RECOMMENDED
BUDGET
FISCAL YEAR
2022-23
Attachment 1
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THE CITY OF
MOUNTAIN VIEW,
CALIFORNIA
OPERATING BUDGET
FISCAL YEAR 2022-23
Submitted by:
Kimbra McCarthy, City Manager
Prepared by:
Jesse Takahashi, Finance and Administrative Services Director Grace Zheng, Assistant Finance and
Administrative Services Director
Ann Trinh, Senior Financial Analyst
Elliot Young, Financial Analyst
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City of Mountain View
California
City Officials
City Council
Mayor — Lucas Ramirez
Vice Mayor — Alison Hicks
Margaret Abe-Koga
Ellen Kamei
Sally Lieber
Lisa Matichak
Pat Showalter
Executive Staff
City Manager — Kimbra McCarthy
City Attorney — Jennifer Logue
City Clerk — Heather Glaser
Assistant City Manager/Chief Operating Officer — Audrey Seymour Ramberg Human Resources Director — Sue Rush
CIO/Information Technology Director — Roger R. Jensen
Finance and Administrative Services Director — Jesse Takahashi Assistant City Manager/Community Development Director — Aarti Shrivastava Public Works Director — Dawn Cameron
Community Services Director — John Marchant
Library Services Director — Tracy Gray
Fire Chief — Juan Diaz
Police Chief — Chris Hsiung
BUD/OC-GENERAL FY2022-23 -iii-
CITY GOVERNMENT ORGANIZATION
CITY BOARDS, COMMISSIONS, AND COMMITTEES
Charter Non-Charter
COMMUNITY
SERVICES
LIBRARY
CITY COUNCIL
MOUNTAIN VIEW CITIZENS
CITY ATTORNEY
CITY AUDITOR*
CITY CLERK
CITY MANAGER
KEY: ELECTED
APPOINTED BY COUNCIL
APPOINTED BY CITY MANAGER
Environmental Planning Commission
Library Board
Parks and Recreation Commission
Rental Housing Committee
Bicycle/Pedestrian Advisory Committee
Downtown Committee
Human Relations Commission
Performing Arts Committee
Public Safety Advisory Board
Senior Advisory Committee
Tennis Advisory Board
Visual Arts Committee
Youth Advisory Committee
* Finance and Administrative Services Director serves as City Auditor.
CITY MANAGER’S
OFFICE
INFORMATION
TECHNOLOGY
FINANCE AND
ADMINISTRATIVE
SERVICES
COMMUNITY
DEVELOPMENT PUBLIC WORKS FIRE POLICE
HUMAN
RESOURCES
TABLE OF CONTENTS
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1. INTRODUCTION
Transmittal Letter .................................................................................................................. 1-1 Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Update ....................... 1-35 Revenue and Expenditure Tables for All Funds ................................................................... 1-39
2. CITY & COMMUNITY INFO
Community Profile ................................................................................................................ 2-1 Top Ten Property Taxpayers ............................................................................................... 2-12
3. GENERAL OPERATING FUND FIVE-YEAR FINANCIAL FORECAST
General Operating Fund Five-Year Financial Forecast .......................................................... 3-1
4. DEPARTMENT BUDGETS
General Notes ....................................................................................................................... 4-1 Fiscal Year 2022-23 Adopted Budget Appropriations Matrix ............................................... 4-4 Administration – General Government
City Council ..................................................................................................................... 4-7 City Clerk’s Office .......................................................................................................... 4-13 City Attorney’s Office .................................................................................................... 4-21 City Manager’s Office .................................................................................................... 4-29 Human Resources ......................................................................................................... 4-51 Information Technology ................................................................................................ 4-61 Finance and Administrative Services ............................................................................ 4-69 Community Development & Public Works
Community Development ............................................................................................. 4-87 Public Works ............................................................................................................... 4-113 Culture & Recreation
Community Services .................................................................................................... 4-143 Library Services ........................................................................................................... 4-167 Public Safety
Fire .............................................................................................................................. 4-185 Police ........................................................................................................................... 4-201
5. FUND SCHEDULES
Fund Structure Outline and Description of Funds ................................................................ 5-1 Fund Group Summaries ........................................................................................................ 5-2 General Operating Fund ........................................................................................................ 5-4 General Fund: Development Services ................................................................................... 5-5 General Fund: Shoreline Golf Links/Michaels at Shoreline Restaurant ............................... 5-6 Gas Tax Fund ......................................................................................................................... 5-7 Other Streets & Transportation Fund .................................................................................... 5-8 Construction/Conveyance Tax Fund ..................................................................................... 5-9 Public Benefit In Lieu Fund .................................................................................................. 5-10 Other Transportation Developer Fees Fund ....................................................................... 5-11
TABLE OF CONTENTS
(Continued)
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Housing Fund ....................................................................................................................... 5-12 Community Stabilization & Fair Rent Act/Rental Housing Committee ............................... 5-13 Mobile Home Rent Stabilization Ordinance (MHRSO) ........................................................ 5-14 Successor Housing Agency Fund .......................................................................................... 5-15 Downtown Benefit Assessment Districts Fund ................................................................... 5-16 General Special Purpose Fund ............................................................................................. 5-17 Supplemental Law Enforcement Services Fund .................................................................. 5-18 Community Development Block Grant Fund ...................................................................... 5-19 Cable Television Fund ......................................................................................................... 5-20 Shoreline Regional Park Community Fund ......................................................................... 5-21 Storm Drain Construction Fund .......................................................................................... 5-22 Park Land Dedication Fund ................................................................................................. 5-23 Water Fund .......................................................................................................................... 5-24 Wastewater Fund ................................................................................................................ 5-25 Solid Waste Management Fund .......................................................................................... 5-26 Equipment Maintenance and Replacement Fund .............................................................. 5-27 Workers’ Compensation Self-Insurance Fund .................................................................... 5-28 Unemployment Self-Insurance Fund .................................................................................. 5-29 Liability Insurance Fund ...................................................................................................... 5-30 Retirees’ Health Insurance Fund ......................................................................................... 5-31 Employee Benefits Self-Insurance Fund ............................................................................. 5-32 Schedule of Interfund Transfers ......................................................................................... 5-33 General Fund Reserves ........................................................................................................ 5-34
6. CAPITAL IMPROVEMENT PROJECTS
Fiscal Year 2022-23 Recommended Capital Improvement Program ................................... 6-1
7. MISCELLANEOUS INFORMATION
Regular Full-Time and Part-Time Position Allocation ........................................................... 7-2 Funding of Nonprofit Agencies ............................................................................................. 7-4 Citywide Memberships ......................................................................................................... 7-6 Recommended Non-Discretionary On-Going Changes ......................................................... 7-7 Recommended Discretionary On-Going Changes ............................................................... 7-14 Recommended Limited-Period Expenditures ...................................................................... 7-23 Recommended Capital Outlay ............................................................................................. 7-34 Recommended Equipment Replacement ........................................................................... 7-36 Recommended Fee Modifications ....................................................................................... 7-38 Comparison of FY 21-22 and FY 22-23 Recommended Utility Rates .................................. 7-77 Calculation of Appropriations Limit ..................................................................................... 7-83 Debt Administration ............................................................................................................ 7-84 Annual Debt Service Payments by Entity ............................................................................. 7-86 Budget Preparation and Review Process ............................................................................ 7-87 Financial and Budgetary Policies ......................................................................................... 7-89
TABLE OF CONTENTS
(Continued)
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8. SHORELINE REGIONAL PARK COMMUNITY
Sho
reline Regional Park Community ..................................................................................... 8-1
9. GLOSSARY AND INDEX
Glossary/Acronyms ................................................................................................................ 9-1 Index ....................................................................................................................................9-11
INTRODUCTION
OFFICE OF THE CITY MANAGER
500 Castro Street, P.O. Box 7540
Mountain View, CA 94039-7540
650-903-6301 | MountainView.gov
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June 14, 2022
Honorable City Council
City of Mountain View
Honorable Mayor and Members of the City Council:
This letter transmits the Fiscal Year 2022-23 Recommended Operating Budget. Formal adoption of the budget is scheduled after a second public hearing on June 28, 2022. This transmittal letter summarizes the Recommended Budget.
INTRODUCTION
During the past year, the City experienced continued challenges with the COVID -19 pandemic and its impacts on the community and our workforce. These challenges persisted as the economy improved at first due to progress in the areas of consistent mask -wearing mandates, increased numbers of vaccinations , and more regul ar testing protocols , which helped control the spread and severity of the virus. Unfortunately, variants had begun to circulate in other parts of the world and then quickly spread domestically as international travel resumed. Combined with the removal of restrictions previously in place, a resurgence of COVID occurred and, with it, a significant increase in the number of people being infected with the virus. The good news is that, due in large part to a majority of the regional and local population having received vaccinations and booster shots, rates of hospitalization have remained relatively low , and most cases do not appear to be causing severe health effects, as was the case earlier in the pandemic.
Throughout this period of time, the City continued its efforts to bring relief to the community by committing additional funding for a variety of programs and services to help mitigate the negative effects of the pandemic on th e most vulnerable members of our community . A significant amount of focus was devoted to providing resources and implementing programs for low-income residents, homeless and unstably housed individuals, those at risk of losing their homes due to inability to pay their rent , and small businesses. The City’s resources included allocating Federal relief funds from the American Rescue Plan Act (ARPA) and working with community-based organizations (CBOs) and other advocacy groups to help identify eligible residents and distribute funds.
The economic impacts of COVID -19 have been ever-changing, but mostly positive , as recovery from the pandemic continues with the gradual return of many normal activities , such as indoor dining, live performances , and large scale events , which were previously limited. Businesses began to reopen and bring back workers to the office. The jobs report has been positive as employment indicators have been encouraging in recent months. The Statewide unemployment Fiscal Year 2022-23 Recommended Operating Budget
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rate for March was 4.9%, and the unemployment rate in Mountain View was just 1.7%, indicating the strength of the local economy.
Although the economy has been stabilizing locally, c urrent developments around the world are contributing to increased uncertainty about the future of the economy. For example, the war being waged by Russia in Ukraine has the potential to continue for a much longer time period , impacting nations and economies on a global scale. This, combined with the COVID -related lockdown of a number of cities in China for an extended period, also threatens economic supply chains, which are expected to have ongoing impacts to the economy particularly related to inflation, which has been rising for the past year and extending beyond the time frame many experts had expected . Gasoline prices have also been rising due in large part to these global developments. Consequently, there is an increased risk that the economy may encounter stronger headwinds in the future that could hinder continued economic growth.
In spite of the heightened uncertainties, California continues to be one of the leaders of the country’s domestic production. In particular, the regional economy of Silicon Valley plays a key role as a major contributor in this economic growth. The UCLA Anderson School revised its 2022 forecast of gross domestic product (GDP) to 4.3%, and its 2023 estimate is 2.8%, reflecting a more modest level of output . California is expected to continue to lead the nation in the pandemic recovery and beyond. As described below, the City has devoted considerable financial resources and designed creative programs toward COVID-19 recovery, which will continue into the next fiscal year.
COVID-19 Response and Recovery
The City has continued to respon d effectively to pandemic -related issues by maintaining and building on innovative strategies designed to assist small businesses and the most vulnerable members of our community. The City has strengthened partnerships with regional partners and CBOs to take a leadership role in responding to the crisis. In addition, the Citywide team has continued to adapt operations to provide high -quality services to the communit y, streamline processes, and design creative programs in the new environment created by the pandemic.
Significant City efforts over this past year include:
• Allocating over $1.3 million toward the development and implementation of Elevate MV, the City’s Guaranteed Basic Inco me pilot program, to provide $500 in monthly income to 166 low-income residents with children.
• Contributing $1.0 million and working in partnership with the Mountain View Solidarity Fund and Los Altos Mountain View Community Foundation to disburse one -time flexible financial assistance to extremely low-income residents.
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• Providing additional $1.0 million in funding for rent relief and other direct assistance to low- income residents through the Community Services Agency, totaling over $4.0 million in funding toward establishing one of the largest local rent-relief programs in the Bay Area.
• Creating the City’s first Human Services Division operating in the City Manager’s Office and funded through a staff reduction in the Police Department.
• Securing $5.0 million in Community Development Block Grant (CDBG) Homekey funding through the State for LifeMoves to acquire a site for parking and installing solar panels to support the LifeMoves Mountain View interim housing project.
• Securing $16.6 million in Homekey funding from the State to redevelop the Crestview Hotel into permanent affordable housing with 67 units in partnership with the County.
• Operating three 24/7 safe parking lots with capacity for more than 101 vehicles to park to assist unstably housed residents, the largest program in the County.
• Prioritizing engagement of our diverse community and providing critical information in English, Spanish, Chinese, and Russian.
• Providing extensive, hands -on, ongoing outreach to vulnerable populations to connect them with pandemic relief resources.
• Enhancing communication with the community through the new City Hall Connection bimonthly briefing and The View newsletter.
• Providing essential services for unhoused and unstably housed residents.
• Conducting ongoing housing help center/eviction prevention clinics facilitating access to rent relief and legal services.
• Developing a Mobile Home Rent Stabilization Ordinance and updating the Tenant Relocation Assistance Ordinance to provide protections to mobile home tenants.
• Continuing implementation of a utility bill relief program for residential and small business customers experiencing economic impacts due to the COVID-19 pandemic.
• Providing 97 grants totaling $500,000 to Mountai n View small businesses to support the recovery of the local economy.
• Implementing nine of the 10 Small Business Action Plan items to assist the City’s small businesses during the pandemic and strengthen their resilience for the longer term.
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• Securing over $1.0 million through the Federal Shuttered Venue Operators Grant to reimburse the Center for the Performing Arts staff expenses and offset revenue losses due to COVID-19.
• Supporting COVID-19 testing at the Mountain View Community Center and the Mo untain View Center for the Performing Arts in conjunction with the County, with over 24,000 COVID-19 tests completed at City sites since May 2020 and over 7,000 completed in Fiscal Year 2021-22.
• Supporting the County’s COVID -19 vaccination clinic site at the Community Center to provide vaccinations to the public, including booster shots and vaccinations for youth, with 137,561 vaccinations completed from January 22, 2021 through April 30, 2022 and over 58,000 completed in Fiscal Year 2021-22.
• Continuing operation of the Fire Department’s COVID -19 mobile vaccination program in coordination with the Santa Clara County Public Health Department, administering vaccinations and booster shots to elderly and homebound Mountain View residents.
• Continuing robust internal communication and recognition efforts to keep employees informed and engaged, highlighting employee and team accomplishment, wellness resources, employee events, and COVID-19 protocols.
• Extending the Castro StrEATs program to close downtown Castro Street to vehicles in support of COVID-19 recovery for downtown restaurants and businesses.
• Implementing an enterprise scheduling application for departments to manage appointments with the community.
• Upgrading the Council Chambers to enable “hybrid” (in -person and remote) Council meetings.
• Securing Federal funding through the ARPA and Federal Emergency Management Agency for COVID-19-related community needs and expenses.
American Rescue Plan Act
The City utilized funding provided by the ARPA that was passed by Congress and signed into law by President Joe Biden in March 2021 . The City was awarded approximately $15.7 million in direct funding over two years. Receipt of the funds are being made in two equal payments spaced one year apart. The first distribution, approximately $7.8 million, was received in October 2021 and was allocated by the City Council as part of last year’s budget development process . The Fiscal Year 2022-23 Recommended Operating Budget
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second distribution is expected to occur in or about October 2022. The City has until December 2024 to obligate these funds and until December 2026 to fully expend them.
The City may use these funds for eligible purposes, including the following:
• Revenue replacement for lost revenue due to the pandemic;
• Negative economic impacts from the pandemic;
• Assistance to small businesses, households, hard -hit in dustries, and economic recovery; and
• Investments in water, sewer, and broadband infrastructure.
Uses of the first tranche of funding included: direct assistance to residents in need through a Guaranteed Basic Income pilot, Mountain View Solidarity Fund, Community Services Agency, and utility bill relief; small business grants; development of an economic vitality strategy; nonprofit funding; technology to support City operational efficiencies and remote work; funding for City employees; and facility improvements and supplies required to maintain health and safety.
The Recommended Budget includes recommendations for the use of a portion of the seco nd tranche of ARPA funding in the amount of approximately $6.6 million, as shown below in Table 1.
In addition, approximately $2 40,000 of unspent allocations from the first distribution will be rebudgeted.
Out of the second tranche of funding, staff reco mmends that the remaining $1.2 million, or approximately 18% of the Fiscal Year 2022-23 ARPA funding allocation, be dedicated to COVID-19 recovery-related uses determined with input from a community engagement process.
Community members will be invited to participate in identifying broad priorities for the funds through an online platform. Additionally, staff will conduct outreach to en gage community members aiming to advance equitable participation in the process. Staff will bring a selection of funding recommendations based on community -identified priorities and in compliance with ARPA guidance to the Council for consideration and adoption in fall 2022.
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Table 1: Recommended ARPA Funds Utilization
Fiscal Year 2022-23 Recommended Uses Amount
COVID-19 employee recognition (committed last fiscal
year)
$1,634,000
Castro StrEATs improvements 1,500,000
Elevate MV Guaranteed Basic Income pilot program—
Year 2
1,300,000
Community Services Agency (CSA) flexible funding for
basic needs
500,000
Mountain View Solidarity Fund 500,000
Technology equipment, hardware, and IT contracts to
support hybrid meetings, online services, remote work,
Zoom-enabled conference rooms, and cybersecurity
needs
450,000
Community workforce development/job training
250,000
Economic/climate resilience support to small businesses 200,000 Contract services/PPE/facility improvements for
maintaining health and safety
150,000
Eviction defense fund 100,000
City workforce resilience and well-being programs 60,000 TOTAL RECOMMENDED USES $6,644,000
Remaining balance to be recommended following
community engagement process
$1,195,540
Rebudget from Prior Year
Economic vitality strategy
$192,000
Displacement strategy
$50,000
Several of the recommended uses of Year 2 ARPA funds provide continued support to uses approved last year. For example, staff proposes a second year of funding for the Elevate MV Guaranteed Basic Income pilot program , which provides 166 residents with a fixed monthly income of $500. This guaranteed income source is intended to lessen the impacts of the pandemic and create greater opportunities for participants to realize their economic potential .
The additional funding would fund a second year of payments to the participants, expanding on the potential for a positive impact in their lives and in the community and enabling additional data gathering to assess the outcomes of the program. Staff has a lso recommended a second Fiscal Year 2022-23 Recommended Operating Budget
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year of funding for relief efforts to assist vulnerable and low -income residents through the Community Services Agency and the Mountain View Solidarity Fund.
Additional funding is also recommended for the Castro StrEATs program. With a second year of funding, the City can expand on the aestheti c improvements funded last year, providing new amenities, such as street furniture, lighting, street barriers, coverings, wayfinding , and public activities, in addition to safety improvements, such as pedestrian crossing improvements at intersections, Americans with Disabilities Act (ADA) ramps, pick-up and drop-off areas, and sewer infrastructure improvements.
Race, Equity, and Inclusion Action Plan
In 2020, in response to calls for social justice and racial equity across the nation and locally, the City created a Council Ad Hoc Subcommittee on Race, Equity, and Inclusion and developed a Race, Equity, and Inclusion Action Plan (REI Action Plan) with three areas of focus, including: policing practices, policies, and accountability; celebration and recognition of community diversity; and review of City operati ons and policies, with opportunities for community engagement throughout. These focus areas are further described below.
1. Policing Practices and Policies and Accountability: The City of Mountain View is committed to examining Mountain View Police Depa rtment (MVPD) practices and procedures, increasing police accountability, engaging the public about their experiences with MVPD, and increasing public understanding of MVPD practices and policies.
2. Celebration and Recognition of Community Diversity: Mountain View is a diverse community with residents and visitors from around the world. Both past and present community members have contributed to making Mountain View the great city that it is.
We strive to recognize, celebrate, and increase understanding of Mountain View’s diversity.
3. Review of City Operations and Policies: The City acknowledges that inequity is often rooted in longstanding policies and procedures. Staff will be reviewing internal operations as well as the policies and procedures of City departments to ensure that the City is promoting diversity, equity, and inclusion.
Over the past fiscal year, the City has continued to implement elements of the REI Action Plan. A summary of accomplishments and current efforts follows:
• Launch of the newly established Public Safety Advisory Board (PSAB) and adoption of a substantive PSAB annual work plan.
• PSAB assessment and recommendations for improvement of the MVPD School Resource Officer program.
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• Completion of a Ph.D. Research Fellow assessment of MVPD Traffic Stop Data.
• Implementation of Racial Identity Profile Act data collection in compliance with State Assembly Bill 953, with work under way by the PSAB to recommend approaches to enhance public access to the data.
• PSAB review of the MVPD budget.
• Continuation of MVPDx, Partnership for the Future of Policing, a program to foster dialogue and mutual learning between the MVPD and community members.
• Creation of the Police Chief’s Latino Community Advisory Council and Mountain View Faith Leaders Council.
• Collaboration with the cities of Palo Alto and Los Altos to work with Congresswoman Anna Eshoo to secure Federal funding to develop alternative responses to mental health calls for service.
• Launch of the City’s inaugural Chinese Language Civic Leadership Academy for 18 Chinese- speaking Mountain View residents.
• Continuation of the Spanish Language Civic Leadership Academy for 17 Spanish -speaking Mountain View residents.
• Providing bystander intervention training hosted by the Mountain View Library and led by the Council on American-Islamic Relations.
• Participation in United Against Hate Week through a series of events, displays, and programs.
• Plans for events led by the Human Relations Co mmission, including additional bystander training opportunities; a community dialogue to promote connections and healing across racial groups and other facets of Mountain View’s diversity; and an event focused on the book The Color of Law to promote educat ion and engagement regarding the history of housing and zoning in Mountain View.
• Celebration of the many cultures of Mountain View through the City’s third Multicultural Festival, including performances, booths, and crafts, which was attended by approximately 3,000 community members.
• Launch of the City’s first Race, Equity, and Inclusion Film Festival.
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• Plans for commemorative historic Chinatown signage in downtown Mountain View.
• Application of a budget equity lens in the City’s Budget and Capital Improvement Program (further described below).
Budget Equity Lens
Last year, following a recommendation to the City Council from the Council Ad Hoc Subcommittee on Race, Equity, and Inclusion, the City incorporated the use of an equity lens into the budget development process. This supports the City’s commitment to take a closer look at how decisions, specifically budget decisions, impact communities of color, lower -income residents, and those that may be disadvant aged or disabled and lacking the same access to the benefits and resources that are available to others in the community.
This practice has been carried forward to the development of the Fiscal Year 2022 -23 Recommended Budget and was expanded to the devel opment of the Capital Improvement Program (CIP). In assessing proposed budget adjustments and CIP projects , departments considered whether each proposal provided a benefit or could unintentionally burden communities of color and/or low-income residents.
The one -time and ongoing department requests included in the Fiscal Year 202 2-23 Recommended Budget and CIP projects were determined to benefit (or be neutral regarding) communities of color and low-income residents.
One-Year Update to the Strategic Priorities and Council Work Plan
The City Council adopted the Strategic Roadmap Action Plan on June 22, 2021 (also called the Council Work Plan). The roadmap describes a vision of being “ [a] welcoming, vibrant city that plans intentionally and leads regiona lly to create livable, sustainable neighborhoods, access to nature and open spaces, and a strong, innovation-driven local economy.”
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The Strategic Roadmap also identifies the following seven Strategic Priorities for Fiscal Years 2021-23 to work toward that vision:
At the time the Strategic Roadmap was adopted, it included a two-year Council Work Plan, which had 42 projects related to the above priorities. On February 8, 2022, staff shared a six -month update of the Work Plan, and Council amended the Work Plan to defer the project to explore a Transient Occupancy Tax revenue measure and add in its place a new project to refinance the Shoreline Regional Park Community bonds. Council also approved removal of the project relating to exploration of the Mountain View Los Altos Union High School District’s purchase of the Shenandoah property for shared use with the City to include a school and affordable housing.
This change was recommended as the Department of Defense’s plans to sell the property are on hold indefinitely. These actions resulted in a new count of 41 projects.
The update in this report provides a summary of the status of these 41 projects as of May 16, 2022 (in Table 2 below). In addition, Figure 1 highlights significant accomplishments for the first year of the Action Plan and the upcoming key milestones in the next six months for each of the seven Strategic Priorities. A comprehensive spreadsheet with status updates for all projects is included in Enclosure 1.
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The next update will be shared for Counci l review along with the midyear update of the Fiscal Year 2022-23 Budget in February 2023. The City Council will revisit its priorities and establish a new work plan in February 2023 as part of the development of a new biannual Strategic Roadmap for Fiscal Years 2023-25.
Table 2: Summary of Project Status
Project Status Count
Projects Completed 3
Projects in Progress 34
Projects Not Started 4
Total Projects 41
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Figure 1: Significant Accomplishments and Upcoming Milestones
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City Workforce Impacts and Solutions
The COVID-19 pandemic has brought both challenges and opportunities for how the organization attracts, retains, and assigns staff to meet the needs of the community. It has been necessary for the City’s workforce to adapt quickly to uncertainty and change ; collaborate with government, nonprofit , and community partners ; develop innovative programs for providing urgently needed pandemic relief to residents and small businesses ; and find new and more efficient ways to maintain City services and operations. A few examples include:
• Hosting the first mass vaccination site in Santa Clara County at the Mountain View Community Center, where City staff worked in partnership with the County to get it up and running over a holiday weekend and dedicated that space and supported its operation for nearly one and a half years;
• Collaborating with LifeMoves to secure State Homekey funds and transform an underutilized land parcel into interim modular housing for 100 households in less than six months from the start of construction to opening of the project, called LifeMoves Mountain View; and
• Working with the Los Altos Mountain View Community Foundation to establish the TogetherMV fund, enabling Mountain View residents and companies to make contributions to fund small business loans and tenant rent relief.
These and many other examples demonstrate the Council -adopted Strategic Priority of Organizational Strength and Good Governance.
The Great Resignation
The many and varied accomplishments over the past two years have occurred in the midst of a national phenomenon in the labor market that has been referred to as the “Great Resignation,” in which a large number of employees have chosen to change jobs, pursue new careers, or leave the workforce entirely.
The public sector has not been immune to this trend. In late 2021, the MissionSquare Research Institute conducted a survey of 1,100 State and local government employees and teachers to assess the impact of the COVID -19 pandemic on pub lic-sector workers. This survey found that 52% of surveyed public-sector workers were considering leaving their jobs, and 80% said that the number of people leaving had put a strain on their workload.
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Figure 2: MissionSquare Findings About the Great Resignation
Mountain View has experienced these impacts , seeing both a higher-than-usual turnover rate driven by a considerable number of retirements and resignations as people left the workforce or moved on to other jobs for various reasons, such as moving to areas with lower cost s of living.
This past fiscal year alon e, the City experienced 40 retirements and currently has 82 vacant positions. This has created a significant impact on existing employees , resulting in higher workloads for staff at the same time that they are responding to the pandemic and leaving fewer people to deliver on the City’s ambitious Strategic Priorities and Council Work Plan .
Consequently, increased levels of employee stress and burnout are occurring. The ability to recruit for new employees is also more strained in the current public-sector environment.
Recruitments may sometimes take longer than they have in the past due to smaller candidate pools and the need to reopen recruitments for second or third rounds. This is a byproduct of the Great Resignation and the region’s high cost of living and has an impact on the City’s existing employees as vacant positions are open for longer time periods.
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The City is in a period of rebuilding and adapting to the “next normal,” and we are focused on maintaining Mountain View’s great organizational culture to retain current employees and attract new ones. The City will continue to provide exceptional service to the community, but there will be tradeoffs and limitations in the timing and ability to deliver every desired project and initiative.
Strategies for Organizational Strength and Good Governance
In order to respond to the aforementioned challenges, t he City has undertaken a number of strategies and initiatives to maintain and enhance the strength of the organization’s workforce to be an employer of choice for the most highly qualified employees and to continue to provide high-quality services to the Mountain View community. These strategies include the following and are also reflected in proposals within the Fiscal Year 2022-23 Recommended Budget:
• Streamlining and innovating the City’s hiring process and adding staff capacity to the Human Resources Department in order to attract top talent and fill vacancies as quickly as possible;
• Providing training, development, and coaching to employees to sup port the City’s commitment to promote from within;
• Strengthening workplace engagement and culture through a robust program of employee communication, team-building, recognition, and celebration;
• Participating in regional, Statewide, and national “Nex t Generation” efforts to attract people into the local government profession and develop those already working in the profession to take on higher levels of responsibility in their careers; and
• Assessing operations and organizational structures to ident ify opportunities to improve service delivery effectiveness and efficiency and align staffing levels to achieve operational goals and accomplish the City’s Strategic Priorities. An example of such an assessment, the recent Development Review Study, is provided below.
Development Review Study
In 2020, the City hired Matrix Consulting Group (Matrix) to conduct a study of the City of Mountain View’s development review process by which the Community Development and Public Works Departments, along with other City departments, process the review and approval of private property development projects. The study gathered information from permit applicants through a survey , focus groups, and individual interviews; reviewed permit history ; identified best practices; evaluated technology and existing tools; and assessed existing staffing levels and workloads. The study was concluded in 2021 and identified several strengths as well as areas for Fiscal Year 2022-23 Recommended Operating Budget
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improvement and presented 53 recommendations. These recommendations vary in the degree of staff time, complexity, and resource needs and are expected to be implemented over multiple years. More information about the study and recommendations is available at:
www.mountainview.gov/services/developmentrev/development_review_study.asp.
The Fiscal Year 2022 -23 Recommended Budget includes staffing changes in the Community Development Department, Public Works Department, and Information Technology Department needed to achieve the operating improvements recommended in the Development Review Study. The recommended new positions related to the Development Review Study are detailed below and total $ 307,100 in the General Operating Fund, $ 1.3 million in the Development Services Fund, and $106,000 in the Shoreline Fund.
Development Services
Fund
Shoreline
Community Fund
General Operating
Fund
Total
Position FTE Amount FTE Amount FTE Amount FTE Amount
Asst. CDD Director 0.65 $ 196,800 0.35 $106,000 - - 1.00 $ 302,800 Executive Assistant 0.75 130,500 - - 0.25 $43,500 1.00 174,000 Jr./Asst./Assoc.
Planner
1.00 209,500 - - - - 1.00 209,500
Senior Planner 0.90 204,100 - - 0.10 22,700 1.00 226,800 Sr Civil Engineer—
Land Dev.
1.00 256,200 - - - - 1.00 256,200
Sr Civil Engineer—
Traffic
1.00 256,200 - - - - 1.00 256,200
PW Inspector I/II—
Construction*
1.00 43,800 - - - - 1.00 43,800
Senior IT Analyst 1.00 - - - 1.00 240,900 1.00 240,900
TOTAL 7.30 $1,297,100 0.35 $106,000 1.35 $307,100 8.00 $1,710,200 ___________________________
* Public Works Inspector position partially funded by CIPs.
OVERVIEW OF BUDGET DOCUMENT
The Fiscal Year 2022-23 Recommended Budget document, which includes all City funds, is divided into nine sections as follows:
1. Introduction—Includes a summary of the City ’s overall financial plan and recommended changes;
2. City and Community Information —Includes the community profile and other information about the City;
Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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3. General Operating Fund Forecast—Includes the General Operating Fund (GOF) five-year revenue and expenditure forecast;
4. Department Budgets—Includes operating plans for all City departments;
5. Fund Schedules—Includes recommended budgets for all funds;
6. Capital Improvement Projects—Includes the Proposed CIP for Fiscal Year 20 22-23 and the remaining years of the Five-Year CIP;
7. Miscellaneous Information —Includes description of the budget process, position listing, debt administration and payments, and other information;
8. Shoreline Regional Park Community—Includes the recommended budget for the Shoreline Regional Park Community; and
9. Glossary and Index—Includes the glossary and index for this document.
This budget has been prepared in accordance with Section 1103 of the City Charter, the State Constitutional limit on the proceeds of taxes, and all applicable regulations.
FISCAL YEAR 2022-23 BUDGET OVERVIEW
The total Recommended Budget for Fiscal Year 20 22-23 is $414.9 million in revenues and $469.8 million in expenditures. Expenditures are greater than revenues as some expenditures, such as capital projects, are funded from existing available resources. The Fund Schedules Section of this document presents the City’s financial picture in detail.
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Total Fiscal Year 2022-23 Recommended Revenues—All Funds (dollars in millions)
Total Fiscal Year 2022-23 Recommended Expenditures—All Funds (dollars in millions)
General Operating
Fund
$163.8
39.5%
Other General
Fund
$19.1
4.6%General Fund
Reserves
$47.9
11.5%
Special Revenue
Funds
$21.0
5.1%
Shoreline Regional
Park Community
$58.7
14.1%
Capital Project
Funds
$1.4
0.3%
Enterprise Funds
$84.0
20.3%
Internal Service
Funds
$19.0
4.6%
Total Revenues - All Funds: $414.9M
General Operating
Fund
$160.3
34.1%
Other General
Fund
$24.3
5.2%
General Fund
Reserves
$48.1
10.2%
Special Revenue
Funds
$52.2
11.1%
Shoreline Regional
Park Community
$48.9
10.4%
Capital Project
Funds
$3.9
0.8%
Enterprise Funds
$112.1
23.9%
Internal Service
Funds
$20.0
4.3%
Total Expenditures - All Funds: $469.8M
Fiscal Year 2022-23 Recommended Operating Budget
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GENERAL OPERATING FUND
The GOF is the single largest City fund and provides funding for core services, including Police, Fire, Parks, Recreation, Library, some Planning, Public Works, Sustainability, and all City Administration functions, including City Attorney, City Clerk, City Manag er, Human Resources, Finance and Administrative Services, and Information Technology . As previously stated, t he GOF’s financial health is shaped in large part by positive and negative economic forces beyond the City’s control. Many GOF revenues are driven by the economic climate of Silicon Valley, the greater Bay Area, and the State. During the Great Recession of 2008, due primarily to declines in Property Taxes, Sales Taxes, and Transient Occupancy Tax ( TOT) revenues, the GOF faced structural defic its before corrective actions were taken for four consecutive fiscal years. In strategically and proactively addressing these ongoing structural deficits, the City was able to better position itself for the economic recovery in the ensuing years leading up to today . In addition, the City’s sound fiscal practices and budget discipline have allowed the City to maintain its AAA credit rating for more than 10 years, a status held by only a minority of other California cities.
Staff continually monitors the GOF revenues and expenditures throughout the year. Notably, revenue projections included in this Recommended Budget were difficult to project due to the uncertainty of the current economic climate . Although there is improvem ent in some revenue sources, it remains a challenge to determine if economic conditions will change for better or worse as the pandemic recovery continues to evolve. For the Recommended Budget, staff used best estimates based on the latest available information.
GOF revenues most impacted by the effects of COVID -19 are Sales Tax, TOT, rents and leases income, and Recreation fees and charges. Some revenues, such as Sales Tax and TOT revenue, are recovering but are still not fully back to prepandemic levels. Recreation activities are coming back strong with record-high registration rates for recreation camps and classes.
The City maintains fiscally prudent budgeting practices of balancing ongoing expenditures with ongoing revenues and adopting structurally balanced operating budgets. In recent years, the City has experienced strong revenue growth with a larger-than-normal net operating balance that allowed the City to address infrastructure needs and unfunded liabilities. This situation has helped the City to weather the revenue losses experienced during the past two fiscal years of the pandemic. Although it is difficult to forecast revenues under this climate of extreme uncertainty, the Recommended GOF budget for Fiscal Year 2022-23 is projected to achieve a modest surplus.
Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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A summary of the GOF Recommended Budget is summarized below (dollars in thousands):
Total Revenues $163,836
Total Expenditures (158,737)
Transfer to General Fund Reserve (1,600)
Operating Balance $ 3,499
Based on the current available information and assumptions, the GOF is projected to end the fiscal year with an operating balance of $3.5 million.
With the aforementioned surplus, the City has the opportunity to address some of the critical staffing needs that have been on hold for a number of years. In Fiscal Year 2022 -23, the Recommended Budget includes $3.9 million of new ongoing expenditures, including 6.6 new regular and converted limited-period to regular positions.
In addition, the City continues to make supplemental contributions to pay down its unfunded California Public Employees’ Retirement System (CalPERS) liabilities. There is $2.6 million included in Fiscal Year 202 2-23 to pay down the se liabilities. The following chart shows Fiscal Years 2014-15 through 2021-22 actual contributions and the Fiscal Year 2022-23 recommended contribution to the City’s unfunded liabilities (dollars in millions):
Fiscal Years
2014-15 through
2018-19
Fiscal Year
2019-20
Fiscal Year
2020-21
Fiscal Year
2021-22
Recommended
Fiscal Year
2022-23
Total
PERS OPEB PERS OPEB PERS OPEB PERS OPEB PERS OPEB PERS OPEB GOF $12.0 M $7.0 M $4.0 M — — — — — - — $16.0 M $7.0 M
GNOF $11.5 M $4.5 M $2.0 M — — — $2.0 M — $2.0 M — $17.5 M $4.5 M Other
Funds $5.5 M — $1.6 M — — — $0.5 M — $0.6M — $8.2 M —
Total $29.0 M $11.5 M $7.6 M — — — $2.5 M — $2.6 M — $41.6 M $11.5 M
CalPERS and Post-Employment Benefits
The overall funding status of CalPERS has declined over the past decade due to a number of factors, such as the CalPERS Fund’s investment losses, demographic assumption changes, and discount rate (investment rate of return) reductions. However, the City’s funded status as of June 30, 2020, the date of the most recent valuation, is 73.1% and 70.3% for Miscellaneous and Safety plan s, respectively. The funding increased from 72.8% for the Miscellaneous Plan but decreased from 70.5% for the Safety Plan. The City’s combined unfunded liability is $249.4 million based on the latest actuarial valuation as of June 30, 2020.
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For the CalPERS pension liability, the City Council adopted a strategy to contribute a significant lump-sum contribution of $10.0 million (Gener al Fund) in Fiscal Year 2017 -18 as well as proportionate contributions from other funds. This contribution is included in the valuation of June 30, 2018. As part of this strategy, an additional $10 .0 million General Fund payment was proposed to come from futur e Google Parking Lease revenues as well as proportionate contributions from other funds. These lease payments are on a calendar -year basis and beg an January 2021. Last year, staff recommended making the contribution the fiscal year after funds are received. Therefore, $2.0 million is available to contribute to CalPERS in Fiscal Year 2022-23.
With other funds contributing their share, the total additional contribution to Ca lPERS for Fiscal Year 2022-23 is expected to be $2.6 million, as shown in the table above.
For other postemployment benefits (OPEB) or retirees’ health obligation, the City has made great strides toward funding the actuarial accrued liability (AAL). The liability was last calculated as of June 30, 2021 along with projections for five years. For Fiscal Year 20 22-23, the estimated AAL is $154.2 million using a 6% discount rate, showing the City is fully funded with estimated assets of $171.5 million as of June 30, 2022. However, the liability will again be updated as of June 30, 2023 with the next actuarial update prepared during Fiscal Year 20 23-24. In the current study, all funds have contributed their full share of the unfunded AAL (UAAL) , and staff plans to withdraw a portion of the excess funds to assist with the normal cost payments.
A summary of the Fiscal Year 20 22-23 GOF Recommended Budget is provided below. Details of the Recommended GOF revenues and expenditures are included on Page 5-4 and in the General Operating Fund Forecast section of this document.
General Operating Fund Five-Year Financial Forecast (Forecast)
Included in this Recommended Budget document is the Forecast beginning on Page 3 -1.
Forecasting is an important part of a city ’s financial planning process. While it is challenging to accurately predict local government revenues due to the variable nature of the revenue sources and their connection to regional, State, national, and even international economic conditions, it is generally possible to identify reasonable financial trends and provide a conceptual financial picture for a multi-year period, which is useful to the City Council’s decision-making. However, with the degree of uncertainty surrounding the current economic climate, forecasting financial trends are difficult to project. The Forecast includes staff’s best estimates for the projected fiscal outlook for the GOF (including the Fiscal Year 2022-23 Recommended Budget).
The Forecast was prepared assuming the positive revenue trends for the future years. However, some revenues, such as sales tax and other local taxes, are not expected to recover fully until well into the subsequent Forecast years. For Fiscal Year 2022-23, the General Operating Fund is estimated to end with a $3.5 million operating balance. The Forecast also projects the fund will Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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end with a smaller surplus in the following two years due to higher projected expenditures. The fourth and the fifth Forecast years are projected to have a healthy surplus.
Fiscal Year 2022-23 General Operating Fund
Revenues
For Fiscal Year 2022-23, GOF revenues are projected to grow $17.4 million (11.9%), compared to the Fiscal Year 2021-22 Adopted Budget, to $163.8 million and still impacted by the effects of the COVID-19 pandemic. More detail on each revenue source can be found in the Forecast.
The City ’s recent revenue history and estimated revenues for the current fiscal year and projected revenues for Fiscal Year 2022-23 are as follows (dollars in thousands):
_____________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
NOTE: Fiscal Years 2020-21 and 2021-22 do not include the excess ERAF funding.
