manager
City Manager 1.00 1.00 1.00 1.00
Assistant City Manager 0.50 0.50 0.50 0.50
Executive Assistant 0.50 0.50 0.50 0.50
Public Information Officer 1.00 1.00 1.00 1.00
City Manager Total 3.00 3.00 3.00 3.00
Economic Development
Assistant City Manager 0.50 0.50 0.50 0.50
Administrative Technician 0.50 0.50 0.50 0.50
Economic Development Manager 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 1.00 1.00
Economic Development Total 3.00 3.00 3.00 3.00
City Clerk
City Clerk 1.00 1.00 1.00 1.00
Assistant City Clerk 1.00 1.00 1.00 1.00
Administrative Technician 0.50 0.50 0.50 0.50
City Clerk Total 2.50 2.50 2.50 2.50
City Manager Total 8.50 8.50 8.50 8.50
City Attorney
City Attorney 1.00 1.00 1.00 1.00
Assistant City Attorney 2.00 2.00 2.00 2.00
Deputy City Attorney 1.00 1.00 1.00 1.00
Administrative Assistant I/II 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00
City Attorney Total 6.00 6.00 6.00 6.00
2025/26
Authorized
2026/27
Budget
2027/28
Budget
2024/25
Authorized

174
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Community Development
Building
Director of Community Development 0.35 0.35 0.35 0.35
Administrative Assistant I/II 0.86 0.86 0.86 0.86
Administrative Supervisor 0.34 0.34 0.34 0.34
Building Inspector I/II 2.00 2.00 2.00 2.00
Chief Building Official 0.80 0.80 0.80 0.80
Community Development Technician I/II 2.00 2.00 2.00 2.00 Development Services Manager 1.00 1.00 1.00 1.00
Housing Program Manager 0.10 0.10 0.10 0.10
Senior Building Inspector 1.00 1.00 1.00 1.00
Senior Community Development Technician 1.00 1.00 1.00 1.00 Building Total 9.45 9.45 9.45 9.45
Community Enrichment
Administrative Assistant I/II 1.00 1.00 1.00 1.00
Code Enforcement Officer I/II 4.00 4.00 4.00 4.00
Senior Code Enforcement Officer 1.00 1.00 1.00 1.00
Community Enrichment Total 6.00 6.00 6.00 6.00
Planning
Director of Community Development 0.32 0.32 0.32 0.32
Administrative Assistant I/II 0.64 0.64 0.64 0.64
Administrative Supervisor 0.33 0.33 0.33 0.33
Administrative Technician 1.00 1.00 1.00 1.00
Associate Planner 2.00 2.00 2.00 2.00
Community Development Technician I/II 1.00 1.00 1.00 1.00 Planning Manager 0.95 0.95 0.95 0.95
Principal Planner 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00
Planning Total 8.24 8.24 8.24 8.24
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

175
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Community Development (continued)
Housing Administration
Director of Community Development 0.33 0.33 0.33 0.33
Administrative Assistant I/II 0.50 0.50 0.50 0.50
Administrative Supervisor 0.33 0.33 0.33 0.33
Chief Building Official 0.20 0.20 0.20 0.20
Housing Program Manager 0.90 0.90 0.90 0.90
Planning Manager 0.05 0.05 0.05 0.05
Housing Administration Total 2.31 2.31 2.31 2.31
Community Development Total 26.00 26.00 26.00 26.00
Engineering
Engineering
Director of Engineering/City Engineer 0.20 0.20 0.20 0.20 Administrative Assistant I/II 0.55 0.55 0.40 0.40
Administrative Technician 1.15 1.15 0.60 0.60
Associate Engineer 0.70 0.70 0.70 0.70
Construction Inspector I/II 1.30 1.30 1.30 1.30
Engineering Manager 0.50 0.50 0.40 0.40
Engineering Services Supervisor 1.00 1.00 1.00 1.00
Engineering Technician 0.70 0.70 0.30 0.30
Management Analyst I/II 0.10 0.10 0.50 0.50
Senior Management Analyst 0.25 0.25 0.35 0.35
Senior Construction Inspector 0.80 0.80 0.80 0.80
Senior Engineer 0.00 0.00 0.40 0.40
Engineering Total 7.25 7.25 6.95 6.95
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

176
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Engineering (continued)
Transportation
Director of Engineering/City Engineer 0.10 0.10 0.10 0.10 Administrative Assistant I/II 0.00 0.00 0.20 0.20
Administrative Technician 0.00 0.00 0.10 0.10
Engineering Technician 0.00 0.00 0.10 0.10
Senior Engineer 1.00 1.00 0.40 0.40
Senior Management Analyst 0.10 0.10 0.10 0.10
Transportation Total 1.20 1.20 1.00 1.00
CIP Administration
Director of Engineering/City Engineer 0.50 0.50 0.50 0.50 Administrative Assistant I/II 0.40 0.40 0.40 0.40
Administrative Technician 0.85 0.85 1.15 1.15
Associate Civil Engineer 0.42 0.42 0.42 0.42
Associate Engineer 0.90 0.90 0.90 0.90
Construction Inspector I/II 0.50 0.50 0.50 0.50
Engineering Manager 0.50 0.50 0.40 0.40
Engineering Technician 0.30 0.30 0.60 0.60
Management Analyst I/II 0.75 0.75 0.00 0.00
Parks Planner 0.15 0.15 0.15 0.15
Project Services Specialist 0.25 0.25 0.25 0.25
Senior Engineer 0.00 0.00 0.60 0.60
Senior Construction Inspector 0.20 0.20 0.20 0.20
Senior Management Analyst 0.05 0.05 0.05 0.05
CIP Administration Total 5.77 5.77 6.12 6.12
Engineering Total 14.22 14.22 14.07 14.07
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

177
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Finance and Information Systems
Business Services
City Treasurer/Director of Finance and Information Systems 0.25 0.25 0.25 0.25 Assistant Director of Finance and Information Systems 0.20 0.20 0.20 0.20 Accountant I/II 1.45 1.45 1.45 1.45
Accounting Manager 0.80 0.80 0.80 0.80
Accounting Technician 1.70 1.70 1.70 1.70
Administrative Supervisor 0.17 0.17 0.17 0.17
Information Systems Technician 0.05 0.05 0.00 0.00
Senior Accountant 1.00 1.00 1.00 1.00
Business Services Total 5.62 5.62 5.57 5.57
Financial Services
City Treasurer/Director of Finance and Information Systems 0.25 0.25 0.25 0.25 Assistant Director of Finance and Information Systems 0.20 0.20 0.20 0.20 Accounting Assistant I/II 0.65 0.65 1.00 1.00
Accounting Manager 0.25 0.25 0.25 0.25
Accounting Technician 2.00 2.00 2.00 2.00
Administrative Supervisor 0.16 0.16 0.16 0.16
Information Systems Technician 0.15 0.15 0.00 0.00
Management Analyst I/II 0.70 0.70 0.70 0.70
Payroll Manager 1.00 1.00 1.00 1.00
Payroll Technician 1.00 1.00 1.00 1.00
Senior Accounting Assistant 0.50 0.50 0.50 0.50
Financial Services Total 6.86 6.86 7.06 7.06
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

178
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Finance and Information Systems (continued)
Information Systems
City Treasurer/Director of Finance and Information Systems 0.25 0.25 0.25 0.25 Assistant Director of Finance and Information Systems 0.35 0.35 0.35 0.35 Accounting Assistant I/II 0.35 0.35 0.00 0.00
Accounting Technician 0.15 0.15 0.15 0.15
Administrative Supervisor 0.33 0.33 0.33 0.33
Administrative Technician 1.00 1.00 1.00 1.00
GIS Coordinator 1.00 1.00 1.00 1.00
Information Systems Analyst 3.00 3.00 3.00 3.00
Information Systems Manager 1.00 1.00 1.00 1.00
Information Systems Supervisor 1.00 1.00 1.00 1.00
Information Systems Technician I/II 3.80 3.80 4.00 4.00 Management Analyst I/II 0.30 0.30 0.30 0.30
Information Systems Total 12.53 12.53 12.38 12.38
Solid Waste Utility Billing
City Treasurer/Director of Finance and Information Systems 0.08 0.08 0.08 0.08 Assistant Director of Finance and Information Systems 0.09 0.09 0.09 0.09 Accountant I/II 0.18 0.18 0.18 0.18
Accounting Assistant I/II 1.65 1.65 1.65 1.65
Accounting Manager 0.32 0.32 0.32 0.32
Accounting Supervisor 0.33 0.33 0.33 0.33
Accounting Technician 0.38 0.38 0.38 0.38
Administrative Supervisor 0.11 0.11 0.11 0.11
Senior Accounting Assistant 0.17 0.17 0.17 0.17
Solid Waste Utility Billing Total 3.31 3.31 3.31 3.31
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

179
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Finance and Information Systems (continued)
Water Utility Billing
City Treasurer/Director of Finance and Information Systems 0.08 0.08 0.08 0.08 Assistant Director of Finance and Information Systems 0.08 0.08 0.08 0.08 Accountant I/II 0.18 0.18 0.18 0.18
Accounting Assistant I/II 1.70 1.70 1.70 1.70
Accounting Manager 0.31 0.31 0.31 0.31
Accounting Supervisor 0.34 0.34 0.34 0.34
Accounting Technician 0.39 0.39 0.39 0.39
Administrative Supervisor 0.11 0.11 0.11 0.11
Senior Accounting Assistant 0.17 0.17 0.17 0.17
Water Utility Billing Total 3.36 3.36 3.36 3.36
Wastewater Utility Billing
City Treasurer/Director of Finance and Information Systems 0.09 0.09 0.09 0.09 Assistant Director of Finance and Information Systems 0.08 0.08 0.08 0.08 Accountant I/II 0.19 0.19 0.19 0.19
Accounting Assistant I/II 1.65 1.65 1.65 1.65
Accounting Manager 0.32 0.32 0.32 0.32
Accounting Supervisor 0.33 0.33 0.33 0.33
Accounting Technician 0.38 0.38 0.38 0.38
Administrative Supervisor 0.12 0.12 0.12 0.12
Senior Accounting Assistant 0.16 0.16 0.16 0.16
Wastewater Utility Billing Total 3.32 3.32 3.32 3.32
Finance and Information Systems Total 35.00 35.00 35.00 35.00 Human Resources
Director of Human Resources/Risk Manager 1.00 1.00 1.00 1.00 Administrative Assistant I/II 1.00 1.00 1.00 1.00
Human Resources Analyst I/II 2.00 2.00 2.00 2.00
Human Resources Manager 1.00 1.00 1.00 1.00
Human Resources Technician 1.00 1.00 1.00 1.00
Risk and Safety Analyst 1.00 1.00 1.00 1.00
Full-Tiime Total 7.00 7.00 7.00 7.00
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

180
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Human Resources (continued)
Regular Part-Time
Administrative Assistant I/II 0.00 0.00 0.50 0.50
Regular Part-Time Total 0.00 0.00 0.50 0.50
Human Resources Total 7.00 7.00 7.50 7.50
Parks and Recreation
Parks and Recreation Administration
Director of Parks and Recreation 0.85 0.85 0.85 0.85
Accountant I/II 0.30 0.30 0.30 0.30
Administrative Assistant I/II 2.75 2.75 2.75 2.75
Administrative Supervisor 1.00 1.00 1.00 1.00
Project Services Specialist 0.50 0.50 0.50 0.50
Recreation Coordinator 3.25 3.25 3.25 3.25
Recreation Manager 1.00 1.00 1.00 1.00
Recreation Supervisor 2.00 2.00 2.00 2.00
Senior Management Analyst 0.85 0.85 0.85 0.85
Parks and Recreation Administration Total 12.50 12.50 12.50 12.50 City Pool
Park Maintenance Worker I/II 0.20 0.20 0.20 0.20
Recreation Coordinator 0.50 0.50 0.50 0.50
City Pool Total 0.70 0.70 0.70 0.70
Parks Planning
Park Maintenance Supervisor 0.20 0.20 0.20 0.20
Parks Planner 0.85 0.85 0.85 0.85
Project Services Specialist 0.25 0.25 0.25 0.25
Parks Planning Total 1.30 1.30 1.30 1.30
Senior Programs
Recreation Coordinator 0.25 0.25 0.25 0.25
Recreation Supervisor 1.00 1.00 1.00 1.00
Senior Programs Total 1.25 1.25 1.25 1.25
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

181
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Parks and Recreation (continued)
Adaptive Recreation
Recreation Coordinator 1.00 1.00 1.00 1.00
Adaptive Recreation Total 1.00 1.00 1.00 1.00
Landscape Operations
Director of Parks and Recreation 0.10 0.10 0.10 0.10
Accountant I/II 0.40 0.40 0.40 0.40
Administrative Assistant I/II 0.25 0.25 0.25 0.25
Park Maintenance Manager 0.33 0.33 0.33 0.33
Park Maintenance Supervisor 1.35 1.35 1.35 1.35
Park Maintenance Worker I/II 0.30 0.30 0.30 0.30
Senior Management Analyst 0.15 0.15 0.15 0.15
Senior Park Maintenance Worker 0.55 0.55 0.55 0.55
Landscape Operations Total 3.43 3.43 3.43 3.43
Citywide Park Assessment District
Director of Parks and Recreation 0.05 0.05 0.05 0.05
Accountant I/II 0.30 0.30 0.30 0.30
Park Maintenance Manager 0.67 0.67 0.67 0.67
Park Maintenance Supervisor 1.45 1.45 1.45 1.45
Park Maintenance Worker I/II 5.50 5.50 5.50 5.50
Senior Park Maintenance Worker 1.45 1.45 1.45 1.45
Citywide Park Assessment District Total 9.42 9.42 9.42 9.42 Parks and Recreation Total 29.60 29.60 29.60 29.60
Police
Police Department
Police Chief 0.85 0.85 0.85 0.85
Accounting Technician 0.75 0.75 0.75 0.75
Administrative Assistant I/II 0.90 0.90 0.90 0.90
Community Service Officer I/II 5.90 5.90 5.90 5.90
Executive Assistant 0.85 0.85 0.85 0.85
Police Captain 1.65 1.65 1.65 1.65
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

182
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Police (continued)
Police Lieutenant 3.70 3.70 3.70 3.70
Police Officer 54.00 54.00 54.00 54.00
Police Records Clerk I/II 5.00 5.00 5.00 5.00
Police Sergeant 10.70 10.70 10.70 10.70
Property and Evidence Technician I/II 1.00 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 1.00
Senior Community Service Officer 2.00 2.00 2.00 2.00
Senior Police Records Clerk 1.00 1.00 1.00 1.00
Senior Property and Evidence Technician 1.00 1.00 1.00 1.00 Police Department Total 90.30 90.30 90.30 90.30
Police Dispatch Center
Police Chief 0.15 0.15 0.15 0.15
Accounting Technician 0.25 0.25 0.25 0.25
Administrative Assistant I/II 0.10 0.10 0.10 0.10
Community Service Officer I/II 0.10 0.10 0.10 0.10
Dispatch Supervisor 2.00 2.00 2.00 2.00
Dispatcher I/II 12.00 12.00 12.00 12.00
Executive Assistant 0.15 0.15 0.15 0.15
Police Captain 0.35 0.35 0.35 0.35
Police Lieutenant 0.30 0.30 0.30 0.30
Police Sergeant 0.30 0.30 0.30 0.30
Police Dispatch Center Total 15.70 15.70 15.70 15.70
Regular Part-Time
Administrative Assistant I/II 0.50 0.50 0.50 0.50
Administrative Assistant I/II 0.50 0.50 0.50 0.50
Regular Part-Time Total 1.00 1.00 1.00 1.00
Police Total 107.00 107.00 107.00 107.00
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

183
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Public Works
Streets
Director of Public Works 0.10 0.10 0.10 0.10
Assistant Director of Public Works 0.10 0.10 0.10 0.10
Administrative Assistant I/II 1.00 1.00 1.00 1.00
Administrative Supervisor 0.20 0.20 0.20 0.20
Electrician 1.00 1.00 1.00 1.00
Associate Civil Engineer 0.06 0.06 0.06 0.06
Senior Street Maintenance Worker 2.00 2.00 2.00 2.00
Street Maintenance Worker I/II 6.00 6.00 6.00 6.00
Street Sweeper Operator 3.00 3.00 3.00 3.00
Streets Manager 1.00 1.00 1.00 1.00
Streets Supervisor 1.00 1.00 1.00 1.00
Warehouse Coordinator 0.20 0.20 0.20 0.20
Streets Total 15.66 15.66 15.66 15.66
Solid Waste Operations
Director of Public Works 0.25 0.25 0.25 0.25
Assistant Director of Public Works 0.20 0.20 0.20 0.20
Administrative Assistant I/II 3.41 3.41 3.20 3.20
Administrative Supervisor 0.16 0.16 0.16 0.16
Administrative Technician 0.00 0.00 0.05 0.05
Associate Civil Engineer 0.10 0.10 0.10 0.10
GIS Technician 0.33 0.33 0.33 0.33
Management Analyst I/II 0.05 0.05 0.66 0.66
Senior Management Analyst 0.20 0.20 0.17 0.17
Senior Solid Waste Equipment Operator 1.60 1.60 1.60 1.60 Solid Waste Equipment Operator I/II 17.00 17.00 20.00 20.00 Solid Waste and Recycling Manager 0.80 0.80 0.80 0.80
Solid Waste Supervisor 1.60 1.60 1.60 1.60
Warehouse Coordinator 0.16 0.16 0.16 0.16
Solid Waste Operations Total 25.86 25.86 29.28 29.28
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

184
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Public Works (continued)
Solid Waste Transfer Station
Assistant Director of Public Works 0.05 0.05 0.05 0.05
Administrative Assistant I/II 0.60 0.60 0.80 0.80
Administrative Supervisor 0.04 0.04 0.04 0.04
Senior Solid Waste Equipment Operator 0.40 0.40 0.40 0.40 Solid Waste Equipment Operator I/II 1.00 1.00 1.00 1.00 Solid Waste and Recycling Manager 0.20 0.20 0.20 0.20
Solid Waste Supervisor 0.40 0.40 0.40 0.40
Warehouse Coordinator 0.04 0.04 0.04 0.04
Solid Waste Transfer Station Total 2.73 2.73 2.93 2.93
Water Operations
Director of Engineering/City Engineer 0.10 0.10 0.10 0.10 Director of Public Works 0.25 0.25 0.25 0.25
Assistant Director of Public Works 0.25 0.25 0.25 0.25
Administrative Assistant I/II 0.02 0.02 0.00 0.00
Administrative Supervisor 0.20 0.20 0.20 0.20
Administrative Technician 1.00 1.00 1.05 1.05
Associate Civil Engineer 0.20 0.20 0.20 0.20
Associate Engineer 0.20 0.20 0.20 0.20
Cross Connection Control Specialist 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00
Engineering Manager 0.50 0.50 0.40 0.40
GIS Technician 0.33 0.33 0.33 0.33
Laboratory Analyst 0.00 0.50 0.50 0.50
Laboratory Technician I/II 1.00 0.50 0.50 0.50
Laboratory Supervisor 0.50 0.50 0.50 0.50
Management Analyst I/II 0.05 0.05 0.67 0.67
Senior Management Analyst 0.20 0.20 0.17 0.17
Senior Water Distribution Worker 2.00 2.00 2.00 2.00
Senior Water Service Worker 1.00 1.00 1.00 1.00
Warehouse Coordinator 0.20 0.20 0.20 0.20
2026/27
Budget
2027/28
Budget
2024/25
Authorized
2025/26
Authorized

185
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Public Works (continued)
Water Operations (continued)
Water Distribution Supervisor 1.00 1.00 1.00 1.00
Water Distribution Worker I/II 6.00 6.00 6.00 6.00
Water Operations Manager 1.00 1.00 1.00 1.00
Water Production Supervisor 1.00 1.00 1.00 1.00
Water Production Worker I/II 3.00 3.00 3.00 3.00
Water Service Supervisor 0.00 1.00 1.00 1.00
Water Service Worker I/II 3.00 2.00 2.00 2.00
Water Operations Total 25.00 25.00 25.52 25.52
Water Non-Potable
Water Efficiency Specialist 0.70 0.70 0.70 0.70
Water Non-Potable Total 0.70 0.70 0.70 0.70
Wastewater Operations
Director of Engineering/City Engineer 0.10 0.10 0.10 0.10 Director of Public Works 0.30 0.30 0.30 0.30
Assistant Director of Public Works 0.30 0.30 0.30 0.30
Administrative Assistant I/II 0.02 0.02 0.00 0.00
Administrative Supervisor 0.20 0.20 0.20 0.20
Administrative Technician 1.00 1.00 1.05 1.05
Associate Civil Engineer 0.20 0.20 0.20 0.20
Associate Engineer 0.20 0.20 0.20 0.20
Construction Inspector I/II 0.20 0.20 0.20 0.20
Electrician 1.00 1.00 1.00 1.00
Engineering Manager 0.50 0.50 0.40 0.40
Environmental Compliance Inspector 1.00 1.00 1.00 1.00
GIS Technician 0.34 0.34 0.34 0.34
Laboratory Analyst 0.00 0.50 0.50 0.50
Laboratory Technician I/II 1.00 0.50 0.50 0.50
Laboratory Supervisor 0.50 0.50 0.50 0.50
Management Analyst I/II 0.05 0.05 0.17 0.17
Senior Management Analyst 0.20 0.20 0.16 0.16
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

186
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Public Works (continued)
Wastewater Operations (continued)
Senior Wastewater Collection Systems Worker 1.00 1.00 0.90 0.90 Utilities Maintenance Mechanic 2.00 2.00 3.00 3.00
Warehouse Coordinator 0.20 0.20 0.20 0.20
Wastewater Collection Systems Worker I/II 4.00 4.00 4.50 4.50 Wastewater Collection Supervisor 1.00 1.00 0.90 0.90
Wastewater Operations Manager 1.00 1.00 0.90 0.90
Wastewater Treatment Operator I/II/III 5.00 5.00 5.00 5.00 Wastewater Treatment Plant Supervisor 1.00 1.00 1.00 1.00 Wastewater Treatment Senior Operator 1.00 1.00 1.00 1.00 Water Efficiency Specialist 0.30 0.30 0.30 0.30
Wastewater Operations Total 23.61 23.61 24.82 24.82
Wastewater Lateral Maintenance
Collection Systems Worker I/II 1.00 1.00 0.50 0.50
Senior Collection Systems Worker 0.00 0.00 0.10 0.10
Senior Street Maintenance Worker 0.00 1.00 1.00 1.00
Street Maintenance Worker I/II 2.00 1.00 1.00 1.00
Wastewater Collection Supervisor 0.00 0.00 0.10 0.10
Wastewater Operations Manager 0.00 0.00 0.10 0.10
Wastewater Lateral Maintenance Total 3.00 3.00 2.80 2.80 Fleet Maintenance Services
Director of Public Works 0.05 0.05 0.05 0.05
Assistant Director of Public Works 0.05 0.05 0.05 0.05
Administrative Assistant I/II 0.50 0.50 0.50 0.50
Administrative Supervisor 0.10 0.10 0.10 0.10
Associate Civil Engineer 0.02 0.02 0.02 0.02
Mechanic I/II 3.00 3.00 4.00 4.00
Fleet Supervisor 1.00 1.00 1.00 1.00
Fleet/Facilities Manager 0.75 0.75 0.75 0.75
Senior Mechanic 0.00 0.00 1.00 1.00
Warehouse Coordinator 0.10 0.10 0.10 0.10
Fleet Maintenance Services Total 5.57 5.57 7.57 7.57
2024/25
Authorized
2025/26
Authorized
2026/27
Budget
2027/28
Budget

187
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Public Works (continued)
Facilities Maintenance Services
Director of Public Works 0.05 0.05 0.05 0.05
Assistant Director of Public Works 0.05 0.05 0.05 0.05
Administrative Assistant I/II 0.50 0.50 0.50 0.50
Administrative Supervisor 0.10 0.10 0.10 0.10
Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00
Facilities Maintenance Worker I/II 3.00 3.00 3.00 3.00
Fleet/Facilities Manager 0.25 0.25 0.25 0.25
Warehouse Coordinator 0.10 0.10 0.10 0.10
Facilities Maintenance Services Total 5.05 5.05 5.05 5.05 Public Works Total 107.18 107.18 114.33 114.33
Legislative - Elected and Appointed Employees
City Council
Mayor 1.00 1.00 1.00 1.00
Vice Mayor 1.00 1.00 1.00 1.00
Council Member 3.00 3.00 3.00 3.00
Art Commissioners 5.00 5.00 5.00 5.00
Park and Recreation Commissioners 5.00 5.00 5.00 5.00
Planning Commissioners 5.00 5.00 5.00 5.00
Youth Commissioners 10.00 10.00 10.00 10.00
Legislative - Elected and Appointed Total 30.00 30.00 30.00 30.00 TOTAL AUTHORIZED FULL-TIME EMPLOYEES 340.00 340.00 347.00 347.00 TOTAL REGULAR PART-TIME EMPLOYEES 1.00 1.00 1.50 1.50
TOTAL ELECTED AND APPOINTED EMPLOYEES 30.00 30.00 30.00 30.00 GRAND TOTALS 371.00 371.00 378.50 378.50
2027/28
Budget
2024/25
Authorized
2025/26
Authorized
2026/27
Budget

188
2026/27 – 2027/28 Operating Budget
PERSONNEL SUMMARY ALLOCATIONS BY DEPARTMENT (continued) Beginning in Beginning in
Department Division 2026/27 FY 2027/28
Human Resources Human Resources 0.50 0.00
Public Works Solid Waste Operations 3.50 0.00
Public Works Water Operations 0.50 0.00
Public Works Wastewater Operations 1.00 0.00
Public Works Fleet Maintenance Services 2.00 0.00
Total 7.50 0.00
Total New Personnel Requests (Included in Full-Time Employee Count Above)

