6 - Proposed FY2025-26 Budget — Colma City Council, May 14, 2025

Staff Report re FY 2025-2026 Proposed Budget

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S TAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Stuart Schillinger
VIA: Dan Barros, City Manager
MEETING DATE: May 14, 2025
SUBJECT: FY 2025-2026 Proposed Manager Budget

RECOMMENDATION
This item is a study session for informational purposes only. No City Council action is required; however, staff seeks City Council direction in preparing the FY 2025-26 Operating and Capital Budget for adoption in June 2025.

EXECUTIVE SUMMARY
At tonight’s City Council Meeting, the Council will receive a report that reviews the Town’s overall revenues and expenditure budgets, General Fund revenues and expenditures, preliminary estimates of Town-wide reserves, and major expenditure programs.

The General Fund is anticipated to receive approximately $24.2 million in revenues. The largest revenue source is Sales Tax at approximately $18,500 ,000. The General Fund is anticipated to spend $23.03 million. As expected, the Police Department is the single largest department. It s budget is $10.1 million. The General Fund will also Transfer $845,000 to the Capital Project Fund.

The anticipated ending Fund Balance for the General Fund is $27,342,000 . The largest single use of reserves is for Budget Stab ilization Reserve at $15,500,000. The Unassigned Reserve is $9.5 million.

FISCAL IMPACT
By reviewing and providing direction on the FY 2025-26 Budget there will be no impact on the FY 2024-25 budget.

BACKGROUND
The Budget is an annual planning tool that communicates priorities and sets the Town’s operating and spending policy for the year. The City Manager is responsible for presenting a budget to the City Council according to Colma Administrative Code Section 4.01 Division 2. The financial objective of the budget is to ensure that there are sufficient funds to meet ongoing spending.

Special projects and capital programs, where spending is generally one -time in nature, typically can utilize reserves. Operating expenditures should stay within the annual revenue constraint to avoid depleting the Town’s reserve and creating an unaddressed structural deficit.

AGENDA ITEM #6
Staff Report re FY 2025-2026 Proposed Budget

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ANALYSIS
Some of the major changes included in this year’s budget are:

• City Manager/City Clerk
o Election Expense – decreased due to no election in FY 2025-26

• Recreation
o Part-time Salaries – Increase by $100,000 to $350,000 due to higher participation in programs and additional events for the community. o Community Services – Increase by $12,500 due to continuing emphasis on providing high quality programs.
o Holiday Events – Increase by $6,200 to $52,100 which was reviewed and approved by the City Council.
o Cultural Events – Increase by $500 to $4,500 due to increase in prices for cultural shows and increased participation.
o Sporting Events - Increase by $500 to $3,000 due to increase in participation.

• Public Works
o Facility Ops – Town Hall Gas and Electricity - Increase by $73,000 to $172,000 based on actual expenditures to date. The Town continues to work with EVGO to work out a mutually acceptable solution for the use of electricity for their chargers. Additionally, the Town is reviewing its energy usage to determine if there are additional energy savings it can obtain.

• Planning
o General Planning Services – Increase to $415,000 due to increase in workload as presented at the mid-year review.
o Sustainability Services increased to $123,600 to cover additional costs of necessary programs.
o Economic Development increased from $10,000 to $60,000 to ensure projects reviewed by the City’s Economic Development committee will have adequate funding.

• Police
o Patrol – Added 1 additional Patrol Officer – Increase of approximately $212,000.

Reasons For the Recommended Action/Findings
Receive feedback from the City Council regarding the proposed FY 2025-26 budget.

Council Adopted Values

The Staff recommendation is consistent with the Council adopted values of:

Staff Report re FY 2025-2026 Proposed Budget

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• Responsibility: Making decisions after prudent consideration of their financial impact, considering the long-term financial needs of the agency, especially its financial stability.
• Fairness: Support the public’s right to know and promote meaningful public involvement.

ATTACHMENTS
A. City Manager Proposed FY 2025-26 Budget.

1 City Manager’s Message
Mayor Gonzalez, Members of the City Council, Colma residents and visitors, I am pleased to present the FY 2025-26 Proposed Budget for the Town of Colma. The proposed budget continues the long history of the City in presenting a ﬁnancial plan which meets the Town’s Values while ensuring the highest level of services are provided to the community. The values which guided the preparation of the budget are:
• Treat all people, claims, and transactions in a fair and equitable manner. • Make responsible decisions by taking the long-range consequences into consideration. • Base decisions on, and relate to each other with honesty, integrity, and respect. • Be innovative in improving the quality of life in our business and residential communities.

These can also be found on our website at colma.ca.gov/departments/.

The Town of Colma prides itself on our dedication to maintaining and enhancing a strong sense of community and partnering with our business community to promote and encourage commerce for the betterment of our entire community.

FY 2024-25 Key Accomplishments
The City Council adopted a new FY 2025-27 Strategic Plan on March 26, 2025, following the ﬁnal update and close-out of the prior FY 2023-25 Strategic Plan on February 26, 2025.

Our Strategic Plan is divided into 5 areas: Resiliency, Operations, Economic Development, Community, and Infrastructure.

Resiliency

1. The Town was successful in Passing Measure AA at the November 2024 General Election increasing Sales Tax in Town by one half (½) cent. Sales tax revenue is anticipated to rise approximately $2.3 Million annually.

2. T
he Town has reengaged conversations with the County Lighting District to take over the Town’s portion of the lighting District. Staff anticipates that we will have a study session late Spring/early Summer to work through details.

3. O
n January 29th the Police Department held an Emergency Operations Center exercise, simulating a large earthquake. All Department Heads and some staff participated in the exercise.

4. T
he parking lot canopy and solar array along with all the electrical upgrades have been installed at the Colma Community Center (CCC).

5. N
BS, the consultant who worked on the Town’s last Cost of Service Study, (Fee Study), has been retained to update the current cost of services for all departments. It is anticipated that staff along with the consultant, will be presenting to City Council in late Spring to review proposed fees for the various services that are offed to the public.

Operations

ATTACHMENT A
2 1. The Records Retention Schedule was approved by the Council on October 22, 2024.

Staff has also expanded our use of Laserﬁche services.

2. The use of Credit Card acceptance has been implemented at PD and all Town Facilities.

3. Staff has engaged vendors for RFP development and ERP implementation of the Financial Software System replacement of Eden. Staff anticipates having an RFP out by June 2025.

4. The Smart corridor Project is now underway in the Northern County. C/CAG, Daly City and Colma have partnered to construct and install the various corridor enhancements.

The project has started in Daly City and will work its way into Colma. Construction is anticipated to be completed in late Fall of 2025.

Economic Development

1. The adoption of the Town’s Housing Element Update.

2. The Zoning Code Update is complete, effective March 15, 2024.

3. New businesses that opened this year include: Raising Canes and Shoe Palace, Ikea, and Sweat Haus.

4. Cardroom expansion discussions continue to remain ongoing with no additional progress made. The development of SB 549 has brought forth uncertainty around the future sustainability of the Cardroom.

5. Staff has conducted an update to the Town’s website removing old, out-of-date information and updating it with current information and resources both locally, regionally, and county-wide.

Community

1. Recreation held the following events for the Centennial Celebration:
 F Street Mural Ribbon Cutting, April 2024
 Colma Community Fair and Centennial Parade, July 13, 2024  Colma’s 100 Celebration and Mixer, August 5, 2025
 Colma Town Picnic – highlighting the cultures of Colma, September 17, 2024  Centennial Film Premiere, December 5, 2024
 Adult Holiday Party ending the centennial year, December 2024  Other touches of celebrating the Centennial year were seen at the Trunk or Treat where a car was decorated as a birthday cake.
 During the Annual Tree Lighting, we celebrated with an ice-skating rink for the community to enjoy.

3 2. Additional Recreation Highlights of 2024-2025:
 Staff partnered with the Historical Museum to host a tour for the community to learn about Cloma's history.
 Staff held a Dia de los Ninos (Children Day) a, Mexican holiday celebrating children.  Summer campers highlighted a multi-cultural Week where they did various multi- cultural crafts and games from around the world. Staff provided campers with a cultural demonstration of Filipino Martial arts. They concluded the week with a multi-cultural potluck and campers and their families were invited to bring a dish from their culture and to dress in their cultures attire.  The Town Picnic theme – “Cultures of Colma” highlighted the different cultures of Colma which included performance from Duo Dance Academy, Lion Dancing and Mixtiso. Fun facts about Colma’s history were displayed in the center pieces.  Staff held its annual cultural events Parol Lantern Workshop partnering with San Mateo County Filipino Health Initiative and Legacy Filipino Martial Arts to enrich the participants with the Filipino culture.
 Dia de los Muertos grew in attendance due to the additional LatinX vendors, and cultural dances.
 Staff continued to host “Armchair Travel,” a program for participants to virtually explore a specific place and try light snacks from that region.  After School program participants and members of the community created cards for Veterans Day and Holiday cards for Veteran Village residents.  Throughout 2024, the recreation department highlighted pieces of Colma history in their social media.
 February 8, 2025 Recreation along with Colma PD and Cypress Lawn hosted the first Ghost Run at Cypress Lawn-Olivet Hillside.
 Staff highlighted Colma History during the Ghost Run
 Staff will be partnering with Holy Cross to host a cemetery tour for the community.  Staff will continue to celebrate Older Americans Month in May with an Ice Cream Social.

3. Monthly citizen recognition was a success, honoring members of the community who went above and beyond for their community.

4. The Cab Connect Program has 79 participants. Staff continues to promote through social media, E-Newsletter and during food pantry deliveries. Staff distributed the application to Veteran Village residents and promoted the program at “ID Days. ”

5. The Police Department continues to work with Life Moves as needed to address various issues concerning the homeless population.

6. The Police Departments Explorer Program in up and running. Currently, there are 4 Explorers in the program with 2 in the academy.

4 Infrastructure

1. Serramonte Blvd West Bicycle and Pedestrian Improvement Project: Plans Speciﬁcation and Estimates have been completed. Various easements are needed to be able to install the signal equipment at the Serramonte Boulevard and Serra Center entrance.

Staff is currently working to obtain said easements.

2. El Camino Real Bicycle and Pedestrian Improvement Project: CalTrans has certiﬁed the Project Study Report and Project Development Support (PSR-PDS). The PSR-PDS approved 2 alternatives to be reviewed in the Project Approval and Environmental Document (PA&ED). This process will look at all aspects of the project and analyze which alternatives will be approved. The PA&ED phase of the is estimated to be completed around December of 2025. Once the alternative has been vetted through this process and CalTrans has certiﬁed the buildout option, the project will move into the Plans, Speciﬁcation and Estimate (PS&E) phase of the project. Staff has submitted a grant application for the PS&E portion of the project.

3. Town of Colma Bike and Pedestrian Master Plan has been completed.

4. Median landscape renovations along Lawndale Boulevard and El Camino Real have been at a standstill due to lack of outside funding opportunities. Staff will continue to seek funding opportunities. Until outside funding can be made available to offset design and construction costs, staff recommends that the project be removed and reviewed in the Capital Program on a yearly basis for Phase 2 and Phase 3.