This chart demonstrates the cyclical nature of the City ’s balance between revenues and expenditures. In recessionary years, small margins exist ed between GOF revenues and expenditures while that gap widens during high -revenue-growth years as w as experienced the $0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
2018-19
2019-20
2020-21
2021-22
Est
2022-23
Recom
TOTAL AUDITED REVENUES & ADOPTED EXPENDITURES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenues² Interfund Rev & Trsf Loan Repayments Adopted Expenditures
Fiscal Year 2022-23 Recommended Operating Budget
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last six fiscal years . The recommended expenditures in the chart include budget savings ; however, for Fiscal Years 2008-09 through 2010-11 and again in Fiscal Year 2020 -21, the actual budget saving results were greater than adopted and were necessary to maintain a positive operating balance due to revenue shortfalls compared to budget. In comparison, in Fiscal Years 2011-12 through 2014-15, actual budget savings declined, but revenues were higher than adopted.
A summary of the major categories of GOF Revenues for the Fiscal Year 2022-23 Recommended Budget is as follows:
Fiscal Year 2022-23 General Operating Fund Recommended Revenues (dollars in millions)
_____________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
Expenditures
The Recommended Budget includes the addition of necessary expenditures. To address heavy workloads, some current demands for resources are being addressed through limited -period funding.
Property Taxes
$69.2
42.2%
Sales Tax
$22.0
13.4%
Other Local
Taxes(1)
$19.1
11.7%
Use of Money &
Property
$24.9
15.2%
Other Revenues(2)
$11.9
7.3%
Interfund Revenues
& Transfers
$16.7
10.2%
Total General Operating Fund Revenues: $163.8M
Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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Recommended expenditures for Fiscal Year 20 22-23 include the addition o f $1.3 million of nondiscretionary increases, which preserve current service levels , and $2.6 million of net discretionary additions for resources to meet demands . In total , including increases for personnel costs, there is a 6.4% increase in expenditures from the Fiscal Year 2021-22 Adopted Budget. The majority of the increase ( 5.7%) is related to personnel cost increases. Included in Recommended expenditures is an estimated budget savings of $6.0 million based on average savings over the prior five fiscal years.
The major components of GOF recommended expenditures by department are as follows:
Fiscal Year 2022-23 General Operating Fund Recommended Expenditures (dollars in millions)
_____________________________
* Admin./Support Departments include: City Council, City Clerk, City Attorney, City Manager, Information Technology, and Finance and Administrative Services.
NOTE: Excludes the $6.0 million estimated budget savings and $1.6 million transfer to the General Fund Reserve.
Fiscal Year 2022-23 Recommended Budget Changes
The following is a discussion of major recommended expenditure changes for Fiscal Year 2022-23.
Admin./Support
Departments
$27.7
16.8%
Community
Development
$2.1
1.3%
Public Works
$13.1
8.0%
Community
Services
$20.2
12.2%Library Services
$7.5
4.5%
Fire
$30.1
18.3%
Police
$47.7
29.0%
Self Insurance/
Transfers
$16.3
9.9%
Total General Operating Fund Expenditures: $164.7M
Fiscal Year 2022-23 Recommended Operating Budget
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Nondiscretionary Increases
For Fiscal Year 2022-23, a total of $1.4 million of nondiscretionary increases are included to fund existing and new required operational costs , such as janitorial cost increases, increases in information technology costs, and Fire Department overtime . A listing of all nondiscretionary items, $50,000 and over, are as follows (see Page 7-7 for a complete listing of nondiscretionary items with descriptions):
• Janitorial Cost Increases: $616,900
• Fire Department Overtime: $400,000
• Information Technology Services, Licenses, and Software Renewals: $169,000
• City Utilities Cost Increase: $103,800
• Gas and Electricity Cost Increase: $57,000
Discretionary Expenditures
Net n ew expenditures totaling $ 2.6 million are included for high -priority ongoing programs ; $1.7 million is related to personnel (fully loaded cost) . These are included in the Fiscal Year 2022-23 Recommended Budget and future projections in the Forecast. A listing of all discretionary items, $5 0,000 and over, is as follows (see Page 7-14 for a complete listing of discretionary items with descriptions):
• Human Resources Analyst I/II Positions (2.0 FTE): $411,000
• Fire Training Overtime, Course, and Travel: $335,800
• Assistant Library Director Position (1.0 FTE): $302,800
• Roadways Maintenance Contract: $278,000
• Network Administrator Position (1.0 FTE): $261,600
• Senior Information Technology Analyst Position (1.0 FTE): $240,900
• Communications Coordinator Positions (1.0 FTE total): $222,400
• Special Projects Contingency: $100,000
Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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• Employee Professional Development Funds: $58,000
• Reclassification of Senior Human Resources Analyst to Human Resources Manager:
$56,100
Limited-Period Expenditures
Funding of $3.7 million (excluding rebudgeted items) for new limited-period items is included in the Recommended Budget; $1.4 million is related to personnel, most of which is a continuation of current staffing (notated with an asterisk (*)). A listing of all limited-period items, $50,000 and over, is as follows (see Page 7-23 for a complete listing of limited-period items with descriptions):
• Firefighter Recruit Academy: $482,000
• Safe Parking Program: $335,000
• Police Officer Position—Community Outreach*: $301,100
• November 2022 General Election: $279,000
• Human Resources Analyst I/II Position*: $205,500
• Information Technology Desktop Technician Temporary Help: $200,000
• Management Fellow Position*: $181,300
• Employee Relations/Labor Negotiations Attorney Services: $150,000
• Citywide Succession Planning: $150,000
• Public Works Hourly Staff to Support the Traffic Section: $150,000
• Office Assistant III Position: $149,700
• Employee Relations Consultants: $140,000
• Fire Training and Education Overtime: $120,000
• Website Coordinator Position (0.5 FTE)*: $111,200
• City Council Strategic Priority Project—Legislative Advocacy: $100,000
Fiscal Year 2022-23 Recommended Operating Budget
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• Library Security Services: $96,000
• Business Development Specialist Position (0.34 FTE): $79,100
• Americans with Disabilities Act (ADA) Compliance: $75,000
• Program for Sidewalk Ramping, Grinding, and Inspecting: $75,000
• Hourly Staff for Video Production/Multi-Media: $75,000
• Sustainability Fellow Contract: $55,000
• Crossing Guard Services at New Intersections: $50,000
• Transient Occupancy Tax Audit: $50,000
_______________________
* Represents a continuing limited-period position.
General Fund Carryover Available for Allocation
The Fiscal Year 2021-22 estimated GOF operating balance carryover (subject to changes in assets and liabilities and grant/donations carryover) , prior fiscal year unallocated balance of $4.5 million, and one-time revenue of $6.7 million provides an available balance of $23.2 million, which is proposed to fund the following items included in the Recommended Budget:
• $4.0 million Compensated Absences Reserve;
• $3.7 million for limited-period expenditures;
• $3.0 million Capital Improvement Reserve;
• $3.0 million Strategic Property Acquisition Reserve;
• $2.0 million for the Development Services Fund;
• $1.0 million for the Public Safety Building Reserve; and
• $1.0 million for the Sustainability program.
Staff will return to Council after the conclusion of the fiscal year-end audit with any modifications and final balances available for allocation.
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OTHER MAJOR FUNDS
Other General Funds
Development Services Fund
Development Services is a General Fund program separated from the GOF in order to facilitate better tracking and accounting. This separation was established to allow for an effective way to match revenues and expenditures. Initially created for Building Services, this fund was expanded for Fiscal Year 2014-15 to more fully encompass all development activity.
Fiscal Year 20 22-23 total projected operating revenues are $ 14.1 million (net of Land Use Document Fee) , $1.2 million (7.6%) lower than Fiscal Year 2021-22 adopted, and $1.0 million lower than estimated actuals. The lower revenue estimates are mainly the result of lower projected plan check fees. Total recommended operating expenditures are $19.3 million. This includes nondiscretionary and discretionary increases of $ 1.4 million and new limited-period items of $1.3 million primarily targeted to address the existing workload related to development activity. In addition, there is an estimated $600,000 for Land Use Document Fees, a transfer of $223,000 to the Compensated Absences Reserve , CalPERS contribution of $ 203,000 proportionate to the GOF share, and $515,000 for capital projects . The Development Services Fund is projected to end the fiscal year with a Land Use Document Reserve of $ 10.3 million and ending balance of $4.6 million. The Development Services Fund expenditures exceed revenue by $5.5 million, of which $1.3 million is related to one-time expenditures. This deficit has arisen from fees that have not been increased in a number of years and are not fully recovering the costs of providing the related services . A new fee study is planned to be completed in the upcoming year to increase fees to appropriate cost recovery levels.
Shoreline Golf Links and Michaels at Shoreline Restaurant Fund
Shoreline Golf Links and Michaels at Shoreline Restaurant have returned to full operations in Fiscal Year 2021-22. While Shoreline Golf Links has seen record levels of activity throughout the year, the restaurant was not fully operational for the first half of the year due to Shelter-in-Place restrictions and renovations. For Fiscal Year 2022-23, revenues are projected at $4.4 million, and expenditures are recommended at $4.0 million, leaving a surplus that is expected to generate a $150,000 transfer to the GOF.
Special Funds
Shoreline Regional Park Community Fund (Shoreline Community)
The Shoreline Community was created by legislation in 1969, known as the Shoreline Regional Park Community Act (Act), for the development and sup port of the Shoreline at Mountain View Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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Regional Park (Shoreline Park) and to economically and environmentally enhance the surrounding North Bayshore Area. In accordance with the Act, all tax revenues received by the Shoreline Community are deposited into a special fund and used to pay the principal of and interest on loans, advances, and other indebtedness of the Shoreline Community. The Act prescribes the powers of the Shoreline Community, including the construction and replacement of the infrastructure needed to serve the Shoreline Community , such as streets, curbs, gutters, parking lots, sidewalks, water and sewer services, lighting, waste disposal, power and communications, and housing and levees as well as operations and maintenance of Shoreline Park. The Shoreline Community is a separate legal entity with its own budget and financial statements but is considered a blended component unit of the City , and financial activities are reported with the City’s financial documents. A separate budget for the Shoreline Community is adopted by the Board of the Shoreline Community and is included in a separate section of this Proposed Budget document.
For Fiscal Year 2022-23, operating revenues are projected at $58.7 million, $7.7 million higher than the Fiscal Year 2021-22 Adopted. This is primarily due to higher property tax revenues . It is important to note that Assessed Value in the Shoreline Community can be significantly impacted by economic conditions. Operating expenditures are recommended at $35.3 million, $1.4 million higher than Fiscal Year 20 21-22 Adopted, primarily due to pa yments to the County and school districts increasing by $1.2 million. Ongoing changes of $283,000 are included as well as limited-period expenditures of $ 157,000. In addition, there is a $140,000 transfer to the Compensated Absences Reserve, a CalPERS contribution of $7 1,000 proportionate to the GOF share, and capital projects of $13.4 million. The General Reserve, based on 25.0 % of operating expenditures (similar to other reserves) net of intergovernmental payments , is $ 5.4 million; a new Site Contamination reserve for expected clean-up obligations is $5.0 million ; the Landfill Reserve is increasing from $ 10.0 million to $ 11.0 million ( incrementally increased in case of a catastrophic event); the Sea Level Rise Reserve is increasing $3.0 million (as part of a plan to fund $3.0 million annually for 10 years); and the Development Impact Fee Reserve is estimated at $352,000. The remaining balance available is projected to be $35.9 million.
It is worth noting the 2021 Shoreline Sea Level Rise Study identified sea level rise projects costing $122.0 million. Staff is developing a feasibility analysis in order to prioritize the projects for funding. It is anticipated additional reserves will be needed to provide for increased mitigation over that which was recommended by the initial study. In addition, the Educational Enhancement Reserve Joint Powers Agreement ( JPA) with the school districts expires in June 2023. Staff is developing a long-term forecast for the new agreement. Future payments to the school districts could impact the financial condition of this fund.
Utility Funds
The City’s enterprise utility funds are fully funded by the rates charged to customers; there is no General Fund support to the utility funds. Utility rates charged by governmental entities for Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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water, sewer, and trash and recycling services are considered property -related fees and are subject to the procedural requirements of Proposition 218, Article XIII, of the California Constitution. Proposition 218 requires governmental agencies to conduct a majority protest hearing prior to adopting any changes in utility ra tes. A notice is required to be mailed no later than 45 days prior to the public hearing and is required to include the proposed rate adjustment, the calculation methodology, and describe the process for submitting a protest vote. The legislation also provides for future rate increases within prescribed limits to be approved without holding a hearing each year for up to an additional four years.
A Proposition 218 hearing is not required for the recommended water and wastewater rate increases as the recommended increases for Fiscal Year 2022-23 are within the prescribed limits as noticed May 7, 2021 and approved at the June 22, 2021 public hearing. However, the recommended solid waste rate increase requires a Proposition 218 hearing, scheduled for June 28, 2022, prior to the adoption of any rate modifications. A Proposition 218 hearing will be held on June 28, 2022 for the recommended rate increases for Fiscal Year 2022 -23, and notices were mailed on or before May 13, 2022.
Water Fund
For Fiscal Year 2022-23, the wholesale water rate increase from the San Francisco Public Utilities Commission (SFPUC) is 15. 6%. Valley Water (formerly t he Santa Clara Valley Water District) adopted a 15.6% increase for groundwater (well production) and a 14.5% increase for treated water. Due to the SFPUC and Valley Water rate increases and City cost increases, potable water and meter rates are recommended with a 12.0% increase for Fiscal Year 2022-23. This results in a monthly increase of $13.17 for the average single -family residence. The Recycled Water rate is recommended with a 5.0% rate increase corresponding to the Consumer Price Index ( CPI).
There are significant capital improvement projects recommended for Fiscal Year 2022 -23 that will draw from the $15.5 million estimated available balance. On March 22, 2022, the City Council approved the Recycled Water Feasibility Study Update Draft Report, which discussed future CIP needs ranging from $92.0 million to $102.0 million over approximately 25 years. The cost of these projects will most likely require a bond issue and will have a significant impact on the recycled water rate.
Fiscal Year 2022-23 projected operating revenues, with the recommended rate adjustments, are $39.4 million, and recommended operating expenditures are $38.8 million (after eliminating the budget effect of depreciation expense). Included in expenditures are the rate adjustments to wholesale water costs as provided and the minimum water purchase from SFPUC . The re is an operating balance of $663,000, less than the $3.1 million annual level of capital projects included in the rate calculation.
For Fiscal Year 20 22-23, there is a CalPERS contribution of $11 7,000 proportionate to the GOF share, capital projects of $ 10.0 million funded from the rate , and additional capital projects of Fiscal Year 2022-23 Recommended Operating Budget
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$4.3 million funded by capacity fees. There are projected Fiscal Year 202 2-23 reserve balances of $ 17.7 million, which includes the water transfer reserve, the balance of capacity and development impact fee revenues received , and the interest earned on the balance as well as the full reserve requirement for the fund. The projected ending balance for this f und is $5.0 million, and the cash available goal is $5.2 million, or 10.0% of total expenditures.
Wastewater Fund
For Fiscal Year 2022-23, costs for the Palo Alto Regional Water Quality Control Plant (Treatment Plant) are increasing 6.8%. A n 8.0% overall rate increase is recommended: 6.0% due to Treatment Plant and City operating cost increases and 2.0% for the eighth year of the phase -in of planned Treatment Plant capital costs.
The majority of the City’s sanitary sewer trunk main infrastructure was installed in the 1950s and 1960s. Staff has previously indicated through the budget and CIP process that there are major City sewer main replacement projects necessary over the next 10 years. As identified previously, capacity and development impact fees have provided a source of funding for some projects; however, the fees received are not sufficient to fund all projects, and staff recommended issuing debt to secure additional funds. On October 23, 2018, the City Council approved a $10.1 million loan financing for Wastewater infrastructure projects , and the proceeds have funded multiple capital projects allocated over three fiscal years . The f inancing structure includes the ability to draw funds as needed for the first 18 months, lowering interest cost, and the ability to prepay
10.0% of the outstanding balance each year and all of the outstanding balance after 10 years without penalty. A ll funds have been fully drawn, and annual payments will be approximately $852,000 henceforth.
There are infrastructure capital projects beyond the annual capital projects included in the rate.
In addition to the $10.1 million loan noted above to fund infrastructure capital projects, Capacity and other Development Fees have provided an additional s ource of funding for some of these infrastructure capital projects where allowed. There continue to be significant capital improvement projects above the annual $2.5 million funded annually from rates, of which $5.6 million is scheduled for Fiscal Year 20 23-24, drawing from the available balance, and $36.1 million is unscheduled. While some projects can be funded from the capacity and development fees collected, there is insufficient available balance to fund all the $36.1 million in unscheduled projects in the near future. In addition, Treatment Plant capital cost estimates have increased significantly, and it is likely that the additional 2.0% increase will need to continue past the original 10-year plan.
With an overall 8.0% rate increase, operating revenues for Fiscal Year 2022-23 are projected at $29.3 million (including $3.1 million in revenue generated by the rate increases for planned Treatment Plant capital costs that is being reserved) , and operating expenditures are recommended at $27.2 million (after eliminating the budget effect of depreciation expense) , Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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resulting in an operating balance of $2.1 million. This is less than the $2.5 million annual level of capital projects included in the rate calculation and $2.7 million in revenue generated by the rate increases for planned Treatment Plant capital costs t hat is being reserved . For Fiscal Year 2022-23, there is a CalPERS contribution of $7 1,000 proportionate to the GOF share, $2.6 million for capital projects funded by rates and available balance, and $1.8 million in capital projects funded by capacity fees. There are projected Fiscal Year 202 2-23 reserve balances of $27.9 million, which includes the Treatment Plant reserve, the balance of capacity and development impact fee revenues received , and the interest earned on the balance as well as the full reserve requirement for the fund. The projected ending balance for Fiscal Year 202 2-23 is $5.2 million ($1.0 million more than the Fiscal Year 2021-22 adopted), and the cash-available goal is $3.2 million.
Solid Waste Management Fund
For Fiscal Year 2022-23, the increase for Recology for collection services is 3.38%, reflecting the change in CPI per the agreement. The City’s share of SMaRT® Station costs are approximately
2.4% lower for Fiscal Year 2022-23; however, taking into consideration the processing services moved from the SMaRT® Station to other specialized facilities as of January 1, 2022, costs are estimated to increase approximately 1.0%. City operating costs are increasing approxima tely
23.0%, primarily due to the processing services changes and increase in commercial composting costs, resulting in a $1.7 million increase in operating costs. Senate Bill 1383 mandates residential and commercial composting, which require increased composting services. As a result of all of these increases, trash and recycling rates would need to increase approximately 15.0% to maintain a balanced operating budget. However, there is a sufficient balance in the fund to smooth the rate increase over three fiscal years. Therefore, trash and recycling rates are recommended with a 6.0% increase for Fiscal Year 2022-23, with the remainder spread over the following two fiscal years. This results in a monthly increase of $2.25 for a 32-gallon cart.
Operating revenues for Fiscal Year 2022-23 are projected at $15.3 million ($35.6 million, including Recology), and operating expenditures are adopted at $17.8 million ( $38.1 million, including Recology, and after eliminating the budget effect of depreciation expense ). The operating balance is projected to be a negative $2.5 million, and there is a CalPERS contribution of $50,000 proportionate to the GOF share and $318,000 for capital projects. This fund is projected to draw from reserves to fund ongoing expenditures and capital projects. The fund is projected to end the 2022-23 fiscal year with a reserve at the policy level of $4.4 million and the reserve for future facility equipment of $ 2.6 million. The projected ending balance for Fiscal Year 202 2-23 is $6.6 million, and the cash available goal is $1.8 million.
Reserves
Most reserves are established pursuant to Council Policy A -11, Financial and Budgetary Policy, and others have been approved as needed by Council (see summary in Miscellaneous Section, Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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purpose and those created to fund liabilities. With the recommendations from the General Non- Operating Fund available balance to supplement the General Fund Reserve and the Compensated Absences Reserve, reserves are at or higher than the target or policy balance. Any remaining GOF carryover balance will be transferred to the General Non-Operating Fund.
Since the F iscal Year 2017-18 budget, the City began transferring leasing -related revenues generated from the Ameswell Hotel and Office development into the City’s Budget Contingency Reserve to be utilized for funding limited -period expenditures until such time as these funds could be used to pay for debt service on a new Public Safety Administration Building , originally expected to start construction in Fiscal Year 2022-23. However, due to delays from the COVID-19 pandemic and a significant increase in the estimated construction cost of the new building, it is recommended that, until the City can establish a new funding plan for the project, the annual revenue being generated from Ameswell, estimated to be $2.8 million in F iscal Year 2022-23, along with an estimated $10.2 million previously deposited into the Budget Contingency Reserve, be set aside and dedicated for the Public Safety Building until such time it is needed for debt service.
SUMMARY AND CONCLUSION
The City has spent a tremendous amount of effort and funding to address the COVID -19 pandemic during the past year s for vulnerable and disadvantaged residents by implementing programs and working with community nonprofit agencies in the area of rent relief, safe parking, sheltering and homeless services, eviction moratorium, small business assistance grants, utility relief, and a host of other financial and nonfinancial assistance for the benefit of the community- at-large. The Fiscal Year 2022-23 Recommended Budget continues many of these programs and will make further increases to programs necessary to improve the wel fare for those of lower income and most impacted during the pandemic. Benefitting from the improved econom ic conditions that we are now seeing , along with the infusion of Federal funding from ARPA, the City is also well-positioned to continue its fiscal r ecovery while assist ing the community financially and through a revised vision for racial equity and inclusion that will bring the City and our residents together by recognizing and building upon our collective diversity and working toward making Mountain View a community for all.
We would like to express our appreciation to the City Council and to staff in all the departments for their cooperation and assistance in the development of this budget. In particular, we want to thank the department heads and the Budget Review Team, with special thanks to Assistant Finance and Administrative Services Director Grace Zheng, Senior Financial Analyst Ann Trinh, and Financial Analyst II Elliot Young for their assistance with the Recommended Budget; Purchasing and Sup port Services Manager Ann Mehta , Library Manager Laura Shea-Clark, and Police Captain Michael Canfield for their assistance with the capital outlay process; and the Fiscal Year 2022-23 Recommended Operating Budget
June 14, 2022
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Document Processing Center and Copy Center staff for their invaluable support in the preparation of this document.
Respectfully submitted,
Jesse Takahashi Kimbra McCarthy
Finance and Administrative City Manager
Services Director
JT-KMC/GZ/6/FIN
541-06-14-22L
Enclosure: 1. Strategic Roadmap Update
Enclosure 1
Lead Support
1.1 Community for All Develop and launch a Universal Basic Income pilot program CMO CDD In Progress
Council adopted Elevate MV on February 22, 2022. Staff is working with nonprofit implementation and research partners to prepare for launch of program in Q3 2022 as well as coordinating with City teams tp set up application support hubs. The first Lived Experience Advisors panel meeting for feedback on Elevate MV’s
communications and outreach plan is scheduled for late May.
1.2 Community for All Develop an ordinance for responsible construction. CMO CAO, FASD, CDD-BLDG In Progress
A study session was held in October 2021 to receive Council input.
Staff is working to develop a draft ordinance based on Council direction from the October study session. Ordinance introduction / adoption is proposed for Q3 2022.
1.3 Community for All Develop an ordinance to address wage theft. CMO CAO, FASD, CDD-BLDG In Progress
A study session was held in October 2021 to receive Council input.
Staff is working to develop a draft ordinance based on Council direction from the October study session. Ordinance introduction / adoption is proposed for Q3 2022.
1.4 Community for All Develop a Community Workforce Agreement PWD CMO In Progress Staff has begun research about Community Workforce Agreements including outreach to other cities that have Agreements about their process to determine consultant assistance needed. Staff is developing a proposed work plan for next steps.
1.5 Community for All
Develop a mobile home rent stabilization ordinance
adopted by Council and administered by the Rental
Housing Committee.
CAO CDD Complete
The Mobile Home Rent Stabilization Ordinance went into effect on October 28, 2021. Council provided additional direction beyond the initial project scope including an urgency ordinance and Tenant Relocation Assistance Ordinance revisions which were adopted on April 26, 2022 and are effective from May 24, 2022. The Ordinance also included an exemption for mobile home parks that entered into an “accord” with the City that 80% of park residents approved.
Council directed staff to develop an accord working with park owners and residents. The MOU process and staff
recommendations are scheduled to be presented at the June 28, 2022 Council meeting.
1.6 Community for All Explore the feasibility of alternative mental health crisis response methods CMO PD In Progress
Staff is coordinating with the County and other North County cities to explore collaboration opportunities for new or expanded programs including the soon to be launched TRUST Community mobile response and the new North County mobile crisis response team. The Police Department has launched a pilot project, in which a Community Service Officer who is an associate Licensed Professional Clinical Counselor, tracks mental health-related calls for service, schedules follow up visits and coordinates social and mental health services to provide assistance when these individuals are not in crisis and reduce or prevent interactions with officers before a crisis event occurs. Over the past 13 months of the pilot project, the number of frequently contacted individuals has decreased.
1.7 Community for All
Develop a comprehensive Homelessness Response
Strategy that includes housing, services, and an
expenditure and funding plan
CMO CDD, CSD, PD Not Started
The new Human Services Manager has been onboarded and is anticipated to begin working on this project in Q3 2022 with a draft strategy for review estimated in Q1 2023.
1.8 Community for All Expand access to broadband across communities CMO IT, PWD In Progress Staff is coordinating with the Mountain View Whisman School District for a pilot project to use City fiber and install a satellite device to provide internet access around Castro School. Staff is engaging with the County as they explore creating a municipal broadband utility.
2.1 Intentional Development &
Housing Options
Hold a Study Session on a displacement response
strategy and net loss; develop a work plan for any
desired follow up actions.
CDD In Progress
Staff has applied for and received grant funding from the Chan- Zuckerberg initiative, worked with the San Francisco Housing Accelerator Fund to evaluate potential costs and options for an acquisition/ preservation program, evaluated a potential preservation project and begun evaluation of potential local replacement requirements for demolished units. The potential preservation project is currently on hold due to higher interest rates which impact the feasibility of the project. The City was awarded a Breakthrough Grant which will fund a Fellow who will assist with the displacement response work. The grant Fellow is expected to start at the end of Q2 2022, and staff anticipates scheduling a followup Study Sessions in Q2 2023.
2.2 Intentional Development &
Housing Options
Work with the Mountain View Los Altos Union High
School District (MVLA) to explore the possibility of the District acquiring the Shenandoah property and the
opportunity for shared uses and affordable housing on
the site.
CMO CDD Deferred
Staff has been informed that the Department of Defense's proposal to sell the Shenandoah property is on hold indefinitely. City staff has updated MVLA staff. This project is on hold for the forseeable future and has been removed from the Strategic Roadmap Action Plan.
Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Update June 14, 2022
Project No. Strategic Priority Project Department Status Updates 1-35
Lead Support
Project No. Strategic Priority Project Department Status Updates
2.3 Intentional Development &
Housing Options
Review and propose revisions to the R3 Zone
standards that consider form-based zoning,
incentivizing stacked flats, and updated row house
guidelines.
CDD In Progress
Since Council direction in 2021, the project team has been conducting targeted outreach to key interest groups and preparing alternatives to present at upcoming neighborhood meetings in the summer to get public input on project alternatives. In Q3 and Q4 2022, the project team will prepare a policy framework and preliminary draft ordinance .
2.4 Intentional Development &
Housing Options
Develop strategies for middle-income persons to
afford different housing types. CDD In Progress
Staff is examining funding sources to support middle-income homeownership opportunities, and expects to bring options to Council in Q3 2022. Several inclusionary moderate-income below- market-rate projects are in the pipeline. An Affordable Housing Study Session is planned for Q3 2022.
2.5 Intentional Development &
Housing Options
Facilitate the development of affordable housing at
the Santa Clara Valley Transportation Authority (VTA)
Evelyn Site.
CDD In progress
After the execution of the ground lease in September 2021, staff engaged consultants to consider potential affordable housing scenarios for the site. Staff brought proposed project principles and development priorities to Council on May 10, 2022, and received input on elements to include in the upcoming RFQ/RFP process.
Upcoming milestones include the release of a RFP (Q4 2022), exercise option to purchase site (Q1 2023) and Council selection of developer partner (Q2 2023).
2.6 Intentional Development &
Housing Options
Facilitate the planning/entitlement and building
permit process for Lot 12. CDD In Progress
Measure A MOU, which included funding for Lot 12, approved by County (Feb. 22, 2022) and City (Mar. 22, 2022). The developer submitted a DDA in January 2022, which was approved in April 2022.
The target date for submitting building permits is Q1 2023 and securing remaining external funding is Q2 2023. Staff is working with the developer on the process to select public artist(s)/art for the project.
2.7 Intentional Development &
Housing Options
Partner with the County to explore the potential
conversion of the Crestview Hotel to housing for
people who are unstably housed.
CDD CMO In Progress
In its Annual Action Plans in 2021 and 2022, Council appropriated approximately $5.3 million in CDBG and HOME funds to support the conversion of the Crestview Hotel to permanent housing. The County has designated $7 million in funds, and the state awarded $16.7 million in HomeKey funds to the project. City staff is participating in the developer selection process and community meetings. Upcoming milestones include County selection of a developer on June 7, 2022, Council action on CDBG/HOME loans on June 14, 2022, and the building permit process (Q4 2022).
2.8 Intentional Development &
Housing Options
Continue work on the Housing Element for the 2023-
31 Regional Housing Needs Assessment period. CDD In Progress A Council study session was held on March 8, 2022. The Draft Housing Element was published on the project website on May 6, 2022 and an EPC Study Session was held on May 18 to review it. A Council study session is scheduled for June 14, 2022. HCD Review of Draft Housing Element is scheduled for Q3 2022.
2.9 Intentional Development &
Housing Options
Conduct a review of parcels with existing units that
exceed the density currently allowed by the Zoning
Ordinance/General Plan and hold a Council Study
Session to discuss a recommended approach.
CDD In Progress
A review of R1 and R2 parcels was completed as part of a Housing Element update Study Session on March 8, 2022. Adoption of code amendments regarding R1 and R2 parcels is scheduled for Q4 2022 followed by Review of R3 parcels in Q1 2023 and Adoption of R3 code amendment in Q4 2023.
3.1 Mobility & Connectivity Develop a Citywide Transportation Demand Management Ordinance PWD CDD In Progress The new TDM Analyst was onboarded in Q1 2022 and will compile data on existing TDM conditions of approval in Q2 2022.
3.2 Mobility & Connectivity Complete the Castro Pedestrian Mall Feasibility Study. PWD CDD In Progress The 100 block Castro Pedestrian Mall feasibility study is complete.
Based on Council feedback at a October 12, 2021 Study Session, the phase 2 study includes creating a pedestrian mall on the 100-300 blocks, and developing a plan for low cost interim improvements and pedestrian mall guidelines. Council adoption of a resolution of intent to establish pedestrian mall is scheduled for June 14, 2022 and a Public Hearing is scheduled for September 13, 2022.
3.3 Mobility & Connectivity Continue to implement the Transit Center Master Plan. PWD CDD In Progress Caltrain is scheduled to approve a contract for a final design consultant in June 2022.
3.4 Mobility & Connectivity
Prepare the Citywide Travel Demand Update (including
the Greenhouse Gas Reduction Program) PWD CDD Not Started Staff anticipates work to begin on this project in Q1 2023 subject to hiring of staff.
3.5 Mobility & Connectivity Develop a City Active Transportation Plan (combining pedestrian and bicycle master plans). PWD CSD In Progress B/PAC reviewed the scope of work in Q4 2021. A Request for Proposals was released in Q1 2022 and a consultant was selected in Q2 2022. Council action to authorize the City Manager to execute the contract is scheduled for May 24, 2022.
4.1 Sustainability & Climate
Resiliency
Update the Community Tree Master Plan and review
existing guiding policies and ordinances in
coordination with the update.
CSD CDD In Progress
Based on the PRC and public's desire for a more robust update to the CTMP, an opportunity exists to incorporate the goals, objectives and implementation of the CTMP into the the city-wide Biodiversity Strategy. Staff is engaging with the key partner of the Biodiversity Strategy project to include a comprehensive Urban Forest Plan component in the draft scope of work for the Biodiversity Strategy with its own outreach, action planning and reporting process. This concept and draft scope of work will be presented to the PRC. Staff anticipates hiring consultants and starting work in Q4 2022. 1-36
Lead Support
Project No. Strategic Priority Project Department Status Updates
4.2 Sustainability & Climate
Resiliency
Consolidate and update existing plans into a
comprehensive Shoreline Wildlife Management Plan. CSD PWD In Progress The Consultant and staff will perform a public and stakeholder input process and draft the plan in Q3 2022. The draft plan will be brought to PRC and Council in Q4 2022.
4.3 Sustainability & Climate
Resiliency Work through Sustainability Action Plan projects. CMO All In Progress This is an on-going project. The majority of actions are in progress or completed. Staff anticipates providing a final SAP-4 update to Council in Q4 2022. Staff will evaluate projects that have not begun to determine which will carry over to SAP-5 in the context of broader planning for carbon neutrality, climate resiliency and adaptation.
4.4 Sustainability & Climate
Resiliency
Continue to Participate in South Bay Salt Ponds project in conjunction with California State Coastal
Commission.
PWD In Progress
On December 14, 2021, City Council approved the terms of a Memorandum of Agreement and a Habitat Easement Deed and Habitat Maintenance Agreement with the US Fish and Wildlife Service (project owner) to design, construct, and maintain the portions of the project components on City property.
The South Bay Salt Pond team applied for a City excavation permit to begin hauling soil for the project. Soil hauling began in May 2022 and is ongoing. The South Bay Salt Pond team continues to work on the final design plans and specifications for the Pond A2W project.
The final design documents are anticipated in Q4 2022 to apply for a City excavation permit for full project construction.
4.5 Sustainability & Climate
Resiliency
Define biodiversity requirements for landscaping in
Mountain View CSD CDD, PWD In Progress
Staff has proposed FY22-23 CIP funds to hire consultants to develop a city-wide Biodiversity Strategy, and is engaging with San Francisco Estuary Institute (SFEI) as a key partner in the project. SFEI is drafting a proposal to include an Urban Forest Plan component. The draft scope of work will be presented to the PRC in June 2022 and Staff anticipates hiring consultants and beginning work in Q4 2022.
5.1 Livability & Quality of Life
Review and consider minor amendments to
Downtown Precise Plan Areas A, G, and H, with the
work phased to prioritize preserving the character of
the downtown core and preventing, to the extent
possible, preemption by State legislation.
CDD In Progress
Study sessions were held with the EPC in May 2021 and Council in June 2021. The environmental analysis and updates based on the study session comments are being finalized. Staff anticipates presenting to the EPC and Council in Q3 2022.
5.2 Livability & Quality of Life Review and update the historic preservation ordinance. CDD In Progress
Council authorized the scope of work on April 12, 2022 and Upcoming milestones include a Community workshop, EPC and Council Study Sessions (Q4 2022), research on historic properties and Context Statement, and preparation of a draft Ordinance framework (Q1 2023), and research and draft National Register nominations for key Castro Street buildings (Q2 2023).
5.3 Livability & Quality of Life Continue to work with the Visual Arts Committee to encourage public art. CDD In Progress
Staff has been having working session with the Visual Arts Committee (VAC) since January 2022 to discuss policy and procedures for incorporation into a Public Art Strategy. Staff anticipates having a draft Public Art Strategy for VAC consideration in Q4 2022 and Council for approval in Q1 2023.
5.4 Livability & Quality of Life Update the City/School District Joint-Use Master Agreement CSD CMO, CAO,
PWD In Progress Staff is meeting with MVWSD staff on a regular basis to develop updated language for the Joint-Use Master Agreement.
5.5 Livability & Quality of Life Develop a Parks and Recreation Strategic Plan CSD PWD In Progress Staff provided a parks and open space update on May 10, 2022. Staff is drafting the scope of work for the Parks and Recreation Strategic Plan and will bring the draft scope to both the Parks and Recreation Commission and City Council in September 2022. Staff anticipates issuing an RFP for a consultant in October 2022.
5.6 Livability & Quality of Life Hold a study session to explore consideration of a Moffett Boulevard Precise Plan. CDD PWD Not Started Work on this project is anticipated to begin in Q1 2023.
5.7 Livability & Quality of Life Develop a Safe Storage for Firearms Ordinance CAO CAO, PD Complete On March 8, 2022, Council adopted a Safe Storage of Firearms Ordinance to reduce the risk of firearm-related injury or death by requiring the safe storage of firearms in residences and vehicles. A Public outreach mailer was sent to all residents and the Ordinance went into effect on May 7, 2022.
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Lead Support
Project No. Strategic Priority Project Department Status Updates
6.1 Economic Vitality Plan, coordinate, and oversee COVID-19 recovery efforts to support community relief and resilience. CMO CDD In Progress Council adopted the Small Business Action Plan in September 2020 to support the City's small businesses during the pandemic and strengthen their resilience for the longer term. Nine of the 10 recommendations have been achieved, including a buy-local campaign (Shop Safe Shop Local) and a biweekly business e- newsletter in English, Spanish, and Chinese. The City issued 180 small business loans and grants totaling $1,162,000 to Mountain View companies and 97 small business grants totaling $485,000 have been awarded to support the reovery of the local economy.
The City provided $3.8 million towards the City's COVID-19 Rent Relief Program. A total of 1,043 unduplicated households received assistance for 1-3 months. CSFRA staff have implemented an eviction prevention clinic to assist those who may be at risk of eviction or in the eviction process. Staff provides ongoing education and outreach including information on financial and other resources.
6.2 Economic Vitality Develop an Economic Vitality Strategy (including strategies to support small businesses). CDD CMO In Progress On October 12, 2021, Council provided feedback on RFP objectives and a scope of services for future consultant work. On May 10, 2022, Council authorized a consultant contract to develop the Economic Vitality Strategy for the City.
7.1 Organizational Strength &
Good Governance
Implement the Public Services Study actions, including
population updates and Fire Community Risk
Assessment.
CMO FD In Progress
Staff regularly updates population projections based on Census and State estimates as well as City development and land use plans.
Service level impacts are assessed in Environmental Impact Reports.
In 2021, a consultant assessment of the permitting process was completed. Action steps will be implemented over the next several quarters, including recommended increases to staff capacity to adequately address community needs. Staff anticipates providing an update to the City Council regarding the Fire Department study next fiscal year.
7.2 Organizational Strength &
Good Governance
Develop and implement an enhanced legislative
program. CMO Complete
The City onboarded an advocacy consultant in Q3 2021 and Council adopted the 2022 Legislative Platform on January 25, 2022. Staff and the consultant are tracking priority legislation related to the legislative platform and are coordinating to prepare letters and meet with intergovernmental partners to present the City's priorities. Staff prepared Community Project Funding requests for the consideration of Mountain View's Federal and State representatives in their current budget processes. Congresswoman Eshoo has submitted the Bernardo Undercrossing and Crestview Housing projects to the House Appropriations Committee.
7.3 Organizational Strength &
Good Governance
Plan, coordinate, and oversee COVID-19 recovery
efforts for the City workforce and facilities. CMO HR, PWD In Progress Staff continues to monitor public health conditions and regulations and adapt operations and implement safety protocols. Staff has implemented technological upgrades to enable hybrid meetings and a laptop program to maximize flexibility in employee work locations.
7.4 Organizational Strength &
Good Governance Conduct a City Buildings Workspace Study PWD In Progress In March 2022, the consultant met with department heads and department representatives to provide an overview of the project. It is estimated that analysis and sharing of identified organization space needs with department representatives will be completed by June 30, 2022.
7.5 Organizational Strength &
Good Governance
Update the Campaign Disclosure in Advertisements
Ordinance. CAO CMO In Progress
On April 26, 2022, Council adopted an Ordinance creating campaign contribution limits and updating the Campaign Disclosure in Advertisements Ordinance. Council also directed staff to review and return with further evaluation of the Campaign Contribution Penalty section to include a penalty amount and top contributor disclosure requirements when at least one top contributor qualifies as such under State law. The draft ordinance is currently under review and introduction of ordinance is scheduled for the June 14, 2022 council meeting.
7.6 Organizational Strength &
Good Governance
Study and develop a revenue measure to increase the
City’s Transient Occupancy Tax. FASD CMO, CDD Deferred
Staff completed background research on TOT rates and received Council approval on December 15, 2021 to proceed with hiring polling, strategy and project management consultants. At its February 8, 2022 meeting, Council directed that this project be deferred.
7.7 Organizational Strength &
Good Governance
Refinance existing Shoreline Community outstanding
debt. FASD CMO Not Started Staff anticipates assembling the financing team of staff and bond professional services by end of Q2 2022.
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Revenue and Expenditure
Tables for All Funds
AUDITED ADOPTED RECOM.