189
2026/27 – 2027/28 Operating Budget

FUND EXPENDITURE SUMMARY BY DIVISION
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change 100 - GENERAL FUND
100-1101 General Fund Transfers $ 5,716,718 $ 4,329,612 $ 4,471,269 $ 4,768,805 10.14% $ 3,327,929 -30.21% 100-1201 City Council 395,371 464,285 371,584 486,945 4.88% 501,135 2.91% 100-1202 City Manager 936,957 1,170,565 879,202 1,182,555 1.02% 1,229,610 3.98% 100-1203 City Attorney 1,708,577 2,535,298 2,076,999 2,454,896 -3.17% 2,567,783 4.60% 100-1204 Economic Development 1,238,263 1,552,013 1,261,479 1,512,711 -2.53% 1,411,816 -6.67% 100-1205 City Clerk 709,117 777,606 672,397 879,905 13.16% 746,062 -15.21% 100-1206 Human Resources 1,917,946 2,426,335 2,336,659 2,548,200 5.02% 2,611,283 2.48% 100-1303 Business Services 1,467,523 1,575,389 1,575,389 1,623,558 3.06% 1,694,351 4.36% 100-1304 Financial Services 1,563,179 1,705,020 1,627,599 1,716,795 0.69% 1,783,858 3.91% 100-1305 Successor Agency 1,682,821 838,436 824,328 14,107 -98.32% 0 -100.00% 100-1403 Library 515,087 588,164 574,509 580,985 -1.22% 595,232 2.45% 100-1417 Senior Nutrition Program 26,000 26,000 26,000 36,000 38.46% 36,000 0.00% 100-1418 Animal Services 704,453 743,934 743,934 898,660 20.80% 925,620 3.00% 100-1419 Family Justice Center 28,000 28,000 28,000 28,000 0.00% 28,000 0.00% 100-1501 Police Department 28,491,818 31,304,752 30,182,250 32,547,314 3.97% 33,962,115 4.35% 100-1511 Police Dispatch Center 4,030,265 4,756,722 4,141,844 4,761,160 0.09% 4,957,342 4.12% 100-1602 Landscape Operations 1,524,160 1,762,893 1,629,995 1,757,422 -0.31% 1,778,215 1.18% 100-1603 Streets 4,431,728 5,221,550 4,837,831 5,572,317 6.72% 5,840,160 4.81% 100-1701 Non-Departmental 937,909 1,100,304 1,062,083 1,332,311 21.09% 1,365,798 2.51% 100-2101 Building 2,470,409 3,083,875 2,807,719 3,020,107 -2.07% 3,047,125 0.89% 100-2102 Community Enrichment 1,139,622 1,442,560 1,266,617 1,367,770 -5.18% 1,442,568 5.47% 100-2201 Planning 1,888,860 2,457,610 1,930,270 2,282,445 -7.13% 2,343,529 2.68% 100-2202 Planning Commission 26,658 35,751 23,724 26,987 -24.51% 27,217 0.85% 100-2301 Engineering 2,150,558 2,305,013 2,075,119 2,213,838 -3.96% 2,307,332 4.22% 100-2303 Transportation 475,751 774,616 594,187 663,237 -14.38% 685,087 3.29% 100-3601 CIP Administration 1,352,613 1,666,456 1,491,827 1,662,952 -0.21% 1,742,521 4.78% 100-5101 Parks and Recreation Administration 2,821,195 3,129,640 3,023,879 3,158,149 0.91% 3,303,311 4.60% 100-5102 City Pool 1,458,146 1,536,865 1,536,865 1,502,964 -2.21% 1,548,687 3.04% 100-5106 Park and Recreation Commission 7,200 10,423 7,048 9,966 -4.38% 9,972 0.06% 100-5107 Youth Commission 2,562 5,247 3,870 4,074 -22.36% 4,202 3.14% 100-5108 Parks Planning 310,448 333,674 330,998 353,056 5.81% 366,567 3.83% 100-5109 Art Commission 475 1,099 516 726 -33.94% 749 3.17% 100-5110 Community Center 963,276 1,019,327 1,019,327 1,020,002 0.07% 1,055,251 3.46% 100-5111 Senior Programs 330,246 456,171 362,649 387,993 -14.95% 410,010 5.67% 100-5112 Brentwood Senior Activity Center 578,209 610,162 595,958 533,872 -12.50% 553,432 3.66% 100-5113 Davis Camp 13,051 1,065 1,065 1,000 -6.10% 1,030 3.00%

190
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change 100 - GENERAL FUND (Continued)
100-5114 Adaptive Recreation $ 2,735 $ 199,301 $ 133,603 $ 203,795 2.25% $ 216,958 6.46% 100-5116 Sand Creek Sports Complex 0 0 0 256,000 100.00% 499,694 95.19% 100-62xx Sports Programs 322,974 483,078 361,476 470,671 -2.57% 483,732 2.77% 100-63xx Recreation Programs 706,403 820,898 727,262 861,193 4.91% 886,246 2.91% 100-64xx Citywide Special Events 0 242,880 233,645 173,490 -28.57% 178,623 2.96% Total General Fund 75,047,283 83,522,589 77,850,975 84,876,933 1.62% 86,476,152 1.88%

ENTERPRISE FUNDS
540, 543 - Solid Waste
540-5301 Solid Waste Operations 14,746,673 18,497,251 17,033,663 22,084,539 19.39% 19,148,410 -13.29% 540-5302 Solid Waste Utility Billing 1,120,719 1,263,528 1,121,856 1,238,229 -2.00% 1,312,050 5.96% 540-5303 Solid Waste Transfer Station 2,555,873 3,343,357 2,621,320 2,970,122 -11.16% 3,118,258 4.99% 543-5350 Solid Waste Replacement 18,746 204,175 63,642 403,049 97.40% 1,052,970 161.25% Total Solid Waste 18,442,011 23,308,311 20,840,481 26,695,939 14.53% 24,631,688 -7.73% 560, 563 - Water
560-5501 Water Operations 36,041,995 35,120,564 33,412,398 35,608,125 1.39% 35,515,418 -0.26% 560-5502 Water Utility Billing 1,193,570 1,325,120 1,165,619 1,283,685 -3.13% 1,358,092 5.80% 560-5504 Water Non-Potable 324,695 606,395 440,549 428,049 -29.41% 455,884 6.50% 563-5550 Water Replacement 2,346,912 5,284,785 5,275,902 2,627,750 -50.28% 2,165,672 -17.58% Total Water 39,907,172 42,336,864 40,294,468 39,947,609 -5.64% 39,495,066 -1.13% 590, 593 - Wastewater
590-5801 Wastewater Operations 29,414,197 19,480,959 15,694,273 20,214,182 3.76% 19,711,512 -2.49% 590-5802 Wastewater Utility Billing 1,160,304 1,271,861 1,140,385 1,241,545 -2.38% 1,315,462 5.95% 590-5803 Wastewater Lateral Maintenance 652,988 754,199 748,757 709,778 -5.89% 747,723 5.35% 593-5850 Wastewater Replacement 1,132,427 10,638,960 10,441,778 414,520 -96.10% 479,877 15.77% Total Wastewater 32,359,916 32,145,979 28,025,193 22,580,025 -29.76% 22,254,574 -1.44% 510, 511, 513 - Housing
510-5010 Housing Administration 783,680 907,071 770,881 824,845 -9.07% 854,027 3.54% 511-5100 Housing Rental Units 303,835 264,671 261,482 325,348 22.93% 331,643 1.93% 513-5050 Housing Replacement 33,044 100,891 100,384 100,555 -0.33% 100,628 0.07% Total Housing 1,120,559 1,272,633 1,132,747 1,250,748 -1.72% 1,286,298 2.84% Total Enterprise Funds 91,829,658 99,063,787 90,292,889 90,474,321 -8.67% 87,667,626 -3.10%

191
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change

INTERNAL SERVICE FUNDS
701-7101 Information Systems $ 4,576,639 $ 5,157,351 $ 4,878,663 $ 5,261,754 2.02% $ 5,521,193 4.93% 702-7201 Vehicle and Equipment Replacement 2,252,081 5,364,519 5,359,388 6,560,009 22.29% 7,121,324 8.56% 703-7301 Information Systems Replacement 816,217 1,040,031 803,595 1,206,564 16.01% 861,767 -28.58% 704 - Facilities Replacement
704-7400 Facilities Replacement Administration 10,018 216,799 7,235 8,157 -96.24% 8,618 5.65% 704-7401 City Hall Facilities Replacement 153,250 243,555 243,555 2,433,025 898.96% 37,106 -98.47% 704-7407 Police Facilities Replacement 0 192,089 192,089 15,000 -92.19% 5,000 -66.67% 704-7411 Library Facilities Replacement 21,727 5,665 4,807 0 -100.00% 383,000 100.00% 704-7413 Aquatic Complex Facilities Replacement 0 36,000 36,000 466,590 1196.08% 0 -100.00% 704-7418 City Soundwall Replacement 0 25,000 25,000 25,000 0.00% 25,000 0.00% 704-7419 BUSD Joint Use Agreement 6,084 234,208 234,208 6,265 -97.33% 32,930 425.62% 704-7420 Fleet Maintenance Facilities Replacement 11,896 54,990 54,990 105,500 91.85% 0 -100.00% 704-7421 Community Center Facilities Replacement 127,390 97,001 97,001 1,320,000 1260.81% 0 -100.00% 704-7422 Senior Activity Center Facilities Replacement 13,633 408,330 408,330 0 -100.00% 0 0.00% 704-7423 Civic Center Parking Garage Facilities Replacement 19,502 46,664 46,664 62,000 32.86% 0 -100.00% 704-7490 Traffic Signal Replacement 0 0 0 51,500 100.00% 53,045 3.00% Total Facilities Replacement 363,500 1,560,301 1,349,879 4,493,037 187.96% 544,699 -87.88% 705-7501 Tuition 6,715 31,685 16,663 32,310 1.97% 32,370 0.19% 706-7601 Fleet Maintenance Services 2,277,968 2,725,174 2,622,707 3,014,986 10.63% 3,329,956 10.45% 707 - Facilities Maintenance Services
707-7702 Facilities Maintenance Services 1,235,976 1,289,450 1,219,259 1,299,901 0.81% 1,344,780 3.45% 707-7704 City Hall Facilities Maintenance 178,229 272,964 272,964 224,758 -17.66% 231,904 3.18% 707-7705 Parking Garage Facilities Maintenance 62,058 81,838 81,838 77,574 -5.21% 79,890 2.99% 707-7706 Community Center Facilities Maintenance 77,835 140,842 140,842 126,013 -10.53% 130,114 3.25% 707-7707 Library Facilities Maintenance 58,112 79,036 76,036 77,002 -2.57% 79,322 3.01% 707-7708 Aquatic Complex Facilities Maintenance 40,096 77,327 59,986 47,562 -38.49% 49,097 3.23% 707-7709 Senior Center Facilities Maintenance 33,210 66,108 66,108 61,267 -7.32% 63,069 2.94% 707-7710 Police Department Facilities Maintenance 104,649 139,596 124,064 143,532 2.82% 147,817 2.99% 707-7711 Dispatch Center Facilities Maintenance 54 2,955 1,591 1,591 -46.16% 1,640 3.08% 707-7712 Police Substation Facilities Maintenance 4,747 7,344 5,580 5,757 -21.61% 5,940 3.18% 707-7713 CD Building Facilities Maintenance 7,847 12,489 12,032 17,459 39.80% 17,949 2.81% 707-7715 Downtown Fountains Facilities Maintenance 4,128 13,641 5,000 4,530 -66.79% 4,650 2.65% 707-7716 648 Second Street Facilities Maintenance 3,699 5,809 4,205 5,094 -12.31% 5,256 3.18% 707-7717 Municipal Service Center Facilities Maintenance 50,742 82,879 81,633 73,111 -11.79% 75,508 3.28% 707-7718 Fleet Maintenance Facilities Maintenance 15,741 25,052 20,912 21,958 -12.35% 22,432 2.16%

192
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change INTERNAL SERVICE FUNDS (Continued)
707 - Facilities Maintenance Services (Continued)
707-7719 Wastewater Building Facilities Maintenance $ 26,546 $ 34,301 $ 29,097 $ 32,930 -4.00% $ 34,017 3.30% 707-7720 Solid Waste Transfer Station Facilities Maintenance 16,309 33,227 30,774 30,113 -9.37% 31,078 3.20% Total Facilities Maintenance Services 1,919,978 2,364,858 2,231,921 2,250,152 -4.85% 2,324,463 3.30% 708 - Parks and LLAD Replacement
708-7800 Citywide Parks Replacement 1,442,344 1,829,302 1,789,189 1,452,702 -20.59% 2,248,392 54.77% 708-7801 LLAD Replacement Administration 304,772 510,233 386,217 767,781 50.48% 425,196 -44.62% 708-7802 94-1 Brentwood Country Club Replacement 431,073 490,125 490,125 211,159 -56.92% 167,415 -20.72% 708-7999 95-3 Pheasant Run Replacement 546 559 559 0 -100.00% 0 0.00% 708-7998 95-4 Diablo Estates Replacement 46 47 47 0 -100.00% 0 0.00% 708-7803 95-5 California Spirit and Glory Replacement 0 0 0 15,922 100.00% 22,874 43.66% 708-7804 95-6 Gerry Ranch Replacement 8,924 1,249 1,249 2,675 114.17% 0 -100.00% 708-7805 95-2 Hawthorn Replacement 2,927 14,091 14,091 412 -97.08% 0 -100.00% 708-7806 95-7 SPA D Replacement 0 0 0 0 0.00% 9,283 100.00% 708-7807 95-8 Garin Ranch Replacement 12,352 10,647 10,647 29,918 181.00% 30,816 3.00% 708-7809 97-1 Brentwood Lakes Replacement 31 17,605 17,605 0 -100.00% 0 0.00% 708-7810 97-3 Brentwood Park Apartments Replacement 0 14 14 165 1078.57% 339 105.45% 708-7812 98-3 Solana Replacement 3,377 8,547 8,547 5,514 -35.49% 2,796 -49.29% 708-7813 98-4 Birchwood Estates Replacement 5,767 2,977 2,977 2,559 -14.04% 4,954 93.59% 708-7814 99-3 SPA L Replacement 0 0 0 0 0.00% 51,623 100.00% 708-7815 99-4 California Grove Replacement 0 0 0 0 0.00% 3,415 100.00% 708-7816 99-5 Deer Creek Replacement 0 0 0 59,248 100.00% 0 -100.00% 708-7818 99-7 Termo Replacement 20,316 104,069 12,795 32,212 -69.05% 0 -100.00% 708-7820 99-9 Richmond American Replacement 12,293 22,605 22,605 20,950 -7.32% 51,854 147.51% 708-7823 00-4 Brentwood Park Replacement 4,862 0 0 0 0.00% 0 0.00% 708-7826 02-3 Apricot Way Replacement 3,635 0 0 0 0.00% 0 0.00% 708-7827 02-4 Braddock and Logan Replacement 0 0 0 4,012 100.00% 0 -100.00% 708-7829 02-6 Balfour and John Muir Replacement 0 3,152 3,152 0 -100.00% 0 0.00% 708-7831 02-8 Lone Tree Arco Replacement 553 0 0 0 0.00% 0 0.00% 708-7835 02-12 Sunset Industrial Replacement 0 0 0 13,896 100.00% 0 -100.00% 708-7836 02-13 Stonehaven Replacement 0 0 0 523 100.00% 0 -100.00% 708-7837 03-2 Meritage Lone Tree Replacement 9,000 0 0 0 0.00% 132,173 100.00% 708-7838 03-3 Brookdale Court Replacement 0 0 0 20,234 100.00% 0 -100.00% 708-7841 03-6 Arbor Village Replacement 2,322 2,520 2,520 420 -83.33% 0 -100.00% 708-7845 05-2 So. Brentwood Blvd Commercial Replacement 0 0 0 757 100.00% 757 0.00% 708-7846 06-2 Palmilla Replacement 7,762 8,013 8,013 61,861 672.01% 8,501 -86.26% 708-7847 06-3 Vineyards Replacement 1,777 0 0 0 0.00% 0 0.00%

193
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change INTERNAL SERVICE FUNDS (Continued)
708 - Parks and LLAD Replacement (Continued)
708-7850 11-1 No. Brentwood Blvd Replacement 0 915 915 0 -100.00% 0 0.00% 708-7851 14-1 Mission Grove Replacement 0 3,230 3,230 0 -100.00% 0 0.00% 708-7852 14-2 Ferro-Ronconi Replacement 0 5,120 5,120 0 -100.00% 0 0.00% 708-7854 15-2 Renaissance Estates Replacement 0 0 0 0 0.00% 479 100.00% 708-7855 16-1 Bond Lane Replacement 0 0 0 0 0.00% 3,354 100.00% 708-7856 16-2 Sellers Replacement 0 2,800 2,800 0 -100.00% 0 0.00% 708-7858 17-2 Catching's Ranch Replacement 0 969 969 0 -100.00% 0 0.00% 708-7860 19-1 Terrene Replacement 0 0 0 0 0.00% 15,810 100.00% 708-7863 21-1 Deer Ridge Landscape Improvements Replacement 0 0 0 0 0.00% 8,444 100.00% 708-7896 Arterial Landscape Replacement 52,173 189,846 188,436 674,119 255.09% 368,972 -45.27% 708-7897 Arterial Lighting Replacement 0 78,000 78,000 106,000 35.90% 85,000 -19.81% Total Parks and LLAD Replacement 2,326,852 3,306,635 3,049,822 3,483,039 5.33% 3,642,447 4.58% 709 - Insurance
709-7902 Legal Matters 50,206 83,200 45,000 80,000 -3.85% 84,000 5.00% 709-7903 Property and Flood Insurance 3,613,276 3,896,467 3,435,723 3,439,450 -11.73% 3,534,834 2.77% Total Insurance 3,663,482 3,979,667 3,480,723 3,519,450 -11.56% 3,618,834 2.82% 710 - Pension/OPEB Obligation
710-7110 General Fund Pension/OPEB Obligation 3,267,611 7,060,123 3,009,143 4,591,343 -34.97% 4,937,229 7.53% 710-7901 Citywide Pension/OPEB Obligation 2,874,165 2,908,249 2,908,249 2,764,536 -4.94% 2,701,581 -2.28% Total Pension/OPEB Obligation 6,141,776 9,968,372 5,917,392 7,355,879 -26.21% 7,638,810 3.85% Total Internal Service Funds 24,345,208 35,498,593 29,710,753 37,177,180 4.73% 34,635,863 -6.84%

SPECIAL REVENUE FUNDS
203-209 - Gas Tax
203-0001 2105 Highway Users Tax 404,522 407,831 407,831 429,811 5.39% 434,109 1.00% 205-0001 2106 Highway Users Tax 247,194 246,973 246,973 259,705 5.16% 262,302 1.00% 206-0001 2107 Highway Users Tax 581,400 557,376 557,376 574,755 3.12% 580,503 1.00% 207-0001 2107.5 Highway Users Tax 7,500 7,500 7,500 7,500 0.00% 7,500 0.00% 208-0001 2103 Highway Users Tax 622,244 570,165 570,165 642,773 12.73% 636,988 -0.90% 209-0001 2032 Road Maintenance and Rehabiliation Account 1,842,049 1,903,548 1,900,999 2,003,438 5.25% 2,003,543 0.01% Total Gas Tax 3,704,909 3,693,393 3,690,844 3,917,982 6.08% 3,924,945 0.18% 214-0001 SB1186 Disability Access 1,230 22,270 1,993 16,000 -28.15% 10,121 -36.74%

194
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change SPECIAL REVENUE FUNDS (Continued)
216 - Police Grants
216-0001 Police Grants Administration $ 0 $ 55,000 $ 55,000 $ 225,000 309.09% $ 225,000 0.00% 216-15050 Supplemental Law Enforcement Services Fund (SLESF) 74,947 150,000 150,000 175,000 16.67% 175,000 0.00% 216-15060 Officer Wellness and Mental Health 33,927 1,640 0 0 -100.00% 0 0.00% 216-15211 DOJ Tobacco 2,825 64,733 0 0 -100.00% 0 0.00% 216-15220 OTS Selective Traffic Enforcement Program (STEP) 119,735 157,960 157,960 0 -100.00% 0 0.00% 216-15222 OTS Traffic Records Improvement Project (TRIP) 0 86,400 86,400 0 -100.00% 0 0.00% Total Police Grants 231,434 515,733 449,360 400,000 -22.44% 400,000 0.00% 217 - Grants
217-0001 Grant Administration 0 55,000 0 225,000 309.09% 225,000 0.00% 217-18050 MPA Risk Control Services Grant 14,298 14,500 14,500 0 -100.00% 0 0.00% 217-18055 CCC - Contra Costa Health Plan (CCHP) CalAim Grant 0 40,000 40,000 40,000 0.00% 0 -100.00% 217-18111 MTC - Bike/Pedestrian Safety 36,352 180,000 100,000 0 -100.00% 0 0.00% 217-18170 One Bay Area Grant (OBAG) 0 1,991,602 0 0 -100.00% 0 0.00% 217-18250 CA HCD - SB2 Planning Grant 309,847 0 0 0 0.00% 0 0.00% 217-18255 CA HCD - ADU Accelerator Program 0 121,195 121,195 0 -100.00% 0 0.00% 217-18260 CA HCD - Local Early Action Planning (LEAP) Grant 0 300,000 300,000 0 -100.00% 0 0.00% 217-18280 Bay Area Air Quality Management District (BAAAQMD) Carl Moyer 0 1,947,492 0 0 -100.00% 0 0.00% 217-18285 CA Energy Commission - EnergIIZE 0 0 0 522,253 100.00% 0 -100.00% 217-18400 US DOE - Energy Efficiency and Conservation Block Grant (EECBG) 121,550 0 0 0 0.00% 0 0.00% 217-18405 US EPA - Inflation Rediction Act Solar Tax Credit 0 560,000 0 0 -100.00% 0 0.00% Total Grants 482,047 5,209,789 575,695 787,253 -84.89% 225,000 -71.42% 219-xxxxx Economic Development Grant 207,900 292,925 182,900 258,000 -11.92% 290,000 12.40% 230 - Citywide Park Assessment District
230-2501 Citywide Park Administration 3,936,745 3,329,638 3,200,514 3,629,569 9.01% 3,619,705 -0.27% 230-2502 Apple Hill Park 36,167 60,507 31,731 43,106 -28.76% 45,319 5.13% 230-2504 Creekside Park 108,943 155,515 113,491 136,130 -12.47% 153,669 12.88% 230-2505 Summerwood Park 57,037 108,580 64,024 78,223 -27.96% 90,270 15.40% 230-2506 Garin Park 67,924 65,877 54,005 66,569 1.05% 72,808 9.37% 230-2507 Spirit & Glory Park 26,953 36,626 29,186 34,603 -5.52% 40,656 17.49% 230-2508 McClarren Park 22,668 25,573 22,905 28,555 11.66% 31,206 9.28% 230-2509 Veteran Park & Pool 123,375 195,115 149,528 158,526 -18.75% 177,336 11.87% 230-2510 Loma Vista Park 81,783 118,919 81,961 98,990 -16.76% 115,074 16.25% 230-2511 Sunset Park 819,903 1,216,876 1,028,669 1,141,916 -6.16% 1,250,063 9.47% 230-2512 Marsh Creek Staging 9,831 17,971 10,015 12,409 -30.95% 13,433 8.25% 230-2513 City Park 55,064 48,675 43,404 49,486 1.67% 54,524 10.18%

195
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change SPECIAL REVENUE FUNDS (Continued)
230 - Citywide Park Assessment District (Continued)
230-2514 Curtis Park $ 3,889 $ 5,107 $ 1,520 $ 2,447 -52.09% $ 2,766 13.04% 230-2515 Windsor Way Park 2,821 3,702 2,786 3,051 -17.59% 3,352 9.87% 230-2516 Homecoming Park 14,600 26,592 14,552 23,155 -12.92% 26,043 12.47% 230-2517 Marsh Creek Vista Park 4,358 9,463 9,463 6,847 -27.64% 7,948 16.08% 230-2518 California Orchard Park 44,561 53,503 49,174 60,542 13.16% 67,034 10.72% 230-2519 Miwok Park 84,056 107,251 81,464 103,426 -3.57% 113,007 9.26% 230-2520 Summerset Park 67,376 93,501 73,785 78,607 -15.93% 83,569 6.31% 230-2521 Arbor View Park 44,829 69,339 49,726 67,377 -2.83% 73,744 9.45% 230-2522 Lake Park 10,826 15,035 14,977 16,488 9.66% 18,115 9.87% 230-2523 Balfour-Guthrie Park 64,928 90,843 70,504 79,910 -12.04% 86,968 8.83% 230-2524 Skate Park 281 1,489 303 1,553 4.30% 1,627 4.76% 230-2525 Walnut Park 36,038 55,744 39,921 52,988 -4.94% 58,396 10.21% 230-2526 Marsh Creek Trailhead Park (R-Area) 2,513 3,526 2,552 3,532 0.17% 3,648 3.28% 230-2527 Blue Goose Park (03-2) 91,895 90,933 90,933 109,118 20.00% 123,614 13.28% 230-2528 Dakota Park (06-5) 36,218 51,745 40,708 42,726 -17.43% 45,961 7.57% 230-2530 Oak Meadow Park 107,711 129,821 114,297 135,746 4.56% 148,315 9.26% 230-2531 Sand Creek Soccer Park 221 2,579 262 2,708 5.00% 2,843 4.99% 230-2533 King Park 43,202 39,173 35,432 38,100 -2.74% 40,850 7.22% 230-2540 R-Area Parks and Trailheads 13,201 22,222 14,882 19,136 -13.89% 21,843 14.15% 230-2541 95-8 Garin Ranch Parks 3,874 5,947 3,338 5,100 -14.24% 5,787 13.47% 230-2542 97-1 Brentwood Lakes Parks 19,555 26,220 21,021 25,643 -2.20% 27,982 9.12% 230-2543 99-7 Termo Parks 33,195 50,846 41,420 47,669 -6.25% 55,102 15.59% 230-2544 02-2 Oakstreet Parks 107,187 141,971 119,275 141,117 -0.60% 160,336 13.62% 230-2545 02-3 Apricot Way Parks 139,911 206,821 176,898 216,532 4.70% 247,163 14.15% 230-2546 02-13 Stonehaven Parks 2,737 4,741 3,578 4,367 -7.89% 5,110 17.01% 230-2547 03-2 Meritage Lone Tree Parks 340,423 544,639 427,504 515,726 -5.31% 582,317 12.91% 230-2548 03-3 Brookdale Court Parks 18,654 23,582 19,964 23,202 -1.61% 25,583 10.26% 230-2549 03-5 West Summerset Parks 6,768 12,364 8,734 11,500 -6.99% 12,220 6.26% 230-2550 06-2 Palmilla Parks 111,310 147,106 119,022 145,105 -1.36% 165,453 14.02% 230-2551 06-3 Vineyards Parks 81,913 124,732 67,695 70,535 -43.45% 75,403 6.90% 230-2552 06-5 Barrington Parks 21,949 31,014 27,276 29,680 -4.30% 33,171 11.76% 230-2553 14-1 Mission Grove Parks 15,957 21,127 19,458 20,718 -1.94% 22,301 7.64% 230-2554 14-2 Ferro-Ronconi Parks 7,271 8,610 7,742 9,705 12.72% 10,760 10.87% 230-2555 15-1 Bella Fiore Parks 6,065 8,735 6,291 7,823 -10.44% 9,100 16.32% 230-2556 16-2 Sellers Parks 12,670 14,684 14,684 16,439 11.95% 17,824 8.43% 230-2557 17-1 Sparrow Parks 26,273 27,748 27,748 26,380 -4.93% 30,785 16.70% 230-2558 19-1 Terrene Parks 44,941 64,401 48,944 60,177 -6.56% 66,292 10.16%