5. Storm Drain System Assessment: Phase 2 of the 3 phases is estimated to be completed in the Summer 0f 2025.

6. Urban Tree Master Plan project: Staff will be drafting an implementation plan for City Council review based on the tree assessment done by Arbor Pro.

7. The Police Department purchased two (2) new patrol vehicles.

FY 2025-26 Overview
The presented proposed budget is one which continues to meet the needs of the current community while allowing for a strong ﬁnancial base to from which to make future decisions. The City’s General Fund anticipates receiving approximately $24.2 million in revenues. The largest source of revenue is Sales Tax, which is estimated at $18.5 million next ﬁscal year, this is mainly due to an increase in automotive sales and the implantation of the new Transaction Tax approved in November 2024. The second largest source of revenue is Cardroom taxes at $4.2 million. Both revenue sources show a strong rebound from the COVID impact. Another positive for our revenue picture is we have seen new retail stores open, which we did not include in our projections because we do not have enough experience with them to accurately project revenues.

General Fund expenditures are expected to be approximately $23.0 million. I recommend using a portion of our Unassigned reserves to increase our Budget Stabilization Reserve. As our Sales Tax revenue increases it makes sense to set additional funds aside, since a recession that reduces our Sales Tax revenue will have a bigger impact on our City than with a smaller base. I would further recommend that any additional surplus from FY 2024-205 or FY 2025-26 be used to continue to increase our funding of our Pension and OPEB Trusts and set aside for one-time capital projects.

5 Some of the major changes included in this year’s budget are:
• City Manager/City Clerk
o Election Expense – No anticipated Election this year decrease of $18,000

• Police
o City’s Unfunded Safety Liability charged completely to the Patrol Budget. o One new Police Officer Added to the Patrol Budget.
o Overtime budget increased to $500,000 to reﬂect previous years’ experience with a slight anticipated reduction due to new hire.
o Police Dispatch and Communications Overtime increase to $120,000 to reﬂect previous years’ actual expenditures.

• Recreation
o Part-time Salaries – Increase by $100,000 to $350,000 due to higher participation in programs and additional events for the community.
o Community Services – Increase by $12,500 to due to continuing emphasis on providing high quality programs.
o Holiday Events – Increase by $6,200 to $52,100 which was reviewed and approved by the City Council.
o Cultural Events – Increase by $500 to $4,500 due to increase in prices for cultural shows and increased participation.
o Sporting Events - Increase by $500 to $3,000 due to increase in participation.

Additionally, the Town is reviewing its energy usage to determine if there are additional energy savings it can obtain.

Acknowledgements
In closing, I would like to thank the City Council for its policy leadership in a year full of challenges and changes. This document demonstrates how the difficult choices the City Council has made throughout the past several years are continuing to beneﬁt the Town. It is a pleasure with you to implement your vision for the Town of Colma and to provide a government our community can be proud of.

A budget cannot be completed without teamwork of all involved. I would like to thank the Department Heads for working with me to put together a budget which meets the needs of our community during a time of transition in the Finance Department. 6 FUND SUMMARY

General Fund
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Cardroom tax 4,200,000$ 4, 200,000$ 4,200,000$ Fines and forfeitures 99,472$ 100,467$ 101,471$ Intergovernmental 44,286$ 44,286$ 44,286$ Licenses and permits 231,114$ 235,736$ 240,451$ Other Charges for Services 96,302$ 96,302$ 96,302$ Other revenues 64,200$ 64,200$ 64,200$ Other taxes 135,000$ 135,000$ 135,000$ Property taxes 676,550$ 720,081$ 734,483$ Rental 111,702$ 111,702$ 111,702$ Sales tax 13,600,000$ 16,000,000$ 18,500,000$ Total Revenues 19,258,626$ 21,707,774$ 24,227,895$ Expenditures
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Community Services 55,226$ 59,135$ 55,702$ City Attorney 308,861$ 339,120$ 350,649$ Human Resources 284,104$ 361,869$ 311,179$ City Council 341,494$ 441,419$ 437,041$ Planning 614,669$ 687,814$ 802,218$ Facility Operations 732,330$ 869,872$ 934,787$ Finance 553,485$ 918,955$ 951,641$ PW Admin, Engineering, Buildings 825,194$ 970,815$ 994,000$ Recreation 1,059,489$ 1,156,089$ 1,508,923$ Police -Communications Dispatch 1,246,449$ 1,299,236$ 1,633,729$ PW Sewer Maintenance 1,460,453$ 1,469,350$ 1,642,207$ General Services 1,445,526$ 1,555,539$ 1,599,344$ City Manager/City Clerk 1,461,313$ 1,766,237$ 1,745,588$ Police - Admin 1,581,133$ 1,859,130$ 1,465,210$ Transfer Out 1,323,775$ 2,197,138$ 1,590,137$ Police - Patrol 6,048,566$ 6,032,337$ 7,007,715$ Total Expenditures 19,342,067$ 21,984,056$ 23,030,070$ Surplus/(Deficit) (83,441)$ (276,282)$ 1,197,825$ Beginning Fund Balance 27,681,350$ 27,597,909$ 27,321,627$ Ending Fund Balance 27,597,909$ 27,321,627$ 28,519,452$ Breakout of General Fund Reserves
Committed
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Accrued Leave Payout 1,184,565$ 1,220, 102$ 1,256,705$ Budget Stabilization 15,000,000$ 15,500,000$ 15,500,000$ Debt Reduction 600,000$ 600,000$ 600,000$ Assigned Reserves
Litigation 100,000$ 100,000$ 125,000$ Insurance 100,000$ 100,000$ 100,000$ Disaster 750,000$ 750,000$ 800,000$ Unassigned Reserves 9,863,344$ 9,051,525$ 10,137,748$ 7 Special Gas Tax Fund
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
B
udget
FY 2025-26
Forecast
Revenues
Integovernmental 83, 201$ 83,201$ 83,201$ Total Revenues 83,201$ 83,201$ 83,201$ Expenditures
Professional & Contract Services 30,000$ 30,000$ 30,900$ Transfers (Out) 31,000$ 31,000$ 31,000$ Total Expenditures 61,000$ 61,000$ 61,900$ Surplus/(Deficit) 22,201$ 22,201$ 21,301$ Beginning Fund Balance
Ending Fund Balance 22,201$ 22,201$ 21,301$ Measure A Fund
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
B
udget
FY 2025-26
Forecast
Revenues
Intergovernmental 77, 546$ 77,546$ 77,546$ Total Revenues 77,546$ 77,546$ 77,546$ Expenditures
Transfers (Out) 60,000$ 60,000$ 60,000$ Total Expenditures 60,000$ 60,000$ 60,000$ Surplus/(Deficit) 17,546$ 17,546$ 17,546$ Beginning Fund Balance
Ending Fund Balance 17,546$ 17,546$ 17,546$ Transportation Grant
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
B
udget
FY 2025-26
Forecast
Revenues
Intergovernmental Revenue 65, 000$ 65,000$ 65,000$ Total Revenues 65,000$ 65,000$ 65,000$ Expenditures
Professional & Contract Services 65,000$ 65,000$ 65,000$ Total Expenditures 65,000$ 65,000$ 65,000$ Surplus/(Deficit) -$ -$ -$ Beginning Fund Balance
Ending Fund Balance -$ -$ -$ 8 Measure W
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Intergovernmental Revenue 32,376$ 32, 376$ 32,376$ Total Revenues 32,376$ 32,376$ 32,376$ Expenditures
Transfers (Out) 30,000$ 30,000$ 30,000$ Total Expenditures 30,000$ 30,000$ 30,000$ Surplus/(Deficit) 2,376$ 2,376$ 2,376$ Public Safety Grants
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Intergovernmental Revenue 21,000$ 21, 312$ 21,633$ Salaries, wages 10,400$ 10,712$ 11,033$ Supplies & Services 10,600$ 10,600$ 10,600$ Total Expenditures 21,000$ 21,312$ 21,633$ Surplus/(Deficit) -$ -$ -$ Police Grants (COPS-Ca)
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Intergovernmental 160,000$ 160, 000$ 160,000$ Transfer in General Fund 81,154$ 88,702$ 96,489$ Total Revenues 241,154$ 248,702$ 256,489$ Salaries, wages 177,523$ 182,849$ 188,334$ Benefits - Pension 59,131$ 61,218$ 63,381$ Supplies & Services 4,500$ 4,635$ 4,774$ Total Expenditures 241,154$ 248,702$ 256,489$ Surplus/(Deficit) -$ -$ -$ 9 Capital Improvement
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Intergovernmental 7,040,000$
Transfer in General Fund 970,000$ 845,000$
Total Revenues 8,010,000$ 845,000$
Expenditure
CIP - Solid Waste Franchise Agreement Update 50,000$
CIP - Colma Creek Channel Trash Capture (Grant Funded) 7,040,000$ CIP - Financial Software Replacement 500,000$
CIP - Storm Drain System Assessment Phase II/III 70,000$ 70,000$ CIP - Town's IT Infrastructure Upgrades 100,000$ 55,000$ CIP - Sterling Park Rec. Center Furnace 25,000$
CIP - Facility Security 200,000$
CIP - Community Center Painting
CIP - Corp Yard Car Wash Upgrade 220,000$
CIP - HVAC System Replacement at PD
CIP - Solar Panel Backup Battery Install at CCC
CIP - Phone System Upgrade 250,000$
CIP - Sign Board 150,000$
CIP - Police Drone Program 100,000$
CIP - Zoning Code Amendment 25,000$
Total Expenditures 569,000$ 8,010,000$ 845,000$ Surplus/(Deficit) -$ -$
Street Capital
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Transfer in General Fund 750,000$ 225,000$
Total Revenues 750,000$ 225,000$
Expenditure
CIP - Collins Av Widening/Serramonte Phase I 150,000$ 500,000$ CIP - Annual Roadway Rehab 225,000$ 250,000$ 225,000$ Total Expenditures 375,000$ 750,000$ 225,000$ Surplus/(Deficit) -$ -$
10 COP - Debt Service
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
B
udget
FY 2025-26
Forecast
Revenues
Transfer in General Fund 295, 669$ 291,619$ 291,219$ Total Revenues 295,669$ 291,619$ 291,219$ Expenditures
Interest 160,669$ 156,619$ 151,219$ Principal 135,000$ 135,000$ 140,000$ Total Expenditures 295,669$ 291,619$ 291,219$ Surplus/(Deficit) -$ -$ -$ Vehicle / Fleet Replacement ISF
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
B
udget
FY 2025-26
Forecast
Revenues
ISF Allocations 250, 000$ 252,609$ 260,192$ Total Revenues 250,000$ 252,609$ 260,192$ Expenditure
Capital outlay 220,000$ 226,600$ 233,398$ Total Expenditures 220,000$ 226,600$ 233,398$ Surplus/(Deficit) 30,000$ 26,009$ 26,794$ 11 City Properties
FY 2023-24
Adopted Budget
FY 2024-25
Proposed
Budget
FY 2025-26
Forecast
Revenues
Rental 180,000$ 180,000$ 180,000$ Total Revenues 180,000$ 180,000$ 180,000$ Expenditures
Facility Ops - Creekside Villas 116,612$ 120,866$ 124,492$ Surplus/(Deficit) 63,388$ 59,134$ 55,508$ 12 STAFFING PLAN