ACTUAL BUDGET ESTIMATED BUDGET
2020-21 2021-22 2021-22 2022-23
GENERAL OPERATING (1) $ 150,547,692 152,248,350 160,755,075 163,835,960 GF - DEVELOPMENT SERVICES 14,606,860 16,059,800 15,583,886 14,672,100 GF - SHORELINE GOLF /RESTAURANT 3,205,735 3,802,000 3,502,933 4,405,000 GF RESERVES 24,580,081 40,810,388 31,151,434 47,893,238 GAS TAX 3,418,423 3,769,200 3,626,300 4,191,300
OTHER STREETS & TRANSPORTATION 597,507 2,492,804 805,262 3,173,000 CONSTRUCTION/CONVEYANCE TAX 11,483,240 4,490,200 9,406,791 6,016,000 PUBLIC BENEFIT IN LIEU 7,771,972 270,900 744,600 331,400 OTHER TRANSPORTATION DEV FEES 128,537 36,200 167,412 32,400 HOUSING 13,504,201 1,860,300 15,067,763 1,935,300
CSFRA/RENTAL HOUSING COMMITTEE 1,278,852 1,543,000 1,502,452 1,450,500 MOBILE HOME RENT STABILIZATION 0 0 399,500 639,413
SUCCESSOR HOUSING AGENCY 34,630 22,200 133,400 18,800
DOWNTOWN BENEFIT ASSMT DISTS 2,027,243 1,755,500 1,735,242 1,736,100 GENERAL SPECIAL PURPOSE 50,679 58,500 4,221 57,900
SUPPLEMENTAL LAW ENFRCMNT SRVCS 195,467 175,000 179,657 175,000 COMMUNITY DEV BLOCK GRANT 2,657,776 872,267 786,854 1,070,000 CABLE TELEVISION 181,033 180,000 180,100 180,000
SHORELINE REGIONAL PARK COMM 55,395,977 50,970,700 57,669,811 58,693,200 STORM DRAIN CONSTRUCTION 186,973 23,100 59,601 23,500
PARK LAND DEDICATION 32,272,201 1,459,500 12,329,500 1,394,000 WATER 42,183,974 37,326,100 36,923,859 39,421,900
WASTEWATER 26,793,354 25,916,200 28,504,683 29,282,600
SOLID WASTE MANAGEMENT 14,966,042 15,390,400 14,949,149 15,300,600 EQUIPMENT MAINT & REPLACMNT 6,774,690 6,868,960 7,003,858 7,168,720 WORKERS' COMPENSATION SELF-INS 2,292,626 2,372,000 2,345,170 2,358,100 UNEMPLOYMENT SELF-INS 56,416 58,200 56,700 61,400
LIABILITY INSURANCE 2,839,050 2,907,600 2,853,600 3,705,550 RETIREES' HEALTH INSURANCE 5,681,256 5,776,590 5,791,346 5,647,290 EMPLOYEE BENEFITS SELF-INS 76,361 72,500 56,600 72,000
OTHER (2) 4,484 0 2,670 0
TOTAL $ 425,793,332 379,588,459 414,279,429 414,942,271 (1) Fiscal Years 2020-21 Audited Actual and 2021-22 Adopted Budget includes Excess ERAF Revenue. (2) Revenues received mid-year but not budgeted, such as Police Asset Forfeitures and Grants.
TOTAL FUND REVENUES
1-40
AUDITED ADOPTED RECOM.
ACTUAL BUDGET ESTIMATED BUDGET
2020-21 2021-22 2021-22 2022-23
GENERAL OPERATING $ 136,811,288 150,804,360 148,765,001 160,336,693 GF - DEVELOPMENT SERVICES 16,075,720 17,953,870 18,352,475 20,192,833 GF - SHORELINE GOLF /RESTAURANT 3,187,727 3,793,368 3,439,160 4,130,749 GF RESERVES 17,197,661 41,864,017 35,928,786 48,054,289 GAS TAX 4,055,400 2,937,700 2,937,700 3,504,200
OTHER STREETS & TRANSPORTATION 1,167,328 2,506,904 591,732 3,163,000 CONSTRUCTION/CONVEYANCE TAX 8,262,000 6,303,000 6,666,000 13,145,000 PUBLIC BENEFIT IN LIEU 0 7,800,000 7,800,000 7,230,000
OTHER TRANSPORTATION DEV FEES 156,000 0 0 0
HOUSING 9,093,067 6,879,155 3,476,930 18,498,998
CSFRA/RENTAL HOUSING COMMITTEE 1,277,827 2,098,978 1,744,191 2,078,007 MOBILE HOME RENT STABILIZATION 0 0 199,790 639,259
SUCCESSOR HOUSING AGENCY 208,611 250,000 250,000 0
DOWNTOWN BENEFIT ASSMT DISTS 673,331 754,791 663,256 1,675,689 GENERAL SPECIAL PURPOSE 17,095 118,056 38,649 128,730
SUPPLEMENTAL LAW ENFRCMNT SRVCS 195,467 175,000 179,657 175,000 COMMUNITY DEV BLOCK GRANT 594,823 4,822,129 928,066 1,746,795 CABLE TELEVISION 322,230 200,000 176,000 200,000
SHORELINE REGIONAL PARK COMM 38,783,808 47,425,537 48,461,895 48,887,524 STORM DRAIN CONSTRUCTION 32,000 32,000 32,000 33,000
PARK LAND DEDICATION 9,642,751 7,478,000 32,678,000 3,850,000 WATER 41,565,085 43,636,444 39,160,221 58,954,822
WASTEWATER 27,191,171 32,325,427 29,632,738 34,669,289
SOLID WASTE MANAGEMENT 13,939,042 16,837,035 14,633,396 18,463,978 EQUIPMENT MAINT & REPLACMNT 5,264,644 8,562,516 13,882,699 7,819,049 WORKERS' COMPENSATION SELF-INS 1,840,801 2,442,500 1,797,534 2,592,500 UNEMPLOYMENT SELF-INS 191,402 127,250 22,100 127,250
LIABILITY INSURANCE 2,834,745 2,828,550 4,418,323 3,705,550 RETIREES' HEALTH INSURANCE 5,690,616 5,798,490 5,825,821 5,647,290 EMPLOYEE BENEFITS SELF-INS 48,178 114,500 52,274 114,500 OTHER (1) 25,063 0 26,037 0
TOTAL $ 346,344,881 416,869,577 422,760,431 469,763,994 (1) Expenditures from mid-year appropriations in funds such as Police Asset Forfeitures and Grants.
TOTAL FUND EXPENDITURES
1-41
FISCAL OPERATING % CHANGE FROM
YEAR REVENUES PRIOR FISCAL YEAR
2013-14 $102,045,000 5.4%
2014-15 $106,940,000 (1) 4.8%
2015-16 $115,911,000 8.4%
2016-17 $126,689,000 9.3%
2017-18 $136,377,000 7.6%
2018-19 $146,010,000 7.1%
2019-20 $142,667,000 (2.3%)
2020-21 $150,547,000 (2) 5.5%
2021-22 * $160,755,000 6.8%
2022-23 ** $163,836,000 1.9%
* Estimated
** Recommended
(1)
(2) Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million.
GENERAL OPERATING FUND REVENUES
Effective July 1, 2014, all development related activities are consolidated into the Development Services Fund to more accurately align development related revenues and expenditures. 1-42
FISCAL OPERATING % CHANGE FROM
YEAR EXPENDITURES PRIOR FISCAL YEAR
2013-14 $94,933,000 2.0%
2014-15 $97,677,000 (1) 2.9%
2015-16 $102,590,000 (2) 5.0%
2016-17 $110,936,000 (3) 8.1%
2017-18 $121,682,000 (4) 9.7%
2018-19 $137,279,000 (5) 12.8%
2019-20 $136,911,000 (6) (0.3%)
2020-21 $136,811,000 (0.1%)
2021-22 * $148,765,000 8.7%
2022-23 ** $160,337,000 (7) 7.8%
* Estimated
** Recommended
(1)
(2)
(3)
(4)
(5)
(6)
(7) Fiscal Year 2022-23 includes a transfer of $1.6 million to the General Fund Reserve.
Fiscal Year 2018-19 includes additional contributions of $4.0 million and $1.0 million towards the CalPERs and OPEB liabilities, respectively, and transfers of $6.5 million to the GNOF for the Sustainability CIP, $2.0 million each to the Capital Improvement and Transportation Reserves, and $1.0 million to the General Fund Reserve.
Fiscal Year 2019-20 includes an additional contribution of $4.0 million towards the CalPERs liability, and transfers of $1.0 million to the GNOF for the Sustainability CIP and $2.0 million to the General Fund Reserve.
Effective July 1, 2014, all development related activities are consolidated into the Development Services Fund to more accurately align development related revenues and expenditures. Fiscal Year 2014-15 includes an additional contribution of $1.0 million towards the OPEB liability.
GENERAL OPERATING FUND EXPENDITURES
Fiscal Year 2015-16 includes additional contributions of $2.0 million towards the CalPERS liability and $1.0 million towards the OPEB liability.
Fiscal Year 2016-17 includes additional contributions of $2.0 million towards both the CalPERS and OPEB liabilities, and transfers of $2.0 million to the Strategic Property Acquisition Reserve (SPAR) and $500,000 to the General Non-Operating Fund (GNOF).
Fiscal Year 2017-18 includes additional contributions of $4.0 million and $2.0 million towards the CalPERS and OPEB liabilities, respectively, and a transfer of $2.0 million to SPAR. 1-43
TOTAL FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2020-21 2021-22 2022-23 Change *
Property Taxes $ 119,678,318 116,281,100 127,103,900 9.3% Sales Tax 18,057,796 18,477,000 21,960,000 18.9%
Other Local Taxes 22,668,568 20,778,600 24,628,000 18.5% Use of Money & Property 34,956,381 34,720,611 36,221,141 4.3% Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 13,532,298 15,488,350 15,203,250 (1.8%) Intergovernmental 6,715,546 16,260,511 17,466,940 7.4%
Charges for Services (1) 141,709,662 90,871,800 96,978,213 6.7% Miscellaneous Revenues (2) 10,726,092 5,013,500 7,314,274 45.9% Interfund Revenues & Transfers 57,748,671 61,696,987 68,066,553 10.3% TOTAL $ 425,793,332 379,588,459 414,942,271 9.3%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. (1) Includes Developer Fees and Contributions.
Interfund Revenues &
Transfers
Other Revenues
Use of Money &
Property
Other Local Taxes
Sales Tax
Property Taxes
20-21 Audited
21-22 Adopted
22-23 Recom.
(dollars in
1-44
GENERAL OPERATING FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2020-21 2021-22 2022-23 Change *
Property Taxes (1) $ 66,624,701 66,108,200 69,232,000 4.7% Sales Tax 18,057,796 18,477,000 21,960,000 18.9%
Other Local Taxes 13,717,494 16,774,600 19,124,000 14.0% Use of Money & Property 22,194,550 23,014,300 24,892,650 8.2% Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 5,676,639 6,767,250 6,472,150 (4.4%) Intergovernmental 782,562 738,500 711,900 (3.6%)
Charges for Services 1,941,176 2,098,600 2,857,500 36.2% Miscellaneous Revenue 4,357,642 1,780,500 1,892,000 6.3% Interfund Revenues & Transfers 17,195,132 16,489,400 16,693,760 1.2% TOTAL $ 150,547,692 152,248,350 163,835,960 7.6%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. (1) FY 20-21 and FY 21-22 include $6.8 million and $5.8 million of excess ERAF revenue, respectively.
Interfund Revenues &
Transfers
Other Revenues
Use of Money &
Property
Other Local Taxes
Sales Tax
Property Taxes
20-21 Audited
21-22 Adopted
22-23 Recom.
(dollars in
thousands)
1-45
OTHER FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2020-21 2021-22 2022-23 Change *
Property Taxes $ 53,053,617 50,172,900 57,871,900 15.3% Other Local Taxes 8,951,074 4,004,000 5,504,000 37.5%
Use of Money & Property 12,761,831 11,706,311 11,328,491 (3.2%) Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 7,855,659 8,721,100 8,731,100 0.1%
Intergovernmental 5,932,984 15,522,011 16,755,040 7.9%
Charges for Services (1) 139,768,486 88,773,200 94,120,713 6.0% Miscellaneous Revenues (2) 6,368,450 3,233,000 5,422,274 67.7% Interfund Revenues & Transfers 40,553,539 45,207,587 51,372,793 13.6% TOTAL $ 275,245,640 227,340,109 251,106,311 10.5%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. (1) Includes Developer Fees and Contributions.
Interfund Revenues &
Transfers
Other Revenues
Use of Money &
Property
Other Local Taxes
Property Taxes
20-21 Audited
21-22 Adopted
22-23 Recom.
(dollars in
thousands)
1-46
TOTAL EXPENDITURES BY FUND TYPE
Audited Adopted Adopted
Actual Budget Budget Percent
Fund Type 2020-21 2021-22 2022-23 Change *
General Fund $ 156,074,735 172,551,598 184,660,275 7.0% General Fund Reserves 17,197,661 41,864,017 48,054,289 14.8% Special Revenue Funds 64,806,987 82,271,250 101,072,202 22.9% Capital Projects Funds 9,674,751 7,510,000 3,883,000 (48.3%) Enterprise Funds 82,695,298 92,798,906 112,088,089 20.8% Internal Service Funds 15,895,449 19,873,806 20,006,139 0.7% TOTAL $ 346,344,881 416,869,577 469,763,994 12.7%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget.
Internal Service Funds
Enterprise Funds
Capital Projects Funds
Special Revenue Funds
General Fund Reserves
General Fund
20-21 Audited
21-22 Adopted
22-23 Adopted
* (dollars in
thousands)
1-47
TOTAL DEPARTMENT EXPENDITURES
Audited Adopted Adopted
Actual Budget Budget Percent
Department 2020-21 2021-22 2022-23 Change *
City Council $ 234,930 423,870 455,797 7.5%
City Clerk 891,702 984,776 1,323,164 34.4%
City Attorney 2,497,940 2,765,297 3,020,018 9.2%
City Manager 4,033,498 5,723,448 6,642,719 16.1%
Human Resources 3,059,998 3,312,291 3,984,199 20.3%
Information Technology 6,065,583 7,770,908 8,363,038 7.6% Finance and Admin Srvcs 11,376,134 14,240,339 15,248,786 7.1% Community Development 14,310,595 24,548,272 35,615,586 45.1% Public Works 75,932,335 85,949,395 96,301,623 12.0%
Community Services 21,706,226 26,717,314 28,678,905 7.3% Library Services 5,420,380 7,025,984 7,610,664 8.3%
Fire 31,934,962 32,355,671 33,833,121 4.6%
Police 41,618,752 46,321,248 48,436,976 4.6%
TOTAL $ 219,083,035 258,138,813 289,514,596 12.2%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget.
Police
Fire
Library Services
Community Services
Public Works
Community Development
Finance & Admin. Services
Information Technology
Human Resources
City Manager
City Attorney
City Clerk
City Council
20-21 Audited
21-22 Adopted
22-23 Adopted
* (dollars in
thousands)
1-48
Audited Adopted Adopted
Actual Budget Budget Percent *
Department 2020-21 2021-22 2022-23 Change
City Council $ 226,285 423,870 444,397 4.8%
City Clerk 680,461 984,776 1,034,164 5.0%
City Attorney 2,091,669 2,548,397 2,783,118 9.2%
City Manager 3,069,032 4,539,248 5,049,319 11.2%
Human Resources 2,628,641 2,522,441 3,109,999 23.3%
Information Technology 5,438,485 6,489,616 7,423,056 14.4% Finance and Admin Srvcs 6,379,534 7,425,592 7,875,968 6.1% Community Development 1,646,798 1,874,227 2,066,989 10.3% Public Works 11,210,034 12,062,821 13,165,968 9.1%
Community Services 15,211,655 18,718,946 20,167,945 7.7% Library Services 5,395,154 6,870,084 7,494,664 9.1%
Fire 29,207,943 28,049,379 30,068,192 7.2%
Police 40,741,199 45,518,725 47,718,434 4.8%
Non-Departmental 12,884,397 ** 16,776,238 ** 17,934,480 ** 6.9% Projected Budget Savings Included (4,000,000) (6,000,000) 50.0% TOTAL $ 136,811,287 150,804,360 160,336,693 6.3%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. **
GENERAL OPERATING FUND EXPENDITURES
FY 22-23 includes a transfer of $1.6 million to the General Fund Reserve.
Non-Departmental
Police
Fire
Library Services
Community Services
Public Works
Community Development
Finance & Admin. Services
Information Technology
Human Resources
City Manager
City Attorney
City Clerk
City Council
20-21 Audited
21-22 Adopted
22-23 Adopted
* (dollars in
thousands)
1-49
1-50
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CITY &
COMMUNITY
INFO
City of Mountain View, California
Community Profile
2-1
The City of the Mountain View’s mission is to provide quality services and facilities that meet the needs of a caring and diverse community in a financially responsible manner.
Location
Located in Silicon Valley, the City occupies 12.2 square miles in Santa Clara County and is approximately 36 miles southeast of the City of San Francisco and 15 miles northwest of the City of San Jose (the County seat).
City of Mountain View, California
Community Profile
(Continued)
2-2
History
Mountain View began as a stagecoach stop and an
agricultural center for the lush Santa Clara Valley.
The town was incorporated in 1902 with a
population of fewer than 1,000 people. Once
covered in orchards and vineyards, by 1960 with the
growth of the electronic and aerospace industries,
the City of Mountain View's (City) population had
exploded to over 30,000. As of January 1, 2022, the
population is 83,864. Castro Street, 1904
Today
Mountain View is a modern, high-tech city that
retains quiet neighborhoods and a historic
downtown core. While Mountain View is
keeping pace with new ideas and innovations,
the City is also committed to the traditional
values of strong neighborhoods and resident
involvement. Mountain View is comprised of a
variety of distinct, locally organized
neighborhood and homeowners associations
which help identify the community's needs and
shape the City's future. In 2016, Mountain View
was honored as City of the Year by California veterans for its significant programs and activities in the City related to veterans. In 2018, Livability.com ranked Mountain View in “2018 Top 100 Best Places to Live” of small to mid-sized cities in the United States. In 2020 and 2021, Niche ranked Mountain View fifth and third, respectively, in “Best Suburbs to Live in California”. In 2022, Niche ranked Mountain View second in “Best Suburbs to Live in San Francisco Bay Area”.
In recent years, the City has developed some
of the finest recreation and community
facilities the San Francisco Bay Area has to
offer. The City's extensive park system not
only provides an outstanding array of
neighborhood parks, but also includes an
innovative regional park built on reclaimed
landfill. Shoreline at Mountain View,
adjacent to the San Francisco Bay, features
an 18-hole golf course, professionally
managed concert venue, a sailing lake and
wild life preservation areas. The Civic Center,
Mountain View Veterans Memorial
City of Mountain View, California
Community Profile
(Continued)
2-3
built around downtown's Pioneer Park, has one of the finest theater facilities in Northern California as well as a 60,000 square foot state-of-the-art library. Stevens Creek Trail has been undergoing phases of extensions since 1991 and is currently a 5.14 mile section of paved all- weather pathway for pedestrians and cyclists. Dialogue continues to extend the trail to neighboring cities.
Downtown Mountain View is the “heartbeat” of the City.
This vibrant and active center offers a tremendous array of restaurants, as well as shops, the Center for Performing Arts, sidewalk cafes, clubs, businesses and the civic center.
Downtown Mountain View is known for its festivals, parades, cultural events, the weekly farmers’ market, summer
concerts and a variety of unique celebrations throughout the year. Hundreds of thousands of people come to downtown Mountain View each year to enjoy the events, and the
character of downtown keeps them coming back.
City Government
The City of Mountain View, incorporated on
November 7, 1902, became a charter city on January
15, 1952. The City operates under a council-manager
form of government. The City Council is the
legislative body, sets policy and directs the course for the City. Seven City Council members are elected at
large for four-year terms that are staggered so three
or four seats are filled at the general municipal
election in November of every even-numbered year.
Service on the City Council is limited to two
consecutive terms. Each year in January, the City
Council elects one of its members as Mayor and
another as Vice Mayor.
Utility Box Public
Art Project
Downtown – Castro Street
City of Mountain View, California
Community Profile
(Continued)
2-4
City at a Glance
The climate is mild, with average temperatures during the summer months in the mid-70’s and in the high 50’s during the winter.
Population
1960 Census 30,889
1970 Census 54,132
1980 Census 58,722
1990 Census 67,460
2000 Census 71,369
2010 Census 74,066
2020 Census 82,376
2021 83,128
2022 83,864
2025 Forecast 93,202
Source: U.S. Census Bureau (1960-2020)
City of Mountain View (2025, Based on unbuilt approved projects through 1/1/2022) California State Department of Finance (CA DOF) (all other years are provisional estimates as of January 1, revised annually)
2020 Census Population Breakdown 2020 ACS Age Distribution
White 40.1% <5 6.5%
Asian 34.9% 5-19 15.4%
Hispanic or Latino 17.2% 20-24 5.2% Black or African American 1.4% 25-34 22.6% American Indian and Alaska Native 0.1% 35-44 16.8% Native Hawaiian and Other Pacific Islander 0.3% 45-54 12.1% Two or More Races 5.3% 55-64 10.2%
Other Race 0.7% 65+ 11.2%
A t the tim e of incorporation in 1902, there were
approxim ately 611 residents in the C ity. Fast
forw ard 100 years to the celebration of the C ity’s
Centennial, the population had grow n to 71,610.
Source: U.S. Census Bureau, 2020 Census State
Redistricting Data
Source: U.S. Census Bureau, 2016-2020 American
Community Survey (ACS) 5-Year Estimates
City of Mountain View, California
Community Profile
(Continued)
2-5
Downtown Transit Center
Parks, Recreation, and Performing
Arts
18-hole golf course
Boathouse & Sailing Lake
Center for the Performing Arts
22,000 Seat Amphitheatre
Community Center
Senior Center
Teen Center
44 Parks
5 Trails
2 Pools
3 Community Gardens
2 Sports Centers
2 Athletic Fields Complexes
Deer Hollow Farm
Library
Shoreline Athletic Fields
Transportation
Highway 101 and Interstate 280
State Routes 82, 85, and 237
Central and Foothill Expressways
Downtown Transit Center
o Caltrain
o Valley Transportation
Authority
Shared Use Paths (Class I): 18.3 miles
Bike Lanes (Class II): 30.6 miles
Bike Routes (Class III): 14.1 miles
Protected Bikeways (Class IV): 0.7
miles
Mountain View Community Shuttle
MVgo Shuttle Services
Teen Center
Charleston Protected Bikeway
City of Mountain View, California
Community Profile
(Continued)
2-6
The City’s goal is to create, preserve and
improve a range of housing opportunities
serving an economically diverse
community. Through development fees,
the City funds and supports an inventory of
affordable rental housing developments for
families, seniors, unhoused community
members, and developmentally disabled
adults. There are 1,628 affordable housing
units in the City. Currently there are 9
affordable housing projects in various
stages of development, which would add
861 units to the City’s affordable housing inventory.
Education
The City is located within reach of some of the best universities in the country: Stanford University, Santa Clara University, San Jose State University, Carnegie Mellon University Silicon Valley, and Universities of California at Berkeley and Santa Cruz. Mountain View also has several elementary and secondary schools that maintain high standards and keep pace with the increasing demands for the requirements of higher education in the working world. The City is served by the Mountain View Whisman School District, Los Altos School District and Mountain View-Los Altos Union High School District.
9 Public Elementary Schools
2 Public Middle Schools
3 Public High Schools
Higher Education Statistics:
o 71.0% age 25 and over have a bachelor’s degree or higher** o 41.8% age 25 and over have a graduate or professional degree**
Sources: * CA DOF, 1/1/2022 City/County Population and Housing Estimates ** U.S. Census Bureau, 2016-2020 ACS 5-year Estimates
Housing
38,916 housing units*, including
1,628 affordable housing units
existing
Median Home Values (end of 2021)
o Single-family home: $2,435,000
o Condo/townhouse: $1,350,000
41.4% owner-occupied**
58.6% renter-occupied**
7.8% Vacancy Rate**
Recently opened 100% affordable
housing: 950 West El Camino Real
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Median Home Values
2012-2021
Single Family House Condo/Townhouse
City of Mountain View, California
Community Profile
(Continued)
2-7
Sustainability
The City is committed to promoting sustainability to protect the natural environment, address climate change, meet water conservation and zero waste goals, ensure that members of our diverse community are integrated into our policy-making and planning processes through equity-centered programs, and create a resilient city that can adapt to the impacts of climate change (such as wildfires, extreme heat, increased flooding, and sea level rise) in order to safeguard the health and well-being of residents and businesses.
The following are a few of the City's sustainability achievements. Committed to becoming a Carbon Neutral city by 2045, and reducing emissions 80% below 2005 levels by 2050.
Reduced carbon emissions from City operations 51% and community-wide 14% since 2005. Adopted building “Reach Codes” requiring new development to be all-electric and include electric vehicle charging infrastructure and solar energy. Launched Electrify Mountain View, an online site for renters and homeowners that offers personalized recommendations on how to electrify all
aspects of your life.
Adopted a Zero Waste goal and developed zero waste
action plans for municipal operations and the community. Launched a plant-based eating program focused on
promoting healthy and ethical food choices, supporting
equitable access to healthy food, and spreading awareness of the positive health and environmental impacts of a
plant-based diet.
Developed an Electric Vehicle Action Plan, and on track to have 68 publicly-accessible EV chargers at City facilities by summer 2022.
A founding member of Silicon Valley Clean Energy, which provides carbon-free electricity to >97% of Mountain View. Installed “purple pipe” throughout the North Bayshore area to supply recycled water for landscape irrigation. Divested City investments from fossil fuel companies. Developed an e-bike rebate program focused on low-
income residents
Land Use Distribution
Estimated Total Acres Percentage of Total
Residential 2,618 40.9%
Commercial 388 6.0%
Office/Industrial 1,169 18.3%
Other 2,192 34.3%
Vacant 30 0.5%
Total 6,397 100.0%
Community Center EV Charger
City of Mountain View, California
Community Profile
(Continued)
2-8
Income
Based on the U.S. Census Bureau, 2016-2020 American
Community Survey (ACS) 5-Year Estimates, the median
household income in Mountain View is $144,000 (in 2020
inflation-adjusted dollars). This is higher than the median household income of $131,000 in Santa Clara County and
$65,000 in the United States.
The Census Bureau establishes an income threshold for poverty every year. Below is a summary of the City’s poverty level compared to Santa Clara County and the United States.
2016-2020 ACS 5-Year Estimated Poverty Status - Percentage Below Poverty Level Entity Total Population Under 18 Years
City of Mountain View 6.5% 4.8%
Santa Clara County 7.2% 7.3%
United States 12.8% 17.5%
Health Care
The 2016-2020 ACS estimates 4.6% of Mountain View residents are uninsured. About one third of Mountain View residents can access a major medical facility within 30 minutes using public transit. El Camino Hospital is the primary hospital in Mountain View and one of the prominent hospitals in the Bay Area. Community health centers such as MayView Community Health Center (which offers services to low- income families and immigrants regardless of status), Kaiser Permanente, and Palo Alto Medical Foundation are also available. Carbon Health is an urgent care clinic and an alternative to an emergency room.
Employment
Unemployment rates as of March
2022 (preliminary):
o 1.7% in Mountain View
o 2.5% in Santa Clara County
o 4.9% in California
o 3.6% in U.S.
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Jun-02
Jun-03
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Jun-13
Jun-14
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Unemployment Rate 2002-2022
Mountain View Santa Clara County
California United States
City of Mountain View, California
Community Profile
(Continued)
2-9
Fiscal Year 2021-22 Financial Status Comparisons – Selected Santa Clara County Cities Adopted Adopted Adopted General Fund
General Fund General Fund Total Expenditure
City Population (1) Revenues Appropriations Budget Per Capita Campbell 41,533 $ 57,130,551 $ 54,984,092 $ 92,710,156 $1,324 Cupertino 58,656 89,647,891 89,767,034 148,845,235 1,530 Milpitas 75,663 110,639,648 110,435,632 195,169,140 1,460 Mountain View 82,814 152,248,350 154,804,360 (2) 416,869,577 1,869 Palo Alto 67,657 209,210,000 209,210,000 703,482,000 3,092 San Jose 1,029,782 1,313,874,870 1,586,737,216 5,911,873,633 1,541 Santa Clara 130,746 256,944,069 286,025,931 1,402,386,282 2,188 Sunnyvale 153,827 202,411,320 206,624,730 516,744,301 1,343
Source: Revenues, Appropriations and Budget obtained from respective cities
(1) Estimates as of 1/1/21, obtained from the CA DOF.
(2) Does not include projected budget savings.
-
500
1,000
1,500
2,000
2,500
3,000
3,500
FY 2021-22 Adopted General Fund Expenditure
Per Capita
City of Mountain View, California
Community Profile
(Continued)
2-10
Major Employers*
(In alphabetical order)
Employer Type of Business
Atlassian Inc Software Development
City of Mountain View Government
El Camino Hospital Health Care
Google LLC R&D, Software Development
Intuit Inc. Software Development
LinkedIn Corporation Business Information
Microsoft Corporation Research and Development
Mountain View Whisman School District Education
Nuro Inc R&D, Software Development
Palo Alto Medical Foundation Health Care
Pure Storage Inc. Information Technology
Samsung Research America Inc. R&D, Software Development Synopsys, Inc. Software Development
Waymo LLC R&D, Software Development
Sources: City of Mountain View Business License Data
Silicon Valley Business Journal
Company Representatives
* Based on number of employees (over 500 employees)
City of Mountain View, California
Community Profile
(Continued)
2-11
Top 25 Sales Tax Producers
As of December 31, 2021
(In alphabetical order)
Allison BMW
Ameswell Hotel
Bemo Usa Corporation
Best Buy
Bon Appetit
Chevron
Costco
Financial Services Vehicle Trust
In N Out Burger
Kiwi Co
Kohls
Marshalls
Mountain View Shell
Omnicell
Project Fi by Google
Ross
Safeway
Siemens Medical Solutions
Synopsys
Target
Tesla Motors
Total Wine & More
Valley Oil
Walmart
Waymo
Source: HdL Companies
PERCENTAGE
NET OF TOTAL NET
PRIMARY ASSESSED ASSESSED
OWNER AGENCY USE VALUATION VALUATION
Google Inc. City/SRPC Industrial/ $ 5,936,256 15.8%
Unsecured
Baccarat Shoreline LLC SRPC Commercial 453,500 1.2%
Nor Cal Plymouth Realty LLC SRPC Commercial 221,145 0.6% Sobrato Interests City/SRPC Commercial/ 343,461 0.9%
Unsecured
P A Charleston Road LLC SRPC Commercial 117,732 0.3%
Richard T. Peery Trustee SRPC Commercial 105,110 0.3%
Intuit Inc. City/SRPC Industrial/ 241,788 0.7%
Unsecured
Microsoft Corporation City/SRPC Industrial/ 89,179 0.2% Unsecured
MGP IX SAC II Properties LLC City Commercial 473,830 1.3% LinkedIn Corporation City Industrial/ 420,423 1.1%
Unsecured
Total $ 8,402,424 22.4%
Fiscal Year 2021-22 Total Net Assessed Valuation $37,581,597 Source: Santa Clara County Assessor Fiscal Year 2021-22 Combined Tax Rolls (as of July 1, 2021).
Ranking based on Tax Revenue.
City: City of Mountain View (General Operating Fund)
SRPC: Shoreline Regional Park Community
FISCAL YEAR 2021-22
Top Ten Property Taxpayers
(dollars in thousands)
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GENERAL
OPERATING FUND
FIVE-YEAR FINANCIAL
FORECAST
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GENERAL OPERATING FUND
FIVE-YEAR FINANCIAL FORECAST
INTRODUCTION
Forecasting is an important part of a city’s financial planning process. Even in ordinary times, it is difficult to predict local government revenues due to the variable nature of the revenue sources and their connection to regional, State, national, and even international economic conditions, but it is possible to identify reasonable financial trends and provide a conceptual financial picture for a multi-year period, which is useful for City Council planning and decision-making. However, the unprecedented impact of COVID -19 has made forecasting very challenging, and financial trends are difficult to project with the degree of uncertainty surrounding the current economic climate that continues to impede a clear view of the future . In addition, the recent geopolitical situation that is continuing to develop, as the conflict between Russia and Ukraine widens, could negatively impact the economy, including the supply chain, which could cause significant expenditure increases. Until such time as the volatility settles down and greater stability returns, the ability t o accurately forecast future revenues and expenditures will continue to be challenging.
A Five-Year Financial Forecast is prepared annually and a longer-range 10-year Financial Forecast is prepared periodically and presented to the City Council during the budget process. This report is a Five-Year Financial Forecast (Forecast) for the time period of Fiscal Years 20 22-23 through 2026-27. The last 10-year Financial Forecast was completed for Fiscal Years 2019-2028.
Generally, a financial forecast, even with fluctuating economic variables, can assist with identification of long-term financial trends, causes of fiscal imbalances, future fiscal challenges, opportunities, and potential requirements, all of which may assist in keepin g the City on a continuing path of fiscal sustainability. The Forecast is for the General Operating Fund (GOF), which provides funding for the majority of City services, including Police, Fire, Parks, Recreation, Library, and administrative functions necessary for ongoing City operations. The GOF is also the fund that is most significantly influenced by economic conditions. The Forecast demonstrates staff’s best estimates to the projected fiscal outlook for the GOF at this point in time.
BACKGROUND
The Forecast is based on reasonable assumptions utilizing available information from a wide variety of sources. These sources generally include reviewing the City’s historical trends, gathering information from economists that specialize in the regional economics of Silicon Valley, reviewing various indicators (e.g., unemployment data, etc.), networking with staff of neighboring agencies, reviewing State of California (State) and national economic trends, and factoring in known Mountain View conditions, such as lease terms and economic and property development. However, projecting revenues dur ing this unprecedented time has proven to be extremely difficult due to the many unknowns still surrounding the pandemic and the current
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developments around the world . The level of City services, staffing, and cost of operations projected for Fiscal Year 2022-23 is the base year for subsequent fiscal years’ expenditures in the Forecast. Confidence levels in the Forecast assumptions become less certain with each subsequent fiscal year, and actual future revenues and expenditures will vary from the Forecast.
The Forecast is not intended to precisely predict GOF revenues and expenditures but, rather, an indication of what the financial picture might look like.
Historically, recessions have generally occurred between three and nine years, post-World War II, with the longest period of expansion being the most recent lasting more than 11-1/2 years, from June 2009 to February 2020. A table of previous recessions is as follows:
Name Period Range Duration
(months)
Time Since Previous
Recession
(years)
1949 Recession Nov. 1948 to Oct. 1949 11 3.1
1953 Recession Jul. 1953 to May 1954 10 3.8
1958 Recession Aug. 1957 to Apr. 1958 8 3.3
1960-1961 Recession Apr. 1960 to Feb. 1961 10 2.0
1969-1970 Recession Dec. 1969 to Nov. 1970 11 8.8
1973-1975 Recession Nov. 1973 to Mar. 1975 16 3.0
1980 Recession Jan. 1980 to Jul. 1980 6 4.8
1981-1982 Recession Jul. 1981 to Nov. 1982 16 1.0
Early 1990s Recession Jul. 1990 to Mar. 1991 8 7.7
Early 2000s Recession Mar. 2001 to Nov. 2001 8 10.0
Great Recession Dec. 2007 to Jun. 2009 18 6.1
COVID-19 Recession Feb. 2020 to April 2020 2 10.7
Most of the mandated restrictions have now been lifted, and California has been able to, essentially, fully reopen its economy . The Forecast projects a $3.5 million balance in the initial forecast year and a slight surplus in the second year followed by surpluses ranging from $993,000 to $4.7 million i n the remaining forecast years . These projections may change as more information becomes available.
Influencing Factors
There are factors which influence each individual revenue source, some of which have broad ranges affecting multiple revenues , and some are specific to an individual revenue source. The Forecast includes a discussion of these factors below.
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0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
1960
Census
1970
Census
1980
Census
1990
Census
2000
Census
2010
Census
2020
Census
2021
2022
2025
Population
The following chart shows historic al population annually for the past two years and each U.S. Census year back to 1960. From the 2010 Census to the 2020 Census, the City of Mountain View population grew by 8,310 (11.2%). According to the California State Department of Finance (CA DOF), the City’s population estimate , as of January 1, 20 22, is 83,864, a 1.8% growth since the last census. With the current pace of housing development and potential for housing in the North Bayshore Area, staff has estimated a population of 93,202 for 202 5 based on projects approved through January 2022.
1960 Census 30,889
1970 Census 54,132
1980 Census 58,722
1990 Census 67,460
2000 Census 71,369
2010 Census 74,066
2020 Census 82,376
2021 83,128
2022 83,864
2025 Forecast 93,202
__________________________________
Sources: U.S. Census Bureau (1960 through 2020).
City of Mountain View (2025, based on unbuilt approved projects through January 1, 2022).
California State Department of Finance (all other years are provisional estimates as of January 1, revised annually).
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Unemployment
As detailed in the chart below, Mountain View’s unemployment level has been below the County of Santa Clara (County), State, and national levels, except during the recession of the early 2000s, which hit Silicon Valley the hardest . With the current COVID-19 pandemic, the Bureau of Labor Statistics (BLS) has reported the preliminary unemployment rate as of March 2022 in the City at
1.7%, well below the County (2.5%), the State (4.9%), and the Nation (3.6%).
State of California
The Governor’s Fiscal Year 2022 -23 May Revised Budget is projected with a significant General Fund budget surplus while continuing to prepare for an uncertain future that may include an economic downturn. While the current revenue forecast has been upgraded significantly due to recent cash trends, there is increased economic uncertainty due to the war, global supply chain disruptions, and the record inflation rate, if it persists. The Stock Market has also declined significantly during spring 2022 giving some indication that a “bear market” may be forthcoming.
The May Revision reflects funding in budgetary reserves and plans to prepay billions of dollars in State debts and make supplemental deposits into its Rainy Day Fund.
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Unemployment Rate
2002-2022
Mountain View Santa Clara County California United States
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ANALYSIS
Revenue and Expenditure Overview
In order to maintain a base level of services in the City, revenue growth is necessary. If the existing revenue base cannot generate sufficient revenues to fund the cost of operations, the economic base must be enhanced or operating costs reduced. Fiscal Year 2022-23 revenues are projected to increase $17.4 million (11.9%) compared to Fiscal Year 20 21-22 adopted revenues and $3.1 million (1.9%) compared to Fiscal Year 2021-22 estimated revenues.
This forecast will continue to incorporate impacts from the COVID-19 pandemic for some revenue sources, such as Sales Tax and TOT, although impacts will be less significant than in the prior fiscal year. The City is in a stronger financial position with annual surpluses projected for the forecast years, the result of increased revenues generated by continued economic growth. Locally, this includes new rental and ownership housing developments as well as major commercial developments from LinkedIn, Intuit, and the Sobrato Organization.
Employee labor agreements expire on June 30, 2023 and include an opener for salary for Fiscal Year 2022-23 for which negotiations of new contracts are currently in progress and are expected to conclude prior to budget adoption in June . Modest cost-of-living adjustments ( COLAs) are included in the Forecast years in addition to step and merit increases. Projected budget savings of $6.0 million are expected in Fiscal Year 2022-23 due to a significant number of expected vacant positions, $5.5 million and $5.0 million of budget savings over the next two fisc al years , respectively, and savings of $4.0 million anticipated in the last two fiscal years of the Forecast.
Fiscal Year 2022-23 recommended expenditures are $9.9 million (6.4%) higher compared to the Fiscal Year 20 21-22 adopted expenditures. The increases in expenditures are primarily related to personnel costs as approximately 80.0% of the budget is for the cost of employees to provide services. New ongoing expenditures of $ 4.0 million are included to address these needs. The operating balance is projected to be $ 3.5 million (after the projected budget savings of $6.0 million, which represents approximately 2.1% of GOF-projected revenues).
Staff and Council previously recognized the opportunity to take advantage of the City’s healthy financial position to reduce unfunded pension liabilities for CalPERS and Other Postretirement Employee Benefits (OPEB). As part of the funding stra tegy, from Fiscal Years 2014 -15 to 2021- 22, the City had contributed $39.0 million toward the CalPERS pension liability and $11.5 million toward the OPEB liability. There is $2.6 million included in Fiscal Year 2022-23 to continue to pay down the CalPERS unfunded liabilities.
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The following chart shows the contributions to the City’s unfunded liabilities for Fiscal Years 2014-15 through 2022-23 (dollars in millions):
Fiscal Years
2014-15 through
2018-19
Fiscal Year
2019-20
Fiscal Year
2020-21
Fiscal Year
2021-22
Recommended
Fiscal Year
2022-23
Total
PERS OPEB PERS OPEB PERS OPEB PERS OPEB PERS OPEB PERS OPEB GOF $12.0 M $7.0 M $4.0 M — — — — — — — $16.0 M $7.0 M
GNOF $11.5 M $4.5 M $2.0 M — — — $2.0 M — $2.0 M — $17.5 M $4.5 M Other
Funds $5.5 M — $1.6 M — — — $0.5 M — $0.6M — $8.2 M —
Total $29.0 M $11.5 M $7.6 M — — — $2.5 M — $2.6 M — $41.7 M $11.5 M
The overall funding status of CalPERS has declined over the past decade due to a number of factors, such as the CalPERS Fund’s investment losses, demographic assumption changes, and discount rate (investment rate of return) reductions. However, the City’s funded status as of June 30, 2020, the date of the most recent valuation, is 73.1% and 70.3% for Miscellaneous and Safety plan s, respectively. T he funding increased from 72.8% for the Miscellaneous Plan but decreased from 70.5% for the Safety Plan. The City’s combined unfunded liability is $249.4 million, based on the latest actuarial valuation as of June 30, 2020.
For the CalPERS pension liability, the City Council adopted a strategy to contribute a significant lump-sum contribution of $10.0 million (General Fund) in Fiscal Year 2017 -18 as well as proportionate contributions from other funds. This contribution is included in the valuation of June 30, 2018. As part of this strategy, an additional $10.0 million General Fund payment was proposed to come from future Google Parking Lease revenues as well as proportionate contributions from other funds. These lease payments are on a calendar -year basis and began January 2021. Last year, staff recommended making the contribution the fiscal year after funds are received. Therefore, $2.0 million is available to contribute to CalPERS in Fiscal Year 2022-23.