196
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change SPECIAL REVENUE FUNDS (Continued)
230 - Citywide Park Assessment District (Continued)
230-2559 19-2 Alvernaz Parks $ 43,851 $ 45,639 $ 45,639 $ 53,648 17.55% $ 61,168 14.02% 230-2560 24-1 Hanson Lane Parks 0 42,222 0 47,897 13.44% 52,766 10.17% Total Citywide Park Assessment District 7,064,421 7,804,589 6,742,905 7,804,502 0.00% 8,260,329 5.84% 231-0001 Community Facilities District #2 715,437 747,380 734,148 778,644 4.18% 793,693 1.93% 232-0001 Community Facilities District #3 2,381,679 2,461,120 2,412,371 2,574,906 4.62% 2,533,571 -1.61% 233, 235 - Community Facilities District #4
233-0001 Community Facility District #4 - Services 3,128,141 3,335,493 3,252,117 3,736,954 12.04% 3,836,945 2.68% 235-0001 Community Facilities District #4 - Facilities 213,387 214,366 214,289 215,658 0.60% 217,102 0.67% Total Community Facilities District #4 3,341,528 3,549,859 3,466,406 3,952,612 11.35% 4,054,047 2.57% 234-0001 Community Facilities District #5 3,029,744 3,234,056 3,157,850 3,533,961 9.27% 3,794,822 7.38% 250-0001 Water Development Impact Fee 2,550,121 6,956,268 6,937,432 1,784,721 -74.34% 1,647,606 -7.68% 251-0001 Roadway Development Impact Fee 5,992,863 8,176,812 7,842,801 1,485,737 -81.83% 1,202,572 -19.06% 252-0001 Parks and Trails Development Impact Fee 3,079,231 987,871 982,162 1,000,665 1.30% 749,679 -25.08% 255-0001 Wastewater Development Impact Fee 4,422,489 2,825,210 861,861 2,374,368 -15.96% 2,368,623 -0.24% 256-0001 Community Facilities Development Impact Fee 167,450 173,130 164,451 170,553 -1.49% 153,439 -10.03% 261-0001 Development Impact Fee Administration 250,114 226,521 225,020 201,009 -11.26% 151,071 -24.84% 262-0001 Agriculture Land Administration 63,732 130,021 52,741 140,920 8.38% 47,243 -66.48% 263-0001 Agriculture Land Acquisition 3,251 259,402 64,342 205,386 -20.82% 11,462 -94.42% 264-0001 First-Time Homebuyer 31,120 131,509 130,762 261,189 98.61% 261,256 0.03% 265-0001 Affordable Housing In-Lieu Fee 668,163 825,378 707,869 692,993 -16.04% 721,319 4.09% 267-0001 Public Art Administration 58,214 18,842 18,842 5,882 -68.78% 5,961 1.34% 268-0001 Public Art Acquisition 319,942 16,399 15,300 4,345 -73.50% 4,638 6.74% 269-0001 Parking In-Lieu 0 2 0 0 -100.00% 0 0.00%
272-0001 Riparian Mitigation Site Maintenance 5,516 2,200 2,200 5,584 153.82% 2,600 -53.44% 280-xxxx Asset Forfeiture 237 2,000 2,000 2,000 0.00% 2,000 0.00% 281-0001 Abandoned Vehicle Abatement 0 70,000 70,000 130,000 85.71% 130,000 0.00% 285-0001 PEG Media 555 3,770 384 20,545 444.96% 20,596 0.25% 293-0001 Measure J 1,411,460 1,572,469 1,566,147 1,626,589 3.44% 1,626,685 0.01% 302-0001 City Low Income Housing 0 5,000 5,000 5,000 0.00% 5,000 0.00% 6xx - Landscape and Lighting Assessment Districts (LLAD) 600-6101 94-1 Brentwood Country Club 1,070,922 1,124,071 1,106,607 1,033,298 -8.08% 963,354 -6.77% 601-6101 95-3 Pheasant Run 10,427 11,097 10,991 10,134 -8.68% 9,414 -7.10% 602-6101 95-4 Diablo Estates 9,050 10,413 10,413 9,556 -8.23% 8,794 -7.97%

197
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change SPECIAL REVENUE FUNDS (Continued)
6xx - Landscape and Lighting Assessment Districts (LLAD) (Continued) 603-6101 95-5 California Spirit and Glory $ 277,748 $ 326,321 $ 284,682 $ 288,208 -11.68% $ 277,572 -3.69% 604-6101 95-6 Gerry Ranch 54,352 62,886 58,663 71,782 14.15% 62,813 -12.49% 605-6101 95-2 Hawthorn 211,584 259,108 224,218 222,695 -14.05% 253,000 13.61% 606-6101 95-7 SPA D 197,105 217,646 207,384 201,462 -7.44% 199,596 -0.93% 607-6101 95-8 Garin Ranch 480,405 546,189 495,411 479,983 -12.12% 468,873 -2.31% 608-6101 97-2 Marsh Creek 42,562 44,630 44,630 41,575 -6.85% 36,624 -11.91% 609-6101 97-1 Brentwood Lakes 455,367 485,103 459,741 476,779 -1.72% 436,783 -8.39% 610-6101 97-3 Brentwood Park 38,264 40,924 40,814 36,983 -9.63% 35,608 -3.72% 611-6101 98-5 Arroyo Seco 36,898 40,946 40,483 39,916 -2.52% 32,754 -17.94% 612-6101 98-3 Solana 40,971 44,853 42,414 42,424 -5.42% 40,332 -4.93% 613-6101 98-4 Birchwood Estates 43,671 52,193 48,237 51,654 -1.03% 55,397 7.25% 614-6101 99-3 SPA L 808,502 881,628 839,949 843,111 -4.37% 803,014 -4.76% 615-6101 99-4 California Grove 58,149 69,382 58,816 58,711 -15.38% 53,601 -8.70% 616-6101 99-5 Deer Creek 719,981 823,475 749,571 839,447 1.94% 804,971 -4.11% 617-6101 99-6 Trailside 54,173 59,859 57,407 58,317 -2.58% 55,252 -5.26% 618-6101 99-7 Termo 201,910 243,681 214,557 266,958 9.55% 277,234 3.85% 619-6101 99-8 Gerry Property 64,931 68,298 66,240 68,389 0.13% 58,220 -14.87% 620-6101 99-9 Richmond American 182,355 214,338 192,511 220,363 2.81% 220,511 0.07% 621-6101 00-2 Lyon Woodfield 54,032 58,256 57,050 60,205 3.35% 49,725 -17.41% 622-6101 00-3 California Orchard 137,871 143,066 136,866 143,250 0.13% 129,413 -9.66% 623-6101 00-4 Brentwood Park 145,553 163,471 149,945 163,637 0.10% 151,573 -7.37% 624-6101 01-1 Laird Project 82,753 88,672 85,827 82,675 -6.76% 70,643 -14.55% 625-6101 02-2 Oakstreet 516,673 603,528 570,567 603,969 0.07% 531,914 -11.93% 626-6101 02-3 Apricot Way 1,112,909 1,148,585 1,127,379 1,150,048 0.13% 1,022,616 -11.08% 627-6101 02-4 Braddock and Logan 54,725 62,089 54,919 60,460 -2.62% 54,591 -9.71% 628-6101 02-5 Sand Creek and Brentwood Blvd 94,692 99,700 99,143 99,807 0.11% 79,344 -20.50% 629-6101 02-6 Balfour and John Muir 45,339 48,091 47,067 44,820 -6.80% 39,615 -11.61% 630-6101 02-7 San Jose and Sand Creek 98,936 103,294 103,187 103,419 0.12% 83,018 -19.73% 631-6101 02-8 Lone Tree 50,232 53,706 53,706 53,732 0.05% 40,783 -24.10% 632-6101 02-9 Balfour Plaza 6,626 7,285 6,839 7,289 0.05% 6,452 -11.48% 633-6101 02-10 Lone Tree Center 19,114 20,886 20,871 19,679 -5.78% 16,605 -15.62% 634-6101 02-11 Lone Tree Plaza 58,802 61,504 61,504 75,166 22.21% 55,852 -25.70% 635-6101 02-12 Sunset Industrial 69,044 75,261 71,628 82,583 9.73% 62,443 -24.39% 636-6101 02-13 Stonehaven 24,558 25,790 25,396 25,826 0.14% 21,357 -17.30% 637-6101 03-2 Meritage Lone Tree 1,415,362 1,512,956 1,454,544 1,514,772 0.12% 1,395,878 -7.85% 638-6101 03-3 Brookdale Court 77,653 86,290 79,815 99,158 14.91% 81,003 -18.31% 639-6101 03-4 Tri City Plaza 12,051 12,762 12,762 12,528 -1.83% 10,072 -19.60%

198
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change SPECIAL REVENUE FUNDS (Continued)
6xx - Landscape and Lighting Assessment Districts (LLAD) (Continued) 640-6101 03-5 West Summerset $ 63,998 $ 65,062 $ 64,142 $ 65,130 0.10% $ 63,679 -2.23% 641-6101 03-6 Arbor Village 24,992 26,843 26,738 24,606 -8.33% 22,696 -7.76% 642-6101 03-7 Garin Ranch Commercial 6,129 6,372 6,372 6,380 0.13% 5,120 -19.75% 643-6101 03-8 Blackhawk Commercial 31,129 33,971 33,971 38,971 14.72% 33,179 -14.86% 644-6101 04-2 Balfour-Griffith Commercial 6,864 7,650 7,650 7,395 -3.33% 6,381 -13.71% 645-6101 05-2 South Brentwood Blvd Commercial 16,102 17,273 16,503 16,066 -6.99% 14,202 -11.60% 646-6101 06-2 Palmilla 432,513 467,394 435,241 471,831 0.95% 434,092 -8.00% 647-6101 06-3 Vineyards 567,232 614,015 596,780 614,878 0.14% 572,423 -6.90% 648-6101 06-4 Villa Amador 32,429 34,003 34,003 34,053 0.15% 27,904 -18.06% 649-6101 06-5 Barrington 540,428 581,355 575,377 581,954 0.10% 543,495 -6.61% 650-6101 11-1 North Brentwood Blvd 43,889 48,127 48,127 52,095 8.24% 49,959 -4.10% 651-6101 14-1 Mission Grove 71,657 79,267 73,527 79,353 0.11% 72,254 -8.95% 652-6101 14-2 Ferro-Ronconi 137,940 138,645 128,218 138,752 0.08% 134,815 -2.84% 653-6101 15-1 Bella Fiore 80,187 88,009 82,317 88,127 0.13% 70,535 -19.96% 654-6101 15-2 Renaissance Estates 12,408 18,281 11,249 15,474 -15.35% 10,360 -33.05% 655-6101 16-1 Bond Lane 88,746 91,978 85,469 92,055 0.08% 83,249 -9.57% 656-6101 16-2 Sellers 106,143 112,457 105,394 112,371 -0.08% 103,668 -7.74% 657-6101 17-1 Sparrow 34,194 32,046 31,544 32,081 0.11% 25,689 -19.92% 658-6101 17-2 Catchings Ranch 24,165 27,549 24,314 27,566 0.06% 24,419 -11.42% 659-6101 17-3 Cornerstone Fellowship 6,810 7,165 7,165 7,169 0.06% 5,283 -26.31% 660-6101 19-1 Terrene 197,164 204,864 198,553 205,083 0.11% 165,964 -19.07% 661-6101 19-2 Alvernaz 120,674 108,136 103,608 108,277 0.13% 95,324 -11.96% 662-6101 19-3 Citywide 159,823 164,169 159,724 192,238 17.10% 170,677 -11.22% 663-6101 21-1 Deer Ridge Landscape Improvements 32,029 100,701 100,701 114,367 13.57% 120,578 5.43% 664-6101 21-2 Orchard Trails 111,715 118,983 96,483 101,585 -14.62% 106,579 4.92% 665-6101 21-3 Bennett Estates 13,862 21,006 14,482 26,722 27.21% 13,217 -50.54% 667-6101 23-1 Orchard Grove 5,003 55,561 33,902 107,016 92.61% 110,680 3.42% 668-6101 24-1 Hanson Lane 0 67,205 58,107 65,191 -3.00% 95,185 46.01% 669-6101 24-2 Trumark Trailside 0 83,385 44,232 124,687 49.53% 90,688 -27.27% 670-6101 24-3 Inez Estates 0 6,517 5,068 7,852 20.48% 6,907 -12.04% 671-6101 25-1 The Meadows 0 0 0 32,526 100.00% 66,786 105.33% 694-6101 Parks and LLAD Transfers 10,646,980 11,454,844 11,454,844 10,588,761 -7.56% 9,842,605 -7.05% 695-6101 Grant Street Trail 940,359 1,288,112 1,078,795 1,289,949 0.14% 1,462,337 13.36% 696-6101 Arterial Landscaping 3,779,621 4,355,055 3,859,233 4,664,417 7.10% 4,996,618 7.12% 697-6101 Arterial Lighting 466,177 577,637 425,921 486,230 -15.82% 521,908 7.34% Total Landscape and Lighting Assessment Districts 27,937,614 31,105,870 29,500,508 30,385,976 -2.31% 29,226,069 -3.82% Total Special Revenue Funds 68,122,401 81,019,788 70,564,294 64,527,322 -20.36% 62,624,347 -2.95%

199
2026/27 – 2027/28 Operating Budget
FUND EXPENDITURE SUMMARY BY DIVISION (continued)
2024/25 2025/26 2025/26 2026/27 2027/28
Fund # Fund Name Actual Budget Projected Budget % Change Budget % Change

DEBT SERVICE FUNDS
445-0001 Capital Improvement Revenue Refunding Bonds Series 2021 A & B $ 2,056,026 $ 2,075,315 $ 2,072,990 $ 2,083,369 0.39% $ 1,768,750 -15.10% 448-0001 General Obligation Bonds Series 2002 695,265 730,296 730,295 765,565 4.83% 805,615 5.23% 461-0001 2019 Civic Center Project Lease Revenue Refunding Bonds 3,431,558 3,424,658 3,423,648 3,344,624 -2.34% 3,241,993 -3.07% 466-0001 2015 Lease Financing 790,294 792,113 787,388 789,313 -0.35% 790,138 0.10% Total Debt Service Funds 6,973,143 7,022,382 7,014,321 6,982,871 -0.56% 6,606,496 -5.39%

CAPITAL PROJECT FUNDS
336-xxxxx Roadway Improvements 8,669,431 17,000,078 10,732,235 11,548,368 -32.07% 11,947,531 3.46% 337-xxxxx Community Facility Improvements 635,348 9,494,086 1,379,326 3,708,831 -60.94% 13,212,653 256.25% 352-xxxxx Parks and Trails Improvements 2,664,710 18,650,439 13,038,011 12,882,976 -30.92% 2,101,250 -83.69% 380-0001 Civic Center Capital Improvement Financing Program 1,184,490 1,184,065 1,183,455 1,108,820 -6.35% 1,010,376 -8.88% 381-0001 City Capital Improvement Financing Program 530,718 834,527 832,816 864,523 3.59% 995,991 15.21% 392-0001 Capital Infrastructure 2,285,454 0 0 750,000 100.00% 0 -100.00% 393-0001 Vineyards Projects 0 0 0 800,000 100.00% 0 -100.00% 542-xxxxx Solid Waste Improvements 602,275 1,010,000 250,000 650,000 -35.64% 2,000,000 207.69% 562-xxxxx Water Improvements 5,983,574 21,109,635 3,196,829 16,536,479 -21.66% 7,202,000 -56.45% 592-xxxxx Wastewater Improvements 9,903,484 34,405,550 20,847,861 33,533,978 -2.53% 6,436,018 -80.81% Total Capital Project Funds 32,459,484 103,688,380 51,460,533 82,383,975 -20.55% 44,905,819 -45.49% TOTAL FUNDS $ 298,777,177 $ 409,815,519 $ 326,893,765 $ 366,422,602 -10.59% $ 322,916,303 -11.87%

200
2026/27 – 2027/28 Operating Budget
VEHICLE AND EQUIPMENT REPLACEMENT SCHEDULE - FUND 702
Department Division/Purpose Item 2026/27 2027/28
Community Development Building Ford Escape $ 0 $ 29,300 Engineering Engineering Toyota RAV4 Hybrid 0 42,500
Parks and Recreation City Parks District Ford F250 Utility Body 0 90,000 Parks and Recreation Parks Vehicles John Deere Rake 16,400 0 Parks and Recreation Parks Vehicles John Deere Rake 16,400 0 Parks and Recreation Parks Vehicles Pressure Washer 11,000 0 Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 0 68,500
Police Department Patrol Police Interceptor 59,000 0
Police Department Patrol Police Interceptor 59,000 0
Police Department Patrol Police Interceptor 59,000 0
Police Department SWAT Ford E450 0 58,300
Police Department Patrol DUI Trailer 11,200 0
Police Department Investigations Ford E150 Van 45,600 0 Police Department Patrol BMW Motorcycle 0 39,800
Police Department Patrol BMW Motorcycle 0 39,800
Police Department Patrol Ford Explorer 0 49,400
Police Department Patrol Ford Explorer 0 49,400
Police Department CSO Ford F150 Crew Cab SSV 0 55,000
Police Department Investigations Ford Explorer 0 49,000 Public Works Administration Ford F150 Pick-up 0 60,000
Public Works Facilities Vehicles 30ft Lift Platform 0 11,800

201
2026/27 – 2027/28 Operating Budget
VEHICLE AND EQUIPMENT REPLACEMENT SCHEDULE - FUND 702 (continued) Department Division/Purpose Item 2026/27 2027/28
Public Works Facilities Vehicles Ford F250 SD Utility 0 90,000 Public Works Fleet Vehicles Ford F450 Mechanics 0 175,000 Public Works Streets Vehicles Pressure Washer 0 12,800
Public Works Streets Vehicles Trailer 0 14,600
Public Works Streets Vehicles Leboy Paver 0 326,000
Public Works Streets Vehicles Attenuator Trailer 42,700 0 Public Works Streets Vehicles Utility Trailer 0 3,100
Public Works Streets Vehicles Ford F350 Utility 0 110,000 Public Works Streets Vehicles Ford F350 Utility 0 120,000 Public Works Solid Waste Vehicles Backhoe Loader 291,300 0 Public Works Solid Waste Vehicles Ford F250 Flatbed 90,000 0 Public Works Solid Waste Vehicles Ford F250 Flatbed 90,000 0 Public Works Solid Waste Vehicles Roll Off 407,000 0
Public Works Solid Waste Vehicles Labrie 580,000 0
Public Works Solid Waste Vehicles Labrie 580,000 0
Public Works Solid Waste Vehicles Roll Off 0 407,000
Public Works Water Vehicles Ford Explorer 0 60,000
Public Works Water Vehicles Light Tower 0 14,000
Public Works Water Vehicles Ford F250 Utility 0 90,000
Public Works Water Vehicles Concrete Saw 0 9,100
Public Works Water Vehicles Backhoe Loader 227,600 0
Public Works Wastewater Vehicles Spray Rig 0 28,300
Public Works Wastewater Vehicles Enclosed Trailer 12' 0 6,800 Public Works Wastewater Vehicles Ford F150 Pick-Up 0 60,000 Public Works Wastewater Vehicles Ford F450 UTILITY 175,000 0 Public Works Wastewater Vehicles Exmarks 60" Mower 0 12,300 Police Department Patrol Radio's 162,400 167,200
Police Department Patrol Additonal PD Equipment 159,500 507,100 Citywide Citywide Contingency 200,000 200,000
Total Vehicle Replacement $ 3,283,100 $ 3,535,600

202
2026/27 – 2027/28 Operating Budget
DEPARTMENT TOP 100 PRIORITY PROJECTS
(as of May 30, 2026)
These program priorities are drawn from each City department’s core services and reflect the essential work required to support the community while planning for Brentwood’s future. The projects align with the City Council’s 2022/23 – 2023/24 Strategic Plan and will inform future Strategic Plan discussions as the City approaches build-out in 2035.

The following sections summarize priority projects by Strategic Plan Focus Area. Each project identifies the responsible department and includes a concise description of purpose, key actions, and intended outcomes.

Focus Area 1: Public Works
Mission Statement: Provide a safe, efficient, sustainable and environmentally sound infrastructure system that delivers economic opportunity and enhances quality of life.

Transportation
City Manager 1 - Brentwood 2035 Capacity: The Brentwood 2035 Capacity Project is a forward-looking initiative designed to ensure that, as the City grows to its General Plan build-out of approximately 80,000 residents, all essential municipal services scale in a coordinated, sustainable, and fiscally responsible manner.

This project focuses on aligning service capacity with growth so that Brentwood's quality of life, public safety, infrastructure performance, and community amenities are maintained and enhanced over time.

Engineering 1 - Pavement Management Program: Maintain and improve roadway conditions using datadriven prioritization and life-cycle cost analysis. Staff will coordinate pavement improvement capital projects and pursue grant funding. The program aims to extend pavement life and achieve a Pavement Condition Index (PCI) of 80 or higher on arterial roadways.

Engineering 2 - Countywide Smart Signals: Complete grant-funded signal improvements at fifteen intersections along Brentwood Boulevard and Lone Tree Way. Enhancements will improve safety, reduce collisions, optimize traffic flow, and support Smart City and IoT technologies.

Engineering 3 - Traffic Operations: Monitor traffic conditions and implement improvements to support safe and efficient mobility. Staff will analyze traffic data and deploy solutions such as signal timing adjustments, signage enhancements, and traffic calming measures. Grant funding will be pursued to support identified safety improvements.

Engineering 5 - Lone Tree Way Union Pacific At-Grade Widening: Widen Lone Tree Way between Fairview Avenue and Gann Street to four lanes. Improvements include bike lanes, sidewalks, medians, and green infrastructure, along with required upgrades to additional railroad crossings.

Engineering 6: Identify and Pursue Grant Opportunities: Establish and maintain a list of specialized grant consultants to maintain a proactive grant strategy aligned with the City priorities. This team would evaluate funding opportunities, assess eligibility, and prioritize high-impact projects to maximize external funding.

Engineering 7: Downtown Alleyway Rehabilitation: Rehabilitate downtown alleys, including Helen Myers Way and Park Way. Improvements include replacement of aging water, sewer, and storm drain infrastructure to improve long-term reliability.

203
2026/27 – 2027/28 Operating Budget
Focus Area 1: Public Works (continued)
Mission Statement: Provide a safe, efficient, sustainable and environmentally sound infrastructure system that delivers economic opportunity and enhances quality of life.

Transportation (continued)
Engineering 9 - Various Public Works Projects: Provide engineering design, inspection, and reporting support for Capital Improvement Program (CIP) projects. This includes major capital projects such as the Wastewater Treatment Plant Expansion - Phase II and Water and Wastewater Laboratory.

Engineering 10 - Innovation Center @ Brentwood Infrastructure Improvements: Construct infrastructure to support the Innovation Center @ Brentwood. Improvements include utility expansion and associated site development work.

Parks and Recreation 3 - LLAD 94-1 Soundwall: Repair and refurbish the soundwall at Fairview Avenue and Balfour Road to extend its useful life.

Public Works 5 - Fleet Electrification: Transition medium-duty fleet vehicles to zero-emission electric vehicles in compliance with State requirements. Install charging infrastructure at the Maintenance Service Center.

Public Works 8 - Intergovernmental Safe Routes to Schools: Conduct annual inspections of sidewalks and crosswalks near schools. Improvements will address lighting, striping, and signage to enhance safety.

Public Works 9 - Police Department (PD) Vehicle Maintenance: Evaluate the feasibility and costeffectiveness of transitioning police vehicle maintenance to internal fleet services.

Public Works 12 – Americans with Disabilities Act (ADA) Analysis of Roadway Intersections: Assess roadway intersections for ADA compliance and develop an annual improvement plan to address deficiencies.

Water, Wastewater, and Solid Waste Services
Public Works 1 - Wastewater Treatment Plant (WWTP) Expansion: Increase treatment capacity from 5.0 to 6.4 million gallons per day to support build-out. Improvements include additional treatment facilities and system upgrades, including the installation of a biosolids drying/pyrolysis system.

Public Works 2 - Water and Wastewater Supervisory Control and Data Acquisition (SCADA) System Upgrade: Upgrade control systems to improve efficiency, reliability, and cybersecurity for water and wastewater operations.

Public Works 3 - Biosolids Drying/Pyrolysis System Installation: Implement biosolids processing technology to meet SB 1383 requirements and address emerging regulatory standards.

Public Works 4 - Solid Waste SB 1383 Compliance Efforts: Implement organics diversion requirements, including equipment acquisition and residential cart modifications.

Public Works 6 - Water and Wastewater Laboratory: Construct a new laboratory facility to improve operational efficiency. Performing laboratory analyses in-house allows the water and wastewater systems to eliminate wait times for time-sensitive analysis.

Public Works 7 - Recycled Water Pump Station: Expand recycled water capacity through additional storage and system enhancements to support future demand. These improvements will allow the City to ensure sufficient capacity to service future development at the Innovation Center @ Brentwood.

Public Works 10 - Storm Preparedness and Response Plan: Develop formal procedures to prepare for and respond to storm events and potential flooding.

204
2026/27 – 2027/28 Operating Budget
Focus Area 1: Public Works (continued)
Mission Statement: Provide a safe, efficient, sustainable and environmentally sound infrastructure system that delivers economic opportunity and enhances quality of life.

Water, Wastewater, and Solid Waste Services (continued) Public Works 11 - Water Supply Capacity: Evaluate long-term water supply needs, including updates to the Water Master Plan and analysis of alternative sources, ensuring adequate long-term water system capacity consistent with General Plan population projections.

Finance and Information Systems 4 - Bond Issuance for Wastewater Treatment Plant (WWTP): Lead financing for the WWTP Expansion - Phase II capital project to support installation of the biosolids drying/pyrolysis system through a bond issuance. The project includes multiple Council decision points to ensure financial feasibility, affordability for ratepayers, and alignment with the City's long-term objectives.

Focus Area 2: Police Services
Mission Statement: To protect and enhance quality of life through professionalism, integrity, and innovation.

Community Engagement and Safety
Police Department 1 - Dispatch Staffing, Retention and Recruitment: Address vacancies within the Dispatch Center through compensation benchmarking and targeted incentives. Staff will conduct a salary and incentive analysis and implement strategies to improve recruitment, retention, and morale, with emphasis on lateral candidates.

Police Department 2 - 5th Beat Implementation: Advance implementation of the fifth patrol beat to improve response times and workload distribution. Staff will prioritize recruitment and evaluate shift minimums to enable full deployment of the model.

Police Department 3 - Internal Community Outreach Concept: Implement the “Talk, Tell, Takeaway (Triple T)” program to strengthen community engagement. Staff will conduct brief, structured interactions with residents and businesses and report key insights to supervisors to inform service delivery.

Police Department 8 - Active Bystandership in Law Enforcement (ABLE): Implement the ABLE program to strengthen peer support, accountability and officer wellness. Staff will deliver training that equips personnel to intervene in stressful situations and prevent misconduct, mistakes and harm to themselves or others.

Police Department 9 - Year-Long Traffic Campaign: Conduct a coordinated, year-long traffic safety campaign with monthly themes. Activities include public outreach, targeted enforcement, and data sharing to address primary collision factors and improve roadway safety.

Police Department 10 - Homeless Mitigation Strategies: Develop and implement strategies to address homelessness, including encampments and vehicle habitation. The program will evaluate resource needs, including potential staffing adjustments, to improve outreach and enforcement capabilities.