POSITION TITLE
(Approved FTE)
2018-19
Actual
2020-21
Actual
2021-22
Actual
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Proposed

GENERAL GOVERNMENT
Administrative Services Dir. (also see Recreation) 0 .50 1.00 Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Accounting Manager 1.00 1.00 1.00
Accounting Technician 1.80 1.80 1.80 2.00 2.00 2.00 2.00 Administrative Technician I 1.00 2.00
Administrative Technician II/III 2.00 2.00 2.00 2.00 2.00 City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
City Manager / City Clerk
Human Resources Manager 0.80 0.45
Human Resources Analyst 1.00 1.00 1.00 1.00 1.00
Special Projects Management Analyst
General Government Total 6.10 7.25 7.80 8.00 9.00 9.00 9.00

PUBLIC WORKS
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maintenance Technician I/II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Maintenance Technician III
Public Works Department Total 3.00 3.00 3.00 3.00 3.00 3.00 3.00

RECREATION
Administrative Services Dir. (also see Gen'l Govt.) 0.50 Administrative Technician II
Part-time Facility Attendant (7 x .5) 3.50 3.50 3.50 3.50 3.50 3.50 3.50 Part-time Recreation Leader (8 x .5) 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Recreation Coordinator 1.00 2.00 2.00 2.00 2.00 2.00 2.00 Recreation Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Recreation Services Director
Recreation Department Total 10.00 10.50 10.50 10.50 10.50 10.50 10.50 POLICE
Administrative Technician III 1.00
Executive Assistant to the Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Officer 1.00 1.48 1.48 1.48 1.48 1.48 1.48 Detective 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Detective Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Dispatch Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Dispatcher 3.20 3.20 3.20 3.20 4.20 4.20 4.20
Officer 11.00 11.22 11.22 11.22 11.22 11.22 12.22
Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Police Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Sergeant 4.00 4.00 4.00 4.00 4.00 4.00 4.00
Police Department Total 25.20 25.90 25.90 25.90 26.90 26.90 27.90 Total Budgeted Staffing 44.30 46.65 47.20 47.40 49.40 49.40 50.40 Contract Services:

In addition to the Town Staff positions noted above, the Town contracts for services such as: City Attorney, Finance, Information Technology, Building Inspection, Engineering and Planning. This allows for flexibility and efficient delivery of services. I
f the Town were to directly staff these services, additional staffing would be required. 13 OPERATING DEPARTMENT BUDGETS
14 DEPARTMENT: CITY COUNCIL (110)

DEPARTMENT DESCRIPTION
The City Council Department is part of the General Government function and is primarily funded through the General Fund (Fund 11).

As the elected legislative body for the Town of Colma, the City Council plays a critical leadership role in shaping the Town’s future and ensuring effective governance. The Council fulﬁlls four primary roles: Legislative, Governing Body, Quasi-Judicial, and Representative. • Legislative – In its legislative capacity, the City Council enacts local laws through ordinances and resolutions that establish regulations and guide community standards. Examples of legislative actions include ordinances regulating land use and those addressing publ ic nuisances within the Town.
• Governing Body – Acting as the Town’s governing body, the Council functions similarly to a board of directors, establishing policies and strategic direction for the organization. The Council sets goals for the City Manager and City Attorney, determines overall staffing levels, and approves the budget. Under the Council-Manager form of government, the Council does not participate in day -to-day administrative operations, which are managed by the City Manager.
• Quasi-Judicial – The Council also serves in a quasi-judicial role, where it is required to hear evidence and make fair, impartial decisions on certain regulatory matters. This includes decisions on land use applications, such as use permits, and actions like revocation of permits. In these cases, the Council may be obligated to follow strict procedural requirements or exercise limited discretion.
• Representative – Council Members serve as official representatives of the Town in a variety of intergovernmental and regional forums. While acting in this role, Council Members follow the direction and policy set by the full Council. They represent the Town on boards, committees, and commissions such as the San Mateo County Council of Cities and other regional bodies.

STAFFING
The City Council consists of ﬁve at-large members elected to serve overlapping four-year terms. Each year, the Council selects one of its members to serve as Mayor.

REVENUES SUMMARY
City Council operation is entirely funded by General Fund revenues.

15 FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
ELECTED OFFICIALS 57,660$ 59,390$ 57,616$ DEFERRED COMPENSATION 6,000$ 6,180$ 6,180$ CASH IN LIEU - MEDICAL 9,000$ 9,750$ 9,750$ Salaries, wages Total 72,660$ 75,320$ 73,546$ PERS MISC. EMPLOYEES 18,729$ 19,982$ 7,017$ HEALTH 61,331$ 62,400$ 63,965$
DENTAL 8,582$ 12,449$ 11,340$
LIFE INSURANCE 273$ 330$ 330$ VISION 1,544$ 1,835$ 1,560$
SOCIAL SECURITY - EMPLOYER 4,494$ 3,896$ 3,644$ MEDICARE - EMPLOYER 1,051$ 934$ 852$ RETIREES HEALTH 32,088$ 31,908$ 32,865$ RETIREE DENTAL 4,992$ 5,232$ 5,389$ RETIREMENT HEALTH SAVINGS (RHSA) 519$ 534$ 519$ Benefits Total 133,604$ 139,500$ 127,481$
OFFICE SUPPLIES 99$ 515$ 530$ SPECIAL DEPARTMENT EXPENSE 65,417$ 72,100$ 74,263$ DONATIONS 64,720$ 139,050$ 143,222$
CONFERENCES & MEETINGS 2,890$ 2,060$ 3,000$ COUNCIL MEMBER A 447$ 2,575$ 2,500$ COUNCIL MEMBER B 305$ 2,575$ 2,500$ COUNCIL MEMBER C 508$ 2,575$ 2,500$ COUNCIL MEMBER D 495$ 2,575$ 2,500$ COUNCIL MEMBER E 350$ 2,575$ 2,500$ Training -$ 2,500$
Supplies & Services Total 135,230$ 226,600$ 236,015$ Grand Total 341,494$ 441,419$ 437,041$
16 DEPARTMENT: CITY ATTORNEY’S OFFICE (130)

DEPARTMENT DESCRIPTION
The City Attorney’s Department is part of the General Government Function and its main funding source is the General Fund (11).

The City Attorney’s Office provides in-house legal counsel and advisory services to the City Council, City Manager, and Town departments. The Office is responsible for ensuring that Town operations and legislative actions are conducted in compliance with a ll applicable laws and regulations.

Services include drafting and reviewing ordinances, resolutions, contracts, and legal documents; advising on land use, labor, and risk management issues; and representing the Town in administrative proceedings and litigation.

For FY 2025-2026, the City Attorney’s Office will continue to proactively support Town initiatives with responsive legal guidance, minimize legal risks, and ensure regulatory compliance. The Office also plays a vital role in supporting good governance and ethical standards across the organization.

STAFFING
The Town contracts for City Attorney services through a retainer.

REVENUES SUMMARY
City Attorney operation is entirely funded by General Fund revenues.

FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
COMPUTER EXPENSES & SERVICES -$ 3,090$ 3,183$ Supplies & Services Total -$ 3,090$ 3,183$ PROFESSIONAL SERVICES - CITY ATTORNEY 308,861$ 300,730$ 311,857$ PROFESSIONAL SERVICES - OUTSIDE COUNSEL -$ 10,300$ 10,609$ PROFESSIONAL CONSULTING SERVICES -$ 25,000$ 25,000$ Professional & Contract Services Total 308,861$ 336,030$ 347,466$ Grand Total 308,861$ 339,120$ 350,649$
17 DEPARTMENT: CITY MANAGER/CITY CLERK DEPARTMENT (140)

DEPARTMENT DESCRIPTION
The City Manager/City Clerk Department is part of the General Government Function, and its main funding source is the General Fund (11)
City Manager’s Office
The City Manager’s Office provides executive leadership and strategic direction for the Town of Colma, working in partnership with the City Council, staff, and community to implement policies, deliver services, and achieve long -term goals. The Office is re sponsible for overseeing day -to-day municipal operations, fostering organizational excellence, and promoting fiscal sustainability and community engagement.

Key functions include policy development and analysis, intergovernmental relations, organizational management, economic development, public communications, and strategic planning.

City Clerk’s Office
The City Clerk’s Office, a division of the City Manager’s Office, serves as the custodian of official Town records and the facilitator of transparent legislative processes. The Office prepares and distributes agendas and minutes for Town Council meetings, maintains the Town’s Municipal Code and legislative history, and manages the records retention and destruction program. It ensures compliance with the Brown Act, the Public Records Act, and the Political Reform Act, and administers municipal elections in collaboration with the San Mateo County Elections Office.

In FY 2025 -2026, the City Clerk’s Office will continue to enhance access to public information through digitization and online platforms, improve internal efficiency through technology upgrades, and provide professional support to the City Council, City Manager, and Town departments.

STAFFING
Staffing for the City Manager’s Office include the City Manager, the Administrative Services Director, the City Clerk, and two Administrative Technicians.

The Administrative Services Director is the Town’s Americans with Disabilities Act (ADA) Coordinator and is responsible for administering ADA requests for reasonable accommodation. Other responsibilities include Risk Manager, chairing the Safety Committee and ensuring the implementation of risk management activities, and General Services function.

REVENUE SUMMARY
City Manager/City Clerk operation is entirely funded by General Fund revenues. 18 FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
FULLTIME STAFF 644,821$ 856,887$ 874,463$
C
OMP TIME -$ 4,542$ -$
OVERTIME 3,967$ 1,246$ 3,000$
VACATION/SICK/COMP TIME PAYOFF 90,407$ 22,723$ 17,426$ DEFERRED COMPENSATION 3,750$ 4,944$ 5,000$ AUTO ALLOWANCE 3,600$ 3,600$ 3,600$
Salaries, wages Total 746,544$ 893,942$ 903,489$ PERS MISC. EMPLOYEES 199,856$ 238,728$ 147,846$ HEALTH 93,521$ 87,663$ 133,451$
DENTAL 9,833$ 12,397$ 11,340$
LIFE INSURANCE 252$ 330$ 330$
VISION 1,441$ 1,817$ 1,560$
HEALTH CLUB -$ 620$ 337$
SOCIAL SECURITY - EMPLOYER 41,339$ 49,646$ 55,297$ MEDICARE - EMPLOYER 10,822$ 11,881$ 12,932$ RETIREES HEALTH 128,304$ 127,632$ 130,000$
RETIREE DENTAL 12,659$ 13,068$ 13,000$
RETIREMENT HEALTH SAVINGS (RHSA) 8,145$ 6,164$ 13,069$ Benefits Total 506,173$ 549,945$ 519,162$
PUBLIC NOTICES 2,176$ 1,545$ 1,591$
OFFICE SUPPLIES 7,315$ 7,416$ 7,638$
POSTAGE 4,881$ 3,605$ 3,713$
SPECIAL DEPARTMENT EXPENSE 5,025$ 3,090$ 3,183$ DUES & PUBLICATIONS 21,068$ 23,216$ 23,913$ CONFERENCES & MEETINGS 3,872$ 7,210$ 7,426$ AUTO EXPENSE 155$ 309$ 318$
Supplies & Services Total 44,492$ 46,391$ 47,783$ VEHICLE REPLACEMENT (ISF) 11,645$ 11,994$ 12,354$ ISF Allocation Total 11,645$ 11,994$ 12,354$ ELECTION EXPENSE -$ 18,000$ -$
TRAINING 2,800$ 5,150$ 12,500$
Supplies & Services Total 2,800$ 23,150$ 12,500$ PROFESSIONAL CONSULTING SERVICES 149,059$ 235,664$ 245,000$ Professional & Contract Services Total 149,059$ 235,664$ 245,000$ FURNITURE 600$ 5,150$ 5,300$
Capital outlay Total 600$ 5,150$ 5,300$ Grand Total 1,461,313 $ 1,766,237 $ 1,745,588 $
19 DEPARTMENT: HUMAN RESOURCES (141)

DEPARTMENT DESCRIPTION

The Human Resources Department is part of the General Government Function, and its main funding source is the General Fund (11).