With other funds contributing their sh are, the total additional contribution to CalPERS for Fiscal Year 2022-23 is expected to be $2.6 million, as shown in the table above.
For other post -employment benefits (OPEB), or retirees’ health obligation, the City has made great strides toward funding the actuarial accrued liability (AAL). The liability was last calculated as of June 30, 2021 along with projections for the following five years. For Fiscal Year 2022 -23, the estimated AAL is $154.2 million using a 6% discount rate, showing the City is fully funded with estimated assets of $171.5 million as of June 30, 2022. However, the liability will again be updated as of June 30, 2023 with the next actuarial update prepared during Fiscal Year 2023-24.
In the current study, all funds have contributed their full share of the unfunded AAL (UAAL), and staff plans to withdraw a portion of the excess funds to assist with the normal cost payments.
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The following table includes the projected revenues and recommended expenditures by category for Fiscal Year 2022-23 and projections for the subsequent Forecast years. As stated previously, this Forecast was prepared assuming a strong recovery, but some revenues, such as sales tax and TOT, are still not fully back to prepandemic levels.
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GENERAL OPERATING FUND FORECAST (dollars in thousands)
2021-22
ADOPTED
2021-22
ESTIMATED
2022-23
RECOM
2023-24
FORECAST
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
REVENUES:
Property Taxes
$ 60,272 $ 63,783 $ 69,232 $ 73,757 $ 78,515 $ 83,589 $ 89,008 Sales Tax
18,477 22,443 21,960 22,575 23,294 24,023 24,764
Other Local Taxes1
16,775 18,677 19,124 19,740 20,402 20,836 21,287
Use of Money and
Property
23,014 24,228 24,893 25,715 26,720 27,588 27,503
Other Revenues2
27,874 31,624 28,627 29,134 29,347 29,844 30,258 TOTAL REVENUES $146,412 $160,755 $163,836 $170,921 $178,278 $185,880 $192,820
EXPENDITURES:
Salaries and All Pays
72,483 71,184 78,424 85,741 88,483 90,764 93,010
Retirement
25,834 24,882 28,172 28,812 30,308 31,102 31,628
Health Benefits
11,803 9,072 12,043 12,688 13,476 14,209 14,985
All Other Benefits
7,762 7,060 8,163 8,200 8,453 8,682 8,913 Salaries and Benefits
117,882 112,198 126,802 135,441 140,720 144,757 148,536 Supplies and Services
20,086 19,576 21,812 22,466 23,140 23,834 24,550
Capital Outlay/
Equipment Repl.
2,745
3,043
2,611
3,868
3,970
4,074
4,181
Interfund Expenditures
and Transfers
13,091
13,948
12,512
9,948
10,155
10,368
10,584
Debt Service
1,000 -0- 1,000 4,300 4,300 4,300 4,300 Total Operating Exp
$154,804 $148,765 $164,737 $176,023 $182,285 $187,333 $192,151 Budget Savings
(4,000) Included (6,000) (5,500) (5,000) (4,000) (4,000) NET
EXPENDITURES
150,804 148,765 158,737 170,523 177,285 183,333 188,151
Excess ERAF
Contribution
5,836
-0-
-0-
-0-
-0-
-0-
-0-
Transfer to GF Reserve -0- -0- (1,600) -0- -0- -0- -0-
OPERATING
BALANCE/(DEFICIT) 3
$ 1,444
$ 11,990
$ 3,499
$ 398
$ 993
$ 2,547
$ 4,669
______________________________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenue consist of License, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, Miscellaneous Revenues, and Interfund Revenues and Transfers.
3 Balance is prior to the change in assets and liabilities, encumbrances, and rebudgets for grants and donations.
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Revenue and Expenditure Background
Revenues
Historical experience demonstrates Mountain View had a relatively volatile revenue base, primarily related to sales tax, with substantial variation in the amount of revenues collected over time (see Exhibit A for revenue and expenditure history). In addition to the overarching factors described in the Impacting Factors Section, the City’s revenue volatility is continually affected by local factors. In the past decade, however, other revenue sources, such as property taxes and lease revenues, have led to a more stable and predictable overall revenue base.
For Fiscal Year 2022-23, GOF Revenues are projected $17.4 million (11.9%) higher than the Fiscal Year 20 21-22 Adopted Budget and continue to be impacted by the effects of the COVID -19 pandemic. Additional discussion of individual revenue sources can be found later in this Forecast.
A history of total GOF Revenues is as follows (dollars in thousands):
_______________________________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Est
2022-23
Recom
TOTAL REVENUES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenues² Interfund Rev & Trsf Loan Repayments
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Expenditures
During Fiscal Years 2009 -10 through 2012 -13, there were projected structural deficits ranging from $1.1 million to $6.0 million . Through a combination of operating efficiencies and expenditure reductions (totaling $7.4 million), modest revenue enhancements, and employee cost containment (totaling $2.2 million), the City was able to balance those budgets and weather the Great Recession. Revenues recovered sufficiently and no budget restructuring was necessary beginning in Fiscal Year 2013 -14. Since then, t he economic health of the City continued to improve, resulting in a higher level of demand for services to support significant commercial and residential development as well as to support other community priorities , such as affordable housing, transportation, and sustainability.
From the peak in Fiscal Year 2001-02 through Fiscal Year 2012-13, the GOF employee count was reduced by more than 70.0 positions (over 14.0%). Although there have been positions added in recent years, overall, the City ’s GOF continues to experience a heavy workload, which requires additional staffing to keep up with the City’s operational demands. The Fiscal Year 20 22-23 budget includes additional regular and continuing limited-period and overhire positions to address the most critical workload demands.
The Forecast expenditures are calculated in the same manner as the annual budget and include the full cost of each existing position (salary and benefits). For Fiscal Year 2022-23, estimated COLAs for the five -year forecast are included in the budget . Also included are multi-year assumptions related to the remaining cost components (e.g., steps, merits, retirement, health care, etc.) throughout the Forecast period. The factors for future health benefit costs are based on health -care trends and historical experience. Th e CalPERS rates for Fiscal Years 20 22-23 through 2026-27 were provided by CalPERS based on the Fiscal Year 2019-20 actuarial valuations.
For Supplies and Services and the remaining categories, a base level of expenditures is calculated and then adjusted based on the multi-year assumptions related to each component of cost (e.g., City utilities, equipment maintenance, self-insurance funding, etc.).
Based on past experience, it is typical to underspend the budget due to vacant positions and savings in Supplies and Services accounts. Beginning in Fiscal Year 2009 -10, a budget savings amount was assumed and has ranged between $1.8 million and $2.8 million. In Fiscal Year 2017-18, it was increased to $2.3 million to reflect a current five -year average. For Fiscal Year 2020-21, it was increased to $4.0 million to reflect the then five-year average. Due to the additional positions that are recommended in this budge t and the amount of time expected to fill them, savings of $6.0 million are included for Fiscal Year 2022-23, followed by a decrease in the amount of savings over the next two years , and projected savings of $4.0 million in the last two fiscal years.
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SUMMARY
The past year continued to be challenging for the City with the COVID -19 pandemic. We have seen positive economic improvements with the gradual return of many normal activities, such as indoor dining, live performances, and large -scale events. The job reports have been positive as well as an encouraging employment indicator in recent months. Businesses began to reopen and bring back workers to the office. However , current developments around the world contribute to increased uncertainty about the future of the economy. Staff continually monitors the General Operating Fund revenues and expenditures, and this Forecast represents staff’s best projections at this point in time.
Fiscal Year Revenues Expenditures
2017-18 136,377 121,682
2018-19 146,010 137,279
2019-20 142,667 136,911
2020-21 150,547 136,811
2021-22 * 160,755 148,765
2022-23 ** 163,836 166,337
2023-24 170,921 176,024
2024-25 178,278 182,285
2025-26 185,880 187,333
2026-27 192,820 192,151
* Estimated
** Recommended
(dollars in thousands)
Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million. The Fiscal Year 2022-23 recommended expenditures and all forecast years do not include the projected operating budget savings. $0
$50,000
$100,000
$150,000
$200,000
$250,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
REVENUE & EXPENDITURE SUMMARY
Salaries & Benefits Supplies & Services Other Revenues
Actual Forecast
3-12
.
Total
Fiscal Year Revenues % Change
2017-18 136,377 7.6%
2018-19 146,010 7.1%
2019-20 142,667 (2.3%)
2020-21 150,547 5.5%
2021-22 * 160,755 6.8%
2022-23 ** 163,836 1.9%
2023-24 170,921 4.3%
2024-25 178,278 4.3%
2025-26 185,880 4.3%
2026-27 192,820 3.7%
* Estimated
** Recommended
(dollars in thousands)
¹ Includes Transient Occupancy Tax, Business Licenses, and Utility Users Tax. ² Includes Licenses, Permits & Franchise Fees, Fines & Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million. $0
$50,000
$100,000
$150,000
$200,000
$250,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
TOTAL REVENUES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenue² Interfund Rev & Trsf Actual Forecast
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PROPERTY TAXES
Property Taxes include the revenue generated from the City’s share of the 1.0% levy assessed on the taxable value of real and personal property located within the City limits. The assessed value (AV) of secured real property that does not experience a change in ownership or is not subject to new construction is increased annually at a rate not to exceed the California Consumer Price Index (CCPI) or 2.0 %, whichever is lower. However, if a property changes ownership, it is reassessed (up or down) at the current market value , and new construction is initially valued at the cost of the construction. In addition, the County Assessor has the authority to proactively adjust the AV of properties downward to market value during periods of declining property values. Unsecured tax on personal property, such as computers and other equipment, is assessed on the value of the property, as self-reported annually to the County.
SOURCES
• Property tax assessed on secured real property.
• Property tax assessed on unsecured personal property.
• Property tax assessed on leased property.
ECONOMIC FACTORS
• General economic conditions.
• Proposition 13—determines methodology of tax application, limits the annual AV increase, and sets the tax rate.
• California Consumer Price Index (CCPI—October through October).
• New development.
• Property demand, sales, and values.
• County processing time for new development and ownership transfers and inclusion on the tax roll.
• Assessment appeals and proactive assessment reductions by the County Assessor.
• Availability of credit.
• State legislation regarding tax allocation.
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HISTORY
In 1992, as a way of solving its own budget shortfall, the State enacted legislation that shifted partial financial responsibility for funding education to local government. Property tax revenues belonging to cities, counties, and special districts were shifted to the Education Revenue Augmentation Fund (ERAF). The net cumulative loss to the GOF resulting from all ERAF shifts through Fiscal Year 2021-22 is approximately $134.5 million ($138.4 million for the entire City).
For the past two decades, housing activity has remained strong with short periods of uncertainty or declines related to the availability of housing stock, interest rates, and the overall economy.
During Fiscal Year 2008-09, the housing market collapsed and assessed values across the County suffered and caused some properties to be appraised at less than the outstanding debt on the property. During that time, foreclosures nati onwide increased dramatically as homeowners defaulted on their mortgages, and California was the epicenter of the foreclosure crisis.
Mountain View experienced foreclosures, but not as severely as other parts of the State. For calendar 2021, there were a total of 27 foreclosures in the County. Of these, Mountain View had only two.
Beginning Fiscal Year 2008-09, the County began processing Proposition 8 (Prop 8) reductions for residential and commercial properties. The majority of the lost value for residential Prop 8 reductions in the City was recaptured by Fiscal Year 2015-16. These temporary Prop 8 reductions will likely be restored in the next year or two. The Prop 8 reductions beginning Fiscal Year 2020-21 were relatively small compared to the prior recession.
In the time period since the beginning of the recession and continuing into the recovery and expansion, commercial property owners have submitted applications for value reductions. The number of appeals submitted Countywide as of April 2022 is lower than the same time frame in 2021. As of April 2022, the County had approximately 7,100 active appeals compared to 7,500 the previous year . Because of the variable nature of commercial properties, the process of reviewing and valuing them is lengthy and more complicated. The County processes Countywide AV roll reductions (primarily the result of resolved appeals) and corrections throughout the year and currently estimates a net $ 3.5 billion in reductions for Fiscal Year 20 21-22. The General Fund’s share of this property tax revenue loss is approximately $361,000.
Tracking of property sales activity , including new developments, was initiated in 2007 and the most recent 12 years of history are detailed below. The highest number of sales transactions for all types of properties and the largest increase in AV resulting from changes in ownership (CIO) occurred in 2021. For the second time since tracking began, the increase in AV related to sales exceeded $1.0 billion. There has been growth in the median price of single -family homes (SFH) experiencing a CIO every year from 2010 to 2018 . In 2019, the median prices of all properties showed a slight decline. In 2020, the median price for condos/townhomes showed another decline while single-family homes once again showed an increase. In 2021, the median price for both SFH and condos/townhomes increased.
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Median Price Statistics
(Mountain View Residential Properties with a CIO)
Year
Single-Family
Home (SFH)
Number of
SFH CIO
Condo/
Townhome
Number of
Condo/
Townhome CIO
2010 $892,000 267 $572,500 268
2011 $900,750 306 $445,000 241
2012 $1,000,000 341 $570,000 299
2013 $1,245,000 297 $639,000 356
2014 $1,450,000 255 $781,000 322
2015 $1,600,000 274 $910,000 312
2016 $1,700,000 253 $1,013,000 345
2017 $1,900,000 278 $1,175,000 387
2018 $2,100,000 343 $1,360,000 417
2019 $2,027,000 282 $1,334,000 370
2020 $2,150,000 297 $1,290,000 307
2021 $2,435,000 402 $1,350,000 605
Also impacting the growth in Property Taxes is the CCPI. Over the past 1 2 fiscal years (2010-11 to 2021-22), six years have had annual CCPI increases less than the maximum 2.0% allowed, and one of those six years was a negative CCPI.
In total, Fiscal Year 20 21-22 estimated Property Tax revenues of $ 63.8 million is expected to exceed the Fiscal Year 20 20-21 Audited of $ 59.8 million by 6.7% and the Fiscal Year 20 21-22 Adopted Budget of $ 60.3 million by 5.8%. The information provided by the Santa Clara County Assessor after the beginning of the current fiscal year indicates the total actual July 1, 2021 General Fund Assessed Value (AV) increased a net 6.1% compared to the July 1, 2020 AV, reflecting growth in both secured and unsecured AV. Overall, AV in the City increased a net 8.1%, which is the highest among the 15 cities in the County. This presented a better outlook than staff originally expected as developers showed continued interest in constructing com mercial and residential buildings.
FORECAST
The Fiscal Year 2022-23 projected secured property tax revenue is based on the July 1, 20 21 tax roll adjusted for the following:
• A 2.0% CCPI increase to the AV of all eligible residential and commercial property;
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• Projected AV loss from resolution of pending appeals and projected new appeals;
• AV changes related to property transfers and sales prior to the January 1 lien date; and
• Projected AV increase related to new development, tenant improvements, and remodels.
As mentioned earlier, the County has approximately 7,100 active appeals . The Fiscal Year 2022-23 revenue includes a projected tax loss based on the historic resolution of appeals.
For the remaining Forecast years, total secured property tax is projected with net annual increases ranging from 6.5% to 7.0% and an annual change in AV based on a 2.0 % CCPI. In addition, increased AV is projected for Fiscal Years 20 22-23 through 2026-27 as a result of new development projects under construction and in the pipeline (including numerous housing, hotel, corporate campus, and office developments), and anticipated growth from CIO and remodeling.
The Forecast assumes appeals will continue to be filed annually and a portion will be resolved resulting in an AV loss. In addition, the Forecast normally does not include a projection of Excess ERAF property tax to be distributed to the City. This revenue is not ongoing and may end after Fiscal Year 2022-23 depending on whether there are legislative changes.
Unsecured property tax revenue is projected to decline by 2.6% for Fiscal Year 2022-23 and grow for the remainder of the Forecast period.
.
Property
Fiscal Year Taxes % Change
2017-18 49,419 12.9%
2018-19 51,451 4.1%
2019-20 54,839 6.6%
2020-21 66,624 21.5%
2021-22 * 63,783 (4.3%)
2022-23 ** 69,232 8.5%
2023-24 73,757 6.5%
2024-25 78,515 6.5%
2025-26 83,589 6.5%
2026-27 89,008 6.5%
* Estimated
** Recommended
(dollars in thousands)
Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million. $0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
PROPERTY TAXES
Actual Forecast
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SALES TAX
Sales Tax revenue is currently the third largest single revenue source of the GOF and also the most volatile. The City of Mountain View is allocated 1.0 % of every sales dollar subje ct to sales tax. In the late 1990s, sales tax from commercial/industrial businesses generated a greater amount of sales tax than retail businesses, an approximate 1.5:1.0 ratio. During the current decade, as a result of relocations, recession, growth of the service economy (nontaxable products), and California Department of Tax and Fee Administration (CDTFA) reporting changes, retail contributes a greater share, and the ratio for Fiscal Year 2020-21 is 1.0:5.1.
SOURCES
• Retail sales of tangible personal property to individuals and other businesses.
• Use tax on business consumption of personal property.
• State and County pooled sales tax allocated by the City’s share of the Countywide tax on point-of-sale transactions.
ECONOMIC FACTORS
• Business expansion, reduction, or relocation.
• State of the economy.
• Purchasing patterns.
• CDTFA allocation decisions.
• Level of business-to-business sales.
• Technology changes.
HISTORY
Since the early 1990s, sales tax has been an extremely volatile revenue source, reaching a record high of $24.1 million in Fiscal Year 2000 -01, primarily resulting from high -tech businesses. A precipitous decline to $14.2 million occurred in Fiscal Year 2 003-04 followed by steady growth through Fiscal Year 2007-08 to $17.3 million. These variations typically occur as businesses move in and out of the City, companies modify reporting and/or sales methods, and the economy changes. Fundamentally, as the ser vice economy grows, less manufacturing is done locally, resulting in a smaller commercial tax base as sales tax is not applicable to most technology company sales. As a result of the Great Recession, Sales Tax revenue fell in excess of $2.0 million (11.8%) to $15.2 million in Fiscal Year 2009 -10. Subsequently, sales tax revenue grew steadily
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through Fiscal Year 2015 -16, but, since then, has either seen little growth or has declined. In Fiscal Year 2017-18, the CDTFA experienced issues with its new software system, which delayed payments to local agencies. Approximately $1.6 million received in Fiscal Year 2018-19 has been identified as late payments for Fiscal Year 2017-18. After adjusting for these late payments, total sales tax revenue for Fiscal Year 2017 -18 would be $22.3 million instead of the $20.7 million audited, and total sales tax revenue for Fiscal Year 2018-19 would be $22.8 million instead of the $24.4 million audited.
Fiscal Year 2021-22 sales tax revenue is currently estimated at $22.4 million, $4.0 million (21.5%) higher than budget, primarily due to strength in new automobile sales, fuel/service stations, and quicker-than-expected rebound from restaurants as the economy continued to recover.
FORECAST
Fiscal Year 2022-23 sales tax revenue is projected at $22.0 million, $483,000 (9.9%) lower than the Fiscal Year 2021-22 Estimated and $3.5 million (18.9%) higher than the Fiscal Year 2021-22 Adopted Budget. The remaining Forecast years project 2.8% to 3.2% increases.
.
Sales
Fiscal Year Tax % Change
2017-18 20,713 (5.1%)
2018-19 24,390 17.8%
2019-20 19,452 (20.2%)
2020-21 18,058 (7.2%)
2021-22 * 22,443 24.3%
2022-23 ** 21,960 (2.2%)
2023-24 22,575 2.8%
2024-25 23,294 3.2%
2025-26 24,023 3.1%
2026-27 24,764 3.1%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
SALES TAX
Actual Forecast
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OTHER LOCAL TAXES
Other Local Taxes is comprised of Transient Occupancy Tax (TOT), Business License Tax, and Utility Users Tax (UUT).
SOURCES
• TOT is a 10.0 % tax assessed on hotel and motel occupancies. Any occupancy by a government employee while on government business, or a stay exceeding 30 consecutive days, is exempt from the tax. This tax is self -reported on a quarterly basis by hotels and motels within the City limits, and a compliance audit is performed on a periodic basis. On November 13, 2018, the City Council adopted an ordinance related to the short-term rental (STR) of residential property. These rentals will be subject to the City’s 10.0% TOT.
• Business License Tax is assessed on all businesses known to be operating in Mountain View and billed annually. Currently, there are approximately 5,000 active businesses licensed.
Prior to Measure P, approved by Mountain View voters in November 2018, the tax rate was generally $30 per year for most businesses (73.0%), but reached $250 for certain types of businesses. The Business License Tax structure changed effective January 1, 2020, whereby the tax is assessed on a structure of tiered number of employees. The change is phased in over a three -year period for businesses with more than 50 employees . The City Council earmarked by resolution 80.0% of additional revenue generated from the restructured tax to transportation and 10.0% to affordable housing.
• UUT is a 3.0 % tax assessed on the consumption of all telecommunication (2.5 % tax on purchases of Mobile Telephony Services ( MTS)), electricity, and gas services. Companies providing taxable utility services remit UUT payments monthly, and a compliance audit is performed on a periodic basis.
ECONOMIC FACTORS
• TOT: Number of hotel rooms and STR properties, room rate, occupancy rate, and number of exemptions.
• Business License Tax : Number and types of businesses licensed by the City , number of employees, and the applicable tax rate.
• UUT: Customer base, level of consumption, and price of the commodity.
HISTORY
TOT: The current tax rate of 10.0 % was last modified in June 1991 from 8.0 %. Occupancy and room rates in the City typically grow in nonrecessionary times. The impacts of economic downturns or disruptions are immediately reflected in TOT revenue as demonstrated by the
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52.1% decline resulting from the dot-com bust and the 26.6% decline during the Great Recession.
TOT revenues began to recover from th e Great Recession in spring 2010, and growth continued through Fiscal Year 2016-17 with Fiscal Years 2017-18 and 2018-19 revenue being relatively flat.
Fiscal Year 2019 -20 audited revenue was significantly impacted by the Shelter-in-Place restrictions due to COVID-19, with revenues at $5.6 million, $1.4 million (20.5%) lower than prior fiscal year audited. Fiscal Year 2020 -21 audited revenue was $1.9 million, another significant drop of $3.7 million (65.8%) compared to the prior year audited. Revenues have not been this low since the 1990s . Fiscal Year 2021-22 revenue is estimated at $4.4 million, $2.4 million and $1.1 million higher than the prior year audited and budget, respectively. Although revenues are higher than anticipated, travel and, in particular, business travel, remains impac ted by the pandemic affecting hotel occupancy and the resulting revenue.
Business License Tax : Prior to the approval of Measure P, t his revenue d id not change significantly from year to year as the tax rate has remained essentially unchanged since June 1954 (excluding two business types updated in 1985). Any fluctuation in the number of businesses did not significantly change annual revenue because of the low annual tax rate.
As mentioned previously, in November 2018, Mountain View voters approved Measure P, which restructured the Business License Tax. The new structure is an incremental, progressive tax based on number of employees. The new tax was phased-in over a three-year period beginning January 1, 2020. Revenue for Fiscal Year 201 9-20 rose to $2.4 million, $2.2 million higher than the prior year audited for the first year phase -in. Fiscal Year 2020-21 audited was $4.1 million, an increase of $1.7 million for the second year phase-in. Fiscal Year 2021-22 is estimated at $6.2 million, an increase of $2.1 million for the last year of the phase-in.
UUT: The tax is calculated on the consumer cost of the energy (gas and electricity) and telecommunication services utilized. The tax revenue fluctuates with the cost, customer usage , and/or customer base and is negatively impacted by economic downturns as a result of business closures and reduction in usage by both residential and commercial customers. In November 2010, the voters approved a ballot measure which broadened the base t o include all telecommunications services in order to treat all customers equally and the amended ordinance became effective March 2011. As a result, UUT generated from telecommunications increased.
An audit of telecommunications providers was completed in January 2014 and resulted in a $1.1 million settlement and one -time assessment. In addition, during Fiscal Year 2014 -15, staff worked to bring another telecommunications provider into compliance, resulting in a payment of the amount due for that fiscal year and a $1.6 million payment for a prior time period. Both of these companies are remitting monthly UUT payments, contributing to ongoing revenue.
The Agreement between the CDTFA and the City for prepaid phone cards was executed in December 2015, and the City received the first quarterly payment in September 2016. In addition, direct providers of prepaid phone cards began remitting UUT payments in July 2016.
UUT revenue from telecommunications has been declining since Fiscal Year 2015 -16 as more customers “cut the cord” on services. Payments from a major telecommunications provider have
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been steadily declining since Fiscal Year 2015 -16, and t he pervasive use of cell phones has eliminated the necessity and cost of a landline for many people , and it is not uncommon for a cell phone to be utilized for both personal and professional uses. The City began receiving UUT payments from Silicon Valley Clean Energy (SVCE) in the beginning of Fiscal Year 2017 -18, offset by lower payments from PG&E resulting from customer migration. Fiscal Year 2021-22 revenue is estimated higher than both the prior audited and Fiscal Year 2021-22 adopted, 6.0% and 8.1%, respectively, primarily due to higher collections from PG&E.
FORECAST
TOT: Fiscal Year 20 22-23 projected revenue is essentially the same as the Fiscal Year 20 21-22 Estimated. The remaining F orecast years reflect a gradual recovery from the impacts of COVID-19.
Business License Tax : Fiscal Year 2022-23 projected business license tax revenue is essentially the same as the Fiscal Year 2021-22 Estimated. The City Council earmarked by resolution 80.0% of the increased tax revenue for transportation and 10.0 % for affordable housing, resulting in a net revenue gain to the GOF of approximately $845,000. Transfers to the Transportation Reserve and General Housing Fund are included in the F orecast and discussed later in the Expenditures section.
Because the Business License Tax revenue has been earmar ked for and transferred to transportation and housing, net revenue to the GOF is not significantly impacted by impacts of the pandemic.
UUT: Fiscal Year 2022-23 total projected UUT revenue is 5.8% higher than the Fiscal Year 2021-22 Estimated, primarily from higher collections for energy services . The remaining F orecast years reflect incremental growth plus UUT generated from development anticipated in the Shoreline Regional Park Community as identified in the North Bayshore Precise Plan Fiscal Impact Analysis.
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Total
Transient Business Utility Other Local
Fiscal Year Occupancy Tax License Tax Users Tax Taxes % Change 2017-18 7,057 251 8,136 15,444 (2.7%)
2018-19 7,050 231 7,850 15,131 (2.0%)
2019-20 5,602 2,408 7,870 15,880 5.0%
2020-21 1,917 4,146 7,654 13,717 (13.6%)
2021-22 * 4,364 6,200 8,113 18,677 36.2%
2022-23 ** 4,341 6,201 8,582 19,124 2.4%
2023-24 4,775 6,263 8,702 19,740 3.2%
2024-25 5,252 6,326 8,824 20,402 3.4%
2025-26 5,515 6,389 8,932 20,836 2.1%
2026-27 5,790 6,453 9,044 21,287 2.2%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
OTHER LOCAL TAXES
TOT Business License Tax UUT
Actual Forecast
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USE OF MONEY AND PROPERTY
Use of Money and Property is comprised of investment earnings and revenu e from rents and leases of City -owned property. Investment Earnings are generated from the General Fund’s share of the City’s pooled investment portfolio. Rents and Leases revenue is generated from rental properties and lease agreements . This combined category is the second largest revenue source of the GOF.
SOURCES
• Monthly interest allocation generated by the City’s pooled investment portfolio.
• Leased and rented properties, including:
— North Charleston, Crittenden, and Charleston East ground leases — Shoreline Amphitheatre
— Ameswell
— Recology
— Center for the Performing Arts
— Michaels at Shoreline Restaurant
— Community School of Music and Arts (CSMA)
— CVS (parking structure, retail space)
— Historic Adobe Building, Community Center, and Senior Center — Bean Scene Café, Olympus Caffe, and Savvy Cellar Wines, Inc. — Bank of America (ATM)
— Hope Street Office and Hotel Development
— Wireless Telecommunication Providers (GTE Mobilnet, Metro PCS, Sprint) — Various construction staging sites
ECONOMIC FACTORS
• Economy.
• Federal Reserve policy and interest rates.
• Portfolio balance.
• City Investment Policy.
• Rental revenues received and lease agreements.
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HISTORY
Investment Earnings: One of the City’s financial strateg ies is to build reserves in anticipation of budget constraints in order t o generate additional revenue in the form of investment earnings and to maintain sufficient funds to withstand significant, temporary declines in revenues. After overseeing a long period of extremely low interest rates, t he Federal Reserve , through the Federal Open Market Committee (FOMC), raised its benchmark interest rates twice during 2022, the most significant increase being 50 basis points , the largest increase in over two decades, increasing its target benchmark to 0.75% to 1.0%. In addition, the FOMC is considering additional 50-basis-point increases in the coming months to combat a significant rise in inflation during the past year.
Fiscal Year 20 21-22 investment earnings are estimated at $2.7 million, $187,000 (6.4%) lower than the prior fiscal year audited, and exceeds budget by $91,000. The City has a practice of laddering its portfolio so the impact of higher interest rates will have a greater impact on future fiscal years as lower-yielding securities mature and are replaced with higher-yielding securities.
Rents and Leases : Over time, the City has strategically developed City -owned properties and negotiated lease agreements that generate long-term revenue for the GOF. These leases and the revenue generated are important during economic downturns as they generally do not immediately fluctuate with the economy, and most include annual inflationary increases.
In 1995, 19 96, and 2008, the City first negotiated and signed ground lease agreements for the North Charleston, Crittenden, and Charleston East sites, respectively. As allowed in the ground leases, the rent includes fixed annual increases and is revalued every 10 ye ars to market. The decennial revaluation of the North Charleston lease was effective April 1, 2016, resulted in a 141.0% rent increase ($3.3 million for a full year) and will continue to escalate 4.0 % annually.
The decennial revaluation of the Crittenden lease was effective January 1, 2017, resulted in a 104.8% rent increase ($3.1 million for a full year) and will continue to escalate 4.0% annually.
The first decennial revaluation for the Charleston East (Lot 1) lease between the City and Google LLC (Google) was effective February 1, 2018. This lease includes a cap on the revalued rent that is not included in the other two land leases. The cap is 165.0% of the monthly rent payable during the initial year of the prior 10 -year period. In this case, the rent for the period beginning February 1, 2018 is capped at 165.0 % of the rent paid in February 2008. The total annualized revalued rent is $1.9 million, an increase of $387,000 (26.5 %) compared to the prior year annualized rent and will continue to escalate 3.0% annually.
In late Fiscal Year 2005-06, Council approved the amended and restated lease between the City and SFX Entertainment, Inc. (SFX —operating company of Live Nation, Inc.), for the lease of the Shoreline Amphitheatre. The terms of the lease eliminated the percentage rent structure and replaced it with a fixed amount of $200,000 per month for the concert season (nine months), a total of $1.8 million annually. The first annual contractual increase of 2.0 % went into effect March 2018. The estimated Fiscal Year 2021-22 payment is $2.0 million, about $325,000 higher
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than budgeted, due to three months of revenues collected that were previously projected to be waived due to the pandemic.
In September 2007, CVS opened in the Bryant Street parking structure and began paying the City the negotiated monthly lease rent. The parking structure was partially funded with former Revitalization Authority funds and, based on the Compensation Agreement, any revenues generated from the parking structures are shared with the taxing entities in the same proportion of the Authority’s contribution to the structures. The Compensation Agreement was effective July 1, 2014, resulting in annual lease revenue of $165,000 to the GOF, a loss of $78,000 annually.
The CVS lease agreement provides for an 11.9 % increase that is effective September 2017 through September 2022.
In May 2010, Savvy Cellars opened to the public at the Centennial Plaza Train Depot and, in accordance with the lease, the annual revenue to the City for the first five years was $29,700.
The first a nnual increase was effective December 2014, and there have been annual increases effective each subsequent December. In addition, there are various other rentals of City-owned property as listed previously in the Sources section which contribute revenue to the GOF.
On December 11, 2018, staff updated the City Council on the Police/Fire Administration Building Expansion Study and confirmed most of the revenue generated from the Ameswell development is earmarked for debt service related to this facility . The City Council authorized staff to issue a Request for Proposal (RFP) to prepare a preliminary design for a renovation/addition as well as evaluation of a new building.
For Fiscal Year 2021-22 estimated, rents and leases revenue is $ 21.5 million, $1.1 million (5.5%) higher than adopted, primarily due to unbu dgeted percentage rent revenue for the Ameswell office lease.
FORECAST
Investment Earnings : The Fiscal Year 20 22-23 projection is based on the assumption that as investments mature, the funds will be reinvested at rates higher than those available prior to the FOMC actions stated above, resulting in a projected average portfolio yield of 1.28% for Fiscal Year 20 22-23. However, t he City’s average portfolio yield is antic ipated to continue falling through Fiscal Year 2024-25 with incremental increases the last two years due to the impacts of having lower-yielding investments added during the prior years.
Rents and Leases: Fiscal Year 2022-23 revenues are projected at $22.3 million, $820,000 (3.8%) higher than the Fiscal Year 2021-22 Estimated. The Forecast assumed the CVS lease would not be renewed as negotiations were still in progress. R ental revenue is projected to increase and continue throughout the Forecast.
The Ameswell rent of $2.1 million will continue to be transferred to the Budget Contingency Reserve and will be part of the $2.8 million that is recommended to be set-aside and dedicated
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for the Public Safety Building until such time as it is needed for debt service. The Forecast for the three long-term ground leases includes annual increases. For the remaining leases and rental agreements, the Forecast period includes annual contractual increases and assumes renewal options will be exercised or extended.
As previously discussed with the City Council, Google paid the City $600,000 for extending the sublease of Parking Lots C and D from SFX through December 31, 2020. In addition, Google agreed to lease the parking lots from the City for an additional five years (January 2021 to December 2025) and will pay over $2.0 million annually, unless the lease is terminated early. As these payments are limited -period in nature, they will not flow through the GOF. As discussed with the City Council during the Fiscal Year 2017-18 budget process, the $2.0 million annual payments ($10.0 million over the 5 -year period) will be recorded as one -time GF revenues and then contributed to CalPERS toward the City’s unfunded pension liability, and both the annual earned portion of the $600,000 and the annual rent in excess of the $2.0 million will be transferred to the Capital Improvement Reserve.
.
Total
Rents & Investment Use of Money
Fiscal Year Leases Earnings and Property % Change
2017-18 17,618 2,041 19,659 16.4%
2018-19 19,443 2,873 22,316 13.5%
2019-20 18,970 3,375 22,345 0.1%
2020-21 19,280 2,915 22,195 (0.7%)
2021-22 * 21,500 2,728 24,228 9.2%
2022-23 ** 22,319 2,573 24,893 2.7%
2023-24 23,213 2,502 25,715 3.3%
2024-25 24,159 2,561 26,720 3.9%
2025-26 24,594 2,994 27,588 3.2%
2026-27 24,046 3,457 27,503 (0.3%)
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
USE OF MONEY AND PROPERTY
Rents & Leases Investment Earnings
Actual Forecast
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LICENSES, PERMITS, AND FRANCHISE FEES/FINES AND FORFEITURES
This revenue category is comprised of Licenses, Permits, Franchise Fees, and Fines and Forfeitures.
SOURCES
• Licenses and Permits revenues are generated from businesses requiring specific City permits such as Police business permits.
• Franchisees are required to pay Franchise Fees as compensation to the City for the use of City property while providing a commercial service to Mountain View businesses and residents. The City has franchise agreements with Recology; Pacific Gas and Electric; Comcast and AT&T Cable; and California Water Service.
• Fines and Forfeitures are generated from Library fines and citations issued by the City Police Department and the California Highway Patrol.
ECONOMIC FACTORS
• State of the economy.
• Franchise agreements and revenues generated by franchisees.
• State and Federal regulations, legislation, and funded programs.
HISTORY
Licenses, Permits, and Franchise Fees : Historically, Licenses and Permits revenue tended to fluctuate with the development cycle. In Fiscal Year 2006 -07, Building Services was separated from the GOF to better facilitate tracking and accounting. In order to provide a more comprehensive picture of the development process and to more accurately align all development-related revenues and expenditures, Council approved the consolidation of all development-related functions within the City into a Development Services Fund for Fiscal Year 2014-15. D evelopment-related revenues and expenditures were moved from the GOF to the Development Services Fund, which decreased revenues in several categories, including this one, and eliminated the effect of development. Fiscal Year 2021-22 estimated Licenses and Permits revenue is $4,500 higher than the Fiscal Year 2020-21 Audited and $148,000 lower than the Fiscal Year 2021-22 Adopted. The variance compared to the budget is due to the assumption the City would have issued cannabis permits as early as Fiscal Year 20 21-22. Projections have been revised, and the City expects these permits to be issued during Fiscal Year 2022-23.
Franchise Fee revenue generated from gas and electricity usage has historically increased as a result of significant commercial and residential development and declined during economic
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downturns as a result of commercial office vacancies and conservation b y residential and commercial customers.
In accordance with the agreement between the City and the City’s trash and recycling collector, Recology, a monthly service fee is owed to the City. This fee includes a portion for the exclusive right to perform th is activity and a portion is attributable to the City providing billing and collection services. This revenue has fluctuated over the past decade as a result of conservation efforts, migration to smaller -size containers, the amount of construction debris discarded, and increases in trash and recycling service charges in addition to the economic factors listed above.
Beginning in Fiscal Year 2011 -12, Cable Franchise revenues were budgeted directly as General Fund Franchise revenue in lieu of a transfer fro m the Cable Fund. This revenue grew through Fiscal Year 2015-16 but has been declining since.
Fiscal Year 20 21-22 Franchise Fee revenues are $382,000 lower than the Fiscal Year 20 21-22 Adopted and $203,000 higher than the Fiscal Year 2020-21 Audited.
Fines and Forfeitures: This revenue source includes false alarm response fees, bail/fine payments from the County, Library fines, and parking violation payments. Overall, the Fiscal Year 20 21-22 estimated Fines and Forfeitures revenue sources are lower than budget and Fiscal Year 2020-21 Audited, primarily due to less collections from parking violations, bail/fine payments from the County, vehicle fines, and false alarm fees.
FORECAST
Licenses, Permits, and Franchise Fees : Revenue is projected to increase $636,000 ( 11.4%) in Fiscal Year 2022-23 from the Fiscal Year 2021-22 Estimated, primarily from the approval of one cannabis permit and the Recology franchise fee . Revenues are projecte d to increase incrementally in the remaining Forecast years.
Fines and Forfeitures: Fiscal Year 2022-23 is projected to be $8,000 (3.0%) lower than the Fiscal Year 2021-22 Estimated. The Forecast period gradually increases the fines to prepandemic levels.
.
Total
Licenses, Permits
Licenses, Permits Fines & & Franchise Fees/
Fiscal Year & Franchise Fees Forfeitures Fines & Forf % Change 2017-18 5,249 912 6,161 7.3%
2018-19 5,470 978 6,448 4.7%
2019-20 5,596 768 6,364 (1.3%)
2020-21 5,365 312 5,677 (10.8%)
2021-22 * 5,572 272 5,844 2.9%
2022-23 ** 6,208 264 6,472 10.7%
2023-24 6,327 318 6,645 2.7%
2024-25 6,457 494 6,951 4.6%
2025-26 6,594 647 7,241 4.2%
2026-27 6,738 737 7,475 3.2%
* Estimated
** Recommended
(dollars in thousands)
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
LICENSES, PERMITS & FRANCHISE FEES/
FINES & FORFEITURES
Licenses, Permits & Franchise Fees Fines & Forfeitures
Actual Forecast
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INTERGOVERNMENTAL
Intergovernmental revenue is remitted or allocated to the City by other governmental agencies.
SOURCES
• Other governmental agencies—Santa Clara County, State of California, U.S. government, and local government.
ECONOMIC FACTORS
• Actions by the State Legislature.
• State and Federal regulations, legislation, and funded programs.
HISTORY
For more than a decad e, many revenues from the State have been reduced or eliminated, including Vehicle License Fees (VLF), Community-Oriented Policing Services (COPS), Public Library Funds, Rapid Enforcement Allied Computer Team (REACT), SB 90 mandate reimbursement, and other programs. Fiscal Year 2021-22 is estimated with a net revenue gain compared to the Fiscal Year 2021-22 Adopted Budget and Fiscal Year 2020-21 Audited by $1.3 million and $1.2 million, respectively, primarily due to higher-than-expected reimbursements from governmental agencies and a grant awarded to the Center for the Performing Arts (CPA).
FORECAST
Fiscal Year 2022-23 is projected $27,000 (3.6%) lower than Fiscal Year 2021-22 Adopted to adjust the County reimbursements for R EACT that was previously budgeted too high . The remaining Forecast years are at essentially the same level.
Fiscal Year Intergovernmental % Change
2017-18 817 10.3%
2018-19 728 (10.9%)
2019-20 795 9.2%
2020-21 782 (1.6%)
2021-22 * 1,991 154.6%
2022-23 ** 712 (64.2%)
2023-24 712 0.0%
2024-25 712 0.0%
2025-26 712 0.0%
2026-27 712 0.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$500
$1,000
$1,500
$2,000
$2,500
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
INTERGOVERNMENTAL
Actual Forecast
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CHARGES FOR SERVICES
Charges for Services revenue is comprised of revenue from fees for services provided by various City departments, primarily related to recreation and development activities.