Emergency Preparedness and Innovation
Police Department 4 - Utilizing Artificial Intelligence (AI) in Policing: Develop policies and pilot applications for responsible use of AI in police operations. Focus areas include report preparation and analytics.

205
2026/27 – 2027/28 Operating Budget
Focus Area 2: Police Services (continued)
Mission Statement: To protect and enhance quality of life through professionalism, integrity, and innovation.

Emergency Preparedness and Innovation (continued)
Police Department 5 – Emergency Operations Planning/Annual Emergency Operations Center (EOC) Exercise: Coordinate with a cross-section of City departments and external partners, including fire and medical agencies, to conduct an annual EOC tabletop exercise. The exercise will incorporate a detailed emergency scenario designed to evaluate and strengthen EOC plans, improve interagency coordination, and enhance overall emergency response readiness.

Police Department 6 - Emergency Operations - Council Chamber Safety: Conduct training and exercises with City Council and staff to evaluate emergency response procedures in Council Chambers and identify operational improvements.

Police Department 7 - Automated License Plate Reader (ALPR) and Drone Program Expansion: Expand automated license plate reader (ALPR) and unmanned aircraft system (UAS) capabilities to improve situational awareness and public safety coverage.

Focus Area 3: Economic Development
Mission Statement: Maintain and enhance quality of life through a vibrant and diverse economy.

City Manager 6 - Community Development Strategies and Senate Bill (SB) 330 Development Applications: Conduct a citywide assessment of development review processes to ensure compliance with SB 330 and related housing laws. The review will evaluate timelines, documentation, and interdepartmental coordination.

City Manager 7 - Tech and Agricultural Innovation Center Partnerships: Advance partnerships and site readiness for the Innovation Center @ Brentwood and Agricultural Innovation Center. Efforts include land strategy, site control, and institutional partnerships.

City Manager 10 - Winter Market: Develop and implement a seasonal downtown market program to support local businesses, attract visitors, and enhance community identity.

Community Development 2 - Council Requested Items related to Economic Development: Advance ordinance updates and policy reviews, including nuisance properties, tattoo regulations, Measure Q implementation, and affordable housing program updates.

Engineering 8 - Vineyards at Marsh Creek Theater: Continue planning, design, and environmental review for the theater project.

Parks and Recreation 4 - Vineyards at Marsh Creek Theater: Conduct design and operational analysis to determine appropriate facility size, demand, and financial model.

Finance and Information Systems 8 - Revise Donations Policy and Develop Naming Rights Policy:

Update the Donations Policy and develop a Naming Rights Policy to guide acceptance and management of community contributions.

City Manager/Economic Development Division 1 - Retail Development: Promote retail attraction and retention through marketing, recruitment, and strategies to reduce retail leakage.

206
2026/27 – 2027/28 Operating Budget
Focus Area 3: Economic Development (continued)
Mission Statement: Maintain and enhance quality of life through a vibrant and diverse economy.

City Manager/Economic Development Division 2 - Commercial and Industrial Development: Support business expansion and job creation by attracting commercial and industrial investment.

City Manager/Economic Development Division 3 - Innovation Center @ Brentwood: Advance development of a major mixed-use employment center to support high-quality jobs and economic growth.

City Manager/Economic Development Division 4 - Downtown Revitalization: Enhance downtown through maintenance, activation, partnerships, and long-term planning for parking and development.

City Manager/Economic Development Division 5 - Small Business Development: Support small businesses through workshops, outreach, and events such as the Business Expo and Jobs Fair.

City Manager/Economic Development Division 6 - Technology Culture: Promote a technology-friendly business environment and market Brentwood to targeted industries.

City Manager/Economic Development Division 7 - Economic Development Grant Program: Administer a competitive grant program funded by Business License Tax revenues to support marketing, events, and economic activity.

City Manager/Economic Development Division 8 - Surplus Properties: Advance development of surplus properties and evaluate additional sites for future disposition and use.

City Manager/Economic Development Division 9 - Better in Brentwood: Evaluate this marketing program’s performance and alignment with economic development goals and prepare recommendations.

City Manager/Economic Development Division 10 - Agricultural Innovation Center: Advance planning and partnerships for development of an agricultural innovation facility at 3900 Sellers Ave.

Focus Area 4: Community Development
Mission Statement: Develop a high quality, diverse and balanced community while protecting natural and agricultural resources.

Planning, Zoning and Housing
Community Development 1 - Update Affordable Housing Manual: Update program policies and procedures to reflect current laws, recent revisions to the Affordable Housing Ordinance and update program requirements.

Community Development 4 - General Plan Update: Conduct a comprehensive update to the General Plan to reflect current laws, growth projections, and policy priorities.

Community Development 5 - 7th Cycle Housing Element Update: Complete the required Housing Element update with community engagement and in compliance with State law.

Community Development 6 - Municipal Code Updates: Update ordinances related to noise and outdoor dining to improve clarity and enforceability.

Community Development 7 - Focused Zoning Ordinance Update (SB 330 compliance): Update zoning regulations and develop objective design standards consistent with State law.

207
2026/27 – 2027/28 Operating Budget
Focus Area 4: Community Development (continued)
Mission Statement: Develop a high quality, diverse and balanced community while protecting natural and agricultural resources.

Planning, Zoning and Housing (continued)
Community Development 8 - Required Ordinance Updates: Update Accessory Dwelling Unit (ADU) and cannabis regulations to reflect changes in State law and case law.

Community Development 9 - Title 18 California Environmental Quality Act (CEQA) Procedures: Revise local CEQA procedures to ensure consistency with State guidelines and improve implementation.

Resource Protection and Sphere of Influence
City Manager 3 - Local Agency Formation Commission Agricultural Buffer/Sphere of Influence: This project will develop and implement a City policy framework that preserves Brentwood's historic agricultural heritage by establishing agricultural buffer expectations within the City's Sphere of Influence (SOI). The project ensures that any future annexation originating from the SOI includes an annexation plan that honors agricultural uses, provides compatible land-use transitions, and prevents adverse urban encroachment.

Community Engagement and Customer Service
Community Development 3 - Digitizing Permanent Records: Digitize records to improve accessibility, compliance, and long-term storage efficiency.

City Manager 2 - Development Closeout - Customer Service Project Feedback: Collect feedback from developers to improve City processes and customer service performance.

Focus Area 5: Parks and Recreation Services
Mission Statement: Enrich lives and to maintain facilities to maximize quality of life.

Parks and Recreation 1 - Basketball Court Lighting: Install lighting to enhance safety and recreational access at Windsor Way Park and Homecoming Park.

Parks and Recreation 2 - Brentwood Family Aquatic Center (BFAC) Facility Renovations: Upgrade aging facilities and equipment to maintain safe and efficient operations.

Parks and Recreation 5 - Public Art Program: Expand cultural opportunities through implementation of the Public Art Program.

Parks and Recreation 6 - Sand Creek Sports Complex (SCSC): Complete Phase 1A of the SCSC construction, including fields, facilities, and supporting infrastructure.

Parks and Recreation 7 - Parks and Recreation Department Strategic Plan: Develop a five-year plan to guide operations, resource allocation, and service delivery.

Parks and Recreation 9 - Adaptive Programming: Expand inclusive recreational opportunities for individuals with disabilities.

Parks and Recreation 10 - Annual Playground Program: Maintain and replace playgrounds through development of a structured five-year plan.

208
2026/27 – 2027/28 Operating Budget
Focus Area 5: Parks and Recreation Services (continued) Mission Statement: Enrich lives and to maintain facilities to maximize quality of life.

Parks and Recreation 11 - Recreation Programming: Enhance programs for all age groups and support major community events, such as the America 250 Celebration, in conjunction with the annual 4th of July Parade.

Engineering 4 - Sand Creek Sports Complex Phase 1A Completion: Complete Phase 1A of the SCSC construction on schedule and within budget.

Focus Area 6: Fiscal Sustainability and Operational Management Mission Statement: Provide high quality services that are cost efficient, fiscally responsible and transparent.

Fiscal and Policy Management
Finance and Information Systems 1 - Two-Year Operating Budget: Develop the City’s two-year budget, including financial analysis, stakeholder engagement, and long-term fiscal planning.

Finance and Information Systems 2 - Long-Term Liability Review: Evaluate funding strategies for pensions and OPEB to ensure long-term sustainability and budget stability.

Finance and Information Systems 3 - Capital Improvement Program (CIP): Develop and maintain a fiveyear CIP, ensuring financial feasibility and alignment with City priorities.

City Manager 5 - Policy Direction on Measure X and J: Coordinate City engagement in regional funding programs to ensure alignment with local priorities.

Technology, Cybersecurity and Continuity
Finance and Information Systems 5 - Incident Response Plan & Cybersecurity Tabletop: Update incident response plans and conduct annual tabletop exercises to improve readiness.

Finance and Information Systems 6 - Disaster Recovery Plan Update: Update recovery strategies to ensure timely restoration of critical systems.

Finance and Information Systems 7 - Artificial Intelligence Policy: Develop governance policies for responsible use of AI technologies across City operations.

Finance and Information Systems 9 - Implement Customer Service Kiosk: Implement a self-service kiosk in the Utility Billing lobby at City Hall to improve access to City services for customers who may be unable to access online systems due to technological, language, or financial constraints.

Finance and Information Systems 10 – Implement Automated Clearing House (ACH) Vendor Payments:

Implement electronic payments to improve efficiency, reduce costs, and enhance security.

Human Resources 5 - Artificial Intelligence (AI) Transformation in Human Resources: Explore AI applications to improve HR processes, efficiency, and decision-making.

Human Resources 6 - Data Analytics: Expand use of data analytics to support workforce planning and organizational performance.

Engineering 11 - Public Works and Engineering Innovation: Evaluate and implement emerging technologies to improve operational efficiency and service delivery.

209
2026/27 – 2027/28 Operating Budget
Focus Area 6: Fiscal Sustainability and Operational Management (continued) Mission Statement: Provide high quality services that are cost efficient, fiscally responsible and transparent.

Governance, Records, Council Operations and Organizational Alignment Community Development 10 - TrakIt/GIS Integration: Integrate the Community Development TrakIt permitting system with the City’s Geographic Information System (GIS).

City Manager 4 - Strategic Plan Alignment and Establishing City Manager Goal: The City Manager completed work with all departments to identify their respective Top 10 Priority Projects. These items are intentionally non-routine and are focused on advancing the City Council's adopted vision and priorities rather than day-to-day operational work. Each project included in this Appendix was aligned with a General Plan Focus Area, reinforcing that departmental work supports citywide outcomes and the City Council's strategic vision.

City Manager 8 - Legislative Platforms for State Assembly and Congress: Develop a formal legislative platform to guide advocacy at the State and Federal levels. Staff will identify priorities, communicate funding needs, and evaluate and secure the use of legislative advocacy or lobbying services.

City Manager 9 - State of the City: Plan and deliver the annual State of the City address. The program will highlight accomplishments, communicate priorities, and incorporate broader community perspectives. The project enhances public engagement and reinforces the City’s vision and identity.

City Manager/City Clerk Division 1 - SB 707 Brown Act Research and Alignment: Review and implement requirements under SB 707 related to public meeting access. Staff will establish policies addressing hybrid meetings, service disruptions, website requirements, and language access thresholds.

City Manager/City Clerk Division 3 - Annual Destruction Program: Re-establish and update the Annual Destruction Program in alignment with the revised Records Retention Schedule.

City Manager/City Clerk Division 4 - 2026 General Election: Plan and administer the November 3, 2026, General Election in coordination with Contra Costa County. Responsibilities include candidate services, ballot measures, public notices, FPPC compliance, translations, outreach, and certification.

City Manager/City Clerk Division 5 - Commission Recruitment Improvement and Realignment: Evaluate and improve commission recruitment processes, including potential alignment of terms with the fiscal year.

Staff will also develop an annual outreach and education program covering commission roles, Brown Act requirements, and conflict of interest disclosures.

City Manager/City Clerk Division 6 - Electronic Voting in the Council Chamber: Implement electronic voting for Council, commission, and committee meetings using existing agenda management software.

City Manager/City Clerk Division 7 - Conflict of Interest and Campaign Filing Software Update: Replace the City’s unsupported system for Form 700 and campaign filings with a modern platform.

City Manager/City Clerk Division 8 - Ceremonial Documents Policy Review: Review and update City Council Policy No. 110-4 related to ceremonial documents. The update will clarify procedures for requests, approvals, scheduling, and presentations.

City Manager/City Clerk Division 9 - Calendar of Official Events: Develop and maintain a centralized “Official City Events” calendar for the Mayor and City Council. The calendar will include City-hosted events, community events, and regional activities.

City Manager/City Clerk Division 10 - 90-Day Planning Agenda Calendar: Develop and maintain a rolling 90-day agenda planning calendar. The tool will identify upcoming items by meeting date and agenda category.

210
2026/27 – 2027/28 Operating Budget
Focus Area 6: Fiscal Sustainability and Operational Management (continued) Mission Statement: Provide high quality services that are cost efficient, fiscally responsible and transparent.

Workforce and Organizational Excellence
Human Resources 1 - Rules and Policies Update: Update Personnel Rules and related City policies to ensure legal compliance and operational efficiency. The project reduces risk and supports consistent human resources practices.

Human Resources 2 - Safety Program Update: Update safety programs to reflect current laws and regulations. Staff will enhance tracking of incidents, training, and compliance.

Human Resources 3 - Succession Planning: Develop a succession planning program to address anticipated workforce retirements. Staff will identify critical roles and prepare employees for advancement.

Human Resources 4 - Expand Wellness Program: Expand the employee wellness program to improve engagement, productivity, and retention.

Human Resources 7 - Diversity Equity Belonging Inclusion (DEBI): Integrate DEBI principles into organizational practices. Staff will promote equitable access, reduce barriers, and support a workforce reflective of the community.

Human Resources 8 - Digitize Employee Files: Digitize employee records to improve efficiency, security, and accessibility.

Human Resources 9 - Employee Engagement: Expand initiatives to improve employee engagement and workplace culture.

Human Resources 10 - Talent Development and Acquisition: Strengthen recruitment and internal development programs to build a skilled workforce. Staff will establish career pathways and align workforce planning with City needs.

211
2026/27 – 2027/28 Operating Budget

GLOSSARY OF TERMS
A-87 Cost Allocation Plan
A circular published by the Federal Government’s Office of Management and Budget (OMB) that establishes principles and standards for determining costs applicable to Federal grants, contracts and other agreements. These principles and standards recognize “Total Cost” as allowable direct cost plus allowable indirect costs, less applicable credits. The significant difference between this plan and a “Full Cost Allocation Plan” is that “Legislative” costs are not allowable under the A-87 plan.

Account
A subdivision within a fund for the purpose of classifying transactions.

Account Number
Numeric identification of the account. Typically a unique number or series of numbers. The City’s account number structure is comprised of three fields of characters. The first field is three characters wide and identifies the various unique funds within the accounting system. The next field contains either four or five characters and identifies the division within the City. The final field contains seven characters and identifies the object code of the account number. The same object code may be used in many divisions. The combination of the three fields provides for a unique number for the transaction.

Accounting System
The total set of records and procedures that are used to record, classify and report information on an entity’s financial status and operations.

Accrual Basis of Accounting
The method of accounting under which revenues are recorded when they are earned (regardless of when cash is received) and expenditures are recorded when goods and services are received (regardless if disbursements are actually made at that time).

Activity
A function or a group of related functions for which the budgetary unit is responsible. For the City’s budgeting purposes, an activity is the same as a program.

Actual Cost
The amount paid for an asset; not its market value, insurable value, or retail value. It generally includes freight-in and installation costs but not interest on the debt to acquire it.

Ad Valorem
Latin for according to value. An ad valorem tax is assessed on the value of goods or property; not on the quantity, weight, extent, etc.

Administrative Expense
Often grouped with General Expenses, expenses that are not as easily associated with a specific function as are direct costs of providing services.

212
2026/27 – 2027/28 Operating Budget
Adjusting Entry
A journal entry posted to the accounting records at the end of an accounting period to record a transaction or event which was not properly posted during the accounting period for various reasons.

Adopted Budget
A budget which typically has been reviewed by the public and “Adopted” (approved) by the City Council prior to the start of the fiscal year.

Allocable Costs
Costs that are allocable to a particular cost objective to the extent of benefits received by such objective.

Allocation
A distribution of funds or an expenditure limit established for an organizational unit.

Annual Comprehensive Financial Report
Prepared in conformity with GAAP as set forth by GASB.

Applied Overhead
Amount of overhead expenses that are charged to either a production job or a department when utilizing a cost accounting system.

Appropriation
An authorization by the City Council to make expenditures and to incur obligations for specific amounts and purposes. All annual appropriations lapse at fiscal year-end.

Appropriations Limit
As defined by Section 8 of Article XIIIB of the California Constitution, enacted by the passage of Proposition 4 at the November 6, 1979 general election, the growth in the level of certain appropriations from tax proceeds are generally limited to the level of the prior year’s appropriation limit as adjusted for changes in cost of living and population. Other adjustments may be made for such reasons as the transfer of services from one government entity to another.

Appropriation Resolution
The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources.

Arbitrage
The simultaneous purchase and sale of the same or an equivalent security in order to profit from price discrepancies. In government finance, the most common occurrence of arbitrage involves the investment of the proceeds from the sale of tax-exempt securities in a taxable money market instrument that yields a higher rate, resulting in interest revenue in excess of interest costs.

Assessed Valuation
An official value established for real estate or other property as a basis for levying property taxes.

213
2026/27 – 2027/28 Operating Budget
Assessments
Charges made to parties for actual services or benefits received.

Assets
Government-owned property that has monetary value.

Audit
A financial audit is a review of the accounting system and financial information to determine how government funds were spent and whether expenditures were in compliance with the legislative body’s appropriations.

Audit Trail
Documentation which permits the sequence of financial transactions to be followed.

Authorized Positions
Those ongoing positions approved in the final budget of the preceding year.

Average Cost
Total of all costs for all units bought (or produced) divided by the number of units acquired (or produced).

Balance Available
The amount of money available for appropriation or encumbrance. It is the excess of cash and nearcash assets of a fund over its liabilities and reserves; or commonly called surplus available for appropriation. It is also the unobligated balance of an appropriation which may be encumbered for the purposes of the specific appropriation.

Balanced Budget
When there is neither a budget deficit nor a budget surplus – when revenues equal expenditure.

Baseline Budget
A baseline budget reflects the anticipated costs of carrying out the current level of service or activities as authorized by the City Council in the current budget. It includes an adjustment for cost increases but does not include changes in service or authorized positions over that authorized by the City Council.

Bond
A municipal bond is a written promise from a local government to repay a sum of money on a specific date at a specified interest rate. Bonds are most frequently used to finance capital improvement projects such as buildings, streets and bridges.

Budget
A plan of financial operation, for a set time period, which identifies specific types and levels of services to be provided, proposed appropriations or expenses and the recommended means of financing them.

214
2026/27 – 2027/28 Operating Budget
Budget Amendments
The Council has the sole responsibility for adopting the City’s budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve line item budgetary transfers between expenditure objects of the budget as long as it is in the same fund and within the same division.

Budget Calendar
The schedule of key dates which City departments follow in the preparation, revision, adoption and administration of the budget.

Budget Detail
A support document to the published budget that details the line item expenditures.

Budget Year
The fiscal year for which the budget is being considered; fiscal year following the current year.

Budgetary Unit
An organizational component budgeted separately; usually a department or a division.

California Society of Municipal Finance Officers
The purpose of this organization is to promote professional administration of municipal finance and to strive for the attainment of professional status of all those responsible for the conduct of the activities of the field.

Capital Expenditure
A capital expenditure typically involves items costing $10,000 or more for the purchase or construction of major fixed assets such as land, buildings and any permanent improvement including additions, replacements and major alterations having a long life expectancy.

Capital Improvement Program
A financial plan of authorized expenditures for tangible, long-term construction of, or improvements to, public physical facilities.

Capital Outlay
Expenditures which result in the acquisition of, or addition to, fixed assets. A capital item is tangible, durable, non-consumable, costs $10,000 or more and has a useful life of more than ten years.

Carryover or Carry Forward
Process of carrying a budgeted and encumbered item from the current fiscal year to the next fiscal year. For example, a purchase order for a budgeted computer purchase is placed in FY 2016/17. The budget for FY 2017/18 did not include a purchase of a computer. The unspent FY 2017/18 budget is adjusted (increased) for this purchase.

Cash Basis or Cash Method
Is an accounting method that recognizes income and deductions when money is received or paid.

The modified accrual method is the preferred method for government organizations.

215
2026/27 – 2027/28 Operating Budget
Community Development Block Grant Program
Funded by the Department of Housing and Urban Development of the Federal Government.

Community Facilities District
These funds account for special benefit assessments levied for a variety of allowable uses, including but not limited to police services, joint use school facilities and library facilities. The allowable uses of the funds are governed by the formation documents of each individual District.

Compensation
Direct and indirect monetary and non-monetary rewards given to employees on the basis of the value of the job, their personal contributions and their performance. These rewards must meet both the organization’s ability to pay and any governing legal regulations.

Contractual Services
A series of object codes, which include the expense of custodial, janitorial and other services, procured independently by contract or agreement with an individual, firm, corporation or other governmental units.

Controllable Costs
Costs that can be influenced by the department involved, unlike other fixed costs such as rent, which is contracted by lease in advance.

Cost Accounting
The continuous process of analyzing, classifying, recording and summarizing cost data within the confines and controls of a formal cost accounting system and reporting them to users on a regular basis.

Cost Basis
Original price of an asset, used in determining depreciation and capital gains or losses. It usually is the purchase price, but in the case of an inheritance or gift is the market value of the asset at the time of receipt.

Costs
Amount of money that must be paid to acquire something, purchase price or expense.

Current Fiscal Year
The fiscal year in progress.

Debt Service
The City’s obligation to pay the principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule.

Defeasance
In financial reporting, the netting of outstanding liabilities and related assets on the statement of position. Most refunding results in the defeasance of the refunded debt.

216
2026/27 – 2027/28 Operating Budget
Deficit
A result of: 1) insufficiency in the account or number, whether as the result of defaults and misappropriations or of mistakes or shrinkage in value or 2) excess of the government’s spending over its revenues.

Department
A basic organizational unit of government which is functionally unique in its delivery of services.

Depreciation
The process of allocating the cost of a capital asset to the periods during which the asset is used.

Designated Fund Balance
A portion of unreserved fund balance designed by city policy for a specific future use.

Development
In real estate, process of placing improvements on or to a parcel of land; projects where such improvements are being made. Such improvements may include drainage, utilities, subdividing, access, buildings or any combination of these elements.

Direct Cost
An expense that can be traced directly to a specific cost center or cost object such as a department, process or product.

Direct Labor
Cost of personnel that can be identified in the product or service, such as the salary of the person who provides the direct service.

Discretionary Costs
Costs changed easily by management decisions such as advertising, repairs and maintenance and research and development. Also called managed costs.

Division
An organizational component of a department, which may be further subdivided into programs.

Division Overhead
The cost of the division’s indirect labor and material/supplies divided by the division’s direct salary and wages cost. The result is expressed as a percentage to be applied to direct salary and wages.

Effective Interest Methods
Premiums, discounts, bond issuance costs amortized over life of debt issue.

Encumbrance
The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.

217
2026/27 – 2027/28 Operating Budget
Equity
The difference between fund assets and fund liabilities.

Estimate
To approximate.

Estimated Economic (Useful) Life
The period over which a property is expected to be usable, by one or more users, with normal repairs and maintenance, for the purpose(s) for which it is intended.

Expenditure/Expense
The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expenditure is actually paid. The term expenditure applies to Governmental Funds. The term expense is used for Enterprise and Internal Service Funds. For complete fund descriptions, refer to the Guide to Funds.

Fee
Cost of a service.

Fiscal Year
The 12-month period for recording financial transactions specified by the City as beginning July 1st and ending June 30th.

Fixed Assets
Assets of long-term character such as land, buildings, machinery, vehicles, equipment or furniture.

Fixed Asset Management
Tagging and preparing asset ledgers for plant, facilities and equipment; recording changes in asset status and conducting periodic inventories of assets.

Fixed Cost
A cost that remains constant regardless of volume or demand. Fixed costs include salaries, interest expense, rent, depreciation and insurance expenses.

Forecasts
Estimates of the future impact of current revenue and expenditure policies based on specific assumptions about future conditions such as inflation or population growth. Forecasts are neither predictions about the future nor a statement of policy intentions.

Fringe Benefits
Compensation that an employer contributes to its employees such as social security, retirement, life/health insurance or training supplements. Fringe benefits can be either mandatory, such as PERS contributions, or voluntary, such as health insurance benefits.

218
2026/27 – 2027/28 Operating Budget
Full-Time Equivalent
The designation of staffing based on the Full-Time Equivalent for personnel using a guideline of 2,080 hours per year (1.0 FTE) or for 1,040 hours per year (0.5 FTE).

Function
An activity or a group of related activities for which the budgetary unit is responsible; in the City, a function is the same as a program.

Fund
A separate accounting entity, with a self-balancing set of accounts, to record all financial transactions (revenues and expenditures) for specific activities or government functions. Funds are classified into three categories: governmental, proprietary or fiduciary. For a detailed list of the City’s funds and descriptions, refer to the Guide to Funds.

Fund Accounting
System used by nonprofit organizations, particularly governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements. Financial reporting is directed at the public rather than investors.

Fund Balance
The excess of assets over liabilities and reserves; also known as surplus funds. This term applies to governmental funds only.

General Obligation Bond
Also referred to as GO Bonds, are usually limited by State law as to the amount as well as the length of indebtedness that a government can have. These “Full Faith and Credit” bonds are secured by all of the financial assets of the local government, including property taxes.

Geographic Information System
A computer based Geographic Information System is being established by the Information Systems Division for the tracking and monitoring of development projects.

Goal
A general statement of broad direction, purpose or intent which describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year.

Government Accounting
Principles and procedures in accounting for Federal, State and local governmental units. The National Council on Governmental Accounting establishes rules. Unlike commercial accounting for corporations, encumbrances and budgets are recorded in the accounts. Assets of a governmental unit are restricted for designated purposes.

219
2026/27 – 2027/28 Operating Budget
Government Enterprise
Governmentally sponsored business activity. A utility plant may be a government enterprise which raises revenue by charging for its services.

Government Finance Officers Association
A non-profit professional association serving more than 18,000 government finance professionals throughout North America.

Governmental Fund
This category of funds account for all records or operations not normally found in business, such as the General Fund, Special Revenue Funds, Debt Service Funds and Capital Project Funds.

Grant
A sum of money given by an organization or agency for a particular purpose. The use of grant funds must be consistent with any funding conditions required by the grant.

Historical Cost
Actual expenses incurred during the previous fiscal years. The basis for how trends are determined.

Accounting principle requiring that all financial statement items be based on original cost or acquisition cost.

Hourly Billing Rate
The rate of a position on an hourly schedule including the cost of the positions hourly salary plus the hourly fringe benefit costs, plus the division or department overhead costs, plus the City’s general and administrative costs. This “Total” labor cost per hour is used to determine various costs of services provided to the public.