The Human Resources Division is responsible for personnel functions including policy development and compliance, recruitment and retention, compensation and beneﬁts administration. The Division’s budget contains program expenses for the annual employee recognition event, citywide training, safety committee activities and professional consulting services including labor negotiations.

STAFFING
The Division consists of the Management (HR) Analyst and is also supported by the Administrative Services Director position.

Between 2017 and 2020, the Town had a HR manager. The FTE started from 47% to 80%. The FY 2025-26 FTE includes one full-time Management (HR) Analyst.

REVENUE SUMMARY
The Human Resources operation is entirely funded by General Fund revenues.

20 FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-
26 Proposed
Budget
FULLTIME STAFF 150,795$ 160,186$ 150,247 $
PARTTIME STAFF -$ 19,467$ -$
VACATION/SICK/COMP TIME PAYOFF 5,107$ 5,274$ 2,566$ DEFERRED COMPENSATION 650$ 2,472$ 3,000$ Salaries, wages Total 156,552$ 187,398$ 155,812 $
PERS MISC. EMPLOYEES 14,141$ 19,620$ 20,943$
HEALTH 16,297$ 35,776$ 12,257$
DENTAL 2,682$ 2,490$ 2,268$
LIFE INSURANCE 68$ 66$ 66$
VISION 386$ 367$ 312$
HEALTH CLUB -$ 620$ 620$
SOCIAL SECURITY - EMPLOYER 9,830$ 9,618$ 10,893$ MEDICARE - EMPLOYER 2,299$ 2,243$ 2,179$
RETIREES HEALTH 16,032$ 20,948$ 20,948$
RETIREE DENTAL 4,992$ 5,232$ 5,232$
RETIREMENT HEALTH SAVINGS (RHSA) 2,262$ 2,017$ 2,017$ Benefits Total 68,989$ 98,998$ 77,734$
COMPUTER EXPENSES & SERVICES 79$ 10,352$ 10,662$ DUES & PUBLICATIONS 329$ 1,166$ 1,201$ CONFERENCES & MEETINGS 357$ 3,500$ 3,500$ AUTO EXPENSE -$ 433$ 446$
PERSONNEL RECRUITMENTS 8,115$ 21,115$ 21,748$ TRAINING 710$ 2,714$ 2,795$
EMPLOYEE PROGRAMS 2,173$ 3,033$ 3,124$
Supplies & Services Total 11,763$ 42,312$ 43,477$ PROFESSIONAL CONSULTING SERVICES 46,800$ 33,161$ 34,156$ Professional & Contract Services Total 46,800$ 33,161$ 34,156$ Grand Total 284,104$ 361,869$ 311,179 $
21 DEPARTMENT: FINANCE (150)

DEPARTMENT DESCRIPTION
The Finance Department is part of the General Government Function, and its main funding source is the General Fund (11).

The Finance Division is responsible for paying the Town’s bills, maintaining and reconciling accounts, payroll, ﬁnancial reporting, responding within one business day to vendor and employee inquiries and maintaining related records.

The Administrative Services Director is responsible for oversight of the Finance Division and also two non-departmental activities: General Services, which includes all insurance for the Town, utility bill payments and miscellaneous expenditures; and Debt Service for the 2015 Certiﬁcates of Participation Town Hall Renovation Project. Each of these activities has detailed budget pages.

STAFFING
The Finance Division is staffed by two Accounting Technicians (2.0 FTE) and one Accounting Manager (1.0 FTE). The Division reports to the Administrative Services Director.

REVENUE SUMMARY
The Finance operation is entirely funded by General Fund revenues.

22 FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-
26 Proposed
Budget
FULLTIME STAFF 244,933$ 479,980$ 405,405 $
COMP TIME 47$ 2,163$ 2,200$
OVERTIME 5,289$ 2,163$ 5,000$
VACATION/SICK/COMP TIME PAYOFF 10,028$ 4,038$ 8,108$ DEFERRED COMPENSATION 1,200$ 2,472$ 2,500$ Salaries, wages Total 261,497$ 490,816$ 423,213 $
PERS MISC. EMPLOYEES 38,344$ 43,025$ 64,354$
HEALTH 66,051$ 74,880$ 95,436$
DENTAL 4,649$ 4,928$ 6,804$
LIFE INSURANCE 131$ 132$ 198$
VISION 618$ 674$ 936$
HEALTH CLUB -$ 620$ 202$
SOCIAL SECURITY - EMPLOYER 15,637$ 12,735$ 25,638$ MEDICARE - EMPLOYER 3,657$ 3,045$ 5,996$
RETIREES HEALTH 32,088$ 31,908$ 63,908$
RETIREE DENTAL 4,992$ 5,232$ 5,200$
RETIREMENT HEALTH SAVINGS (RHSA) 1,946$ 3,028$ 1,726$ Benefits Total 168,112$ 180,206$ 270,398 $
COMPUTER EXPENSES & SERVICES 42,799$ 83,760$ 86,272$ SPECIAL DEPARTMENT EXPENSE 381$ 1,082$ 1,114$ DUES & PUBLICATIONS 160$ 867$ 893$
CONFERENCES & MEETINGS 4,393$ 4,867$ 5,013$ TRAINING 200$ 3,245$ 6,000$
Supplies & Services Total 47,934$ 93,820$ 99,292$ AUDITING - CARDROOM 54,528$ 51,500$ 53,045$
AUDITING - GENERAL 15,598$ 50,393$ 51,905$
PROFESSIONAL CONSULTING SERVICES 5,817$ 52,221$ 53,788$ Professional & Contract Services Total 75,942$ 154,114$ 158,737 $ Grand Total 553,485$ 918,955$ 951,641 $
23 DEPARTMENT: GENERAL SERVICES (151)
The General Services Department is part of the General Government Function, and its main funding source is the General Fund.

The General Services budget includes expenditures shared by all departments, such as the telephone system, cellular telephones, utilities and insurance. This Activity also includes the cost of funding Town-wide communications support (basic cable television) for residents .

FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
COMPUTER EXPENSES & SERVICES 144,495$ 106,300$ 106,300$ SPECIAL DEPARTMENT EXPENSE 6,567$ 7,900$ 7,900$ COMMUNICATIONS 37,721$ 37,300$ 37,300$
UTILITIES 77,633$ 80,000$ 80,000$
EQUIPMENT RENTAL 21,084$ 18,900$ 18,900$
Supplies & Services Total 287,500$ 250,400$ 250,400$ PROFESSIONAL CONSULTING SERVICES 4,998$ 5,019$ 5,019$ CITYWIDE COMMUNICATION SUPPORT 189,724$ 205,000$ 205,000$ Professional & Contract Services Total 194,722$ 210,019$ 210,019$ LIABILITY INSURANCE 963,163$ 1,043,120 $ 1,084,845 $ CLAIMS LITIGATIONS 140$ 52,000$ 54,080$ Insurance (Liability / Property) Total 963,303$ 1,095,120 $ 1,138,925 $ Grand Total 1,445,526 $ 1,555,539 $ 1,599,344 $
24 DEPARTMENT: POLICE DEPARTMENT

Colma Police Department Value Statement
The members of the Colma Police Department hold many values in high regard. We understand that as a value-driven service organization, we represent all who live, work, play and visit the Town of Colma, in all that we do. With this in mind, we have developed a list of core beliefs that compose our foundation. As a team, we will live up to these principles daily, and never forget that we are committed to our motto:
“Excellence is Our Standard”

PRIDE IN OUR PROFESSION
We are keenly aware that the actions we take as members of the Colma Police Department reflect upon ourselves, our organization, and most importantly, upon our profession as a whole. The uniform and badge that we wear with pride are symbols of our dedication to this fine profession. We take care of these symbols because we appreciate the trust and respect that they represent. Through continued personal and professional training, we will work hard to maintain and enhance the public trust and to serve our community to the best of our ability.

WE VALUE OUR STAFF AND EMPLOYEES
All members of the Colma Police Department are equally important and essential to the successful operation of our organization. As a team, we trust and respect one another and recognize individual accomplishments and contributions.

INTEGRITY
We are committed to upholding our position of trust by maintaining the highest ethical

25 standards, in both our personal and professional lives. We demand honest and ethical behavior from all members of our Department and strive to hold ourselves and each other accountable to these standards.

SERVICE
The Colma Police Department places a strong emphasis on serving the members of our community. We take pride in our ability to deliver high quality service to our unique town.

We demonstrate this by forming partnerships with our residents, businesses and other city officials, in our effort to keep our town safe.