SOURCES
• City Recreation programs.
• City sports facility use.
• Reimbursement of administrative costs related to private development activity.
• Center for the Performing Arts facility use and ticket services.
ECONOMIC FACTORS
• State of the economy.
• Level of participation in City Recreation programs.
• Level of attendance at Center for the Performing Arts (CPA) programs.
• Level of development activity.
HISTORY
In order to ensure appropriate pricing for services, during Fiscal Year 2009 -10, staff initiated a Police services cost-of-service study, and the City Council approved a Recreation Cost Recovery Policy (Policy). As a result of these actions, increased recovery levels for services provided by other departments, and new or increased service fees were adopted. Subsequent to approval of the Policy, staff completed an analysis of participation levels, revenues, and changes in programming related to Recreation services. There was an indication that participation levels decreased in some programs, and the utilization of the fee waiver program increased (likely as a result of the struggling economy at that time). Therefore, the number of programs and classes was reduced as attendance did not achieve the minimum requirement authorized in the Policy, and new revenue sources, such as sponsorships, were approved.
As noted earlier, effective with the Fiscal Year 2014 -15 Adopted Budget, Development Services was separated from the GOF in order to facilitate better tracking and accounting and allow for an effective way to match revenue s and expenditures. The separation caused a significant decline in actual revenue from Fiscal Year 2013 -14 to Fiscal Year 2014-15. The remaining development-related revenue is for Heritage tree applications and reimbursement to the GOF for administrative support provided to development projects.
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Staff continually reviews programming and pricing, adjusts as appropriate, and Recreation - related Service Charge revenue has continued to improve. Effective with the Fiscal Year 2015-16 Adopted Budget, some Char ges for Services revenue was determined to be rental income and was moved to the appropriate revenue category.
On December 13, 2016, the City Council approved revision of the Recreation Financial Assistance Program (FAP) to a two-tier system which was implemented in September 2017. In addition, the City Council authorized staff to make future amendments to the FAP as part of the City’s annual budget process and update the relevant information in the Master Fee Schedule.
Total Service Charge revenue for Fiscal Year 2021-22 is estimated $2.6 million, $475,000 (22.7%) higher than the Adopted Budget, primarily due to the strong recovery from Recreation and the Center for the Performing Arts offset by Short-Term Rental (STR) registration revenue, estimated to be $145,000 lower than budget.
FORECAST
Total Service Charge revenue for Fiscal Year 20 22-23 is projected to be $284,000 (11.%) higher than Fiscal Year 2021-22 Estimated. The remaining Forecast years are projected with increases reflecting an economic recovery.
.
Total
Recreation General Charges for
Fiscal Year Service Charges Service Charges Services % Change 2017-18 2,027 1,181 3,208 13.0%
2018-19 1,956 1,007 2,963 (7.6%)
2019-20 1,086 1,008 2,094 (29.3%)
2020-21 1,346 595 1,941 (7.3%)
2021-22 * 1,787 787 2,574 32.6%
2022-23 ** 1,842 1,016 2,857 11.0%
2023-24 1,839 1,099 2,938 2.8%
2024-25 1,906 1,136 3,042 3.5%
2025-26 1,908 1,174 3,082 1.3%
2026-27 1,909 1,185 3,094 0.4%
* Estimated
** Recommended
(dollars in thousands)
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
CHARGES FOR SERVICES
Recreation Service Charges General Service Charges
Actual Forecast
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MISCELLANEOUS REVENUES
Miscellaneous Revenues is compri sed of a variety of reimbursed services and nonspecific revenues.
SOURCES
• Donations and grants.
• Reimbursements for services provided by the City.
• Miscellaneous.
ECONOMIC FACTORS
• State of the economy.
• Grant availability, City applications, and grants awarded to the City.
• Services provided to businesses, school districts, and other agencies.
HISTORY
The City receives numerous donations and grants for a variety of City programs and services, many of which are not budgeted. Appropriations are increased when a grant or donation is approved or the funds are received by the City.
Some reimbursement for services provided in Fiscal Year 20 21-22 and prior fiscal years are budgeted as they are ongoing in nature. Other reimbursemen ts are one-time in nature and are not budgeted. The City provides the following categories of services:
• Maintenance services to the school districts for Graham Athletic Field, Whisman Sports Complex, and Mountain View Sports Pavilion.
• Mutual-aid fire support to other cities and the State of California which are later reimbursed by the State and Federal government.
• Public safety dispatch to the Midpeninsula Regional Open Space District (MROSD).
• Contractual first responder for Rural Metro.
• Staffing and other support for some Shoreline Amphitheatre events and other special events.
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Total annual Miscellaneous Revenues vary, but over the past 10 years has averaged approximately $3.6 million annually.
FORECAST
Fiscal Year 2022-23 Miscellaneous Revenues are projected to be $112,000 (6.3%) higher than the Fiscal Year 2021-22 Adopted Budget and, as discussed earlier, lower than the Fiscal Year 2021-22 Estimated as a result of grants, donations, and reimbursements not budgeted. The remaining Forecast period is projecting incremental increases to reflect a steady recovery from the pandemic with the exception of a decrease resulting from the City’s agreement with Santa Clara County to provide first-responder support to Rural Metro expiring June 30, 2024.
.
Miscellaneous
Fiscal Year Revenues % Change
2017-18 4,616 27.8%
2018-19 4,817 4.4%
2019-20 3,273 (32.1%)
2020-21 4,358 33.2%
2021-22 * 3,799 (12.8%)
2022-23 ** 1,892 (50.2%)
2023-24 1,954 3.3%
2024-25 1,615 (17.3%)
2025-26 1,638 1.4%
2026-27 1,661 1.4%
* Estimated
** Recommended
(dollars in thousands)
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
MISCELLANEOUS REVENUES
Actual Forecast
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INTERFUND REVENUES AND TRANSFERS
Interfund Revenues result from internal charges for staff time, building space, and maintenance services provided to other funds and capital projects by the GOF. The cost of this internal support provided to other funds is calculated in the City’s Full Cost Allocation Plan (Plan). Interfund Transfers include transfers from a variety of other funds.
SOURCES
• Interfund Revenues are reimbursements to the GOF for internal support services provided to other funds and capital improvement projects.
• Interfund Transfers are transfers from other City funds.
ECONOMIC FACTORS
• Level and cost of services provided by GOF staff to other funds and capital improvement projects.
HISTORY
Interfund Revenues: In the early 1990s, with the assistance of a cost plan consultant, the City began preparing and utilizing a full cost plan allocation for reimbursement to the GOF. The Plan has been updated approximately every two to four years, most recently during Fiscal Year 2014-15 and the results incorporated for Fiscal Year 2015 -16. Fiscal Year 2021-22 revenue is estimated to be $926,000 higher than budget as capital improvement project expenditures have been higher, generating a higher level of reimbursement.
Interfund Transfers: These vary from year to year and are both ongoing and one -time/limited- period in nature. Fiscal Year 20 21-22 Estimated includes the annual transfers from the Gas Tax and Parking District funds, and net operating income from Shoreline Golf Links and Michaels at Shoreline Restaurant.
In April 2011, the City executed a long-term (52 years) ground lease with Google LLC (Google) for the other portion of the Charleston East site which became effective in June 2011. Google remitted $30.0 million in prepaid rent to the City which is invested and generates annual investment earnings. The $30.0 million of prepaid rent was received from Google for the Charleston East site when the portfolio yield was above 2.5 % and the average annual rate was projected at 3.5% for the 52 years. However, due to the previous recession, the FOMC reduced interest rates (and subsequently increased the benchmark rate and decreased the benchmark rate back to levels of the previous recession ) and the actual investment yields ha ve been significantly lower than the 3.5 % originally projected. This low interest rate environment has lasted longer than anticipated; therefore, in order to preserve the principal amount of the
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prepaid rent, beginning in Fiscal Year 2014 -15, Council agre ed to defer transfers until interest rates regain prior levels and revenues can be reevaluated.
FORECAST
Interfund Revenues : Fiscal Year 20 22-23 Interfund Revenues include reimbursement from various funds which receive support from the GOF. The remai ning Forecast period includes annual increases of less than 1.0%.
Interfund Transfers : For Fiscal Year 20 22-23, Interfund Transfers include $1. 4 million of reimbursement from the Gas Tax Fund, $ 150,000 of net operating income from Shoreline Golf Links and Michaels at Shoreline Restaurant , and $108,000 of reimbursement from the Parking District. As discussed previously, the transfer from the Lease Reserve continues to be deferred.
The remaining Forecast period projects the remaining transfers are either level or increasing slightly.
.
Total
Interfund Interfund Interfund
Fiscal Year Revenues Transfers Rev & Trans % Change
2017-18 14,790 1,550 16,340 6.2%
2018-19 15,958 1,808 17,766 8.7%
2019-20 15,221 2,404 17,625 (0.8%)
2020-21 15,305 1,890 17,195 (2.4%)
2021-22 * 15,811 1,605 17,416 1.3%
2022-23 ** 15,075 1,619 16,694 (4.1%)
2023-24 15,203 1,682 16,885 1.1%
2024-25 15,331 1,696 17,027 0.8%
2025-26 15,461 1,710 17,171 0.8%
2026-27 15,592 1,724 17,316 0.8%
* Estimated
** Recommended
(dollars in thousands)
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
INTERFUND REVENUES AND TRANSFERS
Revenues Transfers
Actual Forecast
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.
Total
Fiscal Year Expenditures % Change
2017-18 121,682 9.7%
2018-19 137,279 12.8%
2019-20 136,911 (0.3%)
2020-21 136,811 (0.1%)
2021-22 * 148,765 8.7%
2022-23 ** 166,337 11.8%
2023-24 176,023 5.8%
2024-25 182,285 3.6%
2025-26 187,333 2.8%
2026-27 192,151 2.6%
* Estimated
** Recommended
(dollars in thousands)
The Fiscal Year 2022-23 recommended expenditures and all forecast years do not include the projected operating budget savings.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
TOTAL EXPENDITURES
Salaries & Benefits Supplies & Services Cap/Equip Exp & Trans Debt Service Actual Forecast
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SALARIES AND BENEFITS
The Salaries and Benefits category makes up the largest component of GOF expenditures and represents all personnel-related costs.
CATEGORIES
• Salaries.
• Wages.
• Overtime.
• Other Pays (e.g., holiday-in-lieu, out-of-class, etc.).
• Health Benefits.
• Retirees’ Health.
• California Public Employees Retirement System (CalPERS).
• Workers’ Compensation.
• Unemployment Insurance.
• Other Benefits (e.g., life insurance, long-term disability, FICA, etc.).
HISTORY
The City is primarily a service organization, based on the efforts of our employees. The City is obligated by law to meet and confer with bargaining units and also meets with other employees on matters of employee compensation. There are four recognized bargaining groups in the City:
the Police Officers Association (POA sworn and nonsworn), the Mountain View Professional Firefighters Union (MVFF Local 1965), the Service Employees International Union (SEIU Local 715), and the EAGLES (Management, Professional, and certain Fron t-Line positions). The remaining employees include certain unrepresented Management, Professional, Confidential, and Front-Line positions. The outcome of negotiations with each group is a major factor in salary and benefit costs.
Since Fiscal Year 200 0-01, there have been two downturns in the economy resulting in a net reduction of approximately 70.0 positions and other employee compensation cost containment.
From Fiscal Year 2009-10 to Fiscal Year 2013-14, a salary freeze was in effect for two to four years, depending on the employee group. During Fiscal Year 2011 -12, the City negotiated three -year contracts with all employee groups that expired June 30, 2015, then two -year contracts were
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negotiated with all employee groups that expired June 30, 2017, then three-year contracts were negotiated with all employee groups that expire d June 30, 2020, then two-year contracts were negotiated with all employee groups that expire d June 30, 2021 . Staff worked with employee groups to extend the contracts for another two years through June 30, 2023 with a reopener for salary in the second year. Staff is negotiating with employee groups for the new salary increases currently, and estimated COLAs are built into this Forecast for budget purposes. Additional cost- containment measures that became effective for Fiscal Year 2012 -13 for all or some of the employee groups included maximum vacation accruals, modified sick -leave incentive program, HMO medical plan copay, option of new high -deductible health plans, improved alignment of dental and vision plans between groups, and Retirees’ Health Trust contributions.
Pension costs have increased dramatically since 2000, when pension costs were $2.9 million (4.7% of GOF expenditures), compared to $25.8 million (16.7% of GOF expenditures) adopted for Fiscal Year 2021-22. Pension costs continue to increase and, in many cities, the employer pays some or all of the employee contribution. Mountain View employees not only pay the full employee contribution, but they also pay a portion of the employer contribution. This was an unusual and progressive arrangement when instituted in Mountain View and reflects the collaborative approach of our employees. For Fiscal Year 2021-22, cost shares range from 10.5% to 17.4%, depending on the employee group.
In 2012, structural changes were adopted Statewide with the Public Employees’ Pension Reform Act (PEPRA). For new employees hired on January 1, 2013 and thereafter, reduced benefit formulas and increased retirement ages became effective. However, the changes resulting from pension reform will likely not be realized for 15 years or more, until there are a majority of employees under the new formula.
As a result of the significant financial losses to CalPERS during the Great Recession and the resulting impacts to the financial sustainability of the pension plans, many changes in the way CalPERS rates are calculated have been adopted in the past several years, as detailed below:
• In March 2012, the CalPERS Board approved the reduction of 0.25 % in the discount rate used to calculate the pension liability and corresponding employer contribution rates. The impact was a 0.92 % and 1.4% employer rate increase for miscellaneous employees and a
2.56% and 1.6% employer rate increase for safety employees for Fiscal Years 2013 -14 and 2014-15, respectively. For Mountain View, this resulted in an inc rease to pension costs of $1.3 million (net of additional cost share) phased in over two years.
• On April 17, 2013, the CalPERS Board adopted recommendations of the Chief Actuary that changed the methodology for the amortization and smoothing of rates. Overall, the methods were expected to result in higher volatility in employer rates in normal years, but less volatility in employer rates in years where extreme events occur (e.g., significant investment losses). The method was expected to result in increased employer rates over time, but was also expected to result in improved funding levels. This change was reflected in the employer rates beginning in Fiscal Year 2015-16.
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• On February 18, 2014, the CalPERS Board adopted changes as a re sult of the demographic study. The study resulted in increased rates as life expectancy continues to rise.
Generational mortality tables were also incorporated in the actuarial assumptions. The demographic changes were anticipated to raise rates by 4.5% and 7.05% over five years, for miscellaneous and public safety, respectively. This impact was reflected in the employer rates beginning in Fiscal Year 2016-17.
• On November 18, 2015, the CalPERS Board adopted an approach to mitigate future rate volatility. The Funding Risk Mitigation Policy include d attributes of the flexible glide path methodology, a lowering of the discount rate, and expected investment volatility following a great investment return with reviews to allow the ongoing monitoring and as sessing of the progress toward reducing risk and investment volatility in the funding of the pension system.
• On December 21, 2016, the CalPERS Board approved lowering the discount rate from 7.5% to 7.0%. The reduction was phased in over three years beginning in Fiscal Year 2018-19 for local governments with the full impact reached in Year 7 (Fiscal Year 2024 -25) due to the five-year ramp -up and ramp -down methodology previously adopted. CalPERS initially indicated the reduction would result in employer normal costs rate increases between 1.0% and 3.0% of payroll for most miscellaneous plans and increases of 2.0 % to 5.0% for most safety plans. In addition, CalPERS estimated increases of 30.0 % to 40.0 % in unfunded accrued liability (UAL) annual payments. Rates provided in the June 30, 2016 actuarial valuation showed the impact to the rates were not as drastic as CalPERS originally indicated:
1.9% and 3.1% for Miscellaneous and Safety normal cost, respectively, and 11.5% and 14.2% for Miscellaneous and Safety UAL, respectively.
• On February 14, 2018, the CalPERS Board adopted changes to the Amortization Policy to shorten the amortization period from 30 years to 20 years for new gains and losses and remove the ramp -up and ramp -down effects attributable to assumption, noninvestment, and investment gains and losses. The policy changes were effective June 30, 2019.
These actions have been adopted to maintain the financial sustainability of the pension fund; however, these actions resulted in higher rates for the City. The City Council approved additional contributions (including the CalPERS Discount Rate Change Funding Strategy proposed by staff to pay down the unfunded CalPERS liability) from the General Fund totaling $ 31.5 million from a combination of carryover funds and budgets since Fiscal Year 2014 -15 through Fiscal Year 2021-22. The GOF represents approximately 80.0 % of the total CalPERS contribution; therefore, additional contributions from the Other Funds, proportional to the GOF contribution, were also included in Fiscal Years 2015-16 through 2021-22.
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FORECAST
The discussion below includes information regarding COLAs and medical rates and comparisons of projected costs.
All labor agreements extended the contract for another two years through June 30, 2023 with a reopener for salary in the second year. Fiscal Year 2022-23 includes estimated COLAs based on the best information on hand when this Forecast was prepared , and a modest COLA is included in all of the remaining Forecast years. All Forecast years also include step and merit increases.
Fiscal Year 2022-23 medical insurance rates are projec ted to increase 5.0 % to 7.0% (depending on the health plan), for the second half of the fiscal year and dental rates are projected to increase 2.0%. The remaining Forecast years assume medical rates will increase 5.0 % to 7.0% annually (depending on the health plan) and dental rates will continue to increase by 2.0 % annually.
For Fiscal Year 20 22-23, retirement benefit costs (including the cost for new positions ) are projected to increase 9.0% compared to the Fiscal Year 20 21-22 Adopted Budget. The Forecast years include the rates provided in the June 30, 2020 CalPERS actuarial valuations that determine the rates for Fiscal Year 202 2-23. Retirement costs are impacted by salary increases (COLAs, steps, and merits) and CalPERS rates which include the impact of the discount rate change. The Forecast no longer includes additional funding from the GOF to pay down the unfunded CalPERS pension obligation with additional contributions as the City had been able to do for six of the past eight fiscal years. However, additional funding contributions from the GNOF is recommended.
The table in the Revenue and Expenditure Overview Section of the Forecast provides detailed amounts for each fiscal year.
Beginning with the June 30, 2015 CalPERS actuarial valuation report (rates for Fiscal Year 2017 - 18), CalPERS provides a rate for the normal cost component and a flat dollar payment for the UAL. Staff then c onverts the flat -dollar UAL payment into a rate based on estimated payroll provided in the CalPERS actuarial report in order to distribute the cost to all funds through payroll. Below are the projected employer rates provided in the June 30, 20 20 actuarial valuations (the valuation for Fiscal Year 20 22-23 rates and estimates through Fiscal Year 202 7- 28). It should be noted that these rates do not include the potential impact from Cal PERS investment results for the fiscal year ending June 30, 2021.
FY
2022-23
FY
2023-24
FY
2024-25
FY
2025-26
FY
2026-27
FY
2027-28
Miscellaneous 35.120 35.600 36.300 36.300 36.400 36.000 Safety 53.510 54.300 55.200 55.200 55.000 54.200
.
Salaries
Fiscal Year and Benefits % Change
2017-18 93,624 9.9%
2018-19 98,894 5.6%
2019-20 105,185 6.4%
2020-21 105,929 0.7%
2021-22 * 112,198 5.9%
2022-23 ** 126,802 13.0%
2023-24 135,441 6.8%
2024-25 140,720 3.9%
2025-26 144,757 2.9%
2026-27 148,536 2.6%
* Estimated
** Recommended
(dollars in thousands)
Fiscal Year 2016-17 includes an additional $2.0M CalPERS contribution and Fiscal Years 2017-18 through 2019-20 include an additional $4.0M CalPERS contribution. $0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
SALARIES AND BENEFITS
Actual Forecast
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SUPPLIES AND SERVICES
The Supplies and Services category makes up the second largest component of GOF expenditures and represents costs of operations.
CATEGORIES
• Materials and Supplies.
• Maintenance and Operations.
• Utilities.
• Professional/Technical Services.
• Training, Conference, and Travel.
• Miscellaneous Expenditures.
HISTORY
The budget for Supplies and Services has fluctuated depending on economic conditions impacting the GOF, and staff has worked diligently to contain costs, particularly during recessionary times.
FORECAST
Fiscal Year 20 22-23 (including recommended discretionary and nondiscretionary increases) is increasing $ 1.7 million (8.5%) compared to the Fiscal Year 20 21-22 Adopted. The increase is primarily related to janitorial cost increases, roadways maintenance contracts, IT services/ licenses/software renewals, and City utility costs. The remainder of the Forecast period includes average annual changes of 3.0%.
.
Supplies
Fiscal Year and Services % Change
2017-18 16,089 7.8%
2018-19 17,128 6.5%
2019-20 17,611 2.8%
2020-21 17,753 0.8%
2021-22 * 19,576 10.3%
2022-23 ** 21,812 11.4%
2023-24 22,466 3.0%
2024-25 23,140 3.0%
2025-26 23,834 3.0%
2026-27 24,550 3.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
SUPPLIES AND SERVICES
Actual Forecast
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CAPITAL OUTLAY AND EQUIPMENT REPLACEMENT
The Capital Outlay and Equipment Replacement category represents the new and replacement equipment needs of the City. Although Capital Outlay is one-time in nature, the City includes this category in the Operating Budget to reflect capital needs on an annual basis. In addition, annual contributions to the Equipment Replacement Fu nd are made by other funds as appropriate, based on the equipment used by each of those operations. Equipment replacement expenses are accounted for in the Equipment Replacement Reserve Fund.
CATEGORIES
• Capital Outlay.
• Equipment Replacement.
HISTORY
Capital Outlay: Annual expenditures have grown as a result of an increased level of technology and related equipment, an increase in the number and quality of safety vehicles, and the addition of hybrid vehicles to the fleet. This category is also influenced by the economic condition impacting the GOF and has experienced fluctuations over the past 10 fiscal years. For the past decade, annual budgeted expenditures for Capital Outlay have ranged between $200,000 and $525,000. For Fiscal Year 2021-22, Capital Outlay was funded at $500,000.
Equipment Replacement : The Equipment Replacement Reserve was funded with year -end General Fund carryover in Fiscal Years 1992-93 and 1993-94. Subsequently, appropriations were gradually increased until the GOF was fully funding its share in Fiscal Year 2001 -02. Then, after several years of reduced contributions, a review of cost methodologies, useful life assumptions, and annual contributions was completed in Fiscal Year 2005 -06, and staff conclu ded annual funding would need to be restored in order to financially sustain the replacement schedule. This was accomplished through a combination of increasing operating budget contributions supplemented by General Fund carryover. Beginning in Fiscal Ye ar 2009-10, the full share of funding is budgeted in the GOF. The Fiscal Year 2021-22 contribution to Equipment Replacement was adopted at $2. 2 million. Both Fiscal Years 2020-21 and 2021-22 were lower than the prior fiscal years due to no annual funding needed for certain pieces of equipment that have reached their life expectancy but were not recommended for replacement as they are still in good operating condition. This is a one -time reduction as when this equipment is replaced, the full annual funding will be required again.
FORECAST
Capital Outlay: For Fiscal Year 2022-23, the Capital Outlay has a budget of $229,000, and for the remainder of the Forecast period, capital outlay items is budgeted at $500,000.
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Equipment Replacement: The GOF contribution for Fiscal Year 20 22-23 is decreasing 6.1% to $2.4 million due to a net of inflation for replacement cost and some adjustments to quantity of items and life expectancy offset by no annual funding needed for certain pieces of equipment that have reached their life expectancy but are not recommended for replacement as they are still in good operating condition. This is a one-time lower level of funding as when this equipment is replaced, the full annual funding will be required again. Fiscal Year 2023-24 is increasing 41.4% to $3.7 million with the assumption that the delayed replacement of the equipment in the prior fiscal year will be replaced . The remaining Forecast period includes annual increases of 3.0 %, continuing full funding of the GOF’s share of equipment replacement.
.
Total
Capital Equipment Capital Outlay &
Fiscal Year Outlay Replacement Equip. Replcmnt. % Change 2017-18 456 2,728 3,184 7.9%
2018-19 318 2,768 3,086 (3.1%)
2019-20 549 2,248 2,797 (9.4%)
2020-21 526 2,373 2,899 3.6%
2021-22 * 798 2,245 3,043 5.0%
2022-23 ** 229 2,382 2,611 (14.2%)
2023-24 500 3,368 3,868 48.1%
2024-25 500 3,470 3,970 2.6%
2025-26 500 3,574 4,074 2.6%
2026-27 500 3,681 4,181 2.6%
* Estimated
** Recommended
(dollars in thousands)
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
CAPITAL OUTLAY AND EQUIPMENT REPLACEMENT
Capital Outlay Equipment Replacement
Actual Forecast
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INTERFUND EXPENDITURES AND TRANSFERS
This category includes Self-Insurance funding and Interfund Transfers. Self-Insurance represents the GOF’s share of insurance costs accounted for in the Internal Service Funds such as General Liability, Retirees’ Health, and Vision Care. Special Funds and the Enterprise Funds also contribute to self-insurance. Interfund Transfers includes any transfers from the GOF to another fund (with the exception of the Equipment Replacement Transfer).
CATEGORIES
• General Liability.
• Vision Care.
• Retirees’ Health Program.
• Housing.
• Limited-Period Needs.
• Capital Improvements.
• Strategic Property Acquisition.
HISTORY
General Liability: In Fiscal Year 1993 -94, the City joined a liability insurance pool (ACCEL) with other select medium-sized cities for the provision of coverage in excess of the $1.0 million self - insured retention (SIR). Beginning in Fiscal Year 2001-02, funding of liability insurance was spread to all funds which receive a benefit from this insurance coverage. Previously, the cost was funded entirely by the GOF.
Vision Care: Vision care claims for employees and retirees with the City’s Health Net medical coverage and safet y employees and retirees who are covered by the CalPERS health insurance program (PEMHCA), and reimbursement for safety glasses submitted by current employees are paid for by the Employee Benefits Fund. The annual cost of this program is allocated to othe r funds as appropriate.
Retirees’ Health Insurance Program: The medical premiums for eligible retirees are paid by the Retirees’ Health Fund. Council began allocating funds to this reserve beginning in Fiscal Year 1992-93, although the City is not required to fund this liability.
In 2004, the Government Accounting Standards Board (GASB) published Statement No. 45— Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than
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Pensions (OPEB)—which required the City report the annu al cost of this liability in the City’s Annual Comprehensive Financial Report (ACFR) beginning in Fiscal Year 2007 -08. The Retirees Health program encompasses annual funding of the normal cost (NC), annual self -insurance funding of the unfunded actuarial accrued liability (UAAL) and periodically includes additional funding transfers from the GOF. An actuarial report was completed and beginning in Fiscal Year 2006-07, the calculated NC portion for current employees has been budgeted in all the affected funds. In addition, for Fiscal Year 2006-07, Council approved contributions from other funds for their proportionate share of the UAAL. The combined NC and the amortization of the UAAL represents the annual required contribution (ARC). The City has committ ed to contributing the ARC on an annual basis. The actuarial valuation is required to be updated every two years and was most recently updated as of June 30, 2021.
In February 2008, Council approved an agreement authorizing the City’s participation in th e CalPERS-administered CERBT Fund, and in February 2009, the City began depositing funds into the CERBT. The estimated balance in the CERBT is $171.3 million as of June 30, 2022. All funds have fully contributed to their share of the actuarial accrued liability. However, changes such as the option to choose the Defined Contribution plan has added volatility to calculating the actuarial accrued liability for each fund. Staff will continue calculations as valuations are updated. The City Council has approved additional General Fund contributions totaling $1 1.5 million from Fiscal Years 2014-15 through 2018-19. As part of the agreement for Public Safety to move to the CalPERS Health Care system, Public Safety employ ees are contributing an ongoing
1.2% of salary towards the OPEB liability.
GASB Statement No. 75, Accounting and Financial Reporting by Employers for Post -Employment Benefits Other than Pensions , is effective with the fiscal year ending June 30, 2018. Th e new OPEB standard parallels the pension standard issued with GASB Statement No. 68, Financial Reporting for Pension Plans , which essentially requires the City to report the unfunded liability on the face of the City’s financial statements and enhances th e note disclosures and required supplementary information (RSI) the City’s OPEB liability.
Housing: As a result of the dissolution of the former Revitalization Authority (RDA), the GOF now receives its share of the former RDA property taxes. For Fiscal Years 2014-15 and 2015-16, 20.0% of the GOF share has been appropriated for low- and moderate-income housing as limited-period funding in the General Non -Operating Fund. As directed by Council, beginning Fiscal Year 2016-17, the budget includes an annual transfer of these property taxes, in the amount of $51,000, to the General Housing Fund. In addition, the Fiscal Year 2016 -17 Adopted Budget included a transfer from the General Non -Operating Fund to the General Housing Fund for the balance of prior fiscal year funds.
In November 2018, Mountain View voters approved Measure P, which restructure d the City’s Business License Tax. The new structure is an incremental, progressive tax based on number of employees. As previously noted, the City Council earmarked by resolution 80.0% of the increased tax revenue for transportation and 10.0% for housing. Fiscal Year 2020-21 transferred $390,000
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and Fiscal Year 2021-22 transferred $573,000, representing 10.0% of the increased Business License Tax revenue.
General Non-Operating Fund (GNOF): As directed by the City Council at the Fiscal Year 2016 -17 budget public hearing, the Adopted Budget included a transfer of $500,000 to the GNOF to fund a one-time employee bonus, recruitment strategies and emp loyee engagement activities, and a new limited -term Communications Training Supervisor position. At the April 30, 2019 Study Session, the City Council directed staff to allocate funding of $7.5 million for sustainability efforts.
This allocation is made up of $4.5 million from the GOF carryover for Fiscal Year 2018 -19, $2.0 million originally designated for the SPAR in Fiscal Year 2018 -19, and $1.0 million from the GOF in Fiscal Year 2019-20. A Sustainability CIP is included in Fiscal Year 2019-20 with all funding sources transferred to the GNOF and the total $7.5 million transferred to the Sustainability CIP.
General Fund Reserve : For Fiscal Year 2018 -19 and 2019 -20, transfers of $1.0 million and $2.0 million, respectively, from the General Fund are included to bring this reserve above the
20.0% minimum level.
GF Budget Contingency Reserve : The full amount of projected annual revenue s from the Ameswell property is estimated at over $ 3.3 million. The majority of this revenue is currently earmarked for debt service to fund the Public Safety Building Project (see Debt Service section).
During the Fiscal Year 2017-18 budget process, a strategy was adopted for the Ameswell property revenue received in the fiscal years prior to the beginning of debt service to be transferred to this reserve and used for a limited-period need. The Fiscal Year 2017-18 Adopted Budget included a transfer of $755,400 to the Budget Contingency Reserve; however, only $35,000 was transferred as the project was delayed and the building permit was not issued until June 2018 . The Fiscal Year 2018-19 Adopted Budget included a transfer of $1.4 million, which reflected a full y ear of office-based rent. Fiscal Year 2019-20 and 2020-21 included a total transfer of $1.6 million and $1.5 million, respectively, in the Adopted Budget. The Fiscal Year 2021-22 Estimated will transfer a total of $2.9 million, which is a combination of base rent and property taxes.
GF Transportation Reserve: A number of priority transportation projects were identified, and a new Transportation Reserve was established Fiscal Year 2018-19 with $2.0 million initial funding from the Fiscal Year 2017-18 GF carryover and $2.0 million funding from the Fiscal Year 2018-19 GOF. Fiscal Year 2019-20 included a transfer of $1.7 million for 80.0% of the increased business license tax revenue. Fiscal Year 202 1-22 included a transfer of $4.8 million from the business license tax.
GF Capital Improvement Reserve: By mid-Fiscal Year 2017-18, the decennial revaluation process had been completed for the three City -owned land leases between the City and Google. Based on the revaluations of the three sites, annualized rent payments increas ed approximately $6.8 million. It is probable that during the time span before the next decenn ial adjustment in April 2026, there will be at least one economic downturn , and if a downturn occurs when a revaluation occurs, the lease revenues to the City could decline. Staff reviewed the changes in
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AV for the past 13 years and identified a potential 15.0% loss in secured AV in the event of an economic downturn. Therefore, to reduce dependency on these revenues, staff recommended, and the City Council adopted, a strategy to set aside 10.0 % of this potential decline in lease revenues (“at-risk” lease revenue) to fund future capital projects. In Fiscal Year 2017 -18, a potential 10.0% decline in revenues, calculated at $1.2 million, was transferred to the Capital Improvement Reserve to fund projects in Fiscal Year 2018 -19 or later. In Fiscal Year 2018-19, a total $3.4 million was transferred; $1.4 million in “at -risk” lease revenue, and an additional $2.0 million from GOF balance for potential debt service to fund the Public Safety Building project should the City Council desire to fund the project sooner than revenues from the Ameswell development will be received. Fiscal Year 2019-20 included $1.5 million in “at-risk” revenue and an additional $3.0 million allocation for potential debt service to fund the Public Safety Building project; however, with the impact of COVID -19 on GOF revenues, this $3.0 million transfer was reversed midyear. Fiscal Year 2021-22 includes $1.6 million in “at-risk” revenue.
GF Strategic Property Acquisition Reserve (SPAR): The City has successfully leveraged City-owned property for ongoing revenues and setting aside available resources in the SPAR could assist in obtaining future strategic properties. The Fiscal Years 2016 -17 and 2017 -18 Adopted Budgets included transfers of $2.0 million each in order to increase th e available funding for future property investment. For Fiscal Year 2018-19, the budget included a transfer of $2.0 million to the SPAR; however, as stated above, at the April 30, 2019 Study Session, the City Council directed staff to, instead, use the $2.0 million for sustainability efforts.
FORECAST
General Liability: The Fiscal Years 2022-23 through 2026-27 projections are based on maintaining the minimum policy level for reserve balances. The City currently has a $1.0 million SIR. For Fiscal Year 2022-2, the GOF is contributing $ 2.7 million for the cost of claims and administering the program, a 29.2% increase from Fiscal Year 2021-22 Adopted. The remaining Forecast period includes 3.0% annual increases.
Vision Care: The cost of the self-funded vision plan has gone down based on usage and, thus, the GOF’s share of funding has decreased for Fiscal Year 2022-23.
Retirees’ Health Insurance Program : The City has made great strides toward funding the AAL .
The actuarial valuation was updated as of June 30, 2021, along with projections for the following five years. For Fiscal Year 2022-23, the estimated AAL is $154.2 million, using a 6% discount rate, showing the City is fully funded with estimated assets of $171.5 million. All funds have contributed their full share of the unfunded AA L, so no transfer is needed in this Forecast. The actuarial valuation will be updated as of June 30, 2023 during Fiscal Year 2023-24.
Housing: As a result of the dissolution of the former Revitalization Authority (RDA), the GOF now receives its share of the former RDA property taxes. An annual transfer of these property taxes, in the amount of $51,000, to the Housing Fund is included for the remaining Forecast period. As a result of the restructured Business License Tax and the City Council ’s earmarking 10.0% for
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housing, the Forecast reflects 10.0% of the increased Business License Tax revenue estimated at $595,000 for Fiscal Year 2022-23, growing to $620,000 in the last year of the Forecast period.
GF Budget Contingency Reserve: As discussed above, revenue from the Ameswell development began late Fiscal Year 2017-18 and by the end of the Forecast period is projected over $3.3 million annually. This revenue is earmarked for debt service payments related to the Public Safety Building project (see Debt Service section). The annual debt payment is included in the Fiscal Year 2022-23 forecast as the new building originally expected to start construction in Fiscal Year 2022-23. However, due to delays from the COVID-19 pandemic and a significant increase in the estimated construction cost of the new building, the estimated annual rent is not enough to cover the debt payment for the new building. It is recommended that , until the City can establish a new funding plan for the project, the annual revenue being generated from Ameswell, estimated to be $2.8 million in F iscal Year 2022-23, along with an estimate d $10.2 million previously deposited into the Budget Contingency Reserve, be set aside and dedicated for the Public Safety Building until such time as it is needed for debt service.
GF Transportation Reserve : The Forecast reflects 80.0% of the increased business license tax revenue, estimated at $4.8 million for Fiscal Year 2022-23 and growing to $5.0 million in the last year of the Forecast period.
GF Capital Improvement Reserve: As mentioned in the History section above, in order to reduce the dependency on the long -term lease revenues, $1. 6 million is included to be transferred to the Capital Improvement Reserve for Fiscal Year 2022-23. For the remaining Forecast period, this amount is increased by the annual rent escalation factors referenced in the lease agreements.
.
Self Total SI
Fiscal Year Insurance Transfers & Transfers % Change
2017-18 3,457 5,328 8,785 11.1%
2018-19 2,792 15,379 18,171 106.8%
2019-20 3,404 7,914 11,318 (37.7%)
2020-21 3,476 6,754 10,230 (9.6%)
2021-22 * 4,075 9,873 13,948 36.3%
2022-23 ** 2,664 11,448 14,112 1.2%
2023-24 2,744 7,204 9,948 (29.5%)
2024-25 2,827 7,328 10,155 2.1%
2025-26 2,911 7,457 10,368 2.1%
2026-27 2,999 7,585 10,584 2.1%
* Estimated
** Recommended
(dollars in thousands)
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
INTERFUND EXPENDITURES AND TRANSFERS
Self-Insurance Transfers
Actual Forecast
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DEBT SERVICE
The Debt Service category represents the GOF’s debt payment obligations.
CATEGORIES
• Public Safety Building.
HISTORY
The GOF has had no debt obligations since prior to Fiscal Year 2009-10, when the City Hall/Center for the Performing Arts debt repayment was transferred to Construction /Conveyance Tax funding. This debt was fully retired in Fiscal Year 2015-16.
FORECAST
Public Safety Building: The Forecast assumes revenue generated from the Ameswell development is earmarked for the Public Safety Building project. It is assumed debt will be issued for the project and annual debt service payments of a pproximately $3.3 million have been included as a placeholder beginning in Fiscal Year 2023-24.
Hope Street Parking: Fiscal Year 202 2-23 includes projected annual debt service payments of $1.0 million for an estimated $12.0 million debt issue that staff anticipates working on next fiscal year, but which is dependent upon secured financing by the developer of the project.
GZ/4/FIN
541-05-20-22GOFFY
.
Debt
Fiscal Year Service % Change
2017-18 0 0.0%
2018-19 0 0.0%
2019-20 0 0.0%
2020-21 0 0.0%
2021-22 * 0 0.0%
2022-23 ** 1,000 100.0%
2023-24 4,300 330.0%
2024-25 4,300 0.0%
2025-26 4,300 0.0%
2026-27 4,300 0.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
2017-18
2018-19
2019-20
2020-21
2021-22*
2022-23**
2023-24
2024-25
2025-26
2026-27
DEBT SERVICE
Actual Forecast
3-75
Exhibit A
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GENERAL OPERATING FUND HISTORY (dollars in thousands)
________________________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits & Franchise Fees, Fines & Forfeitures, Intergovernmental, Charges for Services, Miscellaneous Revenues, and Interfund Revenues & Transfers.
3 Balance prior to changes in assets and liabilities, encumbrances, and rebudgets for grants and donations, net transferred to General Non- Operating Fund and General Fund Reserve.
2011-12
AUDITED
2012-13
AUDITED
2013-14
AUDITED
2014-15
AUDITED
2015-16
AUDITED
REVENUES:
Property Taxes
$26,216 $28,122 $ 31,120 $ 35,173 $ 39,461
Sales Tax
15,940 16,744 16,936 19,773 21,401
Other Local Taxes1 10,774 12,015 13,089 14,805 15,137
Use of Money and Property
10,138
10,783
10,690
10,928
12,219
Other Revenues2
27,079 27,253 28,316 26,261 27,693
Loan Repayments
1,894 1,894 1,894 -0- -0-
TOTAL REVENUES 92,041 96,811 102,045 106,940 115,911
EXPENDITURES:
Salaries and All Pays
50,445 51,252 52,379 52,231 54,024
Retirement
10,028 10,856 11,219 11,799 12,575
Health Benefits
7,701 8,086 8,215 7,886 8,102
All Other Benefits
4,363 4,367 4,385 4,791 5,372
Salaries and Benefits
72,537 74,561 76,198 76,707 80,073
Supplies and Services
12,910 13,414 13,608 14,386 13,969
Capital Outlay/Equipment Replc.
2,282 2,315 2,562 2,582 2,696
Interfund Expenditures and Transfers
2,876
2,751
2,565
3,002
2,852
Debt Service
-0- -0- -0- -0- -0-
TOTAL EXPENDITURES 90,605 93,041 94,933 96,677 99,590
Transfer to GNOF -0- -0- -0- -0- -0-
Transfer to GF Reserve -0- -0- -0- -0- -0-
Transfer to Trans Res -0- -0- -0- -0- -0-
Transfer to Cap Impr Res -0- -0- -0- -0- -0-
Transfer to SPAR
-0- -0- -0- -0- -0-
CalPERS Contrib.