Indirect Cost
Costs not directly accountable to a cost object, but included in total cost overhead.

Inflation
Rise in the prices of goods and services, as happens when spending increases relative to the supply of goods on the market.

Infrastructure
The physical assets of the City, such as streets, water, wastewater, public buildings and parks, and the support structures within a development.

Interest Revenues
Revenues received as interest from the investment of funds not immediately required to meet cash disbursements obligations.

Investment
Securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals or base payments.

220
2026/27 – 2027/28 Operating Budget
Jurisdiction
Geographic or political entity governed by a particular legal system or body of laws.

Liability
Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed or refunded at some future date. Encumbrances are not considered to be liabilities.

Line-Item Budget
A budget which lists detailed expenditures categories (personnel, operating, contractual, internal services and capital outlay) separately, along with the amount budgeted for each specific category.

Major Budgetary Fund
A fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expenditures of the appropriated budget.

Measure J
An extension of the transportation sales tax initially authorized by the passage of Contra Costa Measure C in 1988. Funding can be spent on the construction, maintenance, improvement or operation of local streets, road, and highways and public transit systems. 18% of the annual sales tax revenues from Measure J are distributed to all local jurisdictions based on a defined allocation. Expiration date in 2034.

Modified Accrual Basis or Modified Accrual Method
An accounting method whereby income and expense items are recognized, as they are available and measurable.

Net
Amount remaining after all relevant deductions have been made from the gross amount; or to arrive at the difference between additions and subtractions or plus amounts and minus amounts.

Non-Major Budgetary Fund
All funds that do not meet the requirement to be considered a Major Budgetary Fund.

Object Codes
Specific numerical classifications for which money is allocated for disbursements. The City uses object codes as the last seven characters of the account number and represents the lowest level of classification within the General Ledger accounting system.

Objective
Measurable statement of the intended beneficial and tangible effects of a program’s activities. An objective is a specific target toward which a manager can plan, schedule work activities and make staff assignments. An objective is stated in quantifiable terms, such that it is possible to know when it has been achieved.

221
2026/27 – 2027/28 Operating Budget
Operating and Maintenance
Cost associated with a capital facility that will impact the City of Brentwood on an ongoing and annual basis.

Operating Expense
A series of object codes which include expenditures for items which primarily benefit the current period and are not defined as personnel services, contractual services or capital outlays.

Operational Audit
Process to determine ways to improve production and services.

Ordinance
The laws of a municipality.

Organization
Organized structure of roles and responsibilities functioning to accomplish predetermined objectives.

Organization Chart
A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities. There are basically three patterns of organization: line organization, functional organization and line and staff organization.

Overage
Too much, opposite of shortage.

Overhead
Indirect expenses of running an organization not directly associated with a particular item of service.

For example, wages paid to an employee providing a service and the costs of the required materials for performing the service are direct costs. Electricity and building insurance are overhead expenses.

By applying a factor called the burden rate, cost accounting attempts to allocate overhead, where possible, to the cost of the services provided.

Overtime
Time worked in excess of an agreed upon time for normal working hours by an employee. Hourly or non-exempt employees must be compensated at the rate of one and one-half their normal hourly rate for overtime work beyond 40 hours in a workweek. Working on holidays or weekends is sometimes referred to as overtime work.

Payroll
Aggregate periodic amount an organization pays its workers, lists of employees and their compensation.

Per Capita
By or for each individual. Anything figured per capita is calculated by the number of individuals involved and is divided equally among all.

222
2026/27 – 2027/28 Operating Budget
Performance Measures
Specific quantitative measures of work performed within a program (e.g. miles of streets cleaned).

Also, specific quantitative measures of results obtained through a program (e.g., percent change in response time compared to previous year).

Prepaid
Expense paid in advance, such as a one-year insurance policy paid when purchased or rent paid in advance of the period covered.

Prior Year
The fiscal year preceding the current year.

Program
An organized self-contained set of related work activities within a department or division which are directed toward common objectives and represent a well-defined expenditure of City resources.

Projection
Estimate of future performance made by economists, corporate planners and credit and securities analysts, typically using historic trends and other assumed input.

Purchase Order
An order issued by the Purchasing Department which authorizes the delivery of specific goods or services, and incurrence of a debt for them.

Purchase Requisition
The initial purchase request document that, if approved, is the basis for the preparation of the official purchase order.

Redevelopment Fund
The elimination of redevelopment agencies has precluded the future financing of projects; therefore, prior funding reported will represent contractual agreements funded prior to the redevelopment dissolution. Funds previously contributed by the Brentwood Redevelopment Agency were for projects within, or of benefit to, a redevelopment project area.

Reserve
The portion of a fund’s balance legally restricted for a specific purpose and therefore not available for general appropriation.

Reserved Fund Balance
For governmental funds and expendable trust funds, the portion of fund balance that is not available for appropriation because it is either legally restricted or not spendable.

Resolution
In general, expression of desire or intent. Legal order by a government entity.

223
2026/27 – 2027/28 Operating Budget
Revenues
Funds, received from various sources and treated as income to the City, which are used to finance expenditures. Examples are tax payments, fees for services, receipts from other governments, fines, grants, licenses, permits, shared revenue and interest income.

Right-of-Way
A public designation for space needed to accommodate streets, public utilities and other public facilities.

Rollover
Similar to carryover, yet used primarily in adjusting anticipated or budgeted amounts in the future years to actual amounts.

Salary and Wages
An employee’s monetary compensation for employment.

Salary Savings
Salary savings reflect personnel cost savings resulting from vacancies and as a result of employee turnover. The amount of budgeted salary savings is generally based upon experience.

Service
Work done by one person that benefits another.

Service Departments
Sections, programs or departments of an on-going organization giving service.

Special District
A designated geographic area established to provide a specialized service (e.g., Landscape Maintenance District).

Special Revenue Fund
A governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes.

Staff
In general, persons in an organization.

Statement of Net Activities
Reports net (expense) revenue of functions.

Statement of Net Assets
Includes all assets and liabilities.

Target
Desired amount or level of performance to obtain.

224
2026/27 – 2027/28 Operating Budget
Total Cost
Costs including all ancillary costs. For example, the total cost of a project would include the direct costs and indirect costs.

Transient Occupancy Tax
This tax is collected from the operators of hotels and motels located within the City. A percentage of this tax is then remitted to the City.

Trend
In general, any line of movement.

Unit Cost
Compare the volume of work anticipated to the items needed to complete the work and the funds required to purchase these items.

Unreserved Fund Balance
In a governmental or expendable trust fund, the balance of net financial resources which are spendable or available for appropriation.

Update
Revise documented information according to the most current information available.

User Charge
Charges or fees levied to recipients of a particular service.

Variable
Data item that can change its value; also called a factor or an element.

Variance
Difference between actual experience and budgeted or projected experience in any financial category.

225
2026/27 – 2027/28 Operating Budget

ACRONYMS
This document includes numerous abbreviations and acronyms in need of explanation. Thus, a list of acronyms is provided to aid the reader when the context does not define the meaning.

AB – Assembly Bill
ACFR – Annual Comprehensive Financial Report
ADC – Actuarial Determined Contribution
AI – Artificial Intelligence
BFAC – Brentwood Family Aquatic Complex
BUSD – Brentwood Union School District
CalPERS – California Public Employees’
Retirement System
CAP – Cost Allocation Plan
CCCFPD – Contra Costa County Fire Protection
District
CFD – Community Facilities District
CIFP – Capital Improvement Financing Program
CIP – Capital Improvement Program
CLGFA – California Local Government Finance
Almanac
CPI – Consumer Price Index
CPRS – California Park and Recreation Society
CSMFO – California Society of Municipal Finance
Officers
DBC – Downtown Brentwood Coalition
DDRs – Due Diligence Reviews
DOF – Department of Finance
FTE – Full-Time Equivalent
FY – Fiscal Year
GAAP – Generally Accepted Accounting
Principles
GASB – Governmental Accounting Standards
Board
GFOA – Government Finance Officers Association
GIS – Geographic Information Systems
LLAD – Landscape and Lighting Assessment
District
LUHSD – Liberty Union High School District
MG – Millions of Gallons
MGD – Millions of Gallons per Day
O & M – Operating and Maintenance
OMB – Office of Management and Budget
OPEB – Other Post-Employment Benefits
PEG – Public, Education and Government
RDA – Redevelopment Agency
RMRA – Road Maintenance and Rehabilitation
Account
ROPS – Recognized Obligation Payment
Schedule
SB – Senate Bill
SCADA – Supervisory Control and Data
Acquisition
SR – State Route
SRF – State Water Resources Control Board
Revolving Fund
VLF – Vehicle License Fee

226
2026/27 – 2027/28 Operating Budget
GUIDE TO FUNDS – DESCRIPTION OF FUNDS
Fund Accounting System
The City uses funds to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance, and to aid financial management, by segregating transactions related to certain City functions or activities.

A fund is an accounting entity with a self-balancing set of accounts established to record the financial position and results of operations of a specific governmental activity. The City maintains the following fund types:

Governmental Fund Types
General Fund is the primary operating fund of the City and accounts for all financial resources, except those required to be accounted for in another fund.

Capital Project Funds account for financial resources segregated for the acquisition of major capital projects or facilities (other than those financed by proprietary fund types).

Debt Service Funds account for the accumulation of resources for and payment of, interest and principal on general long-term debt and related costs.

Permanent Funds account for and report resources that are restricted to the extent that only earnings, and not principal, may be used for purposes that support City programs for the benefit of the City and its citizens.

Special Revenue Funds account for the proceeds of specific revenue sources (other than special assessments, expendable trusts or capital projects) that are restricted by law or administrative action to expenditures for specified purposes.

Fiduciary Fund Types
Custodial Funds account for assets held by the City as trustee or agent for individuals, private organizations, other governmental units and/or other funds. These funds are custodial in nature (assets correspond with liabilities) and do not involve measurement of results of operations.

Other Employee Benefit Trust Fund - Corebridge Financial is used to report the activities of the City's single-employer deferred compensation plan held by a third-party administrator.

Private-Purpose Trust Funds account for the activities and financial position of the Successor Agency to the Brentwood Redevelopment Agency. These funds are held in a trust arrangement for the benefit of local taxing entities, including the City of Brentwood.

Proprietary Fund Types
Enterprise Funds account for operations in a manner similar to private business enterprises where the intent is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis is to be financed or recovered primarily through user charges.

Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or agencies of the City or to other governmental units on a cost-reimbursement basis.

227
2026/27 – 2027/28 Operating Budget
The following is a guide to current City funds by fund number. 100 General Fund – The government’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund.
203 Gas Tax – This fund accounts for monies received from the State of California under Street and Highways Code Section 2105. The allocations must be spent for street maintenance, construction and a limited amount for engineering.
205 Gas Tax – This fund accounts for monies received from the State of California under Street and Highways Code Section 2106. The allocations must be spent for street maintenance, construction and a limited amount for engineering.
206 Gas Tax – This fund accounts for monies received from the State of California under Street and Highways Code Section 2107. The allocations must be spent for street maintenance, construction and a limited amount for engineering.
207 Gas Tax – This fund accounts for monies received from the State of California under Street and Highways Code Section 2107.5. The allocations must be spent for street maintenance, construction and a limited amount for engineering.
208 Gas Tax – This fund accounts for monies received from the State of California under Street and Highways Code Section 2103. The allocations must be spent for street maintenance, construction and a limited amount for engineering.
209 Gas Tax – This fund accounts for monies received from the State of California under Street and Highways Code Section 2032. The allocations must be spent for street and road maintenance, rehabilitation and other roadway projects allowed under the code. 214 SB 1186 Disability Access – This fund accounts for monies received due to Senate Bill 1186 (SB 1186), which requires cities to collect a $4 fee for new and renewed business licenses for purposes of increasing compliance with State disability laws. 216 Police Grants – This fund accounts for all Federal, State and County grants awarded to the Police Department requiring segregated fund accounting. 217 Grants – This fund accounts for miscellaneous Federal, State and County grants requiring segregated fund accounting.
219 Economic Development Grant – This fund accounts for the set aside of 20% of business license tax collected. The monies are used to award grants to promote economic activity. 230 Citywide Park Assessment District – This fund accounts for special benefit assessments levied on property owners for citywide park maintenance.

228
2026/27 – 2027/28 Operating Budget
231 Community Facilities District #2 – This fund accounts for public safety services; acquisitions and maintenance of open space; clean water maintenance and construction and maintenance of flood and storm drain facilities.
232 Community Facilities District #3 – This fund accounts for public safety services; acquisitions and maintenance of open space; clean water maintenance and construction and maintenance of joint-use school facilities.
233 Community Facilities District #4 (Services) – This fund accounts for public safety services; maintenance of open space; clean water maintenance; maintenance of joint-use school facilities; roadway rehabilitation and under grounding of overhead utilities. 234 Community Facilities District #5 – This fund accounts for acquisition, construction and maintenance of flood and storm drainage facilities; public safety services; construction and maintenance of joint-use school facilities; rehabilitation/expansion of library sites; government facilities and community facilities and roadway rehabilitation and utility undergrounding. 235 Community Facilities District #4 (Facilities) – This fund accounts for acquisition, construction of flood and storm drainage facilities; construction of joint-use school facilities; rehabilitation/expansion of library sites; government facilities and community facilities. 250 Water Development Impact Fee – This fund accounts for development fees collected for the design and construction of water facilities within the City. 251 Roadway Development Impact Fee – This fund accounts for development fees collected for the design and construction of roadways within the City. 252 Parks and Trails Development Impact Fee – This fund accounts for development fees collected for the design and construction of parks within the City. 255 Wastewater Development Impact Fee – This fund accounts for development fees collected for the design and construction of wastewater facilities within the City. 256 Community Facilities Development Impact Fee – This fund accounts for development fees collected for the design and construction of public facilities within the City. 261 Development Impact Fee Administration – This fund accounts for development fees collected for the administration of the Development Impact Fee Program. 262 Agriculture Land Administration – This fund accounts for 20% of the Agriculture Preservation fees collected from development. Monies are to be used for administrative purposes associated with establishing, monitoring and managing farmland conservation easements.
263 Agriculture Land Acquisition – This fund accounts for 80% of the Agriculture Preservation fees collected from development. The monies are used for farmland mitigation purposes.

229
2026/27 – 2027/28 Operating Budget
264 First-Time Homebuyer – This fund accounts for affordable housing funds used to provide loans to first-time homebuyers who qualify as moderate to very-low income households. 265 Affordable Housing In-Lieu Fee – This fund accounts for development fees collected for affordable housing. The monies are used for the purpose of assisting in the construction of very low-, low- or moderate-income dwelling units, or helping with the other affordable housing opportunities.
267 Public Art Administration – This fund accounts for 20% of the Public Art fees collected from development and shall be specifically designated for community education programs, publicity, dedications and administration of the public art program. 268 Public Art Acquisition – This fund accounts for 80% of the Public Art fees collected from development and shall be utilized for all costs related to selection, acquisition, placement, installation, display and maintenance of artwork.
269 Parking In-Lieu – This fund accounts for development fees collected for off-street parking facilities located within the Downtown area.
272 Riparian Mitigation Site Maintenance – This fund accounts for a stewardship endowment for maintenance of a riparian mitigation site.
280 Asset Forfeiture – This fund accounts for property or funds seized by the Police Department.

After a case has been tried and a guilty verdict is returned, the funds are considered forfeited.

Federal funds must be used for narcotic enforcement and crime suppression. State funds must be used for areas related to drug prevention.
281 Abandoned Vehicle Abatement – This fund accounts for monies which can only be used for the abatement, removal and disposal, as public nuisances, of any abandoned, wrecked, dismantled or inoperative vehicles, or parts thereof, from private or public property. 285 PEG Media – This fund accounts for public, educational and governmental access fees collected from cable operators established per the Municipal Code and franchise agreements.

This fund accounts for Public Access, Educational and Governmental (PEG) television channels provided for the citizens of Brentwood.
293 Measure J – This fund accounts for the local jurisdiction portions of the Measure J – Contra Costa County sales tax allocated for Local Street Maintenance and Improvements. These monies can only be spent on local streets and roads, transit operations, growth management planning and compliance, bicycle and pedestrian trails and parking facilities. 302 City Low Income Housing – This fund accounts for the activities related to the assets assumed by the City of Brentwood as Housing Successor for the housing activities of the former Brentwood Redevelopment Agency.

230
2026/27 – 2027/28 Operating Budget
336 Roadway Improvements – This fund accounts for transactions related to proceeds from assessment bonds and other resources and their use to acquire and construct certain roadway improvements.
337 Community Facilities Improvements – This fund accounts for various community facilities improvement projects associated with either the construction or improvement of the City’s community facilities.
352 Parks and Trails Improvements – This fund accounts for various park and trail improvement projects associated with either the construction or improvement of the City’s parks. 380 Civic Center Capital Improvement Financing Program – This fund accounts for savings from refinanced bonds and their use to finance a portion of the Civic Center project. 381 City Capital Improvement Financing Program – This fund accounts for savings from refinanced bonds and their use to acquire and construct certain capital facilities and infrastructure.
392 Capital Infrastructure – This fund accounts for funds to be used for non-residential development related infrastructure projects with a focus on non-residential projects that may promote economic development.
393 Vineyards Projects – This fund accounts for transactions related to proceeds from assessment bonds and other resources and their use to finance infrastructure improvements within the Vineyards development area.
435 2018 A Refinance Debt Service – This fund accounts for CIFP tax assessment receipt and debt service payments of CIFP Infrastructure Revenue Bonds.
436 2014 A & B Refinance Debt Service – This fund accounts for CIFP tax assessment receipt and debt service payments of CIFP Infrastructure Revenue Bonds. 437 2012 A Refinance Debt Service – This fund accounts for CIFP tax assessments receipts and debt service payments of CIFP Infrastructure Revenue Bonds. 438 Capital Improvement Financing Program 2003-1 Debt Service – This fund accounts for CIFP tax assessment receipts and debt service payments on CIFP Infrastructure Revenue Bonds. 439 Capital Improvement Financing Program 2002-1 Debt Service – This fund accounts for CIFP tax assessments receipts and debt service payments of CIFP Infrastructure Revenue Bonds. 441 Capital Improvement Financing Program 94-1 Debt Service – This fund accounts for CIFP tax assessment receipts and debt service payments on CIFP Infrastructure Revenue Bonds. 442 Capital Improvement Financing Program 98-1 Debt Service – This fund accounts for CIFP tax assessments receipts and debt service payments on CIFP Infrastructure Revenue Bonds.

231
2026/27 – 2027/28 Operating Budget
443 Capital Improvement Financing Program 99-1 Debt Service – This fund accounts for CIFP tax assessments receipts and debt service payments on CIFP Infrastructure Revenue Bonds. 444 Capital Improvement Financing Program 2000-01 Debt Service – This fund accounts for CIFP tax assessment receipt and debt service payments on CIFP Infrastructure Revenue Bonds. 445 Capital Improvement Revenue Refunding Bonds Series 2021 A & B Debt Service – This fund accounts for debt service transactions related to the refinance of the 2012 Capital Improvement Revenue Refunding Bonds.
448 General Obligation Bonds Series 2002 Debt Service – This fund accounts for tax levies from which general obligation debt service transactions are made on the General Obligation Bond Series 2002. This bond was used to finance the Police Station. 449 Capital Improvement Financing Program 2004-1 Debt Service – This fund accounts for CIFP Tax assessment receipts and debt service payments on CIFP Infrastructure Revenue Bonds. 460 Randy Way Assessment District Debt Service – This fund accounts for Randy Way tax assessment receipts and debt service payments of CIFP Infrastructure Revenue Bonds. 461 2019 Civic Center Project Lease Revenue Refunding Bonds Debt Service – This fund accounts for debt service transactions relating to the 2009 Civic Center Project Lease Revenue Bonds.
463 Capital Improvement Financing Program 2006-1 Debt Service – This fund accounts for CIFP tax assessment receipt and debt service payments of CIFP Infrastructure Revenue Bonds. 464 Capital Improvement Financing Program 2005-1 Debt Service – This fund accounts for CIFP Tax assessments receipts and debt service payments on CIFP Infrastructure Revenue Bonds.
466 2015 Lease Financing Debt Service – This fund accounts for debt service transactions related to the 2015 Lease Financing.
510 Housing Enterprise – This fund accounts for the administration of the Housing Enterprise which includes the Housing rental units, Affordable Housing and the First-Time Homebuyers program.
511 Housing Rental Trust – This fund accounts for the operation and maintenance of the Housing rental units.
513 Housing Replacement – This fund accounts for revenues and expenditures associated with the replacement of housing rental capital assets and infrastructure. 540 Solid Waste Enterprise – This fund accounts for the operation, maintenance and capital costs of the solid waste system. These activities are funded by user charges.

232
2026/27 – 2027/28 Operating Budget
542 Solid Waste Improvements – This fund accounts for expenditures associated with solid waste capital improvement projects.
543 Solid Waste Replacement – This fund accounts for revenues and expenditures associated with the replacements of solid waste capital assets and infrastructure. 560 Water Enterprise – This fund accounts for the operation, maintenance and capital costs of the water system. These activities are funded by user charges. 562 Water Improvements – This fund accounts for expenditures associated with water capital improvement projects.
563 Water Replacement – This fund accounts for revenues and expenditures associated with the replacements of water capital assets and infrastructures. 590 Wastewater Enterprise – This fund accounts for the operation, maintenance and capital costs of the wastewater system. These activities are funded by user charges. 592 Wastewater Improvements – This fund accounts for expenditures associated with wastewater capital improvement projects.
593 Wastewater Replacement – This fund accounts for revenues and expenditures associated with the replacements of wastewater capital assets and infrastructures. 6XX Landscape and Lighting Assessment Districts – These funds account for special benefit assessments levied on property owners for landscape and street lighting maintenance. 701 Information Systems – To provide a source of funding for the development and coordination of the City’s information system’s needs.
702 Vehicle and Equipment Replacement – To provide a source of funding for vehicle and equipment replacement.
703 Information Systems Replacement – To provide a source of funding for the replacement of information systems such as computers and the phone system. 704 Facilities Replacement – To provide a source of funding for repairs or the replacement of City facilities.
705 Tuition – To provide a source of funding for expenditures related to continuing education. 706 Fleet Maintenance Services – To provide a source of funding for the maintenance of all City vehicles, except for Police Department vehicles.
707 Facilities Maintenance Services – To provide a source of funding for maintenance and repairs of City facilities.

233
2026/27 – 2027/28 Operating Budget
708 Parks and LLAD Replacement – To provide a source of funding for the replacement of landscaping, equipment and facilities in the citywide parks and Landscape and Lighting Assessment Districts (LLAD).
709 Insurance – To provide a source of funding for future insurance costs and unforeseen expenses due to legal matters or lawsuits.
710 Pension/Other Post-Employment Benefits (OPEB) Obligation – To provide an intermediate-term funding source for OPEB and pension expenses.

150 City Park Way
Brentwood, CA 94513
www.brentwoodca.gov

PAY SCHEDULE
Effective July 1, 2026
Classification Class Code Bargaining Group STEP A STEP B STEP C STEP D STEP E Effective Date Accountant I 2381 SUPV 8,213.62 8,624.31 9,055.52 9,508.30 9,983.72 7/1/2026 Accountant II 2382 SUPV 9,066.32 9,519.62 9,995.60 10,495.39 11,020.16 7/1/2026 Accounting Assistant I 3301 MISC 5,671.22 5,954.79 6,252.53 6,565.16 6,893.41 7/1/2026 Accounting Assistant II 3302 MISC 6,259.98 6,572.97 6,901.62 7,246.70 7,609.04 7/1/2026 Accounting Manager 2420 MGMT 12,810.46 13,450.99 14,123.52 14,829.70 15,571.19 7/1/2026 Accounting Supervisor 2390 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Accounting Technician 3320 MISC 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Accounting Technician^ 3320X MISC 8,136.53 8,543.36 8,970.52 9,419.05 9,890.00 7/1/2026 Administrative Assistant I 3001 MISC 5,532.91 5,809.55 6,100.03 6,405.03 6,725.29 7/1/2026 Administrative Assistant II 3002 MISC 6,107.29 6,412.66 6,733.30 7,069.95 7,423.46 7/1/2026 Administrative Assistant II^^ 3002X MISC 6,707.66 7,043.05 7,395.19 7,764.96 8,153.20 7/1/2026 Administrative Supervisor 3040 MISC 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Administrative Technician 3020 MISC 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Assistant City Attorney 1200 ADDR 15,998.50 16,798.42 17,638.36 18,520.27 19,446.29 7/1/2026 Assistant City Clerk 2020 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Assistant City Manager 1100 DIRS 19,492.63 20,467.25 21,490.62 22,565.15 23,693.41 7/1/2026 Assistant Director of Finance and Information Systems 1245 ADDR 15,998.50 16,798.42 17,638.36 18,520.27 19,446.29 7/1/2026 Assistant Director of Finance and Information Systems* 1245X ADDR 16,407.46 17,227.83 18,089.21 18,993.67 19,943.36 7/1/2026 Assistant Director of Public Works 1231 ADDR 15,998.50 16,798.42 17,638.36 18,520.27 19,446.29 7/1/2026 Assistant Engineer 2681 SUPV 10,514.15 11,039.85 11,591.84 12,171.43 12,780.00 7/1/2026 Assistant Planner 2121 SUPV 9,525.30 10,001.55 10,501.63 11,026.72 11,578.05 7/1/2026 Associate Civil Engineer 2683 SUPV 12,193.18 12,802.84 13,442.97 14,115.14 14,820.88 7/1/2026 Associate Engineer 2682 SUPV 11,605.64 12,185.92 12,795.23 13,434.98 14,106.74 7/1/2026 Associate Planner 2122 SUPV 10,514.15 11,039.85 11,591.84 12,171.43 12,780.00 7/1/2026 Building Inspector I 3141 MISC 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Building Inspector I**** 3141X MISC 8,602.60 9,032.74 9,484.37 9,958.61 10,456.53 7/1/2026 Building Inspector II 3142 MISC 9,066.32 9,519.62 9,995.60 10,495.39 11,020.16 7/1/2026 Building Inspector II**** 3142X MISC 9,484.37 9,958.61 10,456.53 10,979.35 11,528.32 7/1/2026 Chief Building Official 2200 MGMT 14,493.87 15,218.56 15,979.49 16,778.46 17,617.39 7/1/2026 Chief Building Official* 2200X MGMT 14,576.77 15,305.60 16,070.88 16,874.43 17,718.15 7/1/2026 City Attorney 1015 CONTRACT 25,416.66 4/29/2026
City Clerk 2040 MGMT 13,130.73 13,787.26 14,476.63 15,200.46 15,960.48 7/1/2026 City Council 500 CNCL 1,150.59 12/13/2022
City Manager 1000 CONTRACT 25,376.25 11/3/2025
City Treasurer/Director of Finance and Information Systems 1115 DIRS 18,553.37 19,481.04 20,455.10 21,477.85 22,551.75 7/1/2026 Code Enforcement Officer I 3181 MISC 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Code Enforcement Officer II 3182 MISC 9,066.32 9,519.62 9,995.60 10,495.39 11,020.16 7/1/2026 Code Enforcement Supervisor 2210 SUPV 11,046.42 11,598.75 12,178.69 12,787.61 13,427.00 7/1/2026 SALARY
Salary Range for Incumbent as of 2/11/2025*, 3/25/2025**, 4/22/2025***, 6/10/2025****, ^former Accounting Specialist, ^^Former Human Resources Assistant II Page 1 of 7