26 Statistics

2022 2023 2024
Calls For Service 6,542 6,510 6,469
Total Cases Taken 1,857 1,977 1,622
Total Incidents Taken 22,016 23,865 25,397
RIPA Records Submitted 2,369 3,414 3,408
Cases Submitted through
CIBRS 1,093 1,442 2,999
Total Warrants 879 1,106 1,445
Total Citations 2,669 3,865 3,099

2022 2023 2024
Traffic Accident
Reports 34 33 41
Traffic Stops 1,183 1,596 1,730
DUI Arrests 27 34 19
Moving Citations 321 618 846
Parking Citations 2348 2,082 2,253
27 Police Administration

FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
FULLTIME STAFF 578,101$ 669,608$ 592,949$
COMP TIME 1,505$ 10,815$ -$
OVERTIME 15,192$ 28,119$ 30,000$
HOLIDAY PAY 13,453$ 17,686$ 10,039$
VACATION/SICK/COMP TIME PAYOFF 2,271$ 17,636$ 11,481$ DEFERRED COMPENSATION 2,950$ 6,180$ 3,000$ CASH IN LIEU - MEDICAL 3,000$ 3,250$ 3,250$ Salaries, wages Total 616,472$ 753,294$ 650,719$ PERS MISC. EMPLOYEES 8,878$ 11,839$ 61,024$ PERS SAFETY EMPLOYEES 354,959$ 405,729$ 72,894$ HEALTH 74,101$ 84,118$ 67,500$
DENTAL 6,436$ 7,213$ 6,804$
LIFE INSURANCE 252$ 265$ 198$
VISION 926$ 1,012$ 936$
HEALTH CLUB 564$ 1,850$ 202$
UNIFORM 2,483$ 3,076$ 2,050$
SOCIAL SECURITY - EMPLOYER 31,444$ 42,999$ 38,224$ MEDICARE - EMPLOYER 8,916$ 10,185$ 8,940$ RETIREES HEALTH 128,304$ 127,632$ 130,000$
RETIREE DENTAL 24,948$ 26,124$ 30,000$
RETIREMENT HEALTH SAVINGS (RHSA) 5,044$ 5,036$ 5,599$ Benefits Total 647,257$ 727,079$ 424,371$
POSTAGE 810$ 1,704$ 1,755$
COMPUTER EXPENSES & SERVICES 96,459$ 129,523$ 133,408$ SPECIAL DEPARTMENT EXPENSE 13,552$ 9,650$ 9,940$ DUES & PUBLICATIONS 6,905$ 5,026$ 5,177$ CONFERENCES & MEETINGS 4,055$ 7,998$ 8,238$ COMMUNICATIONS 9,569$ 8,240$ 8,487$
Supplies & Services Total 131,351$ 162,141$ 167,005$ VEHICLE REPLACEMENT (ISF) 46,951$ 46,951$ 48,360$ ISF Allocation Total 46,951$ 46,951$ 48,360$ TRAINING 1,432$ 6,180$ 6,365$
INNER PERSPECTIVES EXPENSES 12,725$ 12,360$ 12,731$ INVESTIGATIONS 16,412$ 25,750$ 26,523$
PROPERTY AND EVIDENCE 1,901$ 3,162$ 3,257$ Supplies & Services Total 32,470$ 47,452$ 48,876$ COUNTYWIDE SERVICES CONTRACTS 99,774$ 120,669$ 124,289$ Professional & Contract Services Total 99,774$ 120,669$ 124,289$ EQUIPMENT PURCHASES -$ 1,030$ 1,061$ FURNITURE 6,858$ 515$ 530$
Capital outlay Total 6,858$ 1,545$ 1,591$ Grand Total 1,581,133 $ 1,859,130 $ 1,465,210 $
28 Police Patrol

FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
FULLTIME STAFF 2,336,468 $ 2,555,163 $ 3,133,972 $
PARTTIME STAFF -$ 77,250$ 70,000$
COMP TIME 34,892$ 46,350$ 50,000$
OVERTIME 635,246$ 227,115$ 500,000$
HOLIDAY PAY 137,632$ 144,200$ 148,332$
VACATION/SICK/COMP TIME PAYOFF 14,192$ 70,998$ 59,333$ DEFERRED COMPENSATION 16,300$ 18,540$ 6,000$ Salaries, wages Total 3,174,729 $ 3,139,616 $ 3,967,637 $ PERS SAFETY EMPLOYEES 1,313,594 $ 1,381,908 $ 1,422,792 $ HEALTH 363,209$ 329,855$ 386,679$
DENTAL 34,864$ 42,326$ 38,556$
LIFE INSURANCE 987$ 1,122$ 1,122$
VISION 5,017$ 5,311$ 5,304$
HEALTH CLUB 2,099$ 3,550$ 1,146$
UNIFORM 16,675$ 15,378$ 15,378$
SOCIAL SECURITY - EMPLOYER 167,491$ 185,347$ 208,135$ MEDICARE - EMPLOYER 45,966$ 43,419$ 48,677$ RETIREES HEALTH 529,260$ 526,464$ 550,000$
RETIREE DENTAL 42,432$ 44,436$ 50,000$
RETIREMENT HEALTH SAVINGS (RHSA) 17,585$ 15,222$ 4,957$ Benefits Total 2,539,179 $ 2,594,338 $ 2,732,744 $
SPECIAL DEPARTMENT EXPENSE 34,499$ 25,750$ 26,523$ DUES & PUBLICATIONS -$ 1,030$ 1,061$ CONFERENCES & MEETINGS 37$ 1,030$ 1,061$ AUTO EXPENSE 124,402$ 113,300$ 116,699$
Supplies & Services Total 158,938$ 141,110$ 145,343$ VEHICLE REPLACEMENT (ISF) 116,073$ 116,073$ 119,555$ ISF Allocation Total 116,073$ 116,073$ 119,555$ TRAINING 38,418$ 30,900$ 31,827$
CITATION PROCESSING (BKNG FEE PRE-2012) 21,108$ 8,240$ 8,487$ INVESTIGATIONS 121$ 2,060$ 2,122$
Supplies & Services Total 59,647$ 41,200$ 42,436$ Grand Total 6,048,566 $ 6,032,337 $ 7,007,715 $
29 Police Dispatch and Communications

FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
FULLTIME STAFF 466,601$ 606,016$ 759,601$
PARTTIME STAFF 47,067$ 20,600$ 40,000$
COMP TIME 3,598$ 6,695$ 6,000$
OVERTIME 123,748$ 32,960$ 120,000$
HOLIDAY PAY 29,518$ 30,385$ 33, 399$
VACATION/SICK/COMP TIME PAYOFF 2,927$ 14,240$ 13,360$ DEFERRED COMPENSATION 3,100$ 6,180$ 6,100$ CAD ADMIN. INCENTIVE PAY 12,289$ 11,767$ 12,000$ CASH IN LIEU - MEDICAL -$ 3,125$ 3,500$ Salaries, wages Total 688,848$ 731,968$ 993,959$ PERS MISC. EMPLOYEES 101,771$ 119,983$ 139,321$ UNEMPLOYMENT -$ 103$ -$
HEALTH 124,723$ 104,832$ 141,430$
DENTAL 9,919$ 12,449$ 11,340$
LIFE INSURANCE 289$ 330$ 330$
VISION 1,441$ 1,835$ 1,560$
HEALTH CLUB -$ 620$ 337$
UNIFORM 3,293$ 4,000$ 3,874$
SOCIAL SECURITY - EMPLOYER 39,496$ 41,059$ 50,234$ MEDICARE - EMPLOYER 9,955$ 9,653$ 11,748$ RETIREES HEALTH 96,228$ 95,724$ 100,000$
RETIREE DENTAL 14,988$ 15,684$ 17,000$
RETIREMENT HEALTH SAVINGS (RHSA) 3,260$ 3,510$ 385$ Benefits Total 405,363$ 409,781$ 477,559$
OFFICE SUPPLIES 8,500$ 9,270$ 9,548$
COMPUTER EXPENSES & SERVICES 45,826$ 44,290$ 45,619$ SPECIAL DEPARTMENT EXPENSE 419$ 2,833$ 2,917$ DUES & PUBLICATIONS 500$ 412$ 424$ CONFERENCES & MEETINGS 78$ 4,120$ 4,244$ COMMUNICATIONS 31,588$ 30,900$ 31,827$
TRAINING 3,865$ 6,438$ 6,631$
Supplies & Services Total 90,776$ 98,262$ 101,210$ EQUIPMENT MAINTENANCE 61,462$ 58,710$ 60,471$ Professional & Contract Services Total 61,462$ 58,710$ 60,471$ FURNITURE -$ 515$ 530$
Capital outlay Total -$ 515$ 530$ Grand Total 1,246,449 $ 1,299,236 $ 1,633,729 $
30 Police Grant Beneﬁts

FY 2023-24
Actual
FY 2024-25
Adopted Budget
FY 2025-26
Proposed
Budget
VACATION/SICK/COMP TIME PAYOFF -$ 2,178$ 3,177$ Salaries, wages Total -$ 2,178$ 3,177$ PERS MISC. EMPLOYEES 36,698$ 38,405$ 38,000$ RETIREES HEALTH 16,032$ 15,948$ 12,257$ RETIREE DENTAL 2,496$ 2,604$ 2,268$ Benefits Total 55,226$ 56,957$ 52,525$ Grand Total 55,226$ 59,135$ 55,702$ 31 DEPARTMENT: PUBLIC WORKS (310)
DIVISION: ADMINISTRATION/ENGINEERING/BUILDING

DIVISION DESCRIPTION
The Public Works/Engineering & Building Division consists of contract professionals to provide the staffing for the day-to-day duties:
• Town’s ﬁve-year Capital Improvement Program (CIP).
• Countywide Storm Water NPDES permitting and maintenance program. • Grant Administration
• Biannual Pavement Management System
• Land Development review and Grading plan check and permitting • Encroachment plan check, permit and inspection
• Geographical Information System (GIS) upkeep
• City Surveyor services
• Department administration responsibilities
• Town facility oversight
• Right of Way oversight, utilities, landscaping, lighting, signals, Street & sidewalks • Sewer Enterprise, annual charges,
• Building Department plan review, permitting and inspection • CASp (Certiﬁed Access Specialist) services
• Building Department Administration
The Division assists the Public Works Maintenance, Colma’s Planning Divisions and the Town’s Police and Recreation Departments in their current and future infrastructure and facility needs. These activities are partially supported by fees.

STAFFING
Public Works Administration, Engineering and Building Division services are provided under contract with CSG Consultants. The Division coordinates and assists with the Public Works Maintenance Division but does not oversee maintenance operations, Supervision of the maintenance department is provided by the City Manager.

32 REVENUES SUMMARY
The Engineering and Building departments generate Revenues from permit activities. The fees and charges collected offsets the services provided for encroachment review, inspection, and other development activities. The fees and charges assessed are based on the City Council approved cost of service fee study and has a target recovery of 90%.

ACCOMPLISHMENTS/GOALS
Accomplishment Highlights for FY 2024-25:
• Completed the Hillside Boulevard Roadway Rehabilitation Project • Started Updating the Town’s Sanitary Sewer management Plan • Continued work on various CIP Projects:
 ECR Bicycle and Pedestrian Improvement project
 Serramonte Phase I roadway improvement project
 Lawndale Crosswalk Project
 Annual Roadway Rehabilitation project.
 Hillside Boulevard Phase II project
• Grant applications and awards.
• Expanded the Geographical Information System (GIS).
• Continued work on the Smart Corridor Project.
• Represented the Town at local and regional meetings regarding: NPDES, New Development, Public Information & Participation, Integrated Pest Management, Trash Capture Committee, County Storm Water Committee and the Colma Creek TAC & Advisory Committee
• Provide guidance to the Public Works Maintenance Division • Completed the PSR-PDS Phase of the ECR Bicycle and Pedestrian Plan • Continued work on the PA&ED portion (required environmental review) of the ECR Bicycle and Pedestrian Plan
• Update MTC’s Street Saver program and re-establish new Pavement Condition Index (PCI) from 76 to 84, (Scale 1 to 100)
• Complete Solar installation at Colma Community Center Proposed Goals for FY 2025-26
• Design work on Phase II of the Hillside Boulevard Improvement project, inclusive of community meetings
• Install exterior digital display boards at Colma Police Department and Colma Community Center
• Complete 3
rd phase of the Storm Drain System and Mapping
33 • Start solar installation at Colma Town Hall and Colma Police Department • Continued work on Solid waste Franchise Agreement
• Enhance our residential and commercial outreach regarding economical practices that can enhance sustainability and economic growth.
• Complete design and environmental work on the Colma Creek Trash Capture, pursue additional funding through CalTrans.
• Complete the environmental phase of the El Camino Real Bicycle and Pedestrian, start the plans, speciﬁcations, (Applied for grant Funding) • Install new HVAC at Sterling Park Rec Center, (Grant Funded) • Start the feasibility study for Serramonte Boulevard Enhancement/Beautiﬁcation project.
• Complete Lawndale high visibility Crosswalk Project
• Study the beneﬁts of a residential sanitary sewer insurance program for residents. • Implement asset management system and cost accounting procedures and process in the Towns Municipal Regional Stormwater Permit.
• Continue pursuing outside funding for Towns major capital projects. • Complete the cost-of-service study, (Department Master Fee Schedule) • Update the Sewer Enterprise fee schedule and update Sanitary Sewer Master Plan.