-0- -0- -0- -0- (2,000)
OPEB Contrib. -0- -0- -0- (1,000) (1,000)
OPERATING BALANCE3
$ 1,436
$ 3,770
$ 7,112
$ 9,263
$ 13,321
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GENERAL OPERATING FUND HISTORY (dollars in thousands)
2016-17
AUDITED
2017-18
AUDITED
2018-19
AUDITED
2019-20
AUDITED
2020-21
AUDITED
REVENUES:
Property Taxes
$ 43,774 $ 49,419 $ 51,451 $ 54,839 $ 59,783
Sales Tax
21,828 20,713 24,390 19,452 18,058
Other Local Taxes1
15,866 15,444 15,131 15,880 13,717
Use of Money and Property
16,896 19,659 22,316 22,345 22,195
Other Revenues2
28,325 31,142 32,722 30,151 29,953
Loan Repayments
-0- -0- -0- -0- -0-
TOTAL REVENUES
126,689 136,377 146,010 142,667 143,706
EXPENDITURES:
Salaries and All Pays
55,262 59,483 62,949 64,899 68,292
Retirement
13,606 15,360 16,723 20,247 21,672
Health Benefits
8,320 8,527 8,675 8,963 9,090
All Other Benefits
5,968 6,254 6,547 7,076 6,875
Salaries and Benefits
83,156 89,624 94,894 101,185 105,929
Supplies and Services
14,926 16,089 17,128 17,611 17,753
Capital Outlay/Equipment Replc.
2,950
3,184
3,086
2,797
2,899
Interfund Expenditures and Transfers
3,404
4,785
5,671
8,318
10,230
Debt Service
-0- -0- -0- -0- -0-
TOTAL EXPENDITURES
104,436
113,682
120,779
129,911
136,811
Excess ERAF -0- -0- -0- -0- 6,841
Transfer to GNOF (500) -0- (6,500) (1,000) -0-
Transfer to GF Reserve -0- -0- (1,000) (2,000) -0-
Transfer to Trans Res -0- -0- (2,000) -0- -0-
Transfer to Cap Impr Res -0- -0- (2,000) -0- -0-
Transfer to SPAR
(2,000) (2,000) -0- -0- -0-
CalPERS Contrib.
(2,000) (4,000) (4,000) (4,000) -0-
OPEB Contrib. (2,000) (2,000) (1,000) -0- -0-
OPERATING BALANCE3 $ 15,753 $ 14,695 $ 8,731 $ 5,756 $ 13,736
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DEPARTMENT
BUDGETS
4-1
GENERAL NOTES
These notes explain the format and conventions used for each Department Summary that appear in the following section of this document.
A. Organizational Charts
Included for each department is the organizational structure of the department. A City-wide organizational chart is included prior to the Introduction Section of this document.
B. Text Pages
1. Centered at the top of the page is a title identifying the Department or Division name and if it is the Department Summary or a Division Summary.
2. The Department or Division Manager is identified.
3. The Department mission statement and an overview of the functions and responsibilities of the Department and Divisions are provided.
4. The Department’s functions are listed on the Department Summary only.
Functions are the key ongoing responsibilities of the Department and are tied to performance measures.
5. The Department’s major goals/projects/initiatives for Fiscal Year 2021-22 and 2022-23 are listed on the Department Summary. Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects. Major Department Goals/Projects/Initiatives are short-term in nature.
6. Major Division Changes are new funding items and are identified by fund on the Division Summary pages or the Department Summary if there are no Divisions for the Department.
7. Performance measures are listed on Department Summary pages only.
Performance/Workload Measures are related to Department Functions. If a Department Function has a Performance/Workload Measure tied to it, it is noted in parenthesis with an “M” and the Performance/Workload Measure number(s) following (e.g. M 1, 2, 3). The long-term goals are listed as Department Functions and directly tied to Performance/Workload Measures.
4-2
GENERAL NOTES
(Continued)
C. Numerical Pages
1. The listed number of positions for each Department or Division represents the maximum number of regular authorized positions that can be filled. "Part-Time Hourly" positions identify the number of full-time equivalent positions budgeted to be filled by hourly personnel. Limited-Period and contract personnel are not included in this listing.
2. Positions listed in the "2020-21 Adjusted" column are those positions actually approved in the adopted budget that year plus any adjustments made midyear.
Positions listed in the “2021-22 Adopted” column are those positions adopted in Fiscal Year 2021-22. Positions listed in the “2022-23 Recom.” column are those positions in the “2021-22 Adopted” column plus any amendments or adjustments made midyear and any changes recommended for Fiscal Year 2022-23.
3. Salaries for regular positions are calculated using the employees’ actual salary plus any agreed to COLA and potential merit increases for the upcoming budget year.
Vacant positions are budgeted at fifth step or control point. Hourly positions are calculated using the minimum/maximum range of the position classification. In general, hourly positions are budgeted at the higher end of the range; seasonal hourly positions are generally budgeted at mid-range.
4-3
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City Council
City Clerk's
Office
City Attorney's
Office
City Manager's
Office
Human
Resources
Information
Technology
GENERAL FUND
General Operating $ 444,397 1,034,164 2,783,118 5,049,319 3,109,999 7,423,056 Development Services 0 0 0 0 0 0
Shoreline Golf Links/Restaurant 0 0 0 0 0 0
TOTAL $ 444,397 1,034,164 2,783,118 5,049,319 3,109,999 7,423,056
SPECIAL REVENUE
Below-Market-Rate Housing $ 0 0 0 0 0 0
Housing Impact 0 0 0 0 0 0
CSFRA/Rental Housing Committee 0 0 0 0 0 0
MHRSO/Rental Housing Committee 0 0 0 0 0 0
Downtown Benefit Assmt Districts 0 0 0 0 0 0
Supplemental Law Enforcement Services 0 0 0 0 0 0
CDBG 0 0 0 0 0 0
Cable Television 0 0 0 200,000 0 0
Shoreline Regional Park Community 0 0 10,000 0 0 0
TOTAL $ 0 0 10,000 200,000 0 0
ENTERPRISE
Water $ 0 0 0 0 0 682,982
Wastewater 0 0 0 0 0 0
Solid Waste Management 0 0 0 0 0 0
TOTAL $ 0 0 0 0 0 682,982
INTERNAL SERVICE
Equipment Maint & Replacmnt $ 0 0 0 0 0 0
Workers' Compensation 0 0 0 0 0 0
Unemployment 0 0 0 0 0 0
Liability 0 0 130,000 0 0 0
Employee Benefits 0 0 0 0 14,000 0
TOTAL $ 0 0 130,000 0 14,000 0
GENERAL FUND RESERVES
General Non-Operating $ 11,400 289,000 96,900 1,393,400 860,200 257,000 TOTAL $ 11,400 289,000 96,900 1,393,400 860,200 257,000 GRAND TOTAL $ 455,797 1,323,164 3,020,018 6,642,719 3,984,199 8,363,038 FISCAL YEAR 2022-23 RECOMMENDED BUDGET APPROPRIATIONS MATRIX 4-4
Finance and
Administrative
Services
Community
Development Public Works
Community
Services Library Fire Police Total
7,875,968 2,066,989 13,165,968 20,167,945 7,494,664 30,068,192 47,718,434 148,402,213 0 10,551,878 5,502,681 0 0 903,773 0 16,958,332
0 0 0 3,638,989 0 0 0 3,638,989
7,875,968 12,618,867 18,668,649 23,806,934 7,494,664 30,971,965 47,718,434 168,999,534 0 16,337,197 0 0 0 0 0 16,337,197
0 1,431,161 0 0 0 0 0 1,431,161
0 1,781,647 0 0 0 0 0 1,781,647
0 296,249 0 0 0 0 0 296,249
0 578,649 0 0 0 0 0 578,649
0 0 0 0 0 0 175,000 175,000
0 1,746,785 0 0 0 0 0 1,746,785
0 0 0 0 0 0 0 200,000
32,500 715,931 1,529,955 4,861,971 0 173,178 40,000 7,363,535 32,500 22,887,619 1,529,955 4,861,971 0 173,178 215,000 29,910,223 760,018 0 34,205,872 0 0 0 0 35,648,872
0 0 22,022,013 0 0 2,168,878 152,442 24,343,333
0 0 16,515,725 0 0 0 0 16,515,725
760,018 0 72,743,610 0 0 2,168,878 152,442 76,507,930
0 0 2,999,609 0 0 0 0 2,999,609
2,592,500 0 0 0 0 0 0 2,592,500
127,250 0 0 0 0 0 0 127,250
3,575,550 0 0 0 0 0 0 3,705,550
0 0 0 0 0 0 0 14,000
6,295,300 0 2,999,609 0 0 0 0 9,438,909
285,000 109,100 359,800 10,000 116,000 519,100 351,100 4,658,000 285,000 109,100 359,800 10,000 116,000 519,100 351,100 4,658,000 15,248,786 35,615,586 96,301,623 28,678,905 7,610,664 33,833,121 48,436,976 289,514,596 4-5
NOTES
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4-6
CITY COUNCIL
BUD/OC-Council SC FY2022-23 4-7
CITY COUNCIL
Term
Councilmembers Expires
Lucas Ramirez, Mayor 01/2023
Alison Hicks, Vice Mayor 01/2023
Margaret Abe-Koga 01/2025
Ellen Kamei 01/2023
Sally J. Lieber 01/2025
Lisa Matichak 01/2025
Pat Showalter 01/2025
STANDING COMMITTEES
Appointments Review Committee (CARC)
Ramirez, Chair
Hicks
Kamei
Finance Committee (CFC)/
Investment Review Committee (IRC)*
Lieber, Chair
Matichak
Ramirez
Neighborhoods Committee (CNC)
Showalter, Chair
Hicks
Ramirez
NOFA Review Committee
Showalter, Chair
Abe-Koga
Hicks
Policy and Procedures Committee (CPPC)
Matichak, Chair
Hicks
Ramirez
Sustainability Committee (CSC)
Hicks, Chair
Abe-Koga
Showalter
Transportation Committee (CTC)
Lieber, Chair
Kamei
Matichak
Youth Services Committee (CYSC)
Kamei, Chair
Abe-Koga
Lieber
AD HOC SUBCOMMITTEE
Race, Equity, and Inclusion
Kamei, Chair
Abe-Koga
Lieber
* The IRC consists of the members of the CFC and
two members of the public.
CITY COUNCIL
DEPARTMENT SUMMARY
4-8
DEPARTMENT MISSION STATEMENT
To set policy that governs the City in a manner which is both financially sound as well as responsive to the needs and concerns of the community.
DEPARTMENT OVERVIEW
The City Council is the legislative and policy -making body for the City, having responsibility for enacting City ordinances, appropriating funds to conduct City business, and providing policy direction to staff.
There are eight standing City Council committees, each with three members. From time to time, ad hoc committees are also formed. There is currently one ad hoc subcommittee with three members . In addition, Councilmembers represent the City and serve on numerous regional agencies and organizations.
The City Council holds Regular Meetings at 6:30 p.m. on the second and fourth Tuesday of each month in the Council Chambers located in City Hall, 500 Castro Street. Additional Special Meetings are scheduled as needed. The times and places of City Council committee meetings and the meetings o f outside agencies on which Councilmembers serve can be obtained from the City Clerk’s Office.
DEPARTMENT FUNCTIONS
• Serve as Board of Directors for the Mountain View Shoreline Regional Park Community and the City of Mountain View Capital Improvements Financing Authority. • Participate in regional boards and agencies which directly affect the City of Mountain View and the needs and interests of the residents.
• Adopt the annual budget and Capital Improvement Program. • Appoint members to the Council advisory bodies.
• Adopt the City’s strategic priorities and work plan of projects and initiatives every two years .
CITY COUNCIL
DEPARTMENT SUMMARY
4-9
MOUNTAIN VIEW STRATEGIC ROADMAP
VISION:
A welcoming, vibrant city that plans intentionally and leads regionally to create livable, sustainable neighborhoods, access to nature and open spaces, and a strong, innovation-driven local economy.
STRATEGIC PRIORITIES FOR FISCAL YEARS 2021-22 AND 2022-23:
• Community for All : Support Mountain View’s socioeconomic and cultural diversity . Engage and protect vulnerable populations through policies that promote access to housing, transportation, and other programs and services.
• Livability and Quality of Life: Enhance Mountain View as a great place t o live that values community health and well-being. Preserve Mountain View’s unique character, restore wildlife habitats, and promote arts and culture. Provide parks, open space, and other key amenities. • Intentional Development and Housing Options: Support an increase in the quantity and diversity of housing options, including assistance for the unhoused. Provide opportunities for affordable housing as well as home ownership. Plan for neighborhoods with nearby transit, jobs, and amenities that balance density with livable, green, mixed-use development.
• Mobility and Connectivity: Develop a mobility network that enhances connectivity across Mountain View and establishes green corridors. Promote transit and safe active transportation options that reduce single- occupancy vehicle trips and traffic, and increase walking and biking. • Sustainability and Climate Resilience: Through implementation of the Sustainability Action Plan and other actions, reduce and minimize the City’s greenhouse gas emissions and prepare for sea level rise. Protect and enhance local ecosystems and biodiversity through rewilding and other measures . Support residents and businesses to adopt sustainable practices and use resources wisely. • Economic Vitality: Support a walkable, beautiful, vibrant downtown and accessible village centers that draw residents and visitors. Create an environment where small, local, diverse businesses can thrive across the City alongside large employers. Continue to work in partnership with the business community so that Mounta in View remains a center for innovations with meaningful jobs for workers. • Organizational Strength and Good Governance: Continue to innovate, collaborate, and continuously improve to deliver a high level of customer service. Recruit, develop, and reta in top-notch staff. Maintain fiscal responsibility and effective intergovernmental partnerships. Communicate and engage regularly and transparently with our multilingual community.
CITY COUNCIL
DEPARTMENT SUMMARY
4-10
MAJOR DEPARTMENT CHANGES
• General Non-Operating Fund:
Newly Elected Councilmember Per-Term Allowance (limited-period) $11,400 Provides funding per Council Policy A -2, whereby each Councilmember is to receive an allowance of $3,800 per term for specialized office equipment necessary to allow Councilmembers to perform their official duties and communicate with the public and staff.
BUD/LHP-001-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
6 6 6
7 7 7
0 0 0
TOTAL POSITIONS 7 7 7
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 210,758 295,290 315,817
24,172 128,580 139,980
0 0 0
0 0 0
TOTAL EXPENDITURES $ 234,930 423,870 455,797
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 226,285 423,870 444,397
8,645 0 11,400
TOTAL FUNDING $ 234,930 423,870 455,797
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 97,252 104,845 112,554
0 0 0
113,506 190,445 203,263
210,758 295,290 315,817
8,588 *1 11,200 22,600 *4
0 0 0
6,725 12,780 12,780
6,302 *1 15,000 *2 15,000
2,557 89,600 *3 89,600
24,172 128,580 139,980
0 0 0
0 0 0
TOTAL EXPENDITURES $ 234,930 423,870 455,797
*1
*2
*3
*4
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Includes limited-period expenditures for per-term Council allowance and Council team building.
Includes increased funding of $15,000 for Council team building.
Includes increased funding of $22,100 for training, conference, and travel reserve.
Includes limited-period funding of $11,400 for per-term Council allowance.
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
EXPENDITURES
Salaries
Wages
Benefits
TOTAL PERSONNEL
General Non-Operating
General Operating
FUNDING SOURCES
Interfund Expenditures
TOTAL REGULAR
TOTAL PART-TIME HOURLY
Salaries Wages and Benefits
EXPENDITURE SUMMARY
DEPARTMENT SUMMARY
CITY COUNCIL
Capital Outlay
Supplies and Other Services
POSITIONS
Councilmember
Mayor
4-11
NOTES
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4-12
BUD/OC-CC FY2022-23 4-13
CITY CLERK’S OFFICE
FISCAL YEAR 2022-23 POSITION TOTALS: 5.0 Full-Time
1 Secretary
1 Office Assistant III
CITY CLERK
(Heather Glaser)
1 Assistant City Clerk 1 Deputy City Clerk
NOTES
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4-14
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-15
DEPARTMENT MANAGER—CITY CLERK
DEPARTMENT MISSION STATEMENT
To maintain official records, administer elections, and provide administrative support to the City Council.
DEPARTMENT OVERVIEW
The City Clerk is appointed by the City Council. The City Clerk is responsible for facilitating the conduct of business by the City Council and fulfilling legal requirements as set forth in the City Charter, City Code, and State law. The City Clerk’s Office administers City elections and campaign and financial disclosure laws.
The City Clerk’s Office maintains a record of all proceedings of the City Council; meets all requirements regarding public postings, legal advertising, recordations, and mailing of public hearing notices; processes assessment districts, annexations, deeds, tax cancellations, appeals, and initiative petitions; administers the selection process for Council appointment of members to the City board, commissions, and committees; and provides support for Sister City activities.
The City Clerk’s Office provides administrative assistance to the Council, maintains the City Code and City Charter, is custodian of the City Seal, administers oaths or affirmations, and maintains the official record of City contracts and agreements. The City Clerk’s Office also maintains official City records, administers the Public Re cords Act request process, and provides information to the public regarding the legislative operations of government.
DEPARTMENT FUNCTIONS
• Administer City elections. (M 1)
• Maintain the City Code and City Charter.
• Administer campaign disclosures, financial disclosures, and oaths.
• Coordinate, prepare, and distribute Council agenda materials and minutes. (M 2, 3)
• Maintain official City records and provide records management support services for all department s.
• Notice legal documents and process annexation and assessment district proceedings, deeds, appeals, initiative petitions, and ordinances. (M 3)
• Provide administrative support to the City Council. (M 4)
• Manage coordination of the Council meeting agenda preparation process.
• Administer Public Records Act request process.
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-16
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Implemented Public Records Act tracking system in conjunction with the Information Technology Department.
• Added all Brown Act bodies to the Legistar system to enhance consistency and access to legislative records, such as agendas and minutes.
• Developed an Ordinance Creating Campaign Contribution Limits and Updating the Campaign Disclosure in Advertisements Ordinance, in conjunction with the City Attorney’s Office.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
• Review and update City Council policies as appropriate.
• Review procedures and systems to maximize efficiencies.
• Implement electronic document recording with Santa Clara County Clerk –Recorder’s Office.
• Train all Brown Act body liaisons on use of Legistar.
• Update retention schedules across City Departments.
• Update Conflict of Interest Code.
• Develop and implement an ongoing training program for City advisory boards and staff liaisons on public meeting process and legal requirements, in conjunction with the City Manager’s Office and City Attorney’s Office.
MAJOR DEPARTMENT CHANGES
• General Non-Operating Fund:
General Election Costs (limited-period): $289,000
Provides funding for the November 8, 2022 General Municipal Election, including three Councilmember seats and one ballot measure. Funding is also included for legal advertisement.
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-17
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Elections:
1. Percentage of official election notices
published without errors and on time
100%
100%
100%
N/A
100%
Legislative:
2. Percentage of minutes prepared for a
City Council meeting without relevant
errors of fact(A)
91%(B)
100%
>98%
100%
100%
3. Percentage of legal hearing notices
published and mailed within legal
deadlines and per the City’s noticing
guidelines
100%
100%
100%
100%
100%
Administrative/Support to Council:
4. Percentage of Council service requests
responded to within one working day of
receipt
100%
100%
100%
100%
100%
(A) Measure updated for Fiscal Year 2020 -21 from “Percentage of minutes prepared for a City Council meeting without errors of fact.”
(B) Draft minutes were prepared for 21 City Council meetings. The draft minutes of two City Council meetings included errors of fact, which were corrected at the time of City Council approval.
BUD/LHP-428-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
0 1 *1 1
1 1 1
1 1 1
1 1 1
4 5 5
0 0 0
TOTAL POSITIONS 4 5 5
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 643,980 943,716 993,104
247,722 41,060 330,060
0 0 0
0 0 0
TOTAL EXPENDITURES $ 891,702 984,776 1,323,164
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 680,461 984,776 1,034,164
211,241 0 289,000
TOTAL FUNDING $ 891,702 984,776 1,323,164
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 250 0 0
3,982 0 0
TOTAL REVENUES $ 4,232 0 0
Addition of an Assistant City Clerk position.
DEPARTMENT SUMMARY
CITY CLERK'S OFFICE
Office Assistant III
General Operating
FUNDING SOURCES
Salaries Wages and Benefits
EXPENDITURE SUMMARY
TOTAL REGULAR
TOTAL PART-TIME HOURLY
Deputy City Clerk
City Clerk
POSITIONS
Secretary
General Non-Operating
Supplies and Other Services
Miscellaneous Revenue
General Service Charges
Interfund Expenditures
Capital Outlay
Assistant City Clerk
REVENUE SUMMARY
4-18
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 382,050 603,212 646,982
61,390 8,000 8,000
200,540 332,504 338,122
643,980 943,716 993,104
19,204 *1 10,595 21,125 *2
1,010 1,475 475
240 290 290
217,702 *1 11,530 291,000 *2
9,566 17,170 17,170
247,722 41,060 330,060
0 0 0
0 0 0
TOTAL EXPENDITURES $ 891,702 984,776 1,323,164
*1
*2
DEPARTMENT SUMMARY
CITY CLERK'S OFFICE
Materials and Supplies
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
Maintenance and Operations
Utilities
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Other Expenses
Includes limited-period expenditures for the November 2020 General Municipal Election and for microfilm digitizing services.
Includes limited-period funding of $289,000 for the November 2022 General Municipal Election.
Benefits
4-19
NOTES
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4-20
BUD/OC-CA FY2022-23 4-21
CITY ATTORNEY’S OFFICE
CITY ATTORNEY
(Jennifer Logue)
ADMINISTRATION
1 Executive Assistant to the City
Attorney
1 Legal Secretary
2 Senior Assistant City Attorney
2 Assistant City Attorney
Code Enforcement
1 Senior Code Enforcement Officer
1 Code Enforcement Officer I/II
FISCAL YEAR 2022-23 POSITION TOTALS: 9.0 Full-Time
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-22
DEPARTMENT MANAGER—CITY ATTORNEY
DEPARTMENT MISSION STATEMENT
To provide legal services and counsel to the City Council, boards, and commissions and participate as a member of the management team in support of City departments.
DEPARTMENT OVERVIEW
The City Attorney is appointed by the City Council as the attorney for the City and legal advisor to the City Council.
The City Attorney hires subordinate attorneys to assist in the discharge of assigned responsibilities. The City Attorney’s Office defends and prosecutes or retains counsel to defend and prosecute all civil actions and proceedings to which the City is a party and prosecutes all criminal actions involving the City Code. The City Attorney’s Office represents and advises the City C ouncil, boards, commissions, departments, and all City officials in matters of law related to the conduct of City business.
The City Attorney’s Office drafts necessary legal documents, ordinances, resolutions, contracts, and other documents pertaining to the City’s business and handles claims against the City. The Office is also responsible for providing legal services in connection with the Shoreline Regional Park Community (North Bayshore).
The Code Enforcement Section is responsible for enforcing the City Code provisions relating to zoning, neighborhood preservation, vehicles on private property, and other Code sections as necessary.
DEPARTMENT FUNCTIONS
• Prosecute and defend legal proceedings involving the City. (M 1, 2) • Coordinate and monitor outside legal service providers retained to represent the City in the City’s ongoing operations. (M 1)
• Process and track claims filed against the City. (M 2) • Represent and advise City officials and City staff in legal matters. • Draft and/or review ordinances, resolutions, contracts, and other legal documents. (M 3, 4) • Supervise and administer the Code Enforcement Division, including prosecution of City Code violations. (M 5) • Work with the Community Development Department to draft, fin alize, and execute agreements as needed for developments.
• Update and revise Council policies, administrative policies, and personnel policies in accordance with new regulations such as new Fair Political Practices Commission (FPPC) regulations and init iatives of the Council Policy and Procedures Committee.
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-23
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Developed an ordinance requiring the safe storage for firearms in residences and vehicles in Mountain View, in conjunction with the Police Department.
• Developed a military equipment funding, acquisition, and use policy in compliance with State Assembly Bill 481 for Council adoption, in conjunction with the Police Department.
• Developed an ordinance creating campaign contribution limits and updating the Campaign Disclosure in Advertisements Ordinance, in conjunction with the City Clerk’s Office.
• Developed a Mobile Home Rent Stabilization Ordinance adopted by Council and administered by the Rental Housing Committee, in conjunction with the Community Development Department.
• Updated the Tenant Relocation Assistance Ordinance to provide protection s to mobile home tenants, in conjunction with the Community Development Department.
• Assisted the Public Works Department and Community Development Department with development of an ordinance and related actions to adopt new Development Impact Fees to fund infrastructure for the East Whisman Precise Plan area, as contemplated by the Precise Plan.
• Assisted the Community Development Department with development of an ordinance amending the Subdivision Code and Zoning Code to implement SB 9.
• Assisted Public Works with development of a food service ware ordinance.
• Assisted Public Works with development of an ordinance in compliance with SB 1383 relating to organic waste regulations.
• Assisted the Community Development Department in updating CDBG forms and templates for subrecipients to comply with HUD requirements.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Update the City/School District Joint-Use Master Agreement, in conjunction with the City Manager’s Office and Community Services Department.
• Support the Community Development Department in preparing the Housing Element Update.
• Support the City Manager’s Office in legal review of implementation actions for the Guaranteed Basic Income Pilot Program.
• Negotiate an agreement with the Mountain View Whisman School District to provide funding for its below- market-rate and workforce housing development at 777 West Middlefield Road, consistent with Council direction at the time of project approval.
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-24
• Provide legal support to update Precise Plans to implement the General Plan.
• Provide legal support in development review of the Google Master Plan projects in East Whisman and North Bayshore districts, including negotiation of development agreements, environmental review, and preparation of required resolutions.
• Support the City Manager’s Office in the development of a wage theft ordinance and responsible construction ordinance.
• Support the Police Department and City Manager’s Office in development of Memorandums of Understanding with school districts regarding the Mountain View Police Department School Resource Officer Program.
• Provide legal support to the City Clerk’s Office for the November 2022 Election.
• Develop and implement an ongoing training program for City advisory boards and staff liaisons on public meeting process es and legal requirements, in conjunction with the City Manager’s Office and City Cle rk’s Office.
MAJOR DEPARTMENT CHANGES
• General Non-Operating Fund:
Training, Conference, and Travel: $5,000
Provides increased funding for training, conference, and travel for attorneys to fulfill continuing legal education requirements.
Memberships, Dues, and Filing Fees: $2,600
Provides increased funding for membership in the California Bar, local bar associations, and municipal law associations.
• General Non-Operating Fund:
Americans with Disabilities Act (ADA) Compliance (limited-period): $75,000
Provides funding to retain ADA consulting services to update the City’s ADA program, policies, and procedures.
City Council Strategic Priority Project—Mobile Home Park Space Rents (rebudget balance): $21,900
Rebudgets the balance of funding to develop a mobile home rent control ordinance and related work.
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-25
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
City Attorney’s Office:
1. Total cost of legal services, in-house and
outside counsel, as a percentage of the
General Operating Fund expenditures. 1.3% 1.3% <2% 1.3% <2%
2. Percentage of claims entered into the
claim reporting system, reported to
ACCEL, and directed to appropriate
departments for response within five
working days of receipt of the claim. 100% 100% >90% 100% >90%
3. Percentage of standard contracts
reviewed within two working days. 90% 97% >85% 98% >85%
4. Percentage of complex contracts
reviewed within 20 working days. 100% 99% >80% 100% >80%
5. Percentage of code enforcement cases
responded to within five working days of
receipt of complaint or observation of
violation. 95% 97% >95% 98% >95%
BUD/LHP-011-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
2 2 2
1 2 *1 2
Senior Deputy City Attorney 1 0 *1 0
1 1 1
1 1 1
1 1 1
1 1 1
9 9 9
0 0 0
TOTAL POSITIONS 9 9 9
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,021,886 2,407,807 2,633,928
474,159 349,490 377,090
0 0 0
1,895 8,000 9,000
TOTAL EXPENDITURES $ 2,497,940 2,765,297 3,020,018
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,091,669 2,548,397 2,783,118
38,308 76,900 96,900
0 10,000 10,000
367,963 130,000 130,000
TOTAL FUNDING $ 2,497,940 2,765,297 3,020,018
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 3,908 23,750 23,750
1,461 2,000 2,000
700,000 *1 0 0
TOTAL REVENUES $ 705,369 25,750 25,750
*1 Midyear transfer from the Wastewater Fund for a litigation case.
Fines and Forfeitures
REVENUE SUMMARY
CITY ATTORNEY'S OFFICE
POSITIONS
Interfund Expenditures
Capital Outlay
Supplies and Other Services
Salaries Wages and Benefits
Legal Secretary
City Attorney
Senior Code Enforcement Officer
Assistant City Attorney
FUNDING SOURCES
Miscellaneous Revenue
DEPARTMENT SUMMARY
Liability Self-Insurance
General Non-Operating
EXPENDITURE SUMMARY
Shoreline Regional Park Community
Interfund Revenue Transfers
Senior Assistant City Attorney
General Operating
Exec Asst to the City Attorney
Code Enforcement Officer I/II
TOTAL PART-TIME HOURLY
TOTAL REGULAR
Reclassification of the Senior Deputy City Attorney position to Assistant City Attorney. 4-26
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,347,876 1,609,137 1,754,622
24,821 0 0
649,189 798,670 879,306
2,021,886 2,407,807 2,633,928
34,609 36,660 *2 36,660
2,318 1,200 1,200
1,155 3,350 3,350
428,252 *1 282,800 *3 302,800 *4
7,825 25,480 *2 33,080 *5
474,159 349,490 377,090
0 0 0
1,895 8,000 9,000
TOTAL EXPENDITURES $ 2,497,940 2,765,297 3,020,018
*1
*2
*3
*4
*5
Maintenance and Operations
Includes increased funding of $6,300 for books and memberships.
Other Expenses
Professional/Technical Services
Benefits
Wages
Salaries
DEPARTMENT SUMMARY
CITY ATTORNEY'S OFFICE
Materials and Supplies
Includes limited-period fundings of $75,000 for Americans with Disability Act (ADA) Compliance and $21,900 for City Council Strategic Priority Project - Mobile home park space rents (rebudget balance).
Includes increased fundings of $5,000 for training, conference and travel and $2,600 for memberships, dues and filing fees.
Includes limited-period expenditures for litigation cases and the City Council Major Goals Work Plan - Mobile home park space rents.
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
Capital Outlay
Interfund Expenditures
Includes budget of $85,000 moved from the Finance and Administrative Services Department and increased funding of $15,000 for legal services related to general liability. Also includes limited-period fundings of $50,000 for legal services (rebudget) and $26,900 for City Council Strategic Priority Project - Mobile home park space rents (rebudget balance).
EXPENDITURES
Utilities
4-27
NOTES
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4-28
BUD/OC-CM FY2022-23 4-29
CITY MANAGER’S OFFICE
FISCAL YEAR 2022-23 POSITION TOTALS: 16.0 Full-Time
2.5 Limited-Period
* Funded by the Sustainability CIP through Fiscal Year 2023-24.
NOTE: The City’s Economic Development function is budgeted in the Community Development Department. It is also shown in the City Manager’s Office organization chart to signify the importance of this function and its close connection to the City Manager’s Office. The FTE count for this function is not included in the above for the City Manager’s Office.
COMMUNICATIONS AND
OUTREACH
1 Chief Communications
Officer
(Lenka Wright)
1 Digital Engagement
and Marketing
Strategist
1 Communications
Coordinator
1 Community Outreach
Coordinator
0.5 Website Coordinator
(Limited-Period)
0.25 Office Assistant III
ADMINISTRATION
1 Executive Assistant to the City Manager
CITY MANAGEMENT
1 Deputy City Manager
(Underfilled)
0.75 Deputy City Manager
1 Principal Management
Analyst
0.75 Management Fellow
(Limited-Period)
0.25 Office Assistant III
SUSTAINABILITY
1 Chief Sustainability and
Resilience Officer
(Danielle Lee)*
1 Environmental
Sustainability
Coordinator
2 Analyst I/II
1 Analyst I/II
(Limited-Period)*
0.25 Office Assistant III
CITY MANAGER
(Kimbra McCarthy)
ASSISTANT CITY MANAGER/
CHIEF OPERATING OFFICER
(Audrey Seymour Ramberg)
HUMAN SERVICES
0.25 Deputy City Manager
(Kimberly Thomas)
1 Human Services
Manager
0.25 Management Fellow
(Limited-Period)
0.25 Office Assistant III
ECONOMIC DEVELOPMENT*
1 Economic Vitality Manager (John Lang)
1 Business Development Specialist
0.75 Business Development Specialist (Limited-Period)
ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
(Aarti Shrivastava)
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-30
DEPARTMENT MANAGER—ASSISTANT CITY MANAGER/
CHIEF OPERATING OFFICER
DEPARTMENT MISSION STATEMENT
To support the City Council in the development and execution of the City Council’s goals and policies; to provide leadership and guidance to City departments in the delivery of City services ; to inform and engage the community through a range of outreach, communication , and marketing activities; to develop and implement homelessness response strategies and other human services for vulnerable populations in collaboration with community and regional partners; and to collaborate with City departments, the community, and other partners to achieve a thriving, sustainable community.
DEPARTMENT OVERVIEW
The City Manager is appointed by the City Council. The City Manager ’s Office consists of four divisions: City Management, Communications and Outreach, Sustainability, and Human Services . In addition, the Economic Development Division, while officially a part of the Community Development Department budget, reports to the City Manager through the Assistant City Manager/Community Development Director. Through these divisions, the Office: provides professional leadership in the administration of all City services, activities, and facilities; directs the execution of policies and objectives adopted by the City Council; develops and presents to the City Council recommendations and strategies in response to community issues; plans and executes programs to meet the current and future needs of the City of Mountain View; provides strategic communication and marketing services and conducts outreach and engagement in a variety of languages and formats to maximize access to information, services, and opportunities for input; develops and implements strategies and programs to address homelessness and other human -service needs for vulnerable populations; plans and implements strategies to support the Mountain View economy and businesses; and plans and coordinates a wide range of sustainability and resiliency policies and programs.
DEPARTMENT FUNCTIONS
• Develop and present to the City Council solutions and strategies in response to community issues. • Provide leadership to City departments in the execution of policies, objectives, and programs adopted by the City Council.
• Respond to all City Council and resident inquiries received by the City Manager ’s Office in a timely manner.
• Manage customer/resident relationship management (CRM) “ Ask Mountain View ” web - and mobile - based systems.
• Assist the City Council in setting strategic priorities and track departments’ progress in achieving Citywide goals. (M 3)
• Develop and submit a n annual balanced City budget to the City Council and support City Council efforts in long-term financial planning.
• Develop, lead, and execute the City’s legislative advocacy and intergovernmental relations efforts. (M 2) CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-31
• Coordinate specific interdepartmental and intergovernmental compliance issues. • Manage complex, cross-departmental projects.
• Develop, execute, and lead the City’s external and internal communication and outreach strategy using a broad range of communication channels and Citywide communication initiatives. • Provide information to the community through public forums, publications, and government access programming to expand visibility and awareness of emerging issues, programs, priorities , and progress on City goals and initiatives. (M 6)
• Enhance and promote the City ’s overarching identity and manage the marketing function in a manner consistent with the City’s vision, organizational values, Code of Ethics, and cultural ideals. • Serve as the City’s Public Information Officer and manage media relations. (M 6, 7, 8) • Manage the Multicultural Engagement Program to provide clear, timely, and meaningful information and opportunities for input to a diverse and multilingual community . (M 4, 5) • Develop and oversee outreach strategies to enhance civic engagement using a range of social media and other platforms to enable proactive and positive interactions. (M 6,8) • Provide staff support to the Human Relations Commission. • Serve as the lead staff liaison to the Public Safety Advisory Board. • Act as City li aison to and coordinate with various community groups , nonprofit organizations , and intergovernmental partners to maintain effective relationships to assess and address the needs of the most vulnerable Mountain View residents. (M 15)
• Develop policy recommendations and response strategies to work collaboratively with local and regional partners to address homelessness and the human service needs of vulnerable Mountain View residents. • Administer budgets, agreements, and grants to provide safe parking, outreach, housing support services, basic human services, and other associated programs. (M 16, 17, 18, 19) • Convene cross -departmental teams to plan and coordinate City services and initiatives for homeless, unstably housed, and other vulnerable residents.
• Track, analyze , and report data and outcomes associated with programs and services associated with homeless, unstably housed, and other vulnerable residents. • Provide staff support to the Cou ncil Sustainability Committee (CSC) and Council Policy and Procedures Committee (CPPC).
• Coordinate cross-departmental sustainability and resiliency strategic planning and policy-making. • Develop and oversee implementation of sustainability and resiliency initiatives. (M 10) CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-32
• Provide information and resources to encourage the community to undertake sustainability actions. (M 11, 12, 13, 14)
• Develop partnerships with regional agencies, neighboring jurisdictions, and local employers to coordinate and maximize the impact of sustainability and resiliency solutions. • Identify and seek grant funding to support sustainability and resiliency efforts.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Led coordination across City departments on COVID-19 recovery efforts, including monitoring and adapting to changing COVID-19 conditions and public health protocols to provide ongoing City services, disseminating up-to-date public information, and protecting the health and safety of the community and City employees.
• Developed Elevate MV, the City’s Guaranteed Basic Income pilot program , in conjunction with the Community Development Department.
• Created the City’s first Human Services Division.
• Provided extensive, ongoing outreach to vulnerable populations to connect them with pandemic relief resources.
• Led the process to implement a new Strategic Roadmap for the City, including a new vision statement, seven new Strategic Priorities, and a Council Work Plan with projects and initiatives supporting the Strategic Priorities.
• Provided support for the Mayor’s Resiliency Roundtable for community leaders to collaborate on COVID-19 recovery efforts.
• Provided essential services for unhoused and unstably housed residents. • Launched an enhanced legislative program, including onboarding of an advocacy consulting firm and adoption of a comprehensive platform of legislative priorities. • Collaborated with the Cities of Los Altos and Palo Alto to receive $3 million in Federal funding in support of developing alternative responses to mental health crises, as advanced by Congresswoman Anna Eshoo • Collaborated with State Senator John Becker to secure $8 million in State funding for the City-owned Lot 12 affordable housing project.
• Developed agreements and worked with the Mountain View Solidarity Fund and Los Altos Mountain View Community Foundation to provide $1 million in City funds for them to disburse in one-time financial assistance to extremely low-income residents.
• Engaged community groups and presented options to Council to create ordinances to address wage theft and promote responsible construction.
• Continued oversight and coordination of the implementation of the City’s Race, Equity and Inclusion Action Plan.
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-33
• Developed a work plan of priorities for the newly established Public Safety Advisory Board in conjunction with the Police Department.
• Completed the Public Safety Advisory Board assessment of the Mountain View Police Department School Resource Officer Program, in conjunction with the Police Department. • Completed the Ph.D. Research Fellow assessment of Mountain View Police Department Traffic Stop Data and presented it to the Public Safety Advisory Board, in con junction with the Police Department. • Conducted the City’s first Chinese Language Civic Leadership Academy. • Conducted a Spanish Language Civic Leadership Academy. • Launched Electrify Mountain View to help residents shift from fossil fuels to carbon -free energy sources. • Developed an Electric Vehicle Action Plan identifying ways to support transition to electric vehicles and expansion of the infrastructure for EV charging.
• Launched a second cohort of Cool Block neighborhood teams to help residents adopt sustainable practices, build community, and be more disaster-prepared and resilient. • Developed an e-bike rebate program focused on low-income residents. • Launched a program and adopted a resolution to educate , raise awareness , and pro vide information to residents, food establishments, and City employees about the health and environmental benefits of a plant - based eating diet and encourage an increase in plant-based eating. • Developed and implemented a refreshed City visual identity, with a new City logo, colors, font , and other elements to reflect the City’s vision and enhance community communications. • Redesigned The View newsletter to provide enhanced access to relevant and timely City information to every household in Mountain View.
• Started the design process for a new City website that will be easier to navigate with more relevant, timely information.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects) • Oversee implementation of Elevate MV, a Guaranteed Basic Income pilot program, in conjunction with the Community Development Department.
• Expand access to broadband across communities , in conjunction with the Information Technology and Public Works Departments.
• Explore the feasibility of alternative mental health crisis response methods , in conjunction with the Police Department, Public Safety Advisory Board, County of Santa Clara, and community partners.
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-34
• Develop a comprehensive Homelessness Response Strategy that includes housing, services, and an expenditure and funding plan, in conjunction with the Community Development Department . • Develop an ordinance to address wage theft , in conjunction with the Finance and Administrative Services Department.
• Develop an ordinance for responsible construction, in conjunction with the Public Works and Community Development Departments.
• Develop a Community Workforce Agreement, in conjunction with the Public Works Department. • Work through Sustainability Action Plan projects.
• Review the Fire Community Risk Assessment , in conjunction with the Fire Department , to determine next steps and financial feasibility.
• Update the City/School District Joint-Use Master Agreement, in conjunction with the City Attorney’s Office and Community Services Department.
• Continue to plan, coordinate, and oversee COVID -19 recovery efforts to support community relief and resilience, in conjunction with the Community Development Department. • Plan, coordinate, and oversee COVID -19 recovery efforts for the City workforce and facilities, in conjunction with the Human Resources and Public Works Departments.
• Redesign the City ’s website to improve the community ’s access to information, refresh the look and feel of the site, and reflect the vision and priorities established through the strategic planning process, in conjunction with the Information Technology Department.
• Continue implementation of the City’s Race, Equity, and Inclusion Action Plan. • Oversee and coordinate implementation of the City Council’s Strategic Roadmap. • Continue to oversee collaboration with the school districts on matters of shared interest for the benefit of the community.
• Continue to coordinate a City of Mountain View Americans with Disabilities Act (ADA) assessment a nd transition plan for City facilities, communications, and programs. • Implement City Council direction related to the Youth and Community Unit and the School Resource Officer program, including development of Memoranda of Understanding with school distr icts and development of a School Resource Officer procedure manual , which will be presented to the Public Safety Advisory Board, in conjunction with the Police Department and City Attorney’s Office. • Develop a language access policy.