EXHIBIT C

PAY SCHEDULE
Effective July 1, 2026
Classification Class Code Bargaining Group STEP A STEP B STEP C STEP D STEP E Effective Date SALARY
Community Development Technician I 3221 MISC 7,441.14 7,813.20 8,203.86 8,614.05 9,044.76 7/1/2026 Community Development Technician II 3222 MISC 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Community Service Officer I 6001 MISC 6,259.98 6,572.97 6,901.62 7,246.70 7,609.04 7/1/2026 Community Service Officer II 6002 MISC 6,909.85 7,255.33 7,618.10 7,999.00 8,398.95 7/1/2026 Construction Inspector I 3481 MISC 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Construction Inspector I**** 3481X MISC 8,602.60 9,032.74 9,484.37 9,958.61 10,456.53 7/1/2026 Construction Inspector II 3482 MISC 9,066.32 9,519.62 9,995.60 10,495.39 11,020.16 7/1/2026 Construction Inspector II**** 3482X MISC 9,484.37 9,958.61 10,456.53 10,979.35 11,528.32 7/1/2026 Cross-Connection Control Specialist 4060 PWKS 8,013.30 8,413.97 8,834.67 9,276.40 9,740.22 7/1/2026 Deputy City Attorney 2100 ADDR 13,130.73 13,787.26 14,476.63 15,200.46 15,960.48 7/1/2026 Development Services Manager 2170 MGMT 13,795.47 14,485.24 15,209.51 15,969.99 16,768.48 7/1/2026 Director of Community Development 1130 DIRS 18,553.37 19,481.04 20,455.10 21,477.85 22,551.75 7/1/2026 Director of Engineering/City Engineer 1170 DIRS 18,553.37 19,481.04 20,455.10 21,477.85 22,551.75 7/1/2026 Director of Human Resources/Risk Manager 1180 DIRS 18,553.37 19,481.04 20,455.10 21,477.85 22,551.75 7/1/2026 Director of Parks and Recreation 1145 DIRS 18,553.37 19,481.04 20,455.10 21,477.85 22,551.75 7/1/2026 Director of Public Works 1160 DIRS 18,553.37 19,481.04 20,455.10 21,477.85 22,551.75 7/1/2026 Economic Development Manager 2240 MGMT 13,795.47 14,485.24 15,209.51 15,969.99 16,768.48 7/1/2026 Electrician 4080 PWKS 9,292.97 9,757.61 10,245.50 10,757.77 11,295.66 7/1/2026 Engineering Manager 2720 MGMT 14,856.20 15,599.02 16,378.97 17,197.92 18,057.82 7/1/2026 Engineering Services Supervisor 2730 SUPV 9,763.42 10,251.59 10,764.18 11,302.39 11,867.51 7/1/2026 Engineering Services Supervisor** 2730X SUPV 9,964.55 10,462.76 10,985.92 11,535.21 12,111.96 7/1/2026 Engineering Technician 3520 MISC 8,629.44 9,060.91 9,513.97 9,989.66 10,489.14 7/1/2026 Engineering Technician**** 3520X MISC 8,664.07 9,097.28 9,552.14 10,029.76 10,531.24 7/1/2026 Environmental Compliance Inspector 3620 MISC 9,763.42 10,251.59 10,764.18 11,302.39 11,867.51 7/1/2026 Executive Assistant 3060 MISC 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Facilities Maintenance Supervisor 2610 SUPV 9,525.30 10,001.55 10,501.63 11,026.72 11,578.05 7/1/2026 Facilities Maintenance Worker I 4031 PWKS 6,107.29 6,412.66 6,733.30 7,069.95 7,423.46 7/1/2026 Facilities Maintenance Worker I*** 4031X PWKS 6,114.51 6,420.24 6,741.26 7,078.32 7,432.23 7/1/2026 Facilities Maintenance Worker II 4032 PWKS 6,741.31 7,078.38 7,432.29 7,803.91 8,194.10 7/1/2026 Fleet and Facilities Maintenance Manager 2770 MGMT 12,193.18 12,802.84 13,442.98 14,115.14 14,820.89 7/1/2026 Fleet Supervisor 2750 SUPV 9,763.42 10,251.59 10,764.18 11,302.39 11,867.51 7/1/2026 Fleet Supervisor** 2750X SUPV 9,884.81 10,379.05 10,898.00 11,442.90 12,015.05 7/1/2026 Geographic Information Systems Coordinator 2740 SUPV 10,514.15 11,039.85 11,591.84 12,171.43 12,780.00 7/1/2026 Geographic Information Systems Coordinator** 2740X SUPV 11,811.11 12,401.66 13,021.75 13,672.83 14,356.46 7/1/2026 Geographic Information Systems Technician 3510 MISC 8,629.44 9,060.91 9,513.97 9,989.66 10,489.14 7/1/2026 Housing Program Manager 2250 SUPV 11,895.79 12,490.57 13,115.10 13,770.85 14,459.41 7/1/2026 Housing Program Manager** 2250X SUPV 11,955.90 12,553.68 13,181.36 13,840.43 14,532.48 7/1/2026 Human Resources Analyst I 2071 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Salary Range for Incumbent as of 2/11/2025*, 3/25/2025**, 4/22/2025***, 6/10/2025****, ^former Accounting Specialist, ^^Former Human Resources Assistant II Page 2 of 7 Page 277 of 704

PAY SCHEDULE
Effective July 1, 2026
Classification Class Code Bargaining Group STEP A STEP B STEP C STEP D STEP E Effective Date SALARY
Human Resources Analyst II 2072 SUPV 10,257.71 10,770.58 11,309.12 11,874.57 12,468.29 7/1/2026 Human Resources Analyst II** 2072X SUPV 10,380.42 10,899.45 11,444.41 12,016.63 12,617.47 7/1/2026 Human Resources Manager 2080 MGMT 13,130.73 13,787.26 14,476.63 15,200.46 15,960.48 7/1/2026 Human Resources Technician 3120 MISC 7,441.14 7,813.20 8,203.86 8,614.05 9,044.76 7/1/2026 Human Resources Technician**** 3120X MISC 8,654.26 9,086.97 9,541.32 10,018.38 10,519.30 7/1/2026 Information Systems Analyst 2520 SUPV 10,257.71 10,770.58 11,309.12 11,874.57 12,468.29 7/1/2026 Information Systems Analyst** 2520X SUPV 10,598.82 11,128.77 11,685.21 12,269.45 12,882.94 7/1/2026 Information Systems Manager 2540 MGMT 14,140.36 14,847.37 15,589.73 16,369.22 17,187.68 7/1/2026 Information Systems Manager* 2540X MGMT 14,552.23 15,279.83 16,043.84 16,846.02 17,688.32 7/1/2026 Information Systems Supervisor 2530 SUPV 11,605.64 12,185.92 12,795.23 13,434.98 14,106.74 7/1/2026 Information Systems Supervisor** 2530X SUPV 11,658.70 12,241.64 12,853.74 13,496.40 14,171.24 7/1/2026 Information Systems Technician I 3381 MISC 7,441.14 7,813.20 8,203.86 8,614.05 9,044.76 7/1/2026 Information Systems Technician II 3382 MISC 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Information Systems Technician II**** 3382X MISC 8,482.50 8,906.63 9,351.95 9,819.55 10,310.53 7/1/2026 Laboratory Analyst 2910 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Laboratory Supervisor 2920 SUPV 11,605.64 12,185.92 12,795.23 13,434.98 14,106.74 7/1/2026 Laboratory Technician I 4261 PWKS 7,627.17 8,008.53 8,408.96 8,829.41 9,270.88 7/1/2026 Laboratory Technician II 4262 PWKS 8,418.97 8,839.91 9,281.91 9,746.01 10,233.32 7/1/2026 Management Analyst I 2001 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Management Analyst II 2002 SUPV 10,257.71 10,770.58 11,309.12 11,874.57 12,468.29 7/1/2026 Management Analyst II** 2002X SUPV 10,380.42 10,899.45 11,444.41 12,016.63 12,617.47 7/1/2026 Mayor 400 CNCL 1,150.59 12/13/2022
Mechanic I 4101 PWKS 6,909.85 7,255.33 7,618.10 7,999.00 8,398.95 7/1/2026 Mechanic II 4102 PWKS 7,627.17 8,008.53 8,408.96 8,829.41 9,270.88 7/1/2026 Mechanic II*** 4102X PWKS 7,796.36 8,186.18 8,595.48 9,025.27 9,476.54 7/1/2026 Park Maintenance Manager 2595 MGMT 12,498.01 13,122.91 13,779.05 14,468.00 15,191.40 7/1/2026 Park Maintenance Supervisor 2590 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Park Maintenance Worker I 4011 PWKS 6,107.29 6,412.66 6,733.30 7,069.95 7,423.46 7/1/2026 Park Maintenance Worker I*** 4011X PWKS 6,114.51 6,420.24 6,741.26 7,078.32 7,432.23 7/1/2026 Park Maintenance Worker II 4012 PWKS 6,741.31 7,078.38 7,432.29 7,803.91 8,194.10 7/1/2026 Parks Planner 2620 SUPV 10,514.15 11,039.85 11,591.84 12,171.43 12,780.00 7/1/2026 Payroll Manager 2410 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Payroll Technician 3070 MISC 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Payroll Technician**** 3070X MISC 8,136.53 8,543.36 8,970.52 9,419.05 9,890.00 7/1/2026 Planning Manager 2180 MGMT 14,493.87 15,218.56 15,979.49 16,778.46 17,617.39 7/1/2026 Planning Manager* 2180X MGMT 14,576.77 15,305.60 16,070.88 16,874.43 17,718.15 7/1/2026 Police Captain 1275 ADDR 17,443.32 18,315.48 19,231.26 20,192.83 21,202.47 7/1/2026 Police Chief 1175 DIRS 20,479.45 21,503.41 22,578.58 23,707.51 24,892.89 7/1/2026 Salary Range for Incumbent as of 2/11/2025*, 3/25/2025**, 4/22/2025***, 6/10/2025****, ^former Accounting Specialist, ^^Former Human Resources Assistant II Page 3 of 7 Page 278 of 704

PAY SCHEDULE
Effective July 1, 2026
Classification Class Code Bargaining Group STEP A STEP B STEP C STEP D STEP E Effective Date SALARY
Police Dispatch Supervisor 3432 MISC 9,525.30 10,001.55 10,501.62 11,026.72 11,578.05 7/1/2026 Police Dispatcher I 3425 MISC 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Police Dispatcher II 3430 MISC 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Police Lieutenant 5000 LIEUT 15,517.76 16,293.65 17,108.34 17,963.74 18,861.95 7/1/2026 Police Officer 6100 BPOA 9,966.02 10,464.33 10,987.54 11,536.92 12,113.76 7/1/2026 Police Records Clerk I 3441 MISC 5,813.01 6,103.66 6,408.84 6,729.28 7,065.75 7/1/2026 Police Records Clerk I**** 3441X MISC 5,824.34 6,115.56 6,421.34 6,742.40 7,079.52 7/1/2026 Police Records Clerk II 3442 MISC 6,416.47 6,737.30 7,074.15 7,427.87 7,799.26 7/1/2026 Police Records Clerk II**** 3442X MISC 6,421.34 6,742.40 7,079.52 7,433.50 7,805.18 7/1/2026 Police Records Supervisor 3470 MISC 9,525.30 10,001.55 10,501.62 11,026.72 11,578.05 7/1/2026 Police Sergeant 6200 BPOA 12,159.16 12,767.11 13,405.47 14,075.73 14,779.53 7/1/2026 Principal Planner 2160 SUPV 12,766.20 13,404.51 14,074.74 14,778.48 15,517.41 7/1/2026 Project Services Specialist**** 3560X MISC 9,056.67 9,509.51 9,984.97 10,484.22 11,008.44 7/1/2026 Property and Evidence Technician I 6031 MISC 6,107.29 6,412.66 6,733.30 7,069.95 7,423.46 7/1/2026 Property and Evidence Technician I**** 6031X MISC 6,116.51 6,422.33 6,743.44 7,080.63 7,434.65 7/1/2026 Property and Evidence Technician II 6032 MISC 6,741.31 7,078.38 7,432.29 7,803.91 8,194.10 7/1/2026 Property and Evidence Technician II**** 6032X MISC 6,743.44 7,080.63 7,434.65 7,806.39 8,196.71 7/1/2026 Public Information Officer 1300 SUPV 10,257.71 10,770.58 11,309.12 11,874.57 12,468.29 7/1/2026 Recreation Coordinator 3420 MISC 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Recreation Manager 2660 MGMT 12,498.01 13,122.91 13,779.05 14,468.00 15,191.40 7/1/2026 Recreation Supervisor 2640 SUPV 9,292.97 9,757.61 10,245.49 10,757.77 11,295.66 7/1/2026 Risk and Safety Analyst 2065 SUPV 10,257.71 10,770.58 11,309.12 11,874.57 12,468.29 7/1/2026 Senior Accountant 2400 SUPV 10,257.71 10,770.58 11,309.12 11,874.57 12,468.29 7/1/2026 Senior Accounting Assistant 3303 MISC 6,576.89 6,905.74 7,251.01 7,613.57 7,994.24 7/1/2026 Senior Building Inspector 3160 MISC 10,007.51 10,507.88 11,033.29 11,584.95 12,164.20 7/1/2026 Senior Building Inspector**** 3160X MISC 10,430.75 10,952.29 11,499.90 12,074.90 12,678.65 7/1/2026 Senior Code Enforcement Officer 3200 MISC 10,007.51 10,507.88 11,033.29 11,584.95 12,164.20 7/1/2026 Senior Community Development Technician 3260 MISC 9,066.32 9,519.62 9,995.60 10,495.39 11,020.16 7/1/2026 Senior Community Development Technician**** 3260X MISC 9,390.39 9,859.90 10,352.89 10,870.54 11,414.06 7/1/2026 Senior Community Service Officer 6020 MISC 8,013.30 8,413.97 8,834.67 9,276.40 9,740.22 7/1/2026 Senior Construction Inspector 3500 MISC 10,007.51 10,507.88 11,033.29 11,584.95 12,164.20 7/1/2026 Senior Construction Inspector**** 3500X MISC 10,430.75 10,952.29 11,499.90 12,074.90 12,678.65 7/1/2026 Senior Engineer 2700 SUPV 12,810.46 13,450.99 14,123.52 14,829.70 15,571.19 7/1/2026 Senior Management Analyst 2010 SUPV 11,895.79 12,490.57 13,115.10 13,770.85 14,459.41 7/1/2026 Senior Management Analyst** 2010X SUPV 11,955.90 12,553.68 13,181.36 13,840.44 14,532.48 7/1/2026 Senior Mechanic 4120 PWKS 8,418.97 8,839.91 9,281.91 9,746.01 10,233.32 7/1/2026 Senior Park Maintenance Worker 4015 PWKS 7,441.14 7,813.20 8,203.86 8,614.05 9,044.76 7/1/2026 Senior Planner 2140 SUPV 11,605.64 12,185.92 12,795.23 13,434.98 14,106.74 7/1/2026 Salary Range for Incumbent as of 2/11/2025*, 3/25/2025**, 4/22/2025***, 6/10/2025****, ^former Accounting Specialist, ^^Former Human Resources Assistant II Page 4 of 7 Page 279 of 704

PAY SCHEDULE
Effective July 1, 2026
Classification Class Code Bargaining Group STEP A STEP B STEP C STEP D STEP E Effective Date SALARY
Senior Police Records Clerk 3460 MISC 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Senior Police Records Clerk**** 3460X MISC 7,434.77 7,806.49 8,196.82 8,606.67 9,037.00 7/1/2026 Senior Property and Evidence Technician 6033 MISC 7,441.14 7,813.20 8,203.86 8,614.05 9,044.76 7/1/2026 Senior Property and Evidence Technician**** 6033X MISC 7,751.30 8,138.85 8,545.81 8,973.09 9,421.74 7/1/2026 Senior Solid Waste Equipment Operator 4180 PWKS 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Senior Street Maintenance Worker 4220 PWKS 7,627.17 8,008.53 8,408.96 8,829.41 9,270.88 7/1/2026 Senior Street Maintenance Worker*** 4220X PWKS 7,747.29 8,134.64 8,541.38 8,968.45 9,416.87 7/1/2026 Senior Wastewater Collection System Worker 4043 PWKS 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Senior Wastewater Collection System Worker*** 4043X PWKS 8,369.47 8,787.95 9,227.36 9,688.72 10,173.16 7/1/2026 Senior Wastewater Treatment Plant Operator 4304 PWKS 10,514.15 11,039.85 11,591.84 12,171.43 12,780.00 7/1/2026 Senior Water Distribution Worker 4340 PWKS 8,629.44 9,060.91 9,513.97 9,989.66 10,489.14 7/1/2026 Senior Water Distribution Worker*** 4340X PWKS 8,796.99 9,236.84 9,698.69 10,183.62 10,692.79 7/1/2026 Senior Water Services Worker 4420 PWKS 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Solid Waste and Recycling Manager 2800 MGMT 12,193.18 12,802.84 13,442.98 14,115.14 14,820.89 7/1/2026 Solid Waste Equipment Operator I 4161 PWKS 6,741.31 7,078.38 7,432.29 7,803.91 8,194.10 7/1/2026 Solid Waste Equipment Operator II 4162 PWKS 7,441.14 7,813.20 8,203.86 8,614.05 9,044.76 7/1/2026 Solid Waste Supervisor 2780 SUPV 10,007.51 10,507.88 11,033.29 11,584.95 12,164.19 7/1/2026 Street Maintenance Worker I 4201 PWKS 6,107.29 6,412.66 6,733.30 7,069.95 7,423.46 7/1/2026 Street Maintenance Worker I*** 4201X PWKS 6,114.51 6,420.24 6,741.26 7,078.32 7,432.23 7/1/2026 Street Maintenance Worker II 4202 PWKS 6,741.31 7,078.38 7,432.29 7,803.91 8,194.10 7/1/2026 Street Sweeper Operator 4240 PWKS 6,741.31 7,078.38 7,432.29 7,803.91 8,194.10 7/1/2026 Street Sweeper Operator*** 4240X PWKS 7,074.88 7,428.64 7,800.07 8,190.07 8,599.57 7/1/2026 Streets Manager 2840 MGMT 11,895.79 12,490.58 13,115.11 13,770.86 14,459.41 7/1/2026 Streets Supervisor 2820 SUPV 10,007.51 10,507.88 11,033.29 11,584.95 12,164.19 7/1/2026 Utilities Maintenance Mechanic 4130 PWKS 9,066.32 9,519.62 9,995.60 10,495.39 11,020.16 7/1/2026 Warehouse Coordinator 4140 PWKS 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Wastewater Collection System Supervisor 2950 SUPV 9,525.30 10,001.55 10,501.63 11,026.72 11,578.05 7/1/2026 Wastewater Collection System Worker I 4041 PWKS 6,576.89 6,905.74 7,251.01 7,613.57 7,994.24 7/1/2026 Wastewater Collection System Worker I*** 4041X PWKS 6,885.59 7,229.87 7,591.36 7,970.93 8,369.47 7/1/2026 Wastewater Collection System Worker II 4042 PWKS 7,259.66 7,622.64 8,003.77 8,403.96 8,824.15 7/1/2026 Wastewater Collection System Worker II*** 4042X PWKS 7,591.36 7,970.93 8,369.47 8,787.95 9,227.36 7/1/2026 Wastewater Operations Manager 2900 MGMT 13,458.99 14,131.94 14,838.54 15,580.47 16,359.49 7/1/2026 Wastewater Treatment Plant Operator I 4301 PWKS 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Wastewater Treatment Plant Operator II 4302 PWKS 8,629.44 9,060.91 9,513.97 9,989.66 10,489.14 7/1/2026 Wastewater Treatment Plant Operator III 4303 PWKS 9,525.30 10,001.55 10,501.62 11,026.72 11,578.05 7/1/2026 Wastewater Treatment Plant Supervisor 2880 SUPV 11,605.64 12,185.92 12,795.23 13,434.98 14,106.74 7/1/2026 Water Distribution Supervisor 2940 SUPV 10,007.51 10,507.88 11,033.29 11,584.95 12,164.19 7/1/2026 Salary Range for Incumbent as of 2/11/2025*, 3/25/2025**, 4/22/2025***, 6/10/2025****, ^former Accounting Specialist, ^^Former Human Resources Assistant II Page 5 of 7 Page 280 of 704

PAY SCHEDULE
Effective July 1, 2026
Classification Class Code Bargaining Group STEP A STEP B STEP C STEP D STEP E Effective Date SALARY
Water Distribution Supervisor** 2940X SUPV 10,397.59 10,917.47 11,463.36 12,036.53 12,638.36 7/1/2026 Water Distribution Worker I 4321 PWKS 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Water Distribution Worker I*** 4321X PWKS 7,237.32 7,599.19 7,979.13 8,378.09 8,796.99 7/1/2026 Water Distribution Worker II 4322 PWKS 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Water Distribution Worker II*** 4322X PWKS 7,979.13 8,378.09 8,796.99 9,236.84 9,698.69 7/1/2026 Water Efficiency Specialist 4380 PWKS 8,213.62 8,624.31 9,055.53 9,508.30 9,983.73 7/1/2026 Water Operations Manager 2980 MGMT 12,810.46 13,450.99 14,123.52 14,829.70 15,571.19 7/1/2026 Water Production Supervisor 2960 SUPV 10,007.51 10,507.88 11,033.29 11,584.95 12,164.19 7/1/2026 Water Production Supervisor** 2960X SUPV 10,397.59 10,917.47 11,463.36 12,036.53 12,638.36 7/1/2026 Water Production Worker I 4361 PWKS 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Water Production Worker II 4362 PWKS 7,817.85 8,208.75 8,619.18 9,050.14 9,502.65 7/1/2026 Water Service Supervisor 2930 SUPV 9,525.30 10,001.55 10,501.63 11,026.72 11,578.05 7/1/2026 Water Service Worker I 4401 PWKS 6,416.47 6,737.30 7,074.15 7,427.87 7,799.26 7/1/2026 Water Service Worker I*** 4401X PWKS 6,558.22 6,886.14 7,230.44 7,591.95 7,971.56 7/1/2026 Water Service Worker II 4402 PWKS 7,082.59 7,436.71 7,808.55 8,198.98 8,608.94 7/1/2026 Water Service Worker II*** 4402X PWKS 7,230.44 7,591.95 7,971.56 8,370.14 8,788.64 7/1/2026 Salary Range for Incumbent as of 2/11/2025*, 3/25/2025**, 4/22/2025***, 6/10/2025****, ^former Accounting Specialist, ^^Former Human Resources Assistant II Page 6 of 7 Page 281 of 704

A B C D E
Pool Manager $ 23.99 $ 25.19 $ 26.45 $ 27.77 $ 29.16
Assistant Pool Manager $ 21.76 $ 22.85 $ 23.99 $ 25.19 $ 26.45 Lifeguard II $ 19.73 $ 20.72 $ 21.76 $ 22.85 $ 23.99
Lifeguard I $ 17.90 $ 18.80 $ 19.73 $ 20.72 $ 21.76
Aquatics Instructor $ 19.73 $ 20.72 $ 21.76 $ 22.85 $ 23.99 Aquatics Assistant $ 16.90 $ 17.75 $ 18.63 $ 19.56 $ 20.54 Senior Recreation Leader $ 22.65 $ 23.78 $ 24.97 $ 26.22 $ 27.53 Recreation Leader II $ 19.56 $ 20.54 $ 21.57 $ 22.65 $ 23.78 General Laborer $ 16.90 $ 23.78
Intern $ 16.90
Recreation Leader I (min wage/benchmark) $ 16.90 $ 17.75 $ 18.63 $ 19.56 $ 20.54

A B C D E
Police Officer Trainee $ 40.22
Pay Schedule
Limited Service
Minimum Wage Based
Effective 1/1/2026
Non-Minimum Wage Based
Effective 7/1/2026

May 1, 2026
Harold Duffey, City Manager
150 City Park Way
Brentwood, CA 94513
Re: Self-Service Sundays at the Brentwood Library
Dear Mr. Duffey,
Contra Costa County Library is implementing a new program known as Self-Service Sundays. The program is being funded by the County at six library locations evenly distributed throughout the county.

Cities not chosen as one of the six county-funded Self-Service Sunday sites, may reimburse the County for the full costs of implementing and operating Self-Service Sundays. The goal is to permit as many county residents as possible to access library resources and space outside of normal staffed operating hours. In brief, the program provides:
• Access to selected libraries for county residents who complete and return to the Library a SelfService Sunday User Agreement, a copy of which is attached as Attachment A. • Access to holds, self-checkout machines, collections, WiFi, and space for quiet study. • A security guard that patrols the interior and exterior of the building. • Typically, five open hours. Usually between 12:00 p.m. and 5:00 p.m.

If the City of Brentwood elects to participate, there will be no cost to the City. The terms of the City’s participation are described in Attachment B.

If you determine that the terms are acceptable, please indicate by signing and returning Attachment B to me. If you have any questions, please do not hesitate to let me know.

Sincerely,
Alison McKee

EXHIBIT D

Self-Service Sunday
User Agreement
The Self-Service Sunday program provides access to the library outside of normal, staffed operating hours.

The program provides access to holds, self-checkout machines, collections, the Library’s Wi-Fi, and space for quiet study. Access to the library under this program is available to patrons who agree to the terms set forth below. Self-Service Sunday hours are subject to change. Access to the library through the Self-Service Sunday program is not available on observed holidays.

For your information:
• Self-Service Sunday hours are unstaffed, which may expose patrons to a greater risk of personal injury. • During Self-Service Sundays, public phones are not available; patrons are encouraged to carry their own cell phone while in the library.
• During Self-Service Sundays, there is no access to community rooms, study rooms or staff areas. • Some areas of the interior and exterior of the library may be monitored by security cameras. • To qualify for library access under this program, a patron must (i) be age 13 or older, (ii) have a current library card in good standing, , (iii) not been suspended from the Library within the past 12 months, and (iv) agree to the terms of this agreement.