BUDGET HIGHLIGHTS
The FY 2025-26 Proposed Budget is an estimated 2.5% increase from the FY 2024-25 Budget.

34 FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-
26 Proposed
Budget
PUBLIC NOTICES -$ 1,500$ -$
SPECIAL DEPARTMENT EXPENSE 401$ 3,000$ 3,000$ DUES & PUBLICATIONS 160$ 1,500$ 2,500$ CONFERENCES & MEETINGS -$ 1,500$ 1,500$ Supplies & Services Total 561$ 7,500$ 7,000$ PROFESSIONAL ENGINEERING SVC-GENERAL 666,438$ 798,315$ 822,000 $ PROFESSIONAL BLDG/INSPECTION SERVICES 117,382$ 115,000$ 115,000 $ PROFESSIONAL CONSULTING SERVICES 40,813$ 50,000$ 50,000$ Professional & Contract Services Total 824,633$ 963,315$ 987,000 $ Grand Total 825,194$ 970,815$ 994,000 $
35 PLANNING DEPARTMENT
The Planning Department is responsible for Current and Advanced Planning, Code Enforcement, and Sustainability.
"Current planning" refers to the day -to-day review and processing of land use entitlements – rezoning, subdivision, land use, development plan, tree permit, conditional use permits and variance applications to name a few, for conformance with local, and relevant State regul ations including CEQA review. The Division is responsible for the review of proposed land use development applications to ensure they conform to plans and policies. The Division provides assistance to applicants to prepare and obtain planning permits, and to help them understand the regulations that apply to their projects. Current planning implements and enforces the Zoning Ordinance and Municipal Code.

Provide customer service by responding to a wide range of inquiries generated by email, telephone, meeting requests, and at the public counter. Review development applications and construction drawings and issue permits. Coordinate and oversee internal and external plan checks.

Assist and facilitate key development projects in the city, including meeting with developers and providing direction. Provide project management services to facilitate the review and processing of all development proposals through the City’s regulatory process; prepare reports and presentations; facilitate community informational meetings and community outreach; negotiate agreements and conditions of project approval; provide leadership; and ensure full involvement from internal departments/divisions.

Below is some data for work completed by Planning Staff for the last three years:

Type of Permit FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 Process Business
Licenses

252

205

215

To be
determined
Minor Design Review
Permit
2 2 1 To be
determined
Permits requiring
Council approval:
• Major Design
Review
• Conditional Use
• Variance
• Planned
Development
• Major Use Permit
• Lot Line
Adjustment
• Parcel Map
• Subdivision
• Recycler's Permit

2 1

4 To be
determined
36 Tree Permit 2 1 1 To be
determined
Sign Permit 1 4 2 To be
determined
Temporary Use
Permit/Special Event
Permit
1 1 4 To be
determined

In addition, Planning staff responds to a variety of public inquiries, in cluding, on average per week, 15 phone calls, 15 email messages, 4 people at the public counter and 1 or 2 scheduled appointments.
“Advance planning” refers to comprehensive planning and policy efforts that determine how land is developed and used as a development guide for future development of the City. It also includes the creation and preparation of Zoning Ordinance and General Plan updates and amendments. The Planning D ivision provides long -term vision and policies for future development through studies, analysis, and the preparation of comprehensive plans, essentially setting the vision and framework for future "current planning" activities to follow. The Zoning Code implements the General Plan.

Provide staff to various internal committees and present new policy recommendations to the City Council.

The Planning Department must stay updated on current legislative changes by attending various local and regional organizations that address state and regional mandates.

The following areas in Advanced Planning continue to keep Planning Staff very busy:

Metropolitan Transportation Committee’s (MTC) Transit-Oriented Communities Policy Local jurisdictions are required to demonstrate compliance with MTC’s Transit -Oriented Communities (TOC) Policy adopted in September 2022 and revised in October 2023. The TOC Policy seeks to support the region’s transit investments by ensuring communities around transit stations and along transit corridors are places that not only support transit ridership, but are places where Bay Area residents of all abilities, income levels , and racial and ethnic backgrounds can live, work, and access services, such as education, childcare and healthcare. The TOC Policy is rooted in Plan Bay Area 2050 (PBA 2050), the region’s Long Range Transportation Plan/Sustainable Communities Strategy, and addresses all four element of the plan – transportation, housing, the economy, and the environment. Compliance with the TOC Policy is voluntary for jurisdictions that want to advance the goals of PBA 2050 or to be eligible and/or competitive for some MTC discretionary funding.

The TOC policy requirements consist of the following four elements:

1. Residential and office density: Minimum residential and commercial office densities for new development

2. Housing/Commercial Policies: Affordable housing production, preservation and protection, and stabilizing businesses to prevent displacement

3. Parking management

4. Transit station access and circulation.

The Town of Colma has been awarded $100k in grant funding towards the ﬁrst policy. 37 Housing Element Update Implementation
In March 2024, California Department of Housing and Community Development (HCD) found the Town’s adopted Housing Element in substantial conformance with the Housing Element Law. HCD requires that the Town continue timely and effective implementation of all programs including but not limited to the following:

• Program 2.2 (Accessory Dwelling Units (ADU)
• Program 3.1 (Objective Development and Design Standards) • Program 3.2 (Density Bonus Provisions)
• Program 3.3 (High Density Housing near BART Stations) • Program 3.5 (Housing Element Overlay Zone)
• Program 4.5 (Low Barrier Navigation Centers)
• Program 5.2 (Human Investment Project)
• Program 5.4 (Extremely Low-Income Households)
• Program 5.6 (Single Room Occupancy)

The Town must monitor and report on the results of these and other programs through the annual progress report, required pursuant to Government Code section 65400. Government Code section 65585, subdivision (i) grants HCD authority to review any action or failure to act by a local government that it determines is inconsistent with an adopted housing element or housing element law. Planning staff continues to work on these programs and will each year. Some of these programs required Zoning Code Amendments which will be forwarded to the City Council later this year.

CODE ENFORCEMENT
The Town of Colma has adopted Municipal Code regulations that help aesthetically enhance the Town as well as keep it safe. The Code Enforcement Division protects the quality of life, property values and the environment for the residents, businesses, and cemeteries of Colma. This is accomplished by developing and promoting safe and healthy neighborhoods through education and compliance of the codes, ordinances and permits in a proper and timely manner within the limits of the law.

Below are statistics for the number of code enforcement cases conducted and types for the last few years.

Department Duty FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 Code compliance
cases opened
(does not include
first and second
notices)

5 3

5 7

SUSTAINABILITY

Sustainability services for the Town of Colma consists of providing management services for a variety of programs including the following:

Continue implementation of the Climate Action Plan and policies programs to reduce greenhouse gas (GHG) emissions and to identify cost-effective programs and policies to comply with California’s GHG emission reduction goals and mitigate the negative impacts of climate change. 38 Compliance assistance with Climate Pollutants, and Organic Waste Reductions (SB 1383) – continue providing plan, design, implementation, and reporting services to support compliance with SB 1383 (Organics Diversion Mandate). Additional compliance assistance is available for: AB 341 (Mandatory Commercial Recycling), AB 1826 (Mandatory Commercial Organics Recycling), AB 939 (Integrated Waste Management Mandate)
Recycling/Solid Waste Program Management (Zero Waste Planning) Monitoring implementation of the Recycling/Solid Waste Programs that prioritize higher impact and cost-effective options to meet zero waste targets and sustainability goals.

Franchise Agreement Compliance Monitoring & Recycling/Solid Waste Program Development Monitoring compliance with the Franchise Agreement enables Colma to understand if the hauler is adequately meeting performance requirements, providing accurate franchise fee payments, and delivering on other requirements in their franchise agreement.

Franchise agreement compliance monitoring and program development includes:
• Analyze diversion rates, collection programs, technical assistance, processing capabilities • Identify/evaluate fee alternatives for sustained program funding • Develop new diversion programs to meet mandates
• Design new performance standards, incentives, and penalties • Provide training for commercial technical assistance
• Manage CalRecycle compliance reports
Sustainability Work Program
For the 25/26 budget, the Town’s Sustainability Manager will expand program implementation based on Colma’s Climate Action Plan (CAP) 2030 to make progress toward meeting the greenhouse gas emissions (GHG) reduction target of 40% reduction from the 2005 ba se year by 2030. The most recent GHG inventory shows Colma reduced GHG 16.52% from the base year, therefore significant efforts and programs need to be implemented to meet the 40% reduction target established in the Town’s CAP by 2030. Using the Town’s CAP as a guiding document, the Town’s Sustainability Manager will implement the selected CAP programs with a focus on leveraging grant funds, programs that save the Town money, and programs that leverage regional programs (e.g., PCE and Office of Sustainability programs) to reduce staff time and cost.

Additional work involves development of the new franchise agreement to be compliant with state mandates related to organics, recycling, and solid waste (e. g. Senate Bill 1383, Assembly Bill 341, etc.), and development of an amended and restated franchise agreement to bring it to current industry standards for the new term to commence September 1 2026. This work will involve several meetings with Town staff, City Council, Republic, and others regarding the new 10 -year term agreement.

Also, new grant funding is becoming available for electric vehicle infrastructure, green business and electrification. Staff will be working directly with Colma businesses to take advantage of these grants and cost-saving alternatives. Specific programs to be completed in 25/26 include:
• Manage reporting and audit with CalRecycle for SB 1383/AB 341 compliance • Develop the new amended & restated franchise agreement for new 10-year term • Manage the current agreement compliance with Republic with focus on commercial, construction, and demolition diversion improvements
• Meetings with Colma businesses to consider using regional grant funds for EV charging stations and electrification upgrades.
39 • Expand outreach/education via social media for Colma residents to learn benefits of electrification, energy efficiency opportunities using rebates and grant funds. • Manage compliance with RCD for organics procurement to meet annual target. • Meetings with Colma cemeteries’ managers, facilities, and owners to consider electrification, energy efficiency and water conservation grant funded opportunities. • Complete outreach/education regarding rebates, 0% financing, resources for electrification for residents

FY 2023-24
Actual
FY 2024-25
Adopted Budget
FY 2025-
26 Proposed
Budget
BANK/CREDIT CARD CHARGES 9,079$ 6,813$ 7,018$ Supplies & Services Total 9,079$ 6,813$ 7,018$ GENERAL PLANNING ADMINISTRATIVE SUPPORT 3,938$ 20,000$ 20,600$ GENERAL PLANNING SERVICES 390,374$ 403,250$ 415,300 $ ADVANCED PLANNING SERVICES 64,146$ 125,000$ 138,000 $ CODE ENFORCEMENT 24,819$ 36,230$ 37,700$ SUSTAINABILITY SERVICES 117,093$ 86,520$ 123,600 $ ECONMIC DEVELOPMENT 5,221$ 10,000$ 60,000$ Professional & Contract Services Total 605,590$ 681,000$ 795,200 $ Grand Total 614,669$ 687,814$ 802,218 $ 40 DEPARTMENT: RECREATION (510)

DEPARTMENT DESCRIPTION
The Recreation Services Department offers a variety of programs, activities, and events for Colma residents of all ages, from youth to seniors, at two park facilities: Colma Historical Park & Community Center and Sterling Park. These programs include Fitness, Enrichment, Special Events, Cultural Activities, Sporting Events, Trips, and Community Gatherings. The department strives to provide a well-rounded selection of offerings that cater to all age groups throughout the ﬁscal year.