• Redesign the City’s Intra net site to improve employee access to information and resources and support enhanced coordination and engagement.
• Develop a new, long-term sustainability and resiliency plan and short-term Sustainability Action Plan 5 (SAP-5) that incorporates GHG reductions, carbon neutrality, social equity, adaptation, and resilience.
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-35
• Support interagency collaboration on climate resilience and Sea Level Rise, including exploration of the formation of a regional Sea Level Rise networking group, in conjunction with the Public Works Department. • Develop and implement programs and policies to maximize employee engagement and renew workplace culture in recovery from pandemic operational impacts , in conjunction with the Human Resources Department.
• Develop and implement an ongoing training program on public meeting process and legal requirements for City advisory boards and staff liaisons, in conjunction with the City Clerk’s Office and City Attorney’s Office.
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-36
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
City Management Division:
1. Percentage of City Manager’s Office cost as
a percent of the General Operating Fund
expenditures.(A) 1.5% 1.8% <2% 1.8% Discontinue
2. Number of communications regarding the
City’s position on legislation or legislative
issues made annually to the State
Legislature, Congress, and other branches
of government. 11 25(B) 9 19 TBD(C)
3. Percentage of Strategic Roadmap Action
Plan Projects completed within two year
plan horizon.
New for
FY22-23 50%
Communications and Outreach Division:
4. Number of outreach and support activities
the Multicultural Engagement Program
conducted to support City initiatives (in-
person and virtual attendance at special
events, community, and resident meetings;
and interpretation requests fulfilled). 67 212(D) >=80 141 >=100
5. Number of written translation requests the
Multicultural Engagement Program fulfilled
to support City initiatives.
New for
FY21-22 >=60 111 >=100
6. Number of Community Information and
Outreach Program products provided
(newsletters, press releases, internet
postings, media contacts, etc.). 1,380(E) 1,150(D) 900 400(F) 700
7. Number of media inquiries.
New for
FY21-22 120 85 120
8. Engagement rate of City’s social media
channels for:
• Twitter (@MtnViewGov)
• Facebook
New for
FY21-22
0.75%
5.0%
2.2%
5.4%
2.0%
5.0%
9. Number of film permits and inquiries.
New for
FY21-22 25 14 Discontinue
Sustainability Division:
10. Percentage of Sustainability Division
“Sustainability Action Plan” items
completed.
New for
FY20-21 50%(G) >80% 38% (G) >80%
11. Increase in the number of community
engagement points of contact.
New for
FY20-21 458(D) >=150 331 >=200
12. Increase in the number of people
“Informed or “Engaged” through
Collaborate Mountain View.
New for
FY20-21 299(H) 150 90(I) Discontinue
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
4-37
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
13. Increase in the number of people who
participate in at least one program/event. New for
FY20-21 146 >=100 106 >=125
14. Percentage of event attendee survey
respondents who reported increased
knowledge.
New for
FY20-21 100%(J) >75% 82% >75%
Human Services Division:
15. Number of meetings held with community-
based organizations for human services
collaboration and coordination.
New for
FY22-23 >=11
16. Number of outreach communications to
people living in vehicle community.
New for
FY22-23 >=24
17. Public service grant monitoring reports and
low-income subsidy tracking reports
received on time.
New for
FY22-23 >90%
18. Percentage at capacity for safe parking
lots.
New for
FY22-23 >95%
19. Percentage at capacity for LifeMoves
Mountain View.
New for
FY22-23 >95%
_________________________
(A) Percentage is for the City Management Division only. (B) Due to a higher volume of State/Federal legislative matters related to Council priorities, the City produced a higher volume of communications stating the City’s position. (C) The City began working with a legislative advocacy firm in late 2021. Staff will determine whether an updated target or new measure(s) are appropriate in light of this enhanced legislative advocacy program. (D) Due to COVID-19, outreach activities increased and many were conducted virtually. (E) Higher volume of outreach products released due to COVID-19. (F) Fiscal Year 2020-21 actual information and outreach products were greatly increased due to frequent COVID -19 communications. Communications strategy was adjusted for Fiscal Year 2021 -22 to provide more focused COVID-19 messaging along with information of general City interest, while managing the frequency of communication to ensure effectiveness.
(G) Lower-than-target completion rate due to COVID-19 and staff vacancy impacts. (H) Higher volume of online communication due to COVID-19. (I) With the variety of sustainability engagement platforms and information sources and the substantial increase in engagements overall, not as much new interest is driven to the Collaborate Mountain View site. Going forward, this measure will be discontinued, and the Collaborate Mountain View connections will be captured in Performance Measure No. 10.
(J) One hundred percent (100%) reported increase in knowledge during events the first half of the fiscal year. No data is available for the second half of the fiscal year.
BUD/LHP-610-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 2 *4
1 1 0 *4
1 1 1
Chief Sustainability and Resilience Officer 1 1 1 1 1 1
0 1 *2 1
1 1 1
Environmental Sustainability Coordinator 1 1 1 Analyst I/II 2 2 2
0.50 0.50 1 *5
1 1 1
1 1 1
Office Assistant III 0.75 0.75 1 *5
14.25 15.25 16
0 0 0
TOTAL POSITIONS 14.25 *1 15.25 *3 16 *3
*1
*2
*3
*4
*5
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 3,452,634 3,148,528 3,421,029
0 1,068,457 *1 1,312,889
Sustainability 580,864 765,965 821,473
0 740,498 *1 1,087,328
TOTAL EXPENDITURES $ 4,033,498 5,723,448 6,642,719
*1 New Division created for Fiscal Year 2021-22
In addition there are the following limited-period positions: Management Fellow, 0.5 Website Coordinator, and an Analyst I/II (funded by the Sustainability CIP through Fiscal Year 2023-24).
Community Outreach Coordinator
DEPARTMENT DIVISIONS
City Management
TOTAL PART-TIME HOURLY
In addition there are the following limited-period positions: Management Fellow, 0.10 FTE Communications Coordinator, 0.50 FTE Community Outreach Coordinator, and an Analyst I/II (funded by the Sustainability CIP).
Added a Human Services Manager position.
Added 0.50 FTE to the Communications Coordinator position and moved 0.25 FTE Office Assistant III from the Human Resources Department.
Reclassification of the Assistant to the City Manager position to Deputy City Manager.
TOTAL REGULAR
Exec Asst to the City Manager
Human Services
Principal Management Analyst
POSITIONS
City Manager
Assistant City Manager/Chief Operating Officer
Deputy City Manager
Assistant to the City Manager
Chief Communications Officer
Digital Engagement and Marketing Strategist
Communications Coordinator
CITY MANAGER'S OFFICE
Communications and Outreach
Human Services Manager
DEPARTMENT SUMMARY
4-38
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,861,924 3,989,335 4,481,713
1,171,574 1,734,113 2,161,006
0 0 0
0 0 0
$ 4,033,498 5,723,448 6,642,719
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 3,069,032 4,539,248 5,049,319
742,236 984,200 1,393,400
222,230 200,000 200,000
$ 4,033,498 5,723,448 6,642,719
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 291,033 180,000 180,000
$ 291,033 180,000 180,000
Interfund Expenditures
TOTAL EXPENDITURES
FUNDING SOURCES
General Non-Operating
TOTAL REVENUES
General Operating
CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
Miscellaneous Revenue
Cable Television
TOTAL FUNDING
REVENUE SUMMARY
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
4-39
NOTES
(This page intentionally left blank)
4-40
CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
4-41
DIVISION MANAGER—DEPUTY CITY MANAGER
DIVISION OVERVIEW
The City Management Division supports the City Council policy-making process through the preparation of City Council meeting and Study Session agendas and reports; plans, facilitates goal-setting, and tracks progress on Council priority projects and Citywide strategic plans; coordinates cross -departmental projects; provides oversight and support to all City services, activities, and faciliti es; serves as a liaison for intergovernmental relations; develops, executes, and leads the City’s external and internal communication strategy using a broad range of communication channels and Citywide communication initiatives; manages the Multilingual Community Outreach Program to provide clear, timely , and meaningful information and opportunities for input to a diverse and multilingual community; provides staff support to the Human Relations Commission; and promotes the City ’s best interes ts in interactions with other levels of government.
MAJOR DIVISION CHANGES
• General Operating Fund:
Special Projects Contingency: $100,000
Provides funding for special projects across City departments to address unanticipated, time-sensitive needs.
Reclassification of the Assistant to the City Manager Position to Deputy City Manager: $16,400
Provides funding to reclassify an Assistant to the City Manager position to Deputy City Manager.
• General Non-Operating Fund:
Americans with Disabilities Act (ADA) Consultant (rebudget): $200,000
Rebudgets funding for a consultant to prepare an ADA assessment and transition plan for City facilities, website, and public programs (streets, sidewalks, etc.).
Organizational Analysis (rebudget): $200,000
Rebudgets funding to support an analysis of the City’s administrative functions, procedures, and resources to help streamline and modernize these functions to provide superior, customer-driven, and cost-effective services to both external and internal customers.
Management Fellow Position (0.75 FTE) (limited-period): $136,000
Provides continued funding for a Management Fellow position. The other 0.25 FTE is in the new Human Services Division. The objective of this position is to provide increased capacity and an increased level of analytical rigor for important department and Citywide projects.
CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
4-42
City Council Strategic Priority—Legislative Advocacy (limited-period): $100,000
Provides continued funding to engage the services of a legislative advocacy consultant to support the City’s legislative priorities at a State and Federal level to include assistance with legislative tracking and updates, analysis, development of a legisla tive strategy and advocacy plan, and assist with establishing interagency relationships, regional advocacy, and stakeholder engagement.
• Cable Fund:
Audio/Visual Equipment (rebudget): $5,000
Rebudgets funding for audio/visual equipme nt for staff or freelance photographers to use for City video productions that would be shown on Mountain View City television and social media platforms, including YouTube.
BUD/LHP-610-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
9.75 6 *2 6.25 *3
0 0 0
TOTAL POSITIONS 9.75 *1 6 *1 6.25 *1 *1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,601,817 *1 1,405,395 *3 1,520,811 *3
38,935 26,400 26,400
723,384 609,798 666,883
2,364,136 2,041,593 2,214,094
52,130 38,760 38,760
740 0 0
1,253 720 720
1,024,343 *2 1,043,250 *4 1,043,250 *4
10,032 24,205 *5 124,205 *7
1,088,498 1,106,935 1,206,935
0 0 0
0 0 0
TOTAL EXPENDITURES $ 3,452,634 3,148,528 *6 3,421,029
*1
*2
*3
*4
*5
*6
*7
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 291,033 180,000 *1 180,000
TOTAL REVENUES $ 291,033 180,000 180,000
*1
Includes limited-period fundings of $200,000 for ADA consultant (rebudget), $200,000 for organizational analysis (rebudget), and $100,000 for legislative advocacy.
Includes limited-period funding of $5,000 for cable audio/visual equipment.
Budget of $69,700 moved to the new Communications and Outreach Division.
Maintenance and Operations
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Utilities
Professional/Technical Services
Other Expenses
Miscellaneous Revenue
Includes reduced revenue due to lower Public, Education and Government (PEG) fees collected by the cable providers.
REVENUES
Includes increased funding of $100,000 for special projects contingency and limited-period funding of $5,000 for cable audio/visual equipment (rebudget).
CITY MANAGER'S OFFICE - CITY MANAGEMENT
Total Part-Time Hourly
Total Regular
POSITIONS
DIVISION SUMMARY
In addition there is 0.75 of a limited-period Management Fellow position.
Includes limited-period funding for a Management Fellow.
Moved 3.5 positions to the new Communications and Outreach Division and 0.25 position to the new Human Services Division.
TOTAL PERSONNEL
Includes limited-period expenditures for safe parking program, organizational analysis, ADA consultant, homeless enforcement initiatives, and mobile sanitation and hygiene services.
EXPENDITURES
Salaries
Includes expenditures for limited-period Management Fellow position.
Moved 0.25 FTE Office Assistant III from the Human Resources Department.
Wages
Materials and Supplies
Benefits
4-43
CITY MANAGER’S OFFICE—COMMUNICATIONS AND OUTREACH
DIVISION SUMMARY
4-44
DIVISION MANAGER—CHIEF COMMUNICATIONS OFFICER
DIVISION OVERVIEW
The Communications and Outreach Division leads the City’s communication strategy using a broad range of communication channels and outreach methods to provide clear, timely, and meaningful information, access to City services, and opportunities for input to Mountain View’s diverse and multilingual community. The Division serves as the central point of contact for the news media; drives the use of technology and digital media to further enhance community and stakeholder relationships; and oversees internal employee communications. The Division provides a unique and robust Multicultural Engagement Program (formerly called the Mult ilingual Community Outreach Program) to provide translation and interpretation in Spanish, Chinese/Mandarin , and Russian ; coordinate leadership development and networking in the community; and conduct outreach to share information about City services and meetings. As the hub of Citywide communications, th e Division strives to build deeper connections with the community, deliver clear communications that enhance transparency and exemplify the City’s values and identity, and use technology and outreach to enhance community engagement.
MAJOR DIVISION CHANGES
• General Operating Fund:
Communications Coordinator Position (0.5 FTE): $111,200
Provides funding to increase the Communications Coordinator position from half -time to full-time. This will provide more consistent coverage of the position’s current duties and enable the City to establish and operate expanded video production capabilities.
Multicultural Engagement Program Wages: $10,000
Provides increased funding for wages to accommodate increased demand for translations and interpretations along with language access training . Expanding the City’s ability to engage with Spanish -, Chinese -, and Russian -speaking residents has a direct benefit for communities of color in Mountain View.
• General Non-Operating Fund:
Website Coordinator Position (0.5 FTE) (limited-period): $111,200
Provides continued funding for a half-time Website Coordinator position. This position will support the transition to a new website and intranet design ; apply web best practices, including ADA accessibility ; make recommendations for site navigation, support departments on web publishing processes, identify and resolve problems with web content and links; analyze data for search engine optimization; monitor and report on analytics and recommend changes to enhance site accessibility and effectiveness ; and promote uniform fonts, formatting, and design.
Production and Multimedia Wages (limited-period): $75,000
Provides funding for hourly wages to produce videos to expand community access to City information and enhance the City’s communication and outreach efforts.
BUD/LHP-610-03 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
3.50 *1 4 *3
0 0
TOTAL POSITIONS 3.50 *2 4 *2
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 642,296 *1 767,437 *1
30,300 *2 115,300 *6
282,690 316,981
955,286 1,199,718
22,500 *3 22,500
43,800 *4 43,800
0 0
40,446 40,446
6,425 *4 6,425
113,171 113,171
0 0
0 0
TOTAL EXPENDITURES $ 1,068,457 *5 1,312,889
*1
*2
*3
*4
*5
*6
CITY MANAGER'S OFFICE - COMMUNICATIONS AND OUTREACH
POSITIONS
Total Regular
Total Part-Time Hourly
EXPENDITURES
Interfund Expenditures
The Chief Communications Officer, Digital Engagement and Marketing Strategist, 0.5 Communications Coordinator and Community Outreach Coordinator positions moved from the City Management Division.
Salaries
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
In addition, there is a limited-period 0.5 Website Coordinator position.
Added 0.50 to the Communications Coordinator Position.
Capital Outlay
Budget of $69,700 moved from the City Management Division.
Includes limited-period funding for 0.5 Website Coordinator position.
Includes increased funding of $15,000 for Multicultural Engagement Program wages.
Includes increased funding of $49,800 for communications software toots/media monitoring, training and memberships.
Includes increased funding of $9,000 for postage for The View.
Includes increased funding of $10,000 for Multicultural Engagement Program wages and limited-period funding of $75,000 for production and multimedia wages.
4-45
CITY MANAGER’S OFFICE—SUSTAINABILITY
DIVISION SUMMARY
4-46
DIVISION MANAGER—ASSISTANT CITY MANAGER/
CHIEF OPERATING OFFICER
DIVISION OVERVIEW
The Sustainability Division oversees the C ity’s sustainability activities both from a communitywide and municipal operations perspective. This includes formulating strategies and policies and implementing programs and projects based on broad stakeholder engagement with residents, businesses, and City employees and direction from the City Council. The Division addresses environmental, social equity, and economic considerations, seeking to create a more resilient, safe, and livable Mountain View for all community members by: (1) optimizing land use, transportation, energy, water, waste, and ecosystem resources; (2) mitigating and adapting to the effects of climate change through outreach, education, and action; and (3) increasing the efficiency of City operations to reduce expenses.
MAJOR DIVISION CHANGES
• General Non-Operating Fund:
Sustainability Fellow Contract (limited-period): $55,000
Provides continued funding for a professional services agreement for a Sustainability Fellow to support the implementation of Sustainability Action Plan 4 (SAP -4) with a focus on community outreach and engagement.
Sustainability Outreach and Engagement Program (limited-period): $40,000
Provides continued funding for the City’s outreach program in support of SAP-4.
BUD/LHP-610-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
4.50 4.50 4.50
0 0 0
TOTAL POSITIONS 4.50 *1 4.50 *1 4.50 *1
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 334,662 429,216 *2 450,204 *2
95 0 0
163,031 218,249 252,769
497,788 647,465 702,973
3,599 15,000 15,000
119 0 0
0 0 0
74,008 *1 95,000 *3 95,000 *3
5,350 8,500 8,500
83,076 118,500 118,500
0 0 0
0 0 0
TOTAL EXPENDITURES $ 580,864 765,965 821,473
*1
*2
*3
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Includes limited-period expenditures for Sustainability Fellow contract and for outreach and engagement.
Funding for limited-period Analyst I/II position is included in the Sustainability CIP through Fiscal Year 2023-24 Includes limited-period fundings of $55,000 for Sustainability Fellow contract and $40,000 for sustainability outreach and engagement program.
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL PERSONNEL
CITY MANAGER'S OFFICE - SUSTAINABILITY
DIVISION SUMMARY
POSITIONS
Total Regular
Total Part-Time Hourly
EXPENDITURES
Salaries
Wages
Benefits
In addition there is a limited-period Analyst I/II position funded by the Sustainability CIP through Fiscal Year 2023-24. 4-47
CITY MANAGER’S OFFICE—HUMAN SERVICES
DIVISION SUMMARY
4-48
DIVISION MANAGER—ASSISTANT TO THE CITY MANAGER
DIVISION OVERVIEW
The Human Services Division leads the City’s programs, services , and partnerships to meet the needs of Mountain View’s most vulnerable residents to improve the quality of life for all residents. This includes developing policy recommendations and response strategies; coordinating with community -based organizations, nonprofits, and intergovernmental partners; managing cross -departmental planning; promoting access to essential services; and administering budgets, agreements , and grants. The Division works in collaboration with a network of service providers to assist homeless, unstably housed , and other vulnerable residents through housing services, mental health services, and other basic-need human services.
MAJOR DIVISION CHANGES
• General Non-Operating Fund:
Safe Parking Program (limited-period): $335,000
Provides funding for services related to the operation of City safe parking locations.
City Council Strategic Priority Project—Homeless Response Strategy (rebudget): $75,000
Rebudgets funding to prepare a comprehensive rev iew of community needs and available resources related to housing and supportive services for homeless and unstably housed Mountain View residents and develop an expenditure and funding plan in coordination with regional partners.
Management Fellow Position (0.25 FTE) (limited-period): $45,300
Provides continued funding for a Management Fellow position. The other 0.75 FTE is in the City Management Division. The objective of this position is to provide increased capacity and an increased level of analytical rigor for important department and Citywide projects.
Homeless Initiatives (rebudget balance): $20,900
Rebudgets the balance of funding for homeless initiatives.
BUD/LHP-610-05 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1.25 *1 1.25
0 0
TOTAL POSITIONS 1.25 *2 1.25 *2
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 230,463 *1 245,709 *1
0 0
114,528 119,219
344,991 364,928
0 0
0 0
0 0
110,900 *2 430,900 *4
284,607 *3 291,500
395,507 722,400
0 0
0 0
TOTAL EXPENDITURES $ 740,498 1,087,328
*1
*2
*3
*4 Includes limited-period fundings of $335,000 for safe parking program, $75,000 for homeless response strategy (rebudget), and $20,900 for homeless initiatives (rebudget balance).
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Includes limited-period funding for a Management Fellow.
Community Health Awareness Council and Nonprofit budget moved from the Finance and Administrative Services Department.
Includes limited-period fundings of $75,000 for homeless response strategy, $20,900 for homeless initiatives (rebudget balance), and $15,000 for mobile sanitation and hygiene services (rebudget balance).
Materials and Supplies
CITY MANAGER'S OFFICE - HUMAN SERVICES
DIVISION SUMMARY
POSITIONS
Total Regular
Total Part-Time Hourly
Added a Human Services Manager position and moved 0.25 Assitant to the City Manager position from the City Management Division.
EXPENDITURES
Salaries
Wages
Benefits
TOTAL PERSONNEL
In addition there is 0.25 of a limited-period Management Fellow position. 4-49
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NOTES
4-50
BUD/OC-HR FY2022-23 4-51
HUMAN RESOURCES DEPARTMENT
HUMAN RESOURCES DIRECTOR
(Sue C. Rush)
FISCAL YEAR 2022-23 POSITION TOTALS: 10.0 Full-Time
2.0 Limited-Period
1 Human Resources Manager
2 Senior Human Resources Analyst
4 Human Resources Analyst I/II
1 Human Resources Analyst I/II
(Limited-Period)
2 Human Resources Technician
1 Office Assistant III (Limited-Period)
HUMAN RESOURCES
DEPARTMENT SUMMARY
4-52
DEPARTMENT MANAGER—HUMAN RESOURCES DIRECTOR
DEPARTMENT MISSION STATEMENT
To attract, retain, and develop highly qualified employees who exemplify with the City’s values and provide exceptional service to the community and work in alignment with the City’s priorities.
DEPARTMENT OVERVIEW
The Human Resources Department strives to create an engaging and high -performing workplace culture and provides strategic assistance and support to City departments, employees, and prospective employees.
DEPARTMENT FUNCTIONS
• Manage the Human Resources Department, including day-to-day functions and organizationwide initiatives, to promote engagement and a workplace culture grounded in the organization’s workplace ideals: Empower People, Foster Collaboration, Support Continuous Learning, Enhance Our Community, Champion Wellness, Lead with Empathy, and Embrace Change and Innovation .
• Orient all new employees to the City and conduct interviews with all employees who separate from City service. (M 3, 4)
• Manage and maintain positive employee/labor relations with unrepresented and represented employee groups through negotiations and adminis tration of Memorandums of Understanding and resolutions governing unrepresented compensation and collaborative problem-solving on matters of mutual interest. (M 1, 2)
• Develop and maintain infrastructure for administering effective personnel/employee relations functions. (M 1)
• Plan, coordinate, and offer a selection of comprehensive training and development opportunities that support employee professional growth and succession planning efforts, includ ing internal and external certificate programs and academies, in-house trainings for all staff, and legally mandated trainings.
• Continue employee engagement efforts, including coordinating employee events and supporting recognition programs.
• Fill vacant positions as quickly and cost-effectively as possible while adhering to equal employment principles.
Create strategic recruitment and selection plans for each vacancy to meet the needs of departments and employ qualified and engaged staff. (M 2)
• Evaluate, update, and maintain the City’s classification plan through periodic salary surveys and classification/reclassification studies, and implement changes to the City’s compensation plan as needed.
• Manage and administer the City’s comprehensive benefits program for employees and retirees, including the wellness program. (M 5)
HUMAN RESOURCES
DEPARTMENT SUMMARY
4-53
• Oversee the City’s leave and performance management programs.
• Lead workplace wellness by offering a variety of programs, activities, and incentive opportunities that allow for a personalized and unique approach to individual physical and mental health, while simultaneously fostering community support, engagement, and achievements.
• Manage and coordinate the City’s grievance and appeals process and assist departments with all disciplinary actions.
• Coordinate with the Finance and Administrative Services Department to process accurate personnel information for payroll, budgeting, and reporting purposes.
• Partner with department leaders for strategic workforce planning, including: recruitment activities to attract and retain a highly engaged workforce; training and executive coaching to support employee development and address skill gaps; reorganization, including classification and compensation review; and analysis of turnover, including retirement projections.
• Continue to inform and engage City staff in collaboration with the Communications Division, including staff briefs, CityNet, Virtual Employee Town Hall, and other forms of communication.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Implemented leave programs for employees impacted by COVID-19 in compliance with and above and beyond State requirements.
• Continued robust internal communication and recognition efforts via a bi -monthly Citywide newsletter to keep employees informed and engaged, highlighting employee and team accomplishment, wellness resources, employee events, and COVID-19 protocols.
• Created and implemented the City’s COVID -19 vaccination policy and exemption process and oversaw compliance with testing and exposure reporting requirements.
• Executed an agreement for optional Flexible Spending Account plan provisions in accordance with the CARES Act to provide employees with greater flexibility during the uncertainty of COVID -19.
• Ensured compliance with ongoing updates to County and State regulations related to COVID-19 and engaged with labor groups on working condition impacts.
• Conducted contract negotiations with all bargaining groups and unrepresented employees to reach an agreement on employee compensation.
• Created and implemented a Coaching Certificate program, providing training to managers and supervisors to enhance their skills in supporting staff performance and development.
• Completed the transition to a sole 457(b) deferred compensation provider to reduce plan participant cost and improve record -keeping, administration, and ongoing education for deferred compensation and retiree health savings accounts plan, in conjunction with the Finance and Administrative Services Department.
HUMAN RESOURCES
DEPARTMENT SUMMARY
4-54
• Conducted a Request for Proposal process for employee medical benefits and facilitated review by the employee Health Benefits Committee.
• Conducted an executive search to recruit a new City Attorney.
• Continued to innovate and streamline the employee recruitment process to hire the most talent ed candidates, including an increased in LinkedIn followers by approximately 10% in this fiscal year to date for a current total of 5,715 City followers and posted content that made over 131,000 impressions.
• Continued development and implementation of cre ative virtual recognition efforts and planned and implemented a transition back to in-person outdoor employee appreciation and celebration events.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Plan, coordinate, and oversee COVID-19 recovery efforts for the City workforce and facilities, in conjunction with the City Manager’s Office and Public Works Department.
• Engage in contract negotiations and adopt successor agreements, as appropriate, with all bargaining groups and unrepresented employees.
• Enhance the City’s coaching program to support employee development for current and future leadership roles in the organization.
• Engage employees to develop awareness, skills, policies , and procedures that promote diversity , equity, and inclusion and ensure Mountain View is a workplace that values, respects, and collaborates effectively with all people.
• Conduct the biannual employee engagement survey.
• Develop and implement programs and policies to maximize employee engagement and renew workplace culture in recovery from pandemic operational impacts, in conjunction with the City Manager’s Office.
• Continue to innovate and implement enhancements to the City’s recruitment process, marketing, outreach, branding strategies, and new employee onboarding.
• Reevaluate Police Officer and professional staff recruiting strategies and employee retention models, in conjunction with the Police Department.
• Identify and implement organizational improvements to support succession planning goals, including professional development and career paths, within the Fire and Environmental Protection Division, in conjunction with the Fire Department.
HUMAN RESOURCES
DEPARTMENT SUMMARY
4-55
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
Human Resources Analyst I/II Positions (2.0 FTE): $411,000
Provides funding for two full-time Human Resources Analyst I/II positions. These positions will provide professional and analytical support to address the continued increase in volume of workload in Human Resources.
Professional Development Funds: $58,000
Provides increased funding for the professional/management development and technology reimbursement program.
Reclassification of Senior Human Resources Analyst Position to Human Resources Manager: $56,100
Provides funding to reclassify one Senior Human Resources Analyst to Human Resources Manager. The Human Resources Manager will primarily focus on developing working relationships with department managers and bargaining units, implementing strategies in support of negotiations and employee relations, and managing programs to provide staffing, training, and other resources.
Employee Healthy Snacks: $25,000
Provides funding for the City’s Wellness Program’s healthy employee snacks initiative. This initiative was launched in 2017 as a pilot program to provide fresh organic fruit and dry snacks Citywide. The program was on hold due to COVID -19. As th e City’s workforce has returned, this funding will relaunch the program.
Training and Development: $6,000
Provides increased funding to support the training and development of new personnel.
Employee Appreciation and Holiday Lunch Events: $5,000
Provides increased funding in anticipation of higher headcount and increased vendor costs for employee appreciation and holiday lunch events.
• General Non-Operating Fund:
Human Resources Analyst I/II Position (limited-period): $205,500
Provides continued funding for a Human Resources Analyst I/II position. This position will provide needed staffing to assist with leave administration, training functions, and recruitments.
HUMAN RESOURCES
DEPARTMENT SUMMARY
4-56
Citywide Succession Planning (limited-period): $150,000
Provides continued funding for Citywide Succession Planning efforts. The funds will be used for recruitment resources, coaching, and development to prepare the organization for upcoming retirements and transitions in essential leadership positions.
Employee Relations/Labor Negotiations Attorney Services (limited-period): $150,000
Provides continued funding for labor negotiation services and supports implementation of any new agreement terms that require legal advice. Also provides funding for legal advice on general employee relations matters.
Office Assistant III Position (limited-period): $149,700
Provides funding for an Office Assistant III position. This position will provide office administrative and clerical support.
Employee Relations Consultants (limited-period): $140,000
Provides continued funding for outside consultants to support investigations and class/compensation surveys.
Human Resources Analyst Wages (rebudget): $65,000
Rebudgets funding for the Human Resources Analyst hourly wages. The funding will provide dedicated resources for special projects and employee communications.
HUMAN RESOURCES
DEPARTMENT SUMMARY
4-57
PERFORMANCE/WORKLOAD MEASURES
________________________
(A) Includes voluntary separations only.
BUD/LHP-032-01 FY2022-23
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
1. Employee turnover rate. (A) 8% 8% <10% 8% <10%
2. Percentage of recruitments/vacant
positions filled by existing personnel
(excludes promoting within positions
classified as I/II).
39%
38%
>30%
40%
>30%
3. Percentage of new employee orientations
conducted within seven days of hire.
98%
100%
>98%
100%
>98%
4. Percentage of retirement planning
informational meetings conducted with
retiring employees.
100%
95%
>90%
96%
>90%
5. Percentage of employee benefit inquiries
responded to within two working days.
99%
97%
>90%
100%
>90%
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
Human Resources Manager 0 0 1 *2
3 3 2 *2
2 2 4 *3
2 2 2
Office Assistant III 0.25 0.25 0 *4
8.25 8.25 10
0 0 0
TOTAL POSITIONS 8.25 *1 8.25 *1 10 *5
*1
*2
*3
*4
*5
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,093,489 2,175,239 2,822,697
966,509 1,137,052 1,161,502
0 0 0
0 0 0
$ 3,059,998 3,312,291 3,984,199
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,628,641 2,522,441 3,109,999
424,149 775,850 860,200
7,208 14,000 14,000
$ 3,059,998 3,312,291 3,984,199
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 794 0 0
$ 794 0 0
TOTAL REVENUES
Addition of two Human Resources Analyst I/II positions.
Interfund Expenditures
TOTAL EXPENDITURES
FUNDING SOURCES
General Non-Operating
General Operating
Moved 0.25 Office Assistant III position to the City Manager's Office.
In addition there are the following limited-period positions: Human Resources Analyst I/II and Office Assistant III.
POSITIONS
Human Resources Director
TOTAL REGULAR
TOTAL PART-TIME HOURLY
In addition there is a limited-period Human Resources Analyst I/II position.
HUMAN RESOURCES
Miscellaneous Revenue
Employee Benefits
TOTAL FUNDING
REVENUE SUMMARY
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Human Resources Technician
Reclassification of a Senior Human Resouces Analyst position to Human Resources Manager.
DEPARTMENT SUMMARY
Senior Human Resources Analyst
Human Resources Analyst I/II
4-58
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,401,063 *1 1,440,889 *4 1,924,291 *8
38,867 *1 68,840 *5 68,840 *5
653,559 665,510 829,566
2,093,489 2,175,239 2,822,697
45,274 51,760 51,760
605 122 122
242 0 0
355,199 *2 424,500 *6 519,500 *9
565,189 *3 660,670 *7 590,120 *10
966,509 1,137,052 1,161,502
0 0 0
0 0 0
TOTAL EXPENDITURES $ 3,059,998 3,312,291 3,984,199
*1
*2
*3
*4
*5
*6
*7
*8
*9
*10
HUMAN RESOURCES
DEPARTMENT SUMMARY
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
EXPENDITURES
Includes limited-period funding for a Human Resources Analyst I/II position.
Includes limited-period funding for Human Resources Analyst wages.
Capital Outlay
Interfund Expenditures
Includes limited period expenditures for employee relations/labor negotiations attorney services and deferred compensation administration.
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Salaries
Includes limited-period funding for a Human Resources Analyst I/II position and an Office Assistant III position.
Includes increased funding of $58,000 for professional developoment funds, $25,000 for employee healthy snacks, $6,000 for training and development, and $5,000 for employee appreciation and holiday lunch events. Also includes limited-period funding of $150,000 for Citywide succession planning.
Includes limited-period expendtiures for Citywide succession planning, employee wellness program, and frontline employee development pilot extension.
Includes expenditures for limited-period positions.
Includes increased funding of $5,000 for employee homebuyer program administration. Also includes limited-period fundings of $100,000 for employee relations consultants, $95,000 for employee relations/labor negotiations attorney services.
Includes limited-period fundings of $221,800 for frontline employee development program continuation and $92,700 for Citywide succession planning.
Includes limited-period fundings of $150,000 for employee relations/labor negotiations attorney services and $140,000 for employee relations consultants.
4-59
NOTES
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4-60
BUD/OC-IT FY2022-23 4-61
INFORMATION TECHNOLOGY DEPARTMENT
FISCAL YEAR 2022-23 POSITION TOTALS: 24.0 Full-Time
1.0 Limited-Period
CIO/INFORMATION TECHNOLOGY DIRECTOR
(Roger Jensen)
Administration
1 Office Assistant III
Operations
1 IT Operations Manager
1 Senior IT Analyst
2 IT Analyst I/II
Helpdesk
1 Senior IT Technician
3 IT Technician I/II
Enterprise Systems
1 IT Applications Manager
2 Principal IT Analyst
2 Sen ior IT Analyst
2 IT Analyst
1 Assistant IT Director
(Vacant)
Networking
1 Network Administrator
1 IT Analyst I/II
TELCO
1 IT Analyst I/II
GIS
1 Principal IT Analyst
1 IT Analyst I/II
1 Systems Coordinator/Tech.
1 Systems Coordinator/Tech.
(Limited-Period)
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
4-62
DEPARTMENT MANAGER—CIO/INFORMATION TECHNOLOGY DIRECTOR
DEPARTMENT MISSION STATEMENT
To support and implement the use of technology to enhance customer service, efficiency, and advance the mission of the organization.
DEPARTMENT OVERVIEW
The Information Technology Department plans, maintains, and manages the City ’s computerized information systems, communication networks, and telecommunications system. Services include systems analysis and design, project management, computer operations, comp uter equipment maintenance, software selection, vendor management, and website development and support.
DEPARTMENT FUNCTIONS
• Manage and support the planning, implementation, operation , and maintenance of information techno logy, providing a reliable City wide network, electronic mail, public access, public WiFi, City internet and intranet websites, and technical support of computer applications in City departments. (M 1, 2, 3)
• Coordinate cost -effective telephone services , including long -distance, voice mail applications , and cellular phone services.
• Manage the Geographic Information System (GIS) team to support departments by providing accurate, consistent, and comprehensive GIS data, GIS infrastructure, and GIS services.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Implemented a Public Records Act tracking system, in conjunction with the City Clerk’s Office.
• Supported the City’s employee telecommute strategy and launched a laptop program to maximize flexibility in work locations.
• Upgraded the Council Chambers to enable “hybrid” (in-person and remote) Council meetings.
• Implemented an enterprise scheduling application for departments to manage appointments with the community.
• Completed a cybersecurity threat assessment.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Expand access to broadband across communities, in conjunction with the City Manager’s Office and Public Works Department.
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
4-63
• Continue to review/implement the digitizing of the microfilm/microfiche records project.
• Implement the recommendations from the Development Services Review study for the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Community Development, Public Works, and Fire Departments.
• Support implementation of a paperless permitting system, in conjunction with the Community Development and Public Works Departments.
• Support a redesign of the City’s public and internal websites, in conjunction with the City Manager’s Office.
• Implement a second network circuit for redundant internet connectivity.
• Develop and implement an integrated data management system to fulfill Fire and Environmental Protection Division data management and reporting needs across multiple regulatory program disciplines, in conjunction with the Fire Department.
• Add Zoom Room functionality to the Atrium and Plaza Conference Rooms to enable hybrid meetings for Council subcommittees and City advisory bodies.
• Update staff conference rooms with new audio -visual systems and Zoom Room capabilities to enable hybrid staff meetings.
• Replace aud io-visual equipment at the Adobe Building to provide an enhanced viewing and listening experience with improved ease of use.
• Implement a cybersecurity monitoring system, including new hardware and software.
• Complete implementation of new closed-circuit TV system for the Police/Fire Administration Building and the Library, in conjunction with the Police, Fire, and Library Services Departments.
• Complete migration of City employee computer users from desktop PCs and virtual desktop infrastructure (VDI) systems to laptop computers.
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
Network Architect/Manager Position: $261,600
Provides funding for a Network Architect/Manager Position. This position will manage and support the growing number and complexity of network systems throughout the City.
Senior Information Technology Analyst Position: $240,900
Provides funding for a Senior Information Technology Analyst position. This position will manage the creation, implementation, and ongoing administration of the Land Management System.
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
4-64
Information Technology Services, Licenses, and Software Renewals: $169,900
Provides new and increased funding for the annual services, licenses, and software renewals for Microsoft Office, DocuSign, Adobe Acrobat Pro, and various other software licenses.
Reclassification of Systems Coordinator/Technician Position to Information Technology Analyst I/II (0.80 FTE): $38,200
Provides funding to reclassify a Systems Coordinator/Technician position to Information Technology Analyst I/II. The additional responsibilities for this position will be interfacing with departments to identify GIS projects, working with staff to schedule tasks, and ensuring projects meet the needs of the end-user (the other 0.20 FTE is funded from the Water Fund).
Reclassification of Senior Information Technology Analyst to Principal Information Technology Analyst: $10,100
Provides funding to reclassify a Senior Information Technology Analyst to Principal Information Technology Analyst. This position will provide additional resources to manage feasibility studies, requirements analysis, and system design reviews.
• General Non-Operating Fund:
IT Desktop Technician Temporary Help (limited-period): $200,000
Provides continued funding for temporary help at the IT Desktop Technician level to provide support for employee Helpdesk requests, which have increased due to teleworking.
Aspen Discovery Library Software (limited-period): $21,000
Provides funding for essential discovery software for the Library.
Envisio Software (limited-period): $15,000
Provides continued funding for a software system to better track City Council Goals and other projects.
Microsoft Teams Licenses (limited-period): $15,000
Provides funding for licenses for Microsoft Teams meeting software as a pilot program.
Virtual Desktop Infrastructure (VDI) Licenses (limited-period): $6,000
Provides funding for VDI hardware licenses.
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
4-65
• Water Fund:
Systems Coordinator/Technician Position (limited-period): $174,500
Provides continued funding for a Systems Coordinator/Technician position to assist the Public Works Department with GIS and utility functions.
Reclassification of Systems Coordinator/Technician Position to Information Technology Analyst I/II (0.20): $9,600
Provides fundin g for the reclassification of a System Coordinator/Technician position as noted in the General Operating Fund section above.
ESRI GIS System License: $5,000
Provides increased funding for the cost of the ESRI GIS single-site license.
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Information Technology:
1. Cost of Information Technology as a
percentage of total City department
expenditures.
2.6%
2.7%
<3%
2.7%
<3%
2. Percentage of time the City’s website is
up.
99%
99%
>98%
99%
>98%
3. Percentage of IT Helpdesk tickets
responded to within SLA targets.(A) 95% 96%
>90% 96%
>90%
________________________
(A) IT Service Level Agreement (SLA) targets:
• Critical Priority within 30 business minutes (system down or work stopped for multiple business units) . • Medium Priority within one business hour (system degraded or performance affected for multiple users ). • Low Priority within eight business hours (system degraded or performance affected for single user).
BUD/LHP-450-01 FY2022-23
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
Assistant Information Technology Director 0 0 1 *3 1 1 0 *3
1 1 1
0 1 *1 1
0 0 1 *4
2 2 3 *5
3 3 3 *4/5
6 6 7 *6
1 1 1
2 2 1 *6
2 3 *1 3
Office Assistant III 1 1 1
20 22 24
0 0 0
TOTAL POSITIONS 20 22 *2 24 *2
*1
*2
*3
*4
*5
*6
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 4,266,507 5,150,448 5,951,578
1,799,076 2,620,460 2,411,460
0 0 0
0 0 0
TOTAL EXPENDITURES $ 6,065,583 7,770,908 8,363,038
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 5,438,485 6,489,616 7,423,056
192,718 640,000 257,000
434,380 641,292 682,982
$ 6,065,583 7,770,908 8,363,038
FUNDING SOURCES
General Operating
General Non-Operating
Water
TOTAL FUNDING
Addition of an Information Technology Applications Manager and Information Technology Technician I/II positions.
Reclassification of a Senior Information Technology Analyst position to Principal Information Technology Analyst.