The patron signing below agrees:
• To watch an online orientation prior to being approved for Self-Service Sunday library access. • To exercise reasonable care and accept responsibility for using library equipment and resources. • To check out all materials borrowed from the library using a self-check machine. • To report any issues encountered to library staff or the security guards as soon as practical. • To abide by all library policies and procedures, including those listed at ccclib.org/policies. • That their Self-Service Sunday access is not transferable and may not be shared with unapproved users, except that adults who are approved users may bring minors with them who are not approved users. • That any minors who are not approved users must be accompanied and supervised by an approved adult at all times.
• To comply with announcements and directions from library staff, security, other agents of the County, or the public address system.
• To remain out of areas designated as off-limits, such as staff areas, community rooms, and study rooms. • To not admit any adult into the library who is not an approved user under this program. • Not to sue Contra Costa County, its board members, officers, employees or agents (the Released Parties), for any personal injury sustained, or any loss or damage to property, that arises out of the use of Self-Service Sunday access, and to hold the Released Parties harmless from all costs, claims, liabilities and suits arising out of the use of Self-Service Sunday access.

Violations of library policies or refusal to leave the library if asked during Self-Service Sundays hours may result in suspension of Self-Service Sunday privileges or other library privileges.

I have read and understand all of the statements above and I agree to abide by these terms and conditions of use. I understand that this agreement is a full release of all liability and sign on my own free will.

Date:

Patron Email:

Patron Phone:

Library Card No:

Signature of Patron Signature of Parent/Guardian
if Patron under age 18
Staff Use Only:

Staff Initials:

Approved Date:

PIT:

Updated:
*Once completed, scan and load
the Agreement to designated folder.

Rev. 6/26

ATTACHMENT A

ATTACHMENT B
County responsibilities:

1. Fund, procure, and install computer hardware and software necessary for Self-Service Sundays.

2. Fund and implement any minor building modifications necessary for Self-Service Sundays.

3. Fund, procure, and manage security guard services for Self-Service Sundays.

4. Work collaboratively with city staff to plan and implement Self-Service Sundays.

City responsibilities:

1. Work collaboratively with County staff to plan and implement Self-Service Sundays.

AGREED AND ACCEPTED

CITY OF -------------------
By: ____________________________ _________________
Name Date Signed
Title

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026
SUBJECT: Approve amendments to the Brentwood Municipal Code related to the adoption of Objective Design Standards for Residential and Mixed-Use Development needed to comply with State law as required by the City’s adopted Housing Element implementation policies
DEPARTMENT: Community Development
STAFF: Alexis Morris, Director of Community Development Erik Nolthenius, Planning Manager
Jennifer Hagen, Principal Planner

TITLE/RECOMMENDATION
Introduce and waive first reading of an Ordinance approving text amendments (RZ 25-001) to the Brentwood Municipal Code related to the adoption of Objective Design Standards for Residential and Mixed-Use Development including adding Chapter

17.825 - Objective Design Standards and Chapter 17.815 - By-Right Approval Process as well as other updates throughout the Municipal Code needed to comply with State law as required by the City’s Housing Element.

The text amendments are exempt from the California Environmental Quality Act (CEQA), pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c)(2), 15378, and 15061(b)(3), as it can be seen with certainty that there is no possibility that they may have a significant effect on the environment.

FISCAL IMPACT
Adoption of the proposed ordinance will not result in a fiscal impact, as staff will continue to process appropriate planning applications through designated review processes, which include the collection of fees for the cost of these processes, in accordance with the City’s Cost Allocation Plan.

BACKGROUND

RELEVANT STATE LAWS
The intent of Objective Design Standards (ODS) is to address recent changes in state law that seek to streamline and increase housing production, by making approval

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026
processes more routine and predictable. A key component of several of these new laws is increased limitations on discretionary review processes, placing a greater emphasis on objective design and development standards as the primary criteria for project approval or denial. Relevant laws include those adopted as part of the 2017 "housing package" (a series of 15 separate pieces of legislation), including SB 35 (Wiener), which allows "by right" approval of certain housing projects, followed by more recently passed legislation, notably SB 330 (Skinner) (extended by SB 8), the Housing Crisis Act.

SB 330 placed additional limitations on project review and the application of objective design standards to all multi-family residential units, not just those that are affordable, to further encourage housing production. Specifically, SB 330 amended the Housing Accountability Act to clarify, among other things, that design review must be objective and “strictly focused on assessing compliance with criteria required for streamlined projects, as well as any reasonable objective design standards” (i.e., non-subjective) (Government Code § 65913.4(d)(1)). As defined by State law, objective design standards “involve no personal or subjective judgment by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the applicant or development proponent and the public official prior to submittal, and includes only such standards as are published and adopted by ordinance or resolution by a local jurisdiction before submission of a development application.” SB 330 also prohibits cities from adopting new standards or enforcing standards established on or after January 1, 2020, that are not objective.

It is important to note that under these legislative changes, the role of design review bodies in cities will be required to evolve with the introduction and implementation of objective design standards. For example, there will be instances where the City will be limited in its ability to apply subjective design standards and conditions of approval. Thus, it is important for the City to prepare and adopt appropriate objective standards to continue to implement its design review goals where discretionary review is limited.

With these new laws and procedures in place, and expecting the emphasis on objective standards to continue in future legislation, it is in the City’s interest to have a robust group of residential design and development standards (i.e., objective design standards) in place, to ensure that projects deliver high-quality design, appropriate site planning, and amenities, and are compatible with surrounding neighborhoods and the community.

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026

CITY COUNCIL DIRECTION
On January 24, 2023, the City Council provided direction on reinitiating the City’s Zoning Code Update, including the creation of objective design standards for new residential development. The current Residential Design Guidelines (adopted by the City in 2006) articulate the importance of high-quality design that complements and enhances the existing fabric of the community. The 2006 guidelines expressed the community’s desires and ensured that new residential development respected the past, while embracing the future and welcoming new residents. However, many of the current guidelines are subjective relative to the review of new development.

On June 27, 2023, the City Council unanimously adopted Interim Urgency Ordinance No. 1059, implementing Interim Objective Design Standards for residential housing projects. On December 12, 2023, the City Council held a Special Meeting to discuss and provide direction on initial goals and objectives for a comprehensive set of Objective Design Standards for Residential and Mixed-Use Development (ODS), as well as to provide direction on the format of the document itself. Since then, staff held a community meeting on March 27, 2024, and conducted an architectural preference survey that was advertised on social media and City feeds. Based on the City Council’s direction, De Novo Planning Group and JZMK Partners, in collaboration with City staff (collectively referred to as the project team), have prepared the first draft of the ODS that will replace the current interim standards.

On May 19, 2025, staff presented an introduction of the Draft ODS to the Land Use and Development Committee and invited the community to provide comments to the City. This coincided with the introduction of an initial public comment period that was advertised on social media and City feeds. In addition, staff updated the City’s website to include the initial Draft ODS, as well as the 2006 Residential Design Guidelines for reference. Since the publication of the Draft ODS on May 16, 2025, staff has not received any comments.

PLANNING COMMISSION MEETING OF SEPTEMBER 16, 2025
On September 16, 2025, the Planning Commission considered the proposed amendments to the Brentwood Municipal Code related to the Draft ODS. During the meeting, the Planning Commission discussed several potential recommended changes to the document. After discussion, the Planning Commission continued the item to October 21, 2025 to allow additional time to review the proposed ODS.

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026
PLANNING COMMISSION MEETING OF OCTOBER 21, 2025
On October 21, 2025, the Planning Commission again considered the proposed amendments to the Brentwood Municipal Code related to the Draft ODS. During the meeting, the Planning Commission discussed several potential recommended changes to the document. After discussion, the Planning Commission requested that the changes discussed be incorporated into the document and be brought back again to the Planning Commission for review prior to moving the item forward to the City Council.

PLANNING COMMISSION MEETING OF MARCH 17, 2026
On March 17, 2026, the Planning Commission again considered the proposed amendments to the Brentwood Municipal Code related to the Draft ODS that had been revised based on direction provided on October 21, 2025. Specific direction related to roof materials, contemporary architecture, increased objectivity, and miscellaneous recommended changes throughout the guidelines were incorporated prior to the final review. A full discussion and a complete summary table of the requested changes by the Planning Commission and how each of the items are addressed, can be found within the March 17th agenda report. At the conclusion of the hearing, the Planning Commission was supportive of the revised ODS draft and text amendments. The Planning Commission unanimously adopted Resolution No. 25-015, recommending that the City Council approve the amendments as presented in the agenda report with minor, non-substantive changes. The Zoning Code amendments related to the Objective Design Standards and statutory requirements are included in Attachments 3, 4, and 5, and the Draft Objective Design Standards are included as Attachment 6, Exhibit D.

CITY COUNCIL MEETING OF MAY 26, 2026
On May 26, 2026, the City Council continued this item until a date uncertain.

PROJECT DESCRIPTION AND ANALYSIS
The City Council initiated amendments to the Zoning Ordinance to implement new residential objective design standards and to provide effective implementation of the Housing Element. The proposed text amendments to the Brentwood Municipal Code are needed to comply with state law as required by the City’s Housing Element Implementation Program Action H.1g: Residential Design Guidelines.

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026
Action H.1g: Residential Design Guidelines
Continue implementation of the City’s approved Residential Design Guidelines and encourage a variety of housing types to continue to provide safe, sound, and attractive for units all residents. The intent of these guidelines is to express the housing design features the City would like to encourage in order to improve certainty and to minimize the processing time for design review applications. The City will also review the Residential Design Guidelines for subjective language and adopt modifications to promote objectivity – as of January 24, 2023, the City Council has approved to create objective standards for all residential uses by the end of 2023.

Based on preliminary City Council direction, as well as Planning Commission direction provided on October 21, 2025, the City prepared the attached revised draft of the Residential Objective Design Standards (March 2026) included in Attachment 6. In addition, staff has created an extended and linked Table of Contents within Attachment 7 that may assist in reviewing and navigating the document more efficiently. The Draft ODS provides a basis for review and approval of residential projects based on objective, measurable, and verifiable design criteria that seek to ensure new residential development is attractive, compatible, appropriately scaled, and visually harmonious with existing neighborhoods and environments within Brentwood.

As part of the process of drafting the initial ODS, the project team used the current 2006 Residential Design Guidelines as inspiration for the future standards to continue to respect the past while embracing the future of Brentwood. This included going line by line through the existing guidelines, comparing the current goals and carrying over the best practices and guidelines into new objective standards where applicable, and removing old and outdated criteria. A complete summary of the originally proposed ODS can be found in the September 16, 2025, October 21, 2025, and March 17, 2026 Planning Commission agenda reports for reference.

To implement the proposed ODS, various amendments throughout the Brentwood Municipal Code (BMC) are also necessary. To effectively implement the new standards, staff has drafted two new BMC Chapters (Chapter 17.825 - Objective Design Standards and Chapter 17.815 - By-Right Approval Process). In addition, staff has updated various other references through the BMC to address the new standards and their applicability. The proposed BMC amendments can be found in Exhibits A, B, and C of the attached Ordinance (Attachments 3, 4, and 5 of this report).

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026

OBJECTIVE DESIGN STANDARDS FORMAT
Consistent with the requirements of recent and pending legislation (SB 35, SB 330, and others), the Draft ODS (included as Attachment 6, Exhibit D) are intended to provide a basis for review and approval of residential projects based on objective, measurable, and verifiable design criteria. The Draft ODS have been created to include simple and clear language, using terms that are universally understood. By way of example, a subjective design standard would be one that requires a “significant entry" on the front elevation (which is subject to interpretation), while a corresponding objective design standard would be one that includes a specific measurement, such as the entry needing to be at least 25% the width of the elevation. A specific example from the 2006 Residential Design Guidelines included guidance to “minimize privacy intrusions on adjacent residences; windows should be placed to minimize views into the living spaces and yard spaces near neighboring homes. The Draft ODS now includes specific requirements that state “within singlefamily and multi-family buildings, windows facing each other and located within 40 ft. of each other shall not directly align with one another.” The Draft ODS document is graphically rich, employing features such as simple and clear language, a picturebased format, as well as a combination of text, diagrams, and imagery.

OBJECTIVE DESIGN STANDARDS CONTENT
Each chapter within the Draft ODS starts with a Purpose subsection that outlines the high-level goals of the section through subsections that organize one or more design standards to regulate specific design guidance. The design guidance is provided for each subsection with an intent statement that outlines General Plan and other planning policies and specific intent of the standards that follow.

The Draft ODS contains six chapters:

1. Introduction.

2. Site Planning. This chapter outlines a project’s boundaries and parameters.

It establishes the project limits for the development, as all subsequent site planning concepts will be specifically applicable within the defined boundary area.

3. Site Design. This chapter outlines a project’s shared and private open spaces that serve multiple purposes, encourage gathering, improve the health and wellness of residents and embraces nature in the built environment. In addition, the chapter establishes objectives related to building orientation, site

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026
access and utilities to ensure quality design and site layouts that increase pedestrian comfort and safety.

4. Building Design. This chapter provides objectives to help mediate the scale, massing, and bulk of buildings within a project to reflect a human scale, enhance the pedestrian experience and respond to a building’s context through refined building massing and façade articulation.

5. Architectural Styles. This chapter establishes architectural styles that are intended to establish a strong, consistent design image and direction for the City of Brentwood. All styles reflect the desires, aspirations, and vision of the City. Based on Planning Commission recommendations, Contemporary Architecture has been removed from the guidelines. The architectural styles discussed include the following:
 Spanish
 Mediterranean
 Ranch
 Craftsman
 Queen Anne
 Colonial
 Italianate

6. Landscape. This chapter establishes objectives that emphasize landscaping as a fundamental design component, retaining mature landscaping to the extent appropriate, to reinforce a sense of the natural environment and to maintain an established appearance. It also assists in establishing landscape clearances and other design elements to buffer residential units to the extent possible from the impacts of abutting roadway or different intensities of land uses and fire hazard areas.

RECOMMENDED AMENDMENT
After the conclusion of the Planning Commission hearing and the completion of the March 2026 Draft ODS that is currently posted on the City’s website, City staff identified one additional area that could provide additional objectivity related to undergrounding of utilities. As currently written, the City’s municipal code section relating to undergrounding of utilities and appurtenances may be interpreted to only apply to conduits and not transformers. It is the City’s intent to require underground transformers on all residential lots. To clarify this through the ODS, staff is recommending the following chapter be added to the final ODS:

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026

2.6 Single Family Subdivisions

2.6.4 Electric Transformers
Pad-mounted electric transformers are prohibited within the front yard setback area of any residential lot or within any lot, parcel, or other area within a single-family residential subdivision, including, but not limited to, any residential lot, common area, landscape parcel, bioretention area, stormwater treatment area, open space parcel, park parcel, or other subdivision parcel.

Any electric transformers required within these areas shall be installed subsurface.

PROCESS MOVING FORWARD
Once the ODS are adopted, they will be used to evaluate all new residential and mixed-use applications that are submitted. Based on the requirements of State law, many of those applications will be for design review only, wherein the Planning Commission or City Council will not have the discretion that it has had in the past.

Rather, the ODS will be a tool utilized by staff and architectural peer review consultants to ensure that applications are consistent with the guidelines, while the Planning Commission’s review will be very limited and primarily to confirm conformance with the ODS. The ODS are intentionally very detailed because they are meant to be used by architects and practitioners, etc., however they were thoughtfully crafted to be easily understood.

CONCLUSION
Staff is requesting that the City Council review and approve the Draft ODS including adding 2.6.4 Electric Transformers, and supplemental Code amendments. If necessary, the City Council may provide additional recommended changes to the Draft ODS. This is the culmination of a two-year plus work effort, and staff recognizes that the Draft ODS is a lengthy and complex document that requires time for the City Council to review and therefore provided the City Council with draft document in April to review in order to allow for the City Council to deliberate, and provide comments.

CITY COUNCIL STRATEGIC INITIATIVE
Focus Area 4: Community Development
Implement Zoning Ordinance update to maintain compliance with State law, including developing objective design standards (SB 330 compliance)

PREVIOUS ACTION
Previous action by the City Council is included in Attachment 1.

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026

DATE OF NOTICE
The City of Brentwood published a public hearing notice in the Brentwood Press on June 12, 2026.

ENVIRONMENTAL DETERMINATION
Pursuant to the California Environmental Quality Act (CEQA), Public Resources Code §§ 21000, et seq., as amended and implementing State CEQA Guidelines, 14 CCR §§ 15000, et seq. (collectively “CEQA”), the adoption of the Ordinance implementing the objective design standards and the Objective Design Standards for Residential and Mixed-Use Development (“the Ordinance”) does not constitute a “project” within the meaning of Public Resources Code Section 21065, or 14 CCR §§ 15060(c)(2) or 15378 because it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Even if the adoption of the Ordinance did constitute a project under CEQA, the objective design standards documents fall within the “common sense” exemption set forth in 14 CCR § 15061(b)(3), exempting projects from CEQA where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment…” The Ordinance does not authorize new development or increase the density or intensity of uses otherwise permitted.

Therefore, the Ordinance is not subject to further CEQA review.

ALTERNATIVE OPTION(S)
The following are alternative options that the City Council may consider:

1. Direct staff to make additional changes to the proposed amendments and return with revised ordinances.

2. Decline to adopt the proposed amendments and ODS at this time. Note that the Interim ODS will remain in effect until such time as new standards are adopted that would supersede the Interim Standards.

CITY COUNCIL AGENDA ITEM NO. G.2
06/23/2026

ATTACHMENT(S)

1. Previous Actions

2. Draft Ordinance

3. Exhibit A – Chapter 17.825 (Objective Design Standards)

4. Exhibit B – Chapter 17.815 (By-Right Approval Process)

5. Exhibit C – Miscellaneous BMC Amendments

6. Exhibit D – Draft Objective Design Standards for Residential and Mixed-Use Development

7. Linked Table of Contents

PREVIOUS ACTION
Previous actions related to this agenda item that were taken by the Council are listed below. To view prior actions and materials, and Brentwood Municipal Code references in the staff report, as applicable:
 Visit www.brentwoodca.gov/meetings, and select the meeting date(s) desired to see the reference materials and videos.
 Visit www.brentwoodca.gov/municipalcode to research references to the Brentwood Municipal Code and search by the code section(s) cited.

On November 16 and 17, 2017, the City Council held workshops to discuss, deliberate, and direct staff on priorities and the allocation of financial resources for the development of a Strategic Plan initiative. The Council directed staff to initiate a comprehensive zoning ordinance update.

On February 27, 2018, the City Council adopted Resolution No. 2018-21 to approve the FY 2018/19 and FY 2019/20 City of Brentwood Strategic Plan, including Strategic Initiative 4.1.c, preparation of a comprehensive zoning ordinance update which has been continued over the past few years into the current Strategic Plan FY 2022/23 – FY 2023/24 (Focus Area 4: Land Use Planning, Goal 1: Implement Zoning Ordinance update).

On June 9, 2020, by Resolution No. 2020-73, the City Council adopted the City’s 2020/21 – 2024/25 Capital Improvement Program (“CIP”), which includes the Zoning Ordinance Update, CIP Project No. 337-37228.

On January 24, 2023, the City Council provided direction on reinitiating the City’s Zoning Code Update, including a new focused and phased approach that is to be scaled down in size and focused into specific tasks.

On May 23, 2023, the City Council approved a Professional Services Agreement with De Novo Planning Group to prepare and complete the Focused Zoning Ordinance Update and Objective Design Standards.

On December 9, 2025, the City Council approved an amendment to extend the Professional Services Agreement with De Novo Planning Group to prepare and complete the Focused Zoning Ordinance Update and Objective Design Standards.

On May 26, 2026, the City Council held a public to consider the adoption of Objective Design Standards for Residential and Mixed-Use Development, as required by state law and the City’s Housing Element, and to establish procedures for their review, and continued the item to a date uncertain.

ORDINANCE NO. XXXX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
BRENTWOOD APPROVING A TEXT AMENDMENT (RZ 25-001) TO

AMEND THE BRENTWOOD MUNICIPAL CODE RELATING TO
OBJECTIVE DESIGN STANDARDS FOR RESIDENTIAL AND MIXEDUSE DEVELOPMENT TO COMPLY WITH STATE LAW AND IMPLEMENT THE CITY’S HOUSING ELEMENT
WHEREAS, Government Code Section 65800 et seq. provides for the adoption and amendment of zoning laws, ordinances, rules and regulations; and WHEREAS, City staff prepared a zoning text amendment (the “Ordinance”) that would adopt Objective Design Standards for Residential and Mixed-Use Development, as required by state law and the City’s Housing Element, and to establish procedures for their review; and
WHEREAS, on September 29, 2017, in an effort to address the State’s ongoing housing crisis, Governor Jerry Brown signed Senate Bill 35 into law, which amended Government Code Sections 65400 and 65582.1, and added Section 65913.4, requiring cities and counties to streamline their review and approval of eligible housing projects; and
WHEREAS, on October 9, 2019, in an effort to address the State’s ongoing housing crisis, Governor Newsom signed Senate Bill 330 into law, which amended Government Code Sections 65589.5 and 65941.1, limiting a jurisdiction’s ability to deny a housing project when it complies with all objective general plan and zoning standards; and
WHEREAS, on September 28, 2022, in an effort to address the State’s ongoing housing crisis, Governor Newsom signed Assembly Bill 2011 into law, which amended Government Code Sections 65400 and 65585, and added Sections 65912.100-101, requiring jurisdictions to subject certain multifamily housing projects in commercial districts to a ministerial, streamlined approval process if the development satisfies specified objective planning standards; and WHEREAS, on October 11, 2023, Governor Newsom signed Senate Bill 423 into law, which amended and extended the streamlined ministerial approval process established by Senate Bill 35; and
WHEREAS, the City of Brentwood has committed to amending the Brentwood Municipal Code to provide regulations for residential and mixed-use objective design standards to ensure quality, economically feasible, and sustainable design under the streamlined review and approval processes required by State law; and WHEREAS, the City has complied with the requirements of the Local Planning and Zoning Law (Government Code Sections 65100, et seq.), and the City’s

applicable ordinances and resolutions with respect to approval of amendments to Title 17 of the Brentwood Municipal Code (“Zoning Ordinance”); and WHEREAS, in an effort to comply with State Housing Streamlining Laws, an amendment to the City’s Zoning Ordinance regulating and implementing Objective Design Standards is proposed and attached hereto as provided in Exhibits “A,” “B,” and “C” and the Brentwood Objective Design Standards for Residential and MixedUse Development are attached hereto as Exhibit “D”; and WHEREAS, State Housing Element Law (Government Code Sections 65580, et seq.) requires that the City Council adopt a Housing Element for the eight-year period 2023-2031; and
WHEREAS, on February 13, 2024, the City Council approved Resolution No. 2024-16, which amended and approved a revised 2023-2032 Housing Element (“Housing Element”); and
WHEREAS, on April 12, 2024, the State Department of Housing and Community Development (HCD) certified the Housing Element; and WHEREAS, the Housing Element included a program that required the City to review its Zoning Code and Residential Design Guidelines for subjective language and adopt modifications to promote objectivity related to the creation of objective residential design guidelines; and
WHEREAS, on September 16, 2025 and October 21, 2025, the Planning Commission conducted a duly and properly noticed public hearing to take public testimony and consider the Ordinance regarding the proposed Zoning Code amendments, the staff report and all attachments, and oral and written public comments, and continued the item; and
WHEREAS, on March 17, 2026, the Planning Commission held a duly-noticed public hearing to consider the staff report, recommendation by staff, and public testimony concerning this Ordinance. Following the public hearing, the Planning Commission found that the proposed Ordinance is consistent with the goals and policies of the General Plan and voted to recommend that the City Council adopt the proposed Ordinance by a vote of 5-0; and
WHEREAS, the City published a notice of public hearing in the Brentwood Press on May 15, 2026, in accordance with City policies and Government Code Section 65090; and
WHEREAS, on May 26, 2026, the City Council continued the item to a date uncertain; and
WHEREAS, the City published a notice of public hearing in the Brentwood Press on June 12, 2026, in accordance with City policies and Government Code Section 65090; and

WHEREAS, on June 23, 2026, the City Council held a duly-noticed public hearing to consider the Ordinance, including: (1) the public testimony and agenda reports prepared in connection with the Ordinance, (2) the policy considerations discussed therein, and (3) the consideration by the City’s Planning Commission; and WHEREAS, all legal prerequisites to the adoption of the Ordinance have occurred.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BRENTWOOD DOES ORDAIN AS FOLLOWS:

SECTION 1. Recitals. The above recitals are incorporated into this Ordinance as though fully set forth herein.

SECTION 2. CEQA. The Project is exempt from the California Environmental Quality Act, pursuant to Public Resources Code Section 21000, et seq., as amended and implementing State CEQA Guidelines, 14 CCR Sections 15000, et seq. (collectively “CEQA”), because the adoption of the Ordinance does not constitute a “project” within the meaning of Public Resources Code Section 21065, or 14 CCR Sections 15060(c)(2) or 15378, because it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Even if the adoption of the Ordinance did constitute a project under CEQA, the objective design standards documents fall within the “common sense” exemption set forth in 14 CCR Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment…” The Ordinance does not authorize new development or increase the density or intensity of uses otherwise permitted. Therefore, the Ordinance is not subject to further CEQA review.

SECTION 3. Rezoning. Brentwood Municipal Code Section 17.870.008 provides:

No rezoning of property or text amendment shall occur which is inconsistent with the city’s community development plan. In making a decision, the Planning Commission and Council shall consider the consistency of the proposed action to the community development plan and other applicable city plans, and shall consider whether the proposed action is inappropriate or otherwise contrary to the public interest.

The zoning text amendment is consistent with the General Plan, as amended from time to time, insomuch as it is responsive to the adopted Housing Element implementation Action H.1g: Residential Design Guidelines, which commits the City to reviewing the Residential Design Guidelines for subjective language and adopting modifications to promote objectivity. In addition, the proposed amendments will help to ensure quality, economic feasibility and sustainable design under the streamlined review and approval processes required by state law; including Senate Bill (“SB”) 35, SB 423, SB 330, Assembly Bill (“AB”) 2011 and other State laws.

SECTION 4. Amendment. Specified sections, or portions of sections, of Title 17 of the Brentwood Municipal Code are hereby amended, as shown in Exhibits A, B, and C, attached hereto and incorporated herein. Exhibit A consists of new Chapter 17.825 (Objective Design Standards); Exhibit B consists of new Chapter

17.815 (By-Right Approval Process); and Exhibit C consists of miscellaneous amendments throughout the existing sections of the Brentwood Municipal Code that are reflected in strikethrough for deletions and underline for additions. In addition, the City Council adopts the proposed Brentwood Objective Design Standards for Residential and Mixed-Use Development, which are attached hereto as Exhibit D and incorporated herein. Portions of sections not listed in the attached exhibits are not modified and remain in full force and effect.

SECTION 5. Effective Date; Publication Date. This ordinance shall be published in accordance with Government Code Section 36933. This ordinance shall take effect 30 days after its adoption. The City Clerk is directed to cause the Brentwood Municipal Code to be modified accordingly.

THE FOREGOING ORDINANCE was introduced by title only with the first reading waived at a regular meeting of the City Council of the City of Brentwood held on the 23rd day of June 2026 by the following vote:

Chapter 17.825 Residential Objective Design Standards
§ 17.825.001. Purpose and Intent.
§ 17.825.002. Applicability.
§ 17.825.003. Relationship to Other Standards and Requirements. § 17.825.004. Exceptions.
§ 17.825.005. Review and Decision Procedure.
§ 17.825.006. Appeals.
§ 17.825.001. Purpose and Intent.