To maintain accessibility and affordability, program fees are structured through a policy -based system that offers greater discounts for programs beneﬁting the broader community, as opposed to those serving only individuals. This fee structure, which was approved by the City Council in 2011, has traditionally allowed the Recreation Services Department to recover between 12% and 14% of its operational costs, including the maintenance of recreation facilities.

Despite this temporary setback, the department has historically seen steady growth in program participation since FY 2012-13. This increase can be attributed to the department’s focus on offering more in -house activities and expanding community -based progr amming, ensuring there are opportunities for all residents, regardless of age or background. A signiﬁcant boost in participation occurred during the town’s Centennial Year, which was celebrated in 2024. The year -long commemoration of Colma’s 100th anniver sary brought heightened community engagement and pride, leading to increased involvement in various recreational events. Special Centennial -themed activities, including the Colma Community Fair, the Centennial Parade, and a series of historical and cultural programs, attracted many residents to participate in both long-standing and new community events. This surge in participation added to the overall success of the Recreation Services Department’s offerings during this time.

The 2025 -2027 Strategic Plan emphasizes the development and implementation of intergenerational programs that cater to individuals of all ages and abilities. These programs will focus on promoting overall wellness, including mental, physical, and emotional health. In the coming years, staff plans to continue hosting annual events like the Ghost Run, offer a variety of ﬁtness programs, and organize a health fair. Additionally, there will be an increased effort to create more opportunities for community members of all ages and abilities to engage in activities that encourage physical movement and wellness, fostering a stronger connection to the parks and one another.

These initiatives will also include programs designed to support mental health, providing resources and activities that promote emotional well-being and social connection across generations.

As the department continues to evolve and adapt to the needs of the community, it remains committed to offering a wide variety of programs that enrich the lives of Colma residents. The future looks promising as the Recreation Services Department focuses on furthering its mission to serve as a community hub that brings people together, celebrates local culture, and promotes health and well-being for all.

STAFFING
The staffing for this Department includes one Recreation Manager, two Recreation Coordinators,

3.75 FTE in part-time Facility Attendants and 4.0 FTE in part-time Recreation Leaders.

41 ACCOMPLISHMENTS/GOALS
During 2024-2025, the Recreation Services Department:
• Continue to partner with Second Harvest Foodbank of San Mateo County delivering food to populations in need in Colma.
• Hosted a wide variety of programs and activities highlighting Colmas 100th year Anniversary, such as:
 Hosting a youth Centennial Logo coloring contest
 Art show displaying contest participants at our Annual Town Picnic  Centennial Mixer at Town Hall on August 2, 2024
 Hosted our Annual Town Picnic highlighting the “Cultures of Colma. ”  Staff hosted our Annual Colma Tree Lighting at a larger scale including craft vendors, food truck and an ice-skating rink highlighting our Centennial Year  We ended the year with our Annual Adult Holiday Party. • Partnered with Italian Cemetery to safely host two Cinema’s at the Cemetery, and one showing consisting of a PG-13 ﬁlm (Twilight)
• Hosted community programs such as:
 Summer Concert Series
 Dia de los Muertos
 Parol Lantern Workshop
 Veterans Day Celebration at Veteran Village
Future Objectives
For FY 2025-2026, the Recreation Services Department will:
• Coordinate the Annual Town Picnic and Adult Holiday Event; • Continue to host annal culture events: Dia de los Ninos, Dia de los Muertos, Cinema at the Cemetery, Trunk or Treat and the Parol Lantern Workshop; • Attempt to provide the same service level (offer the same number of programs and meet participation levels) as FY 2019-20 (Pre-Covid 19);
• Continue to develop and offer more intergenerational programs:
 Dia de los Ninos
 Streets Alive – Family Field Day
 Grandparents Day Celebration
 Family Cooking Class and Bingo Night
 Family Art Show
 Special Camp Events – Multicultural Potluck

42  Trunk or Treat
 Working with local shopping centers promoting economic development

Since 2020-21, the Recreation Services Department has offered approximately 644 programs with an average of 6,031 residents participating annually.

Fiscal Year Number of Programs Offered Program Participation 2020-21 Actual* 75 5,500
2021-22 Actual* 154 4,842
2022-23 Actual* 189 6,404
2023-24 Actual 210 8,081
2024-25 Estimated 215 9,000
2025-26 Goal 230 9,250
*Affected by COVID-19
Program Demographics
The Recreation Services Department follows recreation program policies set forth in the Administrative Code. These policies direct staff to develop activities for all demographics in all program elements. Below are graphs that show how the Department has s atisﬁed the Recreation Department Program Guidelines with equitable programming and participation over the past few years. The Department will continue to meet these goals by developing programming attractive to all ages and abilities.

Program Registration
As the Recreation Services Department has expanded its program offerings, the transition from in- person to online registration has played a signiﬁcant role in enhancing accessibility and convenience for residents. Online registration allows participants to easily sign up for programs at any time, from the comfort of their homes, reducing wait times and providing immediate conﬁrmation of registration. This shift has contributed to a steady increase in program participation, as it accommodates the schedules of busy families and individuals. In contrast, in -person registration, while still available, can be more time-consuming and less ﬂexible, requiring residents to physically visit the registration site during speciﬁed hours. The ability to register online has become especially important in the wake of the COVID -19 pandemic, providing a safer and more efficient option for residents to engage with the department’s offerings.

43 Participation by Gender

Participation by Age

44 45

FY 2025-26 Forecast FY 2023-24
Actual
FY 2024-25
Adopted Budget
FY 2025-26
Proposed
Budget
FULLTIME STAFF 306,873$ 314,701$ 360,000$ PARTTIME STAFF 231,614$ 245,000$ 350,000$ COMP TIME 818$ 2,163$ 2,200$ OVERTIME 1,218$ 2,163$ 2,200$ VACATION/SICK/COMP TIME PAYOFF -$ 6,294$ 7,138$ DEFERRED COMPENSATION 1,200$ 3,708$ 2,000$ Salaries, wages Total 541,723$ 574,029$ 723,538$ PERS MISC. EMPLOYEES 24,211$ 32,382$ 117,591$ UNEMPLOYMENT -$ 7,700$ -$ HEALTH 64,843$ 54,288$ 78,569$ DENTAL 6,436$ 7,469$ 6,804$ LIFE INSURANCE 189$ 200$ 198$ VISION 926$ 1,100$ 936$ HEALTH CLUB -$ 620$ 202$ SOCIAL SECURITY - EMPLOYER 33,121$ 32,585$ 58,697$ MEDICARE - EMPLOYER 7,746$ 7,100$ 13,728$ RETIREES HEALTH 64,152$ 63,816$ 75,000$ RETIREE DENTAL 2,472$ 2,592$ 3,000$ RETIREMENT HEALTH SAVINGS (RHSA) 4,615$ 4,720$ 3,340$ Benefits Total 208,712$ 214,573$ 358,065$ 46 FY 2025-26 Forecast FY 2023-24
Actual
FY 2024-25
Adopted Budget
FY 2025-26
Proposed
Budget
OFFICE SUPPLIES 2,391$ 3,605$ 3,800$ POSTAGE 5,013$ 5,665$ 6,500$ COMPUTER EXPENSES & SERVICES 7,337$ 6,695$ 6,900$ SPECIAL DEPARTMENT EXPENSE 2,884$ 6,180$ 7,000$ PRINTING 5,386$ 6,180$ 6,600$ DUES & PUBLICATIONS 2,549$ 2,700$ 2,650$ BANK/CREDIT CARD CHARGES 7,458$ 5,974$ 6,150$ CONFERENCES & MEETINGS 4,736$ 6,180$ 8,360$ COMMUNICATIONS 7,794$ 7,725$ 7,950$ AUTO EXPENSE 1,682$ 2,575$ 2,650$ EQUIPMENT RENTAL 8,310$ 7,725$ 7,960$ EQUIPMENT MAINTENANCE -$ 82$ -$ Supplies & Services Total 55,540$ 61,286$ 66,520$ VEHICLE REPLACEMENT (ISF) 13,475$ 13,879$ 14,300$ ISF Allocation Total 13,475$ 13,879$ 14,300$ TUITION REIMBURSEMENT -$ 1,030$ 1,000$ COMMUNITY SERVICES 27,557$ 32,500$ 45,000$ PICNIC 19,099$ 25,000$ 25,000$ HOLIDAY EVENTS 39,446$ 45,900$ 52,100$ DAY CAMP 31,054$ 28,840$ 35,000$ CULTURAL EVENTS 2,890$ 4,000$ 4,500$ SPORTING EVENTS 2,485$ 2,500$ 3,000$ TEEN EVENTS 134$ 7,210$ 7,000$ CHILDREN EVENTS 5,086$ 6,180$ 6,400$ CONVALESCENT HOLIDAY PROGRAM -$ 111$ -$ RECREATION PROGRAMS 72,257$ 66,950$ 75,000$ Supplies & Services Total 200,008$ 220,221$ 254,000$ PROFESSIONAL CONSULTING SERVICES 35,525$ 61,800$ 45,000$ Professional & Contract Services Total 35,525$ 61,800$ 45,000$ EQUIPMENT PURCHASES 4,506$ 10,300$ 47,500$ Capital outlay Total 4,506$ 10,300$ 47,500$ Grand Total 1,059,489$ 1,156,089$ 1,508,923 $ 47 DEPARTMENT: PUBLIC WORKS (320)
DIVISION: PUBLIC WORKS MAINTENANCE

DIVISION DESCRIPTION
The Maintenance Division is responsible for the upkeep and maintenance of public streets, sidewalks, traffic signals, streetlights and public facilities. The Division also manages roadway weed and litter control, graffiti abatement and participates in the Countywide Storm Water Program and responds to sanitary sewer overﬂows. The Division also manages the landscape and facility janitorial maintenance contracts.

STAFFING
The Division is composed of one Maintenance Supervisor and two Maintenance Technicians, overseen by the City Manager.