This chapter is intended to establish and apply objective design standards to new residential and mixed-use development projects within the City of Brentwood where state law limits the City's enforcement of design standards to objective standards or where state law or the Brentwood Municipal Code requires a by-right approval process, except for those projects described in Section

17.825.002(D). Projects subject to this chapter may request an exception from one or more objective design standards pursuant to Section 17.825.004, to the extent permitted by applicable state law. The purpose of this chapter is to:

A. Create high-quality, enforceable objective design standards.

B. Streamline the review and approval process for qualifying residential and mixed-use projects.

C. Ensure greater certainty for applicants, decision makers, residents, and the public.

D. Enhance the existing character of the city and maintain compatibility with other established uses within the City as new development and property improvements occur.

E. Continue to ensure the highest level of design quality while allowing for appropriate flexibility to create variation as needed.

F. Create objective design standards that involve no personal or subjective judgment and are verifiable by reference to an external and uniform benchmark or criterion.

G. Facilitate the implementation of the Brentwood General Plan.

H. Update standards on a timely basis to respond to new legislative actions. § 17.825.002. Applicability.

A. The provisions of this chapter shall apply to all new residential and mixed-use development projects located within the City of Brentwood, except as otherwise provided in subsection D.

B. The provisions of this chapter shall apply where state law or the Brentwood Municipal Code requires a by-right approval process.

C. The City of Brentwood Objective Design Standards for Residential and Mixed-Use Development are hereby adopted and incorporated by reference herein, as adopted by the City

Council and amended from time to time.

D. Exempt Housing Projects. The provisions of this chapter are not applicable to:

1. Accessory dwelling units pursuant to Section 17.715.

2. Two-unit projects pursuant to Section 17.790.

3. Mixed-use projects with less than two-thirds of the building square footage dedicated to housing.
§ 17.825.003. Relationship to Other Standards and Requirements.

A. The City of Brentwood intends this chapter to establish reasonable, uniform and comprehensive standards and procedures for residential and mixed housing development within the City of Brentwood, consistent with and to the extent permitted under federal and California State law. The standards and procedures contained in this chapter are intended to, and should be applied to, protect and promote public health, safety and welfare, and also balance the benefits that flow from robust, comprehensive housing development with the City's local values, which include, without limitation, the aesthetic character of the City, its neighborhoods and community.

B. Whenever any provision of the zoning ordinance and any other provision of law including the Objective Design Standards, or any other ordinance or resolution, imposes overlapping or contradictory regulations or contains restrictions covering any of the same subject matter, that provision which is more restrictive or imposes higher standards shall control, except as expressly provided otherwise in this title. The provisions ofthis chapter are intended to support other chapters and design guidelines, including as noted below:

1. Standards for Applicable Zoning District. The Objective Design Standards supplement and are in addition to the development standards for the applicable zoning district in which a proposed project is located.

2. Subdivision Regulations. Title 16 establishes regulations for the subdivision of land throughout the City of Brentwood.

3. Relation to Other Regulations. Where a conflict occurs between the requirements of the Objective Design Standards and other City requirements, that provision which is more restrictive or imposes higher standards shall control, except as expressly provided otherwise in this title or as required by State law.

4. The Objective Design Standards provide language, diagrams, sketches, and graphics to assist developers and the public in understanding the standards and how they shall be applied to qualifying residential projects.
§ 17.825.004. Exceptions.

A. The purpose of these provisions is to establish a procedure by which a property owner may seek an exception of objective design standards as set forth in this chapter where standards are infeasible due to specific physical situations regarding the site or project, or where a unique design solution may be better suited to the site. It shall be the purpose of this procedure to allow justice, while preserving to the greatest possible extent the purposes and intent of the objective design standards.

B. An exception application shall be prepared, submitted, and processed pursuant to Chapter

17.800. Applicants who request an exception from the objective design standards are required to obtain a discretionary approval and are not eligible for processing pursuant to Chapter

17.815, unless State law requires otherwise. By requesting a discretionary review, the applicant acknowledges and agrees that their project will not be subject to the processing requirements of SB 330. Applicants may be subject to review by the Planning Commission for otherwise by-right projects. In addition, applicants may be required to hold community meetings to get neighborhood input, to the extent permitted by applicable State law.

C. An exception from objective design standards as set forth in this chapter may be granted by the Planning Commission upon determination that all of the following findings can be made:

1. That strict compliance with the specified standard would result in practical difficulty or unnecessary hardship inconsistent with the purposes of the objective standards, due to unique physical or topographic circumstances or conditions of design; or alternatively that strict compliance would preclude an effective design solution improving livability, operational efficiency or appearance.

2. That strict compliance with the standard would deprive the applicant of privileges enjoyed by owners of similarly zoned property; or alternatively that strict compliance would preclude an effective design solution fulfilling the basic intent of the applicable regulations.

3. That if granted, the exception will not adversely affect the character, livability or appropriate development of abutting properties or the surrounding area, and will not be detrimental to the public welfare or contrary to adopted plans or development policy.

4. That the proposed development would be of a quality and character appropriate to, and serving to protect the value of, private and public investments in the immediate area.

5. The resulting architectural style of the structure would be complementary to and compatible with the architectural style of the existing homes in the immediate neighborhood. § 17.825.005. Review and Decision Procedure.

A. The community development director (or designee) shall be the review authority for any objective design review approval for projects subject to the objective design standards for byright permitting processes, as required by state law. Land use approval of any entitlement required in conjunction of the objective design review or for requests for exceptions shall be made by the review authority identified in Chapter 17.800 and/or Chapter 17.820, as applicable.

B. The applicant shall submit all materials to the City, including all materials required by checklists created for the review process to the appropriate body or person pursuant to Chapter

17.800 and the more specific provisions set forth in subsequent chapters for the specific entitlement.

C. The Planning Commission, or, when applicable, the community development director (or designee) shall evaluate the application based on the project's conformance with the objective development and design standards, as well as all applicable regulations of the zoning ordinance and other city ordinances, policies or resolutions.

D. In approving an objective design review subject to objective design standards, the Planning

Commission, or, when applicable the community development director (or designee) may impose conditions of approval as deemed necessary to ensure that the application:

1. conforms to the General Plan and other applicable plans or policies adopted by the City Council and any additional discretionary approvals;

2. meets the requirements of the zoning district where the proposal islocated, as well as any other applicable provisions of the zoning regulations; and

3. complies with the Objective Design Standards as adopted within, or by reference in, Chapter 17.825.
§ 17.825.006. Appeals.

The design review for residential projects utilizing objective design standards are evaluated under the review processes as provided for by, and in conformance with, this chapter. The reviewing authority may restrict or deny a proposed residential design if it determines that the design is not consistent with the objective design standards. Any such restriction or denial shall be based on written findings identifying the objective standard or standards with which the project does not comply, to the extent required by applicable state law. Action of the Planning Commission, or, when applicable, the community development director (or designee) may be appealed pursuant to Chapter 17.880.

Chapter 17.815

BY-RIGHT APPROVAL PROCESS
Sections

17.815.001 Purpose.

17.815.002 Definitions.

17.815.003 Eligibility for by-right approval.

17.815.004 Application requirements.

17.815.005 Review of application.

17.815.006 Affordable housing agreement.

17.815.007 Development standards.

17.815.008 Interpretation.

17.815.001. Purpose.

This Chapter specifies the process for reviewing uses entitled to review as a “use by right” by state law. In enacting this Chapter, it is also the intent of the City to implement the goals, objectives, and policies of the City’s Housing Element of the General Plan.

17.815.002. Definitions.

A. For purposes of this Chapter 17.815, “affordable rent” means the maximum allowable rent for a unit affordable to lower income households, equal to one-twelfth (1/12th) of thirty percent (30%) of sixty percent (60%) of area median income adjusted for assumed household size of one person in a studio affordable unit, two persons in a one-bedroom affordable unit, three persons in a two-bedroom affordable unit, and one additional person for every additional bedroom; or as determined by the financing for the project, such as rents established for projects receiving tax credits.

B. “Low barrier navigation center” shall have the meaning set forth in Section 17.030.030.

C. “Low-income household” shall have the meaning set forth in Section 17.725.002.

D. “Permanent supportive housing” means housing as defined in Government Code Section 65650(a) serving the target population as defined in Government Code Section 65650(c) that meets all of the requirements of Government Code Section 65650, et seq., or successor provision and contains no more than 50 units.

E. “Rent” means the total of monthly payments by the tenant of an affordable unit for: (1) use and occupancy of the affordable unit and all facilities associated with the affordable unit, including but not limited to parking, bicycle storage, storage lockers, and use of all common areas; (2) any separately charged fees or service charges assessed which are required of all tenants of units in the project, except security deposits; and (3) an allowance for utilities paid by the tenant.

17.815.003. Eligibility for By-Right Approval.

The following uses are eligible for by-right approval:

A. Housing development projects located on sites zoned Planned Development 49 (PD-49) Subarea B where:

1. Twenty percent of the total number of housing units in the project are proposed to be available for rent to lower income households at affordable rent or affordable housing cost, as applicable; and

2. No subdivision is required for the housing development.

B. Permanent supportive housing and low barrier navigation centers.

C. All other uses eligible for “by-right” approval under state law.

17.815.004. Application Requirements.

An applicant for a housing development project eligible for by-right approval shall submit an application for design review approval as required by Chapter 17.820. All housing development projects shall comply with all objective design standards applicable to the zoning district and project type, as set forth in Chapter 17.825. No conditional use permit, planned unit development permit, or other discretionary review or approval may be required.

17.815.005. Review of Application.

A. The application for design review approval shall be reviewed as provided in Section 17.820 by the community development director (or designee) subject to appeal as provided in Section 17.820.007.

B. As provided by Government Code Section 65583.2(i), the housing development project is exempt from the California Environmental Quality Act. Review of the housing development project shall be limited to conformance with objective standards established by the general plan, zoning ordinance, and design guidelines.

C. Permanent supportive housing shall be reviewed consistent with the provisions of Government Code Section 65650 et seq.

D. Low barrier navigation centers shall be reviewed consistent with the provisions of Government Code Section 65660 et seq.

E. An eligible by-right housing development project that is “housing for very low, low-, or moderate-income households,” as that term is defined in state law governing the Housing Accountability Act (Government Code Section 65589.5 or successor statute), may be denied only if the decision-making body can make written findings, based upon a preponderance of the evidence in the record, that the project falls within one of the specifically enumerated findings set forth in that statute.

17.815.006. Affordable Housing Agreement.

A. The applicant shall enter into a binding affordable housing agreement or restrictive covenant consistent with Chapter 17.725 (Affordable Housing), and as described below, with the City, which sets forth the conditions and guidelines to be met regarding the affordable housing included in the project, including but not limited to the type, size and location of each affordable unit; the eligible occupants; affordable rents; phasing of the affordable units in relation to the market-rate units; and other relevant provisions approved by the City Attorney.

B. The affordable housing agreement with the City shall run with the land and shall be prepared in a form approved by the City Attorney, to be executed by the City Manager, or their designee. The agreement shall require the continued affordability of all rental units that qualified the applicant for by-right approval for a minimum of fifty-five (55) years.

Rents for the affordable units shall be set at an affordable rent.

C. The executed affordable housing agreement shall be recorded against the housing development prior to final or parcel map approval, or prior to issuance of building permits for the housing development, whichever is earliest. The affordable housing agreement shall be binding on all future owners and successors in interest.

17.815.007. Development Standards.

A. Building permits and final inspections or certificates of occupancy shall be issued concurrently for the market rate units and for the affordable units that qualified the project for by-right approval, so that the affordable units comprise the required percentage of total units.

B. All affordable units within a residential development shall be comparable to the marketrate units in exterior design, quality, materials, architectural elements and overall construction quality, as well as number and proportion of bedroom types. In addition, all affordable units shall include the same or similar interior amenities offered for market-rate units within a residential development. Affordable units shall be dispersed throughout the residential development so as to prevent the concentration of affordable units.

C. To comply with fair housing laws, the affordable units shall contain the same proportional mix of bedroom sizes as the market-rate units. In mixed-income buildings, the occupants of the affordable units shall have the same access to the common entrances and to the common areas, parking, and amenities of the project as the occupants of the market-rate housing units, and the affordable units shall be located throughout the building and not isolated on one floor or to an area on a specific floor.

D. All housing development projects shall comply with all objective design standards applicable to the zoning district and project type, as set forth in Chapter 17.825 (Residential Objective Design Standards).

17.815.008. Interpretation.

This chapter is intended to supplement, and shall be construed in a manner consistent with, applicable state housing laws. If any portion of this chapter conflicts with any applicable state law, state law shall prevail. All statutory references in this chapter shall be deemed to include any future amendments or successor provisions.

Chapter 17.100 Residential Zones – General Regulations
§ 17.100.003. Design and site development review required.

A. Design and site development review shall be required pursuant to Chapter 17.820 for each new housing unit, including a single-family dwelling, duplex, triplex, townhouse, multiple residential dwelling or mobile home.

B. The city council may, through resolution, delegate to the planning department design and site development review for certain types or categories of residential projects.

C. Except as set forth in Subsection D below or prohibited by state law due to procedural timelines, prior to the granting of design and site development review by the planning department, written notification of the pending application shall be given to the planning commission. If any member of the planning commission requests, within five days of receipt of the notification, that a pending application be considered by the commission, such application shall be scheduled at the next regularly scheduled meeting.

D. To the extent that state law prohibits the City from requiring a discretionary design review process for certain residential development projects, such projects shall nevertheless comply with all objective design standards applicable to the zoning district and project type, as set forth in Chapter 17.825 or in any other applicable provisions of this title. Compliance with such standards shall be reviewed through a process consistent with state law pursuant to Chapter 17.815.
§ 17.100.004. Design criteria—Single-family residence.

A. All housing units shall be designed in accordance with all objective design standards applicable to the zoning district and project type, as set forth in Chapter 17.825 (Residential Objective Design Standards) which shall apply to all residential and mixed-use projects.

B. All housing units shall have a minimum overall width and depth of twenty feet.

C. Exterior building material shall be of the type customarily used on conventional housing and shall be compatible with the existing homes in the immediate neighborhood. Recommended siding material includes all types of board; plywood a minimum of one-half inch thick class 303 or 303-6 only with approved stain or paint application, and the use of hot dipped galvanized nails only; stucco; brick, stone, cultured stone; shake or shingle which has been pressure treated at the mill.

D. The architectural style of the structure shall be complimentary to and compatible with the architectural style of the existing homes in the immediate neighborhood.

E. All siding material shall extend to a maximum of ten inches from the finish grade of the lot.

F. All roofing material shall be of the type customarily used on conventional housing and shall be compatible with the existing homes in the immediate neighborhood. Recommended roofing material includes all types of tile; composition which is a thick butt architectural; and cedar shake or shingle which has been pressure treated at the mill.

G. All roofs shall have a minimum twelve-inch eave overhang and shall have a pitch of not less

than a four-inch vertical rise for each twelve-inch horizontal run.

C. All materials shall be installed in accordance with the Uniform Building Code (UBC) and manufacturer's specifications.

D. All housing units shall have an enclosed two-car garage having an inside clear width of eighteen feet and depth of twenty feet. Garages shall be constructed with material identical to or compatible with the external material of the housing unit. Garage doors shall have a minimum width of sixteen feet except where two doors are provided, in which case the doors shall have a minimum width of eight feet. A garage facing a street shall be set back not less than twenty feet measured from the property line to the center of the garage door.

E. The floor elevation of the housing unit shall be a maximum of twenty-four inches above the finish grade of the lot or be compatible with the immediate neighborhood.

E. All housing units shall comply with the minimum setback standards established for the singlefamily residential zone in which the unit is located.

F. Front yards and unfenced side yards adjacent to a street shall be landscaped in conformance with the standards set forth in Sections 17.630.008(H) through (N). Landscaping shall be installed within eighteen months of occupancy of that housing unit.

Chapter 17.280 DT (Downtown) Zone
§ 17.280.002. Downtown specific plan.

The downtown specific plan establishes the primary means of regulating land use and development within the specific plan area. It also establishes the primary means of planning city actions and investments in support of the growth of the downtown. The regulations contained within the downtown specific plan replace land use and development regulations previously contained within the city of Brentwood's zoning ordinance for this district. Except as provided in Chapter 17.825, which shall prevail where applicable, the provisions of the downtown specific plan shall control, Iin the event of any instance of conflicting regulations with other municipal planning documents containing policies for land use and development in the downtown specific plan area. the downtown specific plan document shall control. The downtown specific plan document does not replace or augment regulations pertaining to issues of building safety codes or other nonplanningrelated codes. All applications for new constructions, substantial modifications to existing buildings, and for changes in land use, shall be reviewed for conformance with the policies contained in the downtown specific plan.

Chapter 17.290 BB (Brentwood Boulevard) Zone
§ 17.290.003. Brentwood Boulevard specific plan.

The Brentwood Boulevard specific plan (BBSP) establishes the primary means of regulating land use and development within the BB zone. It also establishes the primary means of planning city actions and investments in support of the growth and redevelopment of Brentwood Boulevard. The regulations contained within the BBSP replace land use and development regulations previously contained within this title for applicable properties. Except as provided in Chapter 17.825, which

shall prevail where applicable, the provisions of the BBSP shall control in the event of any instance of conflicting regulations with other municipal planning documents containing policies for land use and development in the BB zone, the BBSP and this chapter shall control. The BBSP and this chapter do not replace or augment regulations pertaining to issues of building safety codes or other nonplanning related codes. All applications for new construction, substantial modifications to existing buildings, and for changes in land use, shall be reviewed for conformance with the BBSP.

Chapter 17.295 PA-1 (Priority Area One) Zone
§ 17.295.003. Brentwood Boulevard Priority Area One specific plan.

The PA-1 SP establishes the primary means of regulating land use and development within the PA-1 zone. It also establishes the primary means of planning city actions and investments in support of the growth and redevelopment of the area within the PA-1 zone. The provisions of the PA-1 SP replace land use and development regulations previously contained within this title for applicable properties. Except as provided in Chapter 17.825, which shall prevail where applicable, the provisions of the PA-1 SP shall control the event of any instance of conflicting regulations with other municipal planning documents containing policies for land use and development in the PA1 zone, the PA-1 SP and this chapter shall control. The PA-1 SP and this chapter do not replace or augment regulations pertaining to issues of building safety codes or other non-planning related codes. All applications for new construction, substantial modifications to existing buildings, and for changes in land use, shall be reviewed for conformance with the PA-1 SP.

Chapter 17.450 Planned Development Zones – General Regulations § 17.450.005. Regulations for lot area, density, yards, height and related matters.

The development regulations, except as provided in Chapter 17.825, which shall apply to all residential and mixed-use projects, shall be specified within the regulations adopted for the specific planned development zone. Deviation from those regulations shall be permitted only through zoning text amendment or the grant of a variance.

Chapter 17.800 Administrative Procedures and Permits
§ 17.800.001. Title and purpose of provisions.

A. Title. The provisions of this article shall be known as the "administrative procedure and permits regulations" of this title.

B. Purpose. The purpose of these provisions is to provide administrative and legislative procedures for the review of plans, the processing and review of applications for consideration and relief under this title, for appeal procedure with respect to zoning administrator and commission determinations and interpretations, and ordinance amendment procedures. Byright permitting processes, as required by state law, may require an applicant to obtain an administrative approval to verify compliance with existing Zoning regulations and objective design standards applicable to the zoning district and project type, as set forth in Chapter

17.825.
§ 17.800.013. Procedures and permits enumerated.

The following permits or other procedures or entitlements may be used to accomplish the purposes of this title:

A. Chapter 17.810, Development Agreements;
B. Chapter 17.815 By-Right Approval Process
C. Chapter 17.820, Design and Site Development Review;
D. Chapter 17.825, Residential Objective Design Standards E. Chapter 17.830, Conditional Use Permit;
F. Chapter 17.840, Home Occupation Permit;
G. Chapter 17.850, Temporary Use Permit;
H. Chapter 17.860, Variance;
I. Chapter 17.870, Zoning Ordinance Amendment;
J. Chapter 17.880, Appeal;
K. Chapter 17.890, Enforcement and Penalties.
(Ord. 408, 1987)
Chapter 17.820 Design and Site Development Review
§ 17.820.001. Title and purpose of provisions.

A. Title. The provisions of this chapter shall be known as the "design and site development review procedure" of this title.

B. Purpose. The purpose of these regulations is to allow design and site development review of all developments, signs, buildings, structures and other facilities constructed or modified in any zone where design and site development review is required in order thereby to foster a good design character through consideration of aesthetic and functional relationships to surrounding development, and in order to further enhance the city's appearance, and the livability and usefulness of properties.

The purpose of the planning commission or community development director (or designee) in the design and site development review process is to recognize the interdependence of land values and aesthetics, and to provide a method by which the city may implement this interdependence to its benefit, and to the benefit of its individual citizens. It is also the purpose of the planning commission or community development director (or designee) to preserve and enhance the beauty and environmental amenities of the city by:

1. Stimulating creative design;

2. Encouraging the innovative use of materials, methods and techniques;

3. Preserving balance and harmony;

4. Integrating the functions, appearance, and locations of buildings and improvements, including parking, so as to best achieve a balance between private prerogatives and preferences and the public interest and welfare.
(Ord. 408, 1987; Ord. 663 § 1, 2001; Ord. 1084, 3/11/2025) § 17.820.002. Applicability of provisions.

This procedure shall apply to all proposals for which design and site development review is required by provisions of this title except that approval of a conditional use permit shall satisfy the requirement for design and site development review provided the criteria set forth herein was part of the conditional use permit consideration and so specified as a condition of approval. By-right permitting processes pursuant to Chapter 17.815, as required by state law, may require an applicant to obtain an administrative approval to verify compliance with existing zoning regulations and objective design standards applicable to the zoning district and project type, as set forth in Chapter

17.825.
(Ord. 408, 1987)
§ 17.820.003. Exemptions.

A. Design and site development review shall not be required in the case of:

1. Minor additions to, and remodeling of, existing structures which do not involve a change in the site design and provided that the zoning administrator has approved a "certificate of compatibility" certifying that the proposed addition or remodeling complies with the design criteria set forth in Section 17.820.007.

2. Two-unit housing developments and urban lot splits, which shall comply with the provisions of Chapters 16.169 and 17.797, as applicable. § 17.820.005. Architectural review authority—Design standards and guidelines.

The members of the Brentwood planning commission, as appointed by the city council, or the community development director (or designee) shall have the authority to review, conditionally approve and disapprove architectural plans, drawings and sketches. The community development director (or other ministerial authority) may review projects that are exempt under state law from discretionary review. Such projects may be reviewed pursuant to Chapter 17.815 to verify compliance with existing zoning regulations and objective design standards applicable to the zoning district and project type, as set forth in Chapter 17.825.

The city council shall adopt objective design standards for residential projects as set forth in Chapter 17.825 and design guidelines for commercial and industrial projects, all of which shall be applied by the planning commission, the community development director, and on appeal, the city council, in reviewing applications for development. Said standards and guidelines are to be set forth in pictorial and/or narrative form and may illustrate undesirable as well as desirable examples of design. Documents containing the standards and guidelines shall be available for public reference in the community development department.
(Ord. 408, 1987; Ord. 663 § 1, 2001; Ord. 1084, 3/11/2025) § 17.820.006. Review process.

A. The planning commission shall review and act on architectural plans concurrently with any other land use permit or entitlement application submitted to the city, such as a conditional use permit or tentative parcel or tract map.

B. The planning commission may delegate specific types of projects to the community development director for review and action.

C. The community development director (or designee) may review projects that are exempt under state law from discretionary review. Such project may be reviewed pursuant to Chapter

17.815 to verify compliance with existing zoning regulations and objective design standards applicable to the zoning district and project type, as set forth in Chapter 17.825. § 17.820.007. Design and site review criteria.

The planning commission, community development director, and on appeal the city council, in consideration of all applications for design and site development review shall determine whether the proposed project conforms to the following criteria:

A. The proposed development shall comply with all applicable design criteria or standards set out in this title or other city ordinance including those set forth in Chapter 17.825the City's Objective Design Standards for Residential and Mixed-Use Projects (including interim standards as adopted by the city council through ordinance 1060) and the City's Commercial and Industrial Design Guidelines;
B. Where the proposed development is located in an area for which a specific plan, planned development, neighborhood plan or precise plan has been adopted by the city council, the design of the development shall conform in all significant respects with such plans; C. The proposed development shall conform with all requirements for landscaping, screening, parking, usable open space and off-street loading as set forth in this title; D. All applicable regulations of the zoning ordinance and other city ordinances, policies or resolutions.
(Ord. 408, 1987; Ord. 663 § 1, 2001; Ord. 1084, 3/11/2025)

MARCH 2026 DRAFT

FOR R ES I D EN T I A L &

MIXED-USE DEVELOPMENT

CITY OF

BRENTWOOD

OBJECTIVE DESIGN STANDARDS

i

BRENTWOOD ODS

ACKNOWLEDGMENTS

CITY COUNCIL

PLANNING COMMISSION

CITY STAFF
Susannah Meyer Mayor
Pa’tanisha Pierson Vice Mayor
Faye Maloney Council Member
Jovita Mendoza Council Member
Tony Oerlemans Council Member
Rod Flohr Chairperson
Kristopher Brand Vice Chairperson
Gerald Johnson Commissioner
Jeremy Jones Commissioner
Anita Roberts Commissioner
G. Harold Duffey City Manager
Thomas Lloyd Smith Interim City Attorney
Alexis Morris Director of Community Development
Erik Nolthenius Planning Manager
Jennifer Hagen Principal Planner

CITY OF BRENTWOOD OBJECTIVE DESIGN STANDARDS - DRAFT ii

PREPARED FOR

PREPARED BY

ADOPTED BY
City of Brentwood
150 City Park way,
Brentwood, CA 94513
Ordinance XX - X
JZMK Partners
3080 Bristol Ave, Suite 350
Costa Mesa, CA 92626

iii BRENTWOOD ODS

CONTENTS
1 INTRODUCTION

1.1 Purpose. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

1.2 Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

1.3 Applicability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

1.4 User Guide. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

1.5 Relationship With General Plan & Zoning Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

1.6 Terminology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2 SITE PLANNING

2.1 Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

2.2 Edge Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

2.3 Block Size & Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

2.4 Usable Open Space. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

2.5 Public Open Space. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

2.6 Single Family Subdivisions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

2.7 Two Unit Housing Development & Urban Lot Splits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 3 SITE DESIGN

3.1 Shared & Private Open Space. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

3.2 Vehicular Access & Parking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

3.3 Bicycle Circulation & Parking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

3.4 Pedestrian Access & Circulation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

3.5 Site Lighting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 4 BUILDING DESIGN

4.1 Massing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

4.2 Building Orientation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

4.3 Step-Backs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

4.4 Articulation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

4.5 Façade Design. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

4.6 Ground Floor Uses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

4.7 End Units. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

4.8 Window Alignment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

4.9 Street Facing Transparency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86