ACCOMPLISHMENTS/GOALS
Accomplishment Highlights for FY 2024-25:
• Abated sidewalk tripping hazards at various locations townwide. • Installed street furniture in Sterling Park Neighborhood, (F Street). • Installed erosion wall on Junipero Serra Boulevard.
• Assisted Property manager in various upgrades at Creekside Villas. • Continued to replace street signs to meet the new standards for retro reﬂectivity. • Maintained, cleaned and repaired storm drain catch basins trash capture devices townwide.
• Worked with the County to establish trash management areas throughout the Town to abate trash issues in the right of way and water ways.
• Reﬁned systems to conserve water use.
• Inspected and certiﬁed all Town-owned backﬂow devices. • Completed minor construction and painting projects.
• Re-establish irrigation system on El Camino Real Islands

48 For FY 2025-26, the Division goals include:
• Elevate the roles and responsibilities of the Maintenance Technicians. • Continue work on meeting the Municipal Regional Permit’s (MRP) goal in reducing trash and debris in the water ways and maintaining the management areas throughout the commercial districts.
• Establish a cost accounting procedure to comply with The Regional Boards (MRP). • Continue work on abating sidewalk tripping hazards
• Perform preventative maintenance of equipment and appliances in Town facilities. • Inspect and certify all Town-owned backﬂow devices.
• Complete the Town Hall workout/gym room
• Assist in the urban tree program
• Expand the use of the department’s asset management software • Perform monthly training sessions
• Perform minor construction and painting projects on facilities, as needed. • Update Tree maintenance and replacement program
• Solicit HVAC Contractors to provide annual maintenance for towns various facilities.

BUDGET HIGHLIGHTS
The FY 2025-26 proposed budget is approximately 3% greater than the FY 2024-25 Amended Budget.

PERFORMANCE MEASURES FY 2022-23
Actual
FY 2023-24
Actual
FY 2024 -25
Estimated
FY 2025-26
Projected
Sweep all the Town’s roadways
(23 lane miles) at least once per
month, commercial areas
twice a month

100%

100%
Respond to maintenance calls
within one business day
100% 100% 100% 100%

49 FY 2023-
24 Actual
FY 2024-25
Adopted
Budget
FY 2025-
26 Proposed
Budget
TELEPHONE/INTERNET SERVICES 20,135$ 20,475$ 20,475$ GAS AND ELECTRICITY 114,323 $ 99,900$ 172,000 $
WATER 9,041$ 7,560$ 8,900$
SUPPLIES 3,947$ 5,100$ 5,100$
JANITORIAL SERVICES 35,174$ 39,900$ 41,000$
LANDSCAPING 23,797$ 23,814$ 25,900$
PEST CONTROL 1,647$ 1,680$ 1,770$
SECURITY SYSTEM 2,245$ 6,750$ 6,000$
HEAT, VENTILATION, & AIR CONDITIONING 9,549$ 15,000$ 15,000$ BLDG. INTERIOR MAINTENANCE & REPAIR 9,992$ 12,000$ 12,000$ BLDG. EXTERIOR MAINTENANCE & REPAIR 4,961$ 6,500$ 6,800$ Facility Ops - Town Hall Total 234,811 $ 238,679$ 314,945 $ GAS AND ELECTRICITY 3,526$ 3,859$ 3,900$
WATER 6,282$ 7,607$ 7,400$
SUPPLIES 14,350$ 11,897$ 15,000$
JANITORIAL SERVICES 19,575$ 23,153$ 24,310$
LANDSCAPING 26,658$ 27,783$ 29,200$
PEST CONTROL 1,281$ 1,433$ 2,000$
SECURITY SYSTEM 3,721$ 5,513$ 5,788$
HEAT, VENTILATION, & AIR CONDITIONING 2,175$ 25,000$ 2,500$ BLDG. INTERIOR MAINTENANCE & REPAIR 1,050$ 5,000$ 5,000$ BLDG. EXTERIOR MAINTENANCE & REPAIR 15,523$ 35,000$ 35,000$ Facility Ops - Sterling Park Total 94,142$ 146,244$ 130,098 $ GAS AND ELECTRICITY 240$ 525$ 551$
WATER 9,560$ 12,128$ 12,125$
SUPPLIES 1,110$ 1,785$ 1,874$
JANITORIAL SERVICES 2,722$ 3,418$ 3,500$
LANDSCAPING 15,820$ 16,670$ 17,503$
PEST CONTROL 1,503$ 2,095$ 2,199$
SECURITY SYSTEM 4,958$ 6,781$ 6,800$
HEAT, VENTILATION, & AIR CONDITIONING -$ 5,000$ 5,000$ BLDG. INTERIOR MAINTENANCE & REPAIR 1,672$ 5,000$ 5,000$ BLDG. EXTERIOR MAINTENANCE & REPAIR 1,267$ 10,000$ 5,000$ Facility Ops - Museum Total 38,853$ 63,401$ 59,553$ 50 FY 2023-
24 Actual
FY 2024-25
Adopted
Budget
FY 2025-
26 Proposed
Budget
GAS AND ELECTRICITY 28,273$ 28,362$ 32,700$
WATER 3,099$ 4,410$ 5,000$
SUPPLIES 22,719$ 20,475$ 20,500$
JANITORIAL SERVICES 33,725$ 37,485$ 39,400$
LANDSCAPING 5,512$ 5,775$ 6,100$
PEST CONTROL 1,503$ 3,638$ 3,600$
SECURITY SYSTEM 7,195$ 8,159$ 8,200$
HEAT, VENTILATION, & AIR CONDITIONING 9,780$ 10,500$ 15,000$ BLDG. INTERIOR MAINTENANCE & REPAIR 21,685$ 32,000$ 32,000$ BLDG. EXTERIOR MAINTENANCE & REPAIR 3,531$ 6,000$ 6,000$ Facility Ops - Community Center Total 137,021 $ 156,803$ 168,500 $ TELEPHONE/INTERNET SERVICES 542$ 2,500$ 1,000$ GAS AND ELECTRICITY 61,157$ 61,189$ 65,000$
WATER 9,113$ 10,474$ 11,000$
SUPPLIES 4,356$ 7,350$ 7,350$
JANITORIAL SERVICES 33,968$ 40,748$ 40,800$
LANDSCAPING 23,216$ 24,311$ 24,300$
PEST CONTROL 1,615$ 2,756$ 2,900$
SECURITY SYSTEM 4,138$ 2,205$ 2,200$
HEAT, VENTILATION, & AIR CONDITIONING 36,505$ 25,000$ 25,000$ BLDG. INTERIOR MAINTENANCE & REPAIR 18,759$ 20,000$ 24,400$ BLDG. EXTERIOR MAINTENANCE & REPAIR 5,534$ 12,500$ 12,500$ Facility Ops - Police Station Total 198,903 $ 209,033$ 216,450 $ TELEPHONE/INTERNET SERVICES 1,464$ 1,737$ 1,825$ GAS AND ELECTRICITY 4,973$ 4,450$ 4,675$
WATER 1,970$ 3,780$ 4,000$
SUPPLIES 1,095$ 1,000$ 1,050$
JANITORIAL SERVICES 7,794$ 9,724$ 10,200$
LANDSCAPING 4,000$ 4,300$ 4,500$
PEST CONTROL -$ 1,323$ 1,300$
HEAT, VENTILATION, & AIR CONDITIONING -$ 500$ 500$ BLDG. INTERIOR MAINTENANCE & REPAIR 63$ 14,500$ 2,500$ BLDG. EXTERIOR MAINTENANCE & REPAIR 48$ 2,500$ 2,500$ Facility Ops - Corp Yard Total 21,407$ 43,814$ 33,050$ 51 FY 2023-
24 Actual
FY 2024-25
Adopted
Budget
FY 2025-
26 Proposed
Budget
WATER 807$ 1,654$ 1,750$
LANDSCAPING 4,032$ 4,190$ 4,200$
PEST CONTROL -$ 630$ 660$
BLDG. EXTERIOR MAINTENANCE & REPAIR -$ 1,500$ 1,500$ Facility Ops - Bark Park Total 4,839$ 7,973$ 8,110$ SUPPLIES -$ 650$ 680$
MISCELLANEOUS MAINTENANCE 2,354$ 3,276$ 3,400$ Facility Ops - Gun Range Total 2,354$ 3,926$ 4,080$ Grand Total 732,330$ 869,872$ 934,787$
52 Public Works Sewer Maintenance

FY 2023-24
Actual
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
FULLTIME STAFF 365,182$ 413,601$ 490,518$
PARTTIME STAFF -$ 1,071$ -$
COMP TIME 3,879$ 433$ -$
OVERTIME 3,395$ 7,210$ -$
VACATION/SICK/COMP TIME PAYOFF 2,896$ 13,817$ 8,651$ DEFERRED COMPENSATION 3,600$ 3,708$ 3,800$ Salaries, wages Total 378,952$ 439,840$ 502,969$ PERS MISC. EMPLOYEES 176,022$ 180,369$ 111,380$ HEALTH 91,184$ 92,976$ 95,854$
DENTAL 6,436$ 7,469$ 6,804$
LIFE INSURANCE 189$ 200$ 198$
VISION 926$ 1,100$ 936$
HEALTH CLUB 470$ 620$ 202$
SOCIAL SECURITY - EMPLOYER 23,099$ 21,871$ 30,949$ MEDICARE - EMPLOYER 5,402$ 5,233$ 7,238$ RETIREES HEALTH 48,108$ 47,856$ 60,000$
RETIREE DENTAL 7,488$ 7,836$ 9,000$
Benefits Total 359,325$ 365,532$ 322,561$
COMPUTER EXPENSES & SERVICES -$ 10,000$ 10,300$ SPECIAL DEPARTMENT EXPENSE 24,358$ 16,995$ 17,844$ CONFERENCES & MEETINGS 286$ 515$ 1,000$ Supplies & Services Total 24,644$ 27,510$ 29,144$ VEHICLE REPLACEMENT (ISF) 61,856$ 63,712$ 65,623$ ISF Allocation Total 61,856$ 63,712$ 65,623$ TRAINING 888$ 300$ 3,000$
Supplies & Services Total 888$ 300$ 3,000$ EQUIPMENT MAINTENANCE 23,963$ 26,780$ 26,000$ LANDSCAPE MAINTENANCE 229,659$ 214,549$ 325,000$ STREETS & SIDEWALKS 30,478$ 98,983$ 101,952$ ROADWAY WEED & LITTER CONTROL 4,706$ 7,725$ 7,957$ STREET SIGNS & PAVEMENT MARKINGS 59,512$ 90,000$ 90,000$ TRAFFIC SIGNALS & STREET LIGHTS 35,150$ 30,000$ 35,000$ DRAINAGE & FLOOD CONTROL 240,659$ 92,100$ 120,000$ OTHER MAINTENANCE -$ 2,320$ -$
Professional & Contract Services Total 624,127$ 562,457$ 705,909$ EQUIPMENT PURCHASES 10,661$ 10,000$ 13,000$ Capital outlay Total 10,661$ 10,000$ 13,000$ Grand Total 1,460,453 $ 1,469,350 $ 1,642,207 $

Colma City CouncilMay 14, 2025

Colma City Council
May 14, 2025