Addition of a Network Administrator position and a Senior Information Technology Analyst Position.
Reclassification of a System Coordinator/Technician position to Information Technology Analyst I/II.
Midyear reclassification of the Information Technology Manager position to Assistant Information Technology Director.
Senior Information Technology Technician
Information Technology Operations Manager
Supplies and Other Services
Capital Outlay
Interfund Expenditures
EXPENDITURE SUMMARY
System Coordinator /Technician
Information Technology Technician I/II
TOTAL PART-TIME HOURLY
TOTAL REGULAR
Salaries Wages and Benefits
In addition, there is a limited-period Systems Coordinator/Technician position.
Network Administrator
POSITIONS
CIO/Information Technology Director
Information Technology Manager
Information Technology Analyst I/II
Principal Information Technology Analyst
Senior Information Technology Analyst
Information Technology Applications Manager
4-66
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,720,737 *1 3,306,003 *4 3,856,255 *4
48,826 *1 6,000 6,000
1,496,944 1,838,445 2,089,323
4,266,507 5,150,448 5,951,578
45,487 46,250 72,250 *7
1,129,853 *2 1,679,740 *5 1,553,740 *7/8
177,959 197,500 197,500
435,615 *3 656,470 *6 547,470 *7/9
10,162 40,500 40,500
1,799,076 2,620,460 2,411,460
0 0 0
0 0 0
TOTAL EXPENDITURES $ 6,065,583 7,770,908 8,363,038
*1
*2
*3
*4
*5
*6
*7
*8
*9
Includes increased funding of $169,900 for Information Technology services, licenses, and software renewals.
Includes increased funding of $5,000 for ESRI GIS System License. Also includes limited-period fundings of $21,000 for Aspent Discovery Library software, $15,000 for Envisio software, $15,000 for Microsoft Teams pilot program and $6,000 for VDI hardware licenses.
Includes limited-period funding of $200,000 for IT Desktop Technician temporary help.
Includes increased funding of $110,000 for Information Technology services, licenses, and software renewals. Also includes limited- period fundings of $200,000 for cyberattack monitoring services, $60,000 for Public Records Act management software ($40,000 rebudget), $20,000 for fax host update, and $15,000 for Envisio software.
Includes limited-period fundings of $120,000 for professional IT services, $110,000 for Smart City innovation (rebudget balance), $100,000 for an IT Desktop Technician temporary help, and $15,000 for SharePoint consultant (rebudget).
Includes limited-period expenditures for envisio software and cyber attack monitoring services.
Includes expenditures for limited-period positions.
Materials and Supplies
Maintenance and Operations
Utilities
Capital Outlay
Interfund Expenditures
Includes limited-period funding for a Systems Coordinator/Technician position.
Includes limited-period expenditures for professional IT services and temporary desktop help.
Benefits
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
4-67
NOTES
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4-68
BUD/OC-FASD FY2022-23 4-69
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2022-23 POSITION TOTALS: 36.0 Full-Time
1.5 Regular Part-Time
PURCHASING AND SUPPORT
SERVICES
1 Purchasing and Support
Services Manager
(Ann Mehta)
1 Secretary
Purchasing
2 Senior Management
Analyst
1 Supervising Buyer
2 Assistant Buyer/
Buyer
0.5 Warehouse Worker
Support Services
1 Document Processing
Supervisor
2 Document Processing
Technician III
1.5 Document Processing
Technician I/II
1 Copy Center Technician
FINANCIAL MANAGEMENT
Budget and Analysis
1 Principal Financial
Analyst
1 Senior Financial
Analyst
1 Financial Analyst I/II
Treasury
0.45 Principal Financial
Analyst
Revenue
0.1 Principal Financial
Analyst
1 Financial Analyst I/II
2 Accounting Technician
2 Account Clerk I/II
1.5 Customer Service
Representative
ACCOUNTING
1 Accounting Manager
(Helen He)
1 Senior Accountant
1 Accountant I/II
0.5 Payroll Accountant
Accounts Payable
1 Accounting Technician
1 Account Clerk I/II
Payroll
1 Senior Payroll
Accountant
1.5 Payroll Accountant
1 Payroll Technician
RISK MANAGEMENT
1 Risk Manager
(Vacant)
1 Analyst I/II
ADMINISTRATION
0.45 Principal Financial Analyst
1 Executive Assistant
FINANCE AND ADMINISTRATIVE SERVICES DIRECTOR
(Jesse Takahashi)
ASSISTANT FINANCE AND ADMINISTRATIVE
SERVICES DIRECTOR
(Grace Zheng)
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
4-70
DEPARTMENT MANAGER—FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
DEPARTMENT MISSION STATEMENT
To support the planning and management of the City ’s fiscal affairs and to provide internal administrative services to all City departments.
DEPARTMENT OVERVIEW
The Finance and Administrative Services Department is responsible for administration of the financial affairs and internal support activities of th e City; provision of financial/ analytical, purchasing and document processing, and Workers’ Compensation and liability support to all City departments and programs; managing the City’s investment portfolio; and coordinating the City ’s budget process and annual independent audit. Specifically, th e department processes payroll, accounts receivable, utility billings, all City revenues, accounting entries , accounts payable, financial reporting , purchase orders, Council reports and other documents , and Workers ’ Compensation and property loss claims . The department is also responsible for warehousing, copying, and mail for internal support functions and manages the City’s general liability, property insurance, and industrial disability retirement programs.
In addition, the department provides staff support to the Council Finance Committee and Investment Review Committee.
DEPARTMENT FUNCTIONS
• Plan, monitor, and report in a timely and accurate manner the City’s financial and budgetary position; provide financial analysis and recommendations on major financial issues facing the City. (M 1) • Manage the City budget process and produce the annual City budget. • Provide staff support to the Council Finance Committee (CFC) and Investment Review Committee (IRC). • Manage investment of City funds with the objectives of minimizing risk and meeting cash flow requirements while earning market rates of return. (M 2)
• Manage the City ’s debt obligations, including spe cial assessment debt; monitor the City ’s credit rating; recommend and manage issuance of new debt as appropriate. • Provide timely, accurate, and cost-efficient payroll processing. (M 7, 8, 9) • Process billing and collection of charges for utility and miscellaneous services, providing a high level of accuracy and customer service to residents and businesses. (M 3) • Manage the City ’s centralized financial , budgetary control, and payroll/HR systems, delivering accurate and timely processing of financial transactions and on-time information. (M 1, 4, 5, 6) • Coordinate and assist with the City’s annual independent audit; prepare the Annual Comprehensive Financial Report, required State reports, and other reports as necessary.
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
4-71
• Provide efficient and effective centralized purchasing services , as required by the City Charter and City Code, and the sale of surplus equipment. (M 10, 11)
• Provide cost -beneficial, centralized document processing, document reproduction , and mail distribution services. (M 12, 13, 14)
• Manage the City ’s comprehensive general liability, property, loss control, Workers ’ Compensation, and industrial disability retirement programs, including self -insurance programs and excess insurances for catastrophic loss. (M 15, 16, 17)
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Completed required reporting for the American Rescue Plan Fiscal Recovery Funds Program and assisted in determination of eligible expenditures.
• Continued implementation of a utility bill relief program for residential and small business customers experiencing economic impacts due to the COVID-19 pandemic. • Provided financial analysis and support on nume rous projects, including the implementation of the Mobile Home Rent Stabilization Ordinance, the Lot 12 development, the Google Master Plan , and Senate Bill 129 grant funds from the State Budget Act of 2021 related to affordable housing. • Applied for and received grant funds from the California Water and Wastewater Arrearages Payment Program for those affected by COVID-19.
• Continued to maintain detailed supporting documentation for COVID-19-related expenditures, and submitted claims for reimbursement to the Federal Emergency Management Agency (FEMA). • Received the Government Finance Officers Association “Award for Excellence in Financial Reporting” and its “Distinguished Budget Presentation Award.”
• Received the National Procurement Institute’s “Award for Excellence in Procurement.” • Completed the bid process and selected a new vendor for janitorial services, in conjunction with the Public Works Department.
• Streamlined the Business License application process to reduce the wait time to receive a business license, in conjunction with the Community Development Department.
• Researched alternative processes for the collection of cannabis tax. • Assisted in the transition of new City logo on City letterhead, reports, and other documents, i n conjunction with the City Manager’s Office.
• Assisted with the transition to a sole 457(b) deferred compensation provider to reduce plan participant cost and improve record-keeping, administration, and ongoing education for deferred compensation and re tiree health savings accounts plan, in conjunction with the Human Resources Department.
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
4-72
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects) • Develop an ordinance to address wage theft, in conjunction with the City Manager’s Office. • Refinance the 2011 Shoreline Regional Park Community Revenue Bonds in order to achieve budget savings. • Research feasibility of replacing utility billing and business license systems. • Begin work on the issuance of debt related to the City’s funding obligation for the Hope Street development project, pending approved financing plan by the developer. • Research feasibility of obtaining more advantageous insurance pool options for general liability, property, and related insurance risk transfer.
• Prepare a Citywide update to the Cost Allocation Plan and Master Fee Schedule. • Implement Governmental Accounting Standards Board Statement (GASB) No. 87, Leases, to provide enhanced financial information regarding the City’s leases to the users of the City’s financial statements.
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Financial Management:
1. Accuracy of final budget numbers—
percentage of budget corrections
needed due to error. 0.1% 0.1% <2% 0.0% <2%
2. Percentage of time portfolio’s market-
risk target (modified duration) is
within:
— 3.0% of the benchmark (policy
requires 25.0% of time within
3.0%). 92% 92% >50% 100% >50%
— 15.0% of the benchmark (policy
requires 100.0% of time within
15.0%). 100% 100% 100% 100% 100%
3. Percentage of utility accounts and
accounts receivable written off as a
percent of total receivables. 0.1% 0.03% <2% 0.0%(A) <2% Accounting:
4. Percentage of correcting accounting
entries to total accounting entries. 5.7% 4% <10% 4% <10%
5. Percentage of month-end closes
completed within 10 working days
(target assumes June and July will not
close within 10 working days due to
year-end workload). 83% 83% 83% 83% 83%
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
4-73
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
6. Cost of Accounts Payable processing as
a percentage of total dollars spent. 0.3% 0.2% <1% 0.2% <1%
7. Cost per payroll check issued (cost of
payroll operation to total paychecks
issued). $26.33 $30.60 <$30.00 $27.65 <$32.00
8. Percentage of reissued payroll checks
due to errors versus total issued.(B) 0.02% 0.0% <1% 0.0% <1%
9. Payroll checks issued. 21,734 19,316 21,500 10,248 21,500 Purchasing and Support Services:
10. Cost of procurement services as a
percentage of total dollars spent. 4% 3% <5% 2% <5%
11. Percentage of time purchase orders are
issued timely. 90% 89% >89% 92% >89%
12. Percentage of time City Council
documents are completed timely. 99% 98% >90% 99% >90%
13. Percentage of time non-City Council
documents are completed timely. 99% 99% >90% 99% >90%
14. Percentage of time Copy Center
documents are completed timely. 97% 92% >90% 99% >90%
Risk Management:
15. Percentage of Workers’ Compensation
program costs to total payroll. 1.8% 2.1% <5%
Reported
Annually <5%
16. Percentage of hours lost to
occupational injury compared to total
hours worked. 1.1% 0.9% <2.5%
Reported
Annually <2.5%
17. Percentage of dollars recovered
compared to expenditures paid to
repair damage to City property. 92% 95% >85%
Reported
Annually >85%
_________________________
(A) The collection process for utilities and other accounts receivable is on hold due to the COVID-19 pandemic. (B) Measure updated in Fiscal Year 2021-22 from “Percentage of reissued payroll checks versus total issued.” BUD/LHP-546-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 2 *1
1 1 1
3 3 2 *1
2 2 1 *1
1 1 1
1 1 2 *2
1 1 2 *1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
1 1 1
3 3 3
3 3 3
2 2 2
1.50 1.50 1.50
0.50 0.50 0.50
1 1 1
1 1 1
1.50 1.50 1.50
1 1 1
36.50 36.50 37.50
0.30 0.30 0.30
TOTAL POSITIONS 36.80 36.80 37.80
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 3,191,440 2,205,554 1,696,158
1,661,412 2,113,200 2,256,240
1,522,187 1,652,637 1,875,743
1,788,349 2,500,646 2,631,179
3,212,746 5,768,302 6,789,466
TOTAL EXPENDITURES $ 11,376,134 14,240,339 15,248,786
Document Processing Technician III
Account Clerk I/II
Accounting Technician
Payroll Accountant I/II
Midyear Reclassifications of a Senior Financial Analyst position to Principal Financial Analyst and a Senior Management Analyst position to Financial Analyst I/II.
Midyear addition of a Payroll Accountant I/II position.
Accounting Manager
Principal Financial Analyst
Analyst I/II
Senior Management Analyst
Senior Accountant
Senior Financial Analyst
Senior Payroll Accountant
POSITIONS
Finance and Administrative Srvcs Director
Purchasing and Support Services Manager
Risk Manager
Assistant Finance and Admin Srvcs Director
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
DEPARTMENT DIVISIONS
Assistant Buyer/Buyer
TOTAL REGULAR
Secretary
Copy Center Technician
Executive Assistant
Warehouse Worker
Financial Analyst I/II
Accountant I/II
Supervising Buyer
Document Processing Supervisor
Payroll Technician
TOTAL PART-TIME HOURLY
Customer Service Representative
Document Processing Technician I/II
Purchasing and Support Services
Finance and Admin. Services Administration
Financial Management
Risk Management
Accounting
4-74
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 6,071,961 7,690,319 7,776,766
5,289,084 6,502,020 7,390,020
1,076 15,000 47,000
14,013 33,000 35,000
TOTAL EXPENDITURES $ 11,376,134 14,240,339 15,248,786
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 6,379,534 7,425,592 7,875,968
1,621,540 849,000 285,000
42,500 32,500 32,500
585,860 664,947 760,018
1,417,436 2,442,500 2,592,500
191,401 127,250 127,250
1,137,863 2,698,550 3,575,550
$ 11,376,134 14,240,339 15,248,786
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
Federal Intergovernmental Revenue $ 1,049,483 0 0
10,344 146,000 146,000
163,792 78,200 82,600
TOTAL REVENUES $ 1,223,619 224,200 228,600
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
Capital Outlay
Interfund Expenditures
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Shoreline Regional Park Community
Supplies and Other Services
Miscellaneous Revenue
FUNDING SOURCES
General Operating
General Non-Operating
Water
Workers Compensation Insurance
Unemployment Self-Insurance
Liability Self-Insurance
REVENUE SUMMARY
General Service Charge
TOTAL FUNDING
4-75
FINANCE AND ADMINISTRATIVE SERVICES—ADMINISTRATION
DIVISION SUMMARY
4-76
DIVISION MANAGER—FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the management of the Finance and Administrative Services Department. This division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
MAJOR DIVISION CHANGES
• General Operating Fund:
External Auditing Services: $30,000
Provides increased funding for external auditing services. The annual auditing services contract cost is adjusted based on the Consumer Price Index, but the auditing budget has not been increased for several years.
• General Non-Operating Fund:
Cost Allocation Plan Update and Fee Study (rebudget): $120,000 Rebudgets funding for a Cost Allocation Plan update and comprehensive user -fee study.
These projects will serve as a basis for assessing the City’s cost -recovery levels for fees and charges. Council approved repurposing this funding in Fiscal Year 2021 -22, which was previously approved for a Transient Occupancy Tax ballot measure.
Funding for Hourly Wages (rebudget balance): $100,000
Rebudgets the balance of funding for two overhire positions due to retirement to hourly wages to provide training to the new hires for knowledge transfers.
Transient Occupancy Tax Compliance Audit (limited-period): $50,000 Provides funding for an audit of the City’s hotels and motels to ensure compliance with the City’s Transient Occupancy Tax Ordinance.
BUD/LHP-546-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
3.50 3.50 3.45 *1
0 0 0
TOTAL POSITIONS 3.50 3.50 3.45
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 762,950 *1 1,099,003 *2 799,245 *5
63,222 *1 25,000 *3 0
374,579 *1 384,691 368,053
1,200,751 1,508,694 1,167,298
142,523 *1 17,310 17,310
5,657 *1 0 0
0 0 0
1,092,769 *1 470,100 *3 325,100 *6
749,740 *1 209,450 *4 186,450
1,990,689 696,860 528,860
0 0 0
0 0 0
TOTAL EXPENDITURES $ 3,191,440 2,205,554 1,696,158
*1
*2
*3
*4
*5
*6
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
Federal Intergovernmental Revenue $ 1,049,483 *1 0 0
TOTAL REVENUES $ 1,049,483 0 0
*1
Materials and Supplies
Maintenance and Operations
Utilities
REVENUES
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Includes limited-period expenditures for emergency operations due to COVID-19 pandemic, consultant services, non-profit agencies, Transportation Management Association, and Regional Airplane Noise Roundtable.
Includes limited period funding of $400,000 for overhire positions (rebudget balance).
CARES Act funding due to COVID Pandemic.
Includes limited-period fundings of $250,000 for COVID-19 emergency expenses, $120,000 for potential TOT ballot measure costs, and $23,000 for Regional Airplane Noise Roundtable.
Includes increased funding of $30,000 for external auditing services and limited-period fundings of $120,000 for cost allocation plan update and fee study (rebudget) and $50,000 for transient occupancy tax audit.
Includes limited-period funding of $100,000 for funding hourly wages (rebudget balance).
Moved 0.05 position to Financial Management Division.
Budget for the Community Health Awareness Council and Nonprofits moved to the City Manager's Office.
FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATION
DIVISION SUMMARY
Wages
Benefits
TOTAL PERSONNEL
EXPENDITURES
POSITIONS
Total Part-Time Hourly
Total Regular
Salaries
4-77
FINANCE AND ADMINISTRATIVE SERVICES—FINANCIAL MANAGEMENT
DIVISION SUMMARY
4-78
DIVISION MANAGER—ASSISTANT FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
DIVISION OVERVIEW
The Financial Management Division consists of the Budget and Analysis, Treasury, and Revenue Sections.
The Budget and Analysis Section provides information and analytical support to the City Council , City Manager’s Office, and other City departments as re quested. This section analyzes economic trends, forecasts revenues, and monitors expenditures and balances for the current fiscal year as well as future fiscal years. In addition, Budget and Analysis manages the budget ing system and produces periodic fin ancial status reports, including quarterly budget updates, the Recommended Budget and Adopted Budget documents.
The Treasury Section is responsible for cash flow and management of the City ’s investment portfolio.
The Revenue Section processes billing and collection for the City ’s water, wastewater, and solid waste utilities; business licenses; and miscellaneous accounts receivable. All moneys due to, or collected by, other City departments are forwarded to this section for deposit and tracking in the City ’s financial system. In addition, this section is the Finance and Administrative Services Department’s primary customer service contact point.
MAJOR DIVISION CHANGES
• Water Fund:
Online Payment Processing Charges: $70,000
Provides increased funding for online payment processing charges for utility bills. The increased cost is due to increased usage of online bill pay.
BUD/LHP-546-03 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
10 10 10.05 *1
0 0 0
TOTAL POSITIONS 10 10 10.05
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 874,312 1,049,366 1,100,537
0 0 0
495,613 586,204 608,073
1,369,925 1,635,570 1,708,610
63,993 89,580 89,580
4,903 3,500 3,500
0 0 0
219,618 376,550 *1 446,550 *2
1,897 8,000 8,000
290,411 477,630 547,630
1,076 0 0
0 0 0
TOTAL EXPENDITURES $ 1,661,412 2,113,200 2,256,240
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 10,344 146,000 146,000
TOTAL REVENUES $ 10,344 146,000 146,000
FINANCE AND ADMINISTRATIVE SERVICES - FINANCIAL MANAGEMENT
DIVISION SUMMARY
REVENUES
Total Regular
Total Part-Time Hourly
Professional/Technical Services
Other Expenses
Benefits
TOTAL PERSONNEL
POSITIONS
TOTAL SUPPLIES AND SERVICES
Capital Outlay
EXPENDITURES
General Service Charge
Moved 0.05 position from the Administration Division.
Salaries
Wages
Utilities
Interfund Expenditures
Materials and Supplies
Maintenance and Operations
Includes increased funding of $30,000 for online payment processing charges.
Includes increased funding of $70,000 for online payment processing charges. 4-79
FINANCE AND ADMINISTRATIVE SERVICES—ACCOUNTING
DIVISION SUMMARY
4-80
DIVISION MANAGER—ACCOUNTING MANAGER
DIVISION OVERVIEW
The Accounting Division manages and maintains the general accounting and financial records of the City. This division is also primarily responsible for coordinating the independent audit of the City’s financial records and preparation of the Comprehensive Annual Financial Report and other required State reports. The Accounts Payable Section of this division matches and reconciles all invoices, purchase requisitions, purchase orders, contracts, a nd agreements prior to processing payments for City obligations. The Payroll Section of th is division processes timecards, payroll documents , and biweekly payroll for all City employees and prepares reports relating to retirement, insurance benefits, deferred compensation, and payroll taxes.
BUD/LHP-546-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
8 8 9 *1
0 0 0
TOTAL POSITIONS 8 8 9
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 927,893 985,170 1,153,921
0 900 900
557,461 600,367 695,722
1,485,354 1,586,437 1,850,543
7,729 7,200 7,200
865 950 950
0 0 0
20,362 47,000 *1 6,000
7,877 11,050 11,050
36,833 66,200 25,200
0 0 0
0 0 0
TOTAL EXPENDITURES $ 1,522,187 1,652,637 1,875,743
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 7,746 10,100 9,000
TOTAL REVENUES $ 7,746 10,100 9,000
Total Regular
DIVISION SUMMARY
Miscellaneous Revenue
Total Part-Time Hourly
EXPENDITURES
Salaries
Includes limited-period funding of $41,000 for Accounting temporary staffing.
Midyear addition of a Payroll Accountant I/II position.
FINANCE AND ADMINISTRATIVE SERVICES - ACCOUNTING
REVENUES
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
POSITIONS
4-81
FINANCE AND ADMINISTRATIVE SERVICES—PURCHASING AND
SUPPORT SERVICES DIVISION SUMMARY
4-82
DIVISION MANAGER—PURCHASING AND SUPPORT SERVICES MANAGER
DIVISION OVERVIEW
The Purchasing and Support Services Division manages purchasing and support services activities of the City.
The Purchasing Section assures acquisition of price -competitive equipment, services, and supplies for City departments. Other services include issuing requests for bid s; vendor selection; equipment, supplies, and mail delivery; warehousing of operating inventories; and sale of surplus equipment.
The Support Services Section provides building management, document processing, graphic design, printing, document reproduction, mail distribution, and other support services to City departments.
BUD/LHP-546-05 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
13 13 13
0.30 0.30 0.30
TOTAL POSITIONS 13.30 13.30 13.30
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 951,248 1,383,813 1,465,364
72,763 20,948 22,160
531,105 865,835 879,605
1,555,116 2,270,596 2,367,129
45,012 50,050 50,050
2,367 44,200 44,200
0 0 0
102,714 6,200 6,200
69,127 81,600 81,600
219,220 182,050 182,050
0 15,000 47,000
14,013 33,000 35,000
TOTAL EXPENDITURES $ 1,788,349 2,500,646 2,631,179
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 45,013 27,100 *1 38,300
TOTAL REVENUES $ 45,013 27,100 38,300
*1
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Lower equipment/scrap sales and rebate revenue.
REVENUES
DIVISION SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES - PURCHASING AND SUPPORT SERVICES
POSITIONS
Miscellaneous Revenue
Total Part-Time Hourly
Total Regular
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
Benefits
Other Expenses
4-83
FINANCE AND ADMINISTRATIVE SERVICES—RISK MANAGEMENT
DIVISION SUMMARY
4-84
DIVISION MANAGER—RISK MANAGER
DIVISION OVERVIEW
Risk Management is responsible for managing the City ’s loss control and risk reduction programs. The City ’s risk exposures are managed by self-insuring or acquiring insurance, requiring vendors to have insurance, and assisting in the maintenance of a safe workplace. This program encompasses the City ’s comprehensive general liability , property, property loss recovery , loss control , Workers’ Compensation, and industrial disability retirement programs, including the City ’s self -insurance reserves and excess catastrophic insurance coverage. Risk Management is also responsible for State and Occupational Safety and Health Administration reporting and provides guidance to City departments in determining insurance requirements for contracts.
MAJOR DIVISION CHANGES
• Workers’ Compensation Self-Insurance Fund:
Workers’ Compensation Excess Insurance: $150,000
Provides increased funding for Workers’ Compensation excess insurance. The increased cost is related to increased overtime, payroll, and loss experience. • General Liability Insurance Fund:
Liability Insurances: $877,000
Provides increased funding for cost increases related to the City’s excess liability insurance and property insurance.
BUD/LHP-546-06 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
2 2 2
0 0 0
TOTAL POSITIONS 2 2 2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 311,528 526,960 *1 513,506 *1
0 1,500 1,500
149,287 160,562 168,180
460,815 689,022 683,186
81 6,000 6,000
0 0 0
0 0 0
251,581 245,950 *2 245,950
2,500,269 4,827,330 *3 5,854,330 *4
2,751,931 5,079,280 6,106,280
0 0 0
0 0 0
TOTAL EXPENDITURES $ 3,212,746 5,768,302 6,789,466
*1
*2
*3
*4
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 111,033 41,000 35,300
TOTAL REVENUES $ 111,033 41,000 35,300
DIVISION SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES - RISK MANAGEMENT
Miscellaneous Revenue
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
REVENUES
Capital Outlay
Interfund Expenditures
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
POSITIONS
Total Regular
Total Part-Time Hourly
EXPENDITURES
Salaries
Includes $200,000 for backfilling for employees out on workers' compensation.
Budget of $85,000 for general liability legal services moved to the City Attorney's Office.
Includes increased funding of $727,000 for liability insurances and $59,000 for workers' compensation excess insurance.
Includes increased funding of $877,000 for liability insurances and $150,000 for workers' compensation excess insurance. 4-85
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NOTES
4-86
BUD/OC-CD FY2022-23 4-87
COMMUNITY DEVELOPMENT DEPARTMENT
FISCAL YEAR 2022-23 POSITION TOTALS: 60.0 Full-Time
2.75 Limited-Period
* The two limited-period Senior Planner position s have been approved for the duration of the Google Reimbursement Agreement.
** This position is funded by the Sustainability CIP through Fiscal Year 2023-24. *** The Economic Development Division works directly with the City Manager’s Office and is also shown on the City Manager’s organization chart to signify the importance of this function and its close connection to the City Manager’s Office. **** Located in the Community Development Department but budgeted in the Fire Department.
ADMINISTRATION
2 Assistant Community Development Director
(Wayne Chen) (Vacant)
1.75 Analyst I/II
1 Executive Assistant
PLANNING
1 Planning
Manager/Zoning
Administrator
(Stephanie Williams)
1 Advanced Planning
Manager
(Eric Anderson)
2 Deputy Zoning
Administrator
1 Principal Planner
7 Senior Planner
2 Senior Planner
(Limited-Period)*
6 Assistant/Associate
Planner
1 Planning Clerk
1 Office Assistant I/II
ECONOMIC
DEVELOPMENT***
1 Economic Vitality
Manager
(John Lang)
1 Business Development
Specialist
0.75 Business Development
Specialist
(Limited-Period)
HOUSING AND
NEIGHBORHOOD SERVICES
1 Housing and
Neighborhood Services
Manager
(Micaela Hellman-
Tincher)
1 Senior Housing Officer
1 Housing Officer
1 Housing Specialist I/II
1 Secretary
Community Stabilization
and Fair Rent Act (CSFRA)
1 Project Manager
1 Senior Management
Analyst
2 Analyst I/II
1 Secretary
1 Office Assistant I/II
Mobile Home Rent
Stabilization Ordinance
(MHRSO)
1 Analyst I/II
BUILDING INSPECTION
1 Chief Building Official
(Nena Bizjak)
1 Deputy Building
Official**
3 Fire Protection
Engineer****
1 Development Services
Coordinator
1 Plan Check Engineer
2 Senior Building
Inspector
6 Building Inspector I/II
2 Assistant Building
Inspector
0.25 Analyst I/II
3 Permit Technician
1 Program Assistant
1 Secretary
1 Office Assistant I/II
ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
(Aarti Shrivastava)
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
4-88
DEPARTMENT MANAGER—ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
DEPARTMENT MISSION STATEMENT
To provide land use, building development, neighborhood protection, affordable housing opportunities, economic development, and environmental policy services.
DEPARTMENT OVERVIEW
The Community Development Department is responsible for the review of devel opment and building activity to ensure compliance with zoning and building codes, the achievement of economic development goals, General Plan policies, the California Environmental Quality Act, housing policies, and community values. The Department assists the community in establishing land use and neighborhood plans and ensures the quality of new projects through the design and development review process. The Department staffs the Environmental Planning Commission, the Development Review Committee, the Administrative Zoning and Subdivision Committee, the Council Neighborhoods Committee, the Downtown Committee, and the Visual Arts Committee in addition to establishing and maintaining communications with residents, developers, businesses, ot her governmental agencies, and City departments. The Department also provides technical and policy support to the City Manager and other departments.
DEPARTMENT FUNCTIONS
• Ensure quality development that is sensitive to community goals and consistent with City standards. • Coordinate effective and efficient responses to individual applications or Environmental Planning Commission-/City Council -initiated General Plan and Zoning Ordinance amendments and Precise Plan changes.
• Provide support for the comprehensive planning goals of the City Council and the Environmental Planning Commission and effective integration of public input into the process. • Provide timely, professional assistance with the review of proposed subdivision applications and development applications for Administrative Zoning and Subdivision Committee hearings. • Provide zoning and planning information to the public in a timely, complete, accurate, and courteous manner. • Provide a foundation for long-range planning activities by maintaining comprehensive databases on land use, demographics, and economics.
• Retain existing businesses and attract new businesses throughout the City. (M 2) • Provide staff support to the Environmental Planning Commission, Downtown Committee , and Visual Arts Committee.
• Implement economic development strategies. (M 2)
• Manage affordable housing programs , including the Below -Market-Rate (BMR) program , funding of new affordable housing projects, and oversight of Federally subsidized units. (M 3, 4)
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
4-89
• Provide staff support to the Council Neighborhoods Committee and neighborhood programs. • Continue to implement the Neighborhood Preservation Strategy by managing the Council Neighborhoods Committee’s Neighborhood Grant Program, neighborhood meetings, and neighborhood networking events. • Assist the City Council in allocating CDBG/HOME funding and monitor the use of these funds in compliance with Federal regulations. (M 3)
• Maintain the efficiency of the City ’s plan review and permit system and building fire /life safety inspection elements of the City ’s development review process while integrating the requirements of City departments and other public agencies with community service goals. (M 5, 6, 7) • Coordinate development from design review through construction. • Support code enforcement efforts.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Adopted a Downtown Parking Strategy to improve the efficiency of existing parking, implement parking technology, support transportation demand management and multi-modal transportation goals, and identify and develop policies to increase parking supply.
• Approved 97 Mountain View small business grants totaling $485,000 to supp ort the recovery of the local economy.
• Approved public art installations for Rengstorff and Fayette Parks. • Implemented nine of the 10 Small Business Action Plan items to assist the City’s small businesses during the pandemic economic crisis and strengthen their resilience for the longer term. • Adopted the Gateway Master Plan in the North Bayshore Area. • Updated City Codes to comply with Senate Bill 9 , which was enacted by the State to allow lot splits to create two lots in R1 Zoning Districts and/or development of up to four units on each original lot. • Began implementation of process and technology improvements to align with the Matrix Consulting Group Development Review Assessment recommendations.
• Developed the Mobile Home Rent Stabilization Ordinance adopted by Council and administered by the Rental Housing Committee, in conjunction with the City Attorney’s Office. • Updated the Tenant Relocation Assistance Ordinance to provide protections to mobile home tenants, in conjunction with the City Attorney’s Office.
• Executed a lease for the Santa Clara Valley Transportation Authority Evelyn site, including an option to purchase, began site studies, and held a Study Session to determine development principles and priorities for the future affordable housing and RFQ/RFP process.
• Conducted ongoing eviction prevention clinics facilitating access to rent relief and legal services.
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
4-90
• Developed a Memorandum of Understanding with the County of Santa Clara to secure Measure A funds in the amount of $80 million for Mountain View affordable housing developments. • Awarded Breakthrough Grant through the Partnership for the Bay’s Future to develop an affordable housing funding strategy, displacement response strategy, and community outreach/storytelling strategy. • Awarded $5 million in CDBG Homekey fundin g by the State for LifeMoves to acquire a site for parking and installing solar panels to support an interim housing project at 2566 Leghorn Street. • Secured funding to redevelop the Crestview Hotel into permanent affordable housing. • Transitioned the administration of the Below Market Rate housing program to a new administrator who is able to implement Phase II modifications, which includes a Homeowners’ Association (HOA) reserve to help lower-income BMR households with increases in HOA fees. • Developed Elevate MV, the City’s Guaranteed Basic Income pilot program , in conjunction with the City Manager’s Office.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects) • Oversee implementation of Elevate MV, a Guaranteed Basic Income pilot program, in conjunction with the City Manager’s Office.
• Develop a comprehensive Homelessness Response Strategy that includes housing, services, and an expenditure and funding plan, in conjunction with the City Manager’s Office. • Continue to plan, coordinate, and oversee COVID -19 recovery efforts to support community relief and resilience, in conjunction with the City Manager’s Office. • Review and consider minor amendments to Downtown Precise Plan Areas A, G, and H , with the work phased to prioritize preserving the character of the downtown core and preventing, to the extent possible, preemption by State legislation.
• Review and update the Historic Preservation Ordinance, establish a process and criteria for the designation of local historic districts, and update the Historic Register. • Develop a Public Art Strategy and encourage public art, in conjunction with the Visual Arts Committee. • Develop an Economic Vitality Strategy (including strategies to support small businesses). • Develop strategies for middle-income persons to afford different housing types. • Hold a Study Session on a displacement response strategy and net loss and develop a work plan for any desired follow up actions.
• Hold a Study Session to explore consideration of a Moffett Boulevard Precise Plan, in conjunction with the Public Works Department.
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
4-91
• Review and propose revisions to the R3 Zone sta ndards to promote a mix of housing types , including stacked flats, to increase affordability and to develop a form -based zoning to create buildings that fit into the neighborhood context and a high-quality public realm, including walkable and bikeable streets. • Update the Housing Element for 2023 through 2031, including reviewing and updating City housing policies to accommodate for a planned share of the region’s projected housing needs and policies and programs to create opportunities for housing the required income levels and affirmatively further fair housing. • Market and facilitate the development of affordable housing at the Santa Clara Valley Transportation Authority (VTA) Evelyn Avenue Site.
• Facilitate the planning/entitlement and building permit process for City Lot 12. • Conduct a review of parcels with existing units that exceed the density currently allowed by the Zoning Ordinance/General Plan, in conjunction with the Housing Element and R3 Zone update. • Partner with Santa Clara County on the Crestview Hotel project to create permanent affordable housing opportunities.
• Continue to implement the Transit Center Master Plan, in conjunction with the Public Works Department. • Develop a Citywide Transportation Demand Management (TDM) Ordinance, in conjunction with the Public Works Department.
• Complete the Castro Pedestrian Mall Feasibility Study, in conjunction with the Public Works Department. • Prepare the Citywide Travel Demand Update (incl uding the Greenhouse Gas Reduction Program), in conjunction with the Public Works Department.
• Define biodiversity requirements for landscaping in Mountain View, in conjunction with the Community Services and Public Works Departments.
• Update the Community Tree Master Plan as an element of the Biodiversity Plan and review existing guiding policies and ordinances in coordination with the update, in conjunction with the Community Services Department.
• Develop an ordinance for responsible construction, in conjunction with the City Manager’s Office and Public Works Department.
• Develop a City Active Transportation Plan (combining Pedestrian Master Plan, Bicycle Master Plans and green streets elements), in conjunction with Public Works Department. • Lead the review of Master Plan applications in the North Bayshore and East Whisman areas. • Implement the recommendations from the Development Services Review study for the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Public Works, Fire, and Information Technology Departments.
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
4-92
• Continue to coordinate the process for a permanent closure of the 100 through 300 blocks of Castro Street and implementation of interim improvements until a permanent Pedestrian Mall can be designed and constructed, in conjunction with the Public Works, Community Services, and Police Departments.
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Planning:
1. Percentage of on-time response rates
by Project Coordinating Committee
members. (A) 52%(B) 32%(C) >75% 57% Discontinue
Economic Development:
2. Number of new and existing Mountain
View businesses assisted.
New for
FY21-22 60 42 75
Housing and Neighborhood Services:
3. Percentage of Federally funded
contracts carried out in compliance
with City and Federal requirements. 100% 100% 100% 100% 100%
4. Number of low-/moderate-income
persons served by City housing
programs. 5,408 5,549(D) 4,500 3,899(D) 4,500
Building Inspection:
5. Percentage of time where City provides
24-hour building inspection response
for those inspection requests received
by 3:00 p.m. on weekdays. 98%(E) 100% 100% 100% 100%
6. Number of inspections performed. 51,997 55,282 40,000 56,295(F) 45,000
7. Number of plan checks performed. 4,809 4,779(E) 3,800 5,129(F) 4,000 __________________________________
(A) Response rates for a three -week time frame by departments/divisions (Building, Public Works, Fire, CSD, etc.) providing comments regarding planning applications to the Planning Division. (B) Lower due to high volume of submittals and staffing vacancies. For Fiscal Year 2019-20, Planning received 690 on- time comments out of 1,318 items.
(C) Lower due to high volume of submittals, staffing vacancies, and COVID -19 Shelter-in-Place orders. For Fiscal Year 2020-21, Planning received 382 on-time comments out of 1,179 items. (D) The actual number of people served came in much higher than the target due to new programs and projects during the fiscal year, such as Project Homekey.
(E) Numbers are lower than expected due to COVID-19 Shelter-in-Place orders. Staff was unable to provide services requested by the public for plan check and inspections. (F) Numbers reflect Building and Fire services performed during the reporting period.
BUD/LHP-820-01 FY2022-23
NOTES
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4-93
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 2 *4
Economic Vitality Manager 1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
Principal Planner 1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
2 1 *2 1
0 1 *2 1
7 6 *2 7 *4
0 1 *2 1
6 6 6
6 5 *2 6 *4
0 1 *2 1
2 2 2
1 1 1
4 5 *3 5 *5
1 0 *3 0
3 3 3
1 1 1
1 1 1
0 0 1 *4
3 3 3
2 2 3 *4
55 55 60
0 0 0
TOTAL POSITIONS 55 *1 55 *1 60 *6
*1
*2
*3
*4
*5
*6
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
Assistant Community Development Director
Project Manager
Assistant Building Inspector
Plan Check Engineer
POSITIONS
Assistant City Manager/Comm. Dev. Director
Housing & Neighborhood Srvcs Manager
Chief Building Official
Business Development Specialist
Advanced Planning Manager
Development Services Coordinator
Building Inspector I/II
Asst/Associate Planner
Planning Manager/Zoning Administrator
Housing Specialist I/II
Senior Management Analyst I/II
TOTAL PART-TIME HOURLY
In addition there are the following limited-period positions: Senior Planner (for the duration of the Google Reimbursement Agreement), an Asst/Associate Planner, and a 0.5 FTE Secretary.
Title changes for Housing staff include Project Manager to Senior Housing Officer, Senior Planner to Housing Officer, and Asst/Associate Planner to Housing Specialt I/II.
Reclassification of the Administrative Aide position to Analyst I/II.
Deputy Zoning Administrator
Senior Building Inspector
Senior Planner
TOTAL REGULAR
Housing Officer
Administrative Aide
Analyst I/II
Permit Technician
Program Assistant
Planning Board Clerk
Secretary
Office Assistant I/II
Deputy Building Official
Senior Housing Officer
Executive Assistant
Addition of Assistant Community Development Director, Senior Planner, Asst/Associate Planner, Executive Assistant, and Office Assistant I/II positions.
Midyear addition of an Analyst I/II and moved an Analyst I/II to the Public Works Department.
In addition there are the following limited-period positions: Two Senior Planners (for the duration of Google Reimbursement Agreement) and a 0.75 FTE Business Development Specialist. 4-94
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 693,392 804,830 908,277
3,675,369 4,988,836 5,808,223
1,038,096 1,224,987 1,284,669
3,980,670 12,264,275 22,083,278
4,923,068 5,265,344 5,531,139
TOTAL EXPENDITURES $ 14,310,595 24,548,272 35,615,586
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 8,419,533 11,231,402 12,956,976
5,768,791 13,050,270 22,417,210
0 120,200 94,000
122,271 146,400 147,400
TOTAL EXPENDITURES $ 14,310,595 24,548,272 35,615,586
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,646,798 1,874,227 2,066,989
193,681 44,000 109,100
8,172,159 9,656,556 10,551,878
1,857,083 3,586,516 16,337,197
248,240 1,564,965 1,431,161
1,029,552 1,803,708 1,781,647
0 0 296,249
587,157 659,751 578,649
341,327 4,822,129 1,746,785
234,598 536,420 715,931
TOTAL FUNDING $ 14,310,595 24,548,272 35,615,586
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 5,979,817 7,246,100 7,246,100
409,782 872,267 870,000
4,825,232 6,967,200 6,707,713
1,218 0 200,000
TOTAL REVENUES $ 11,216,049 15,085,567 15,023,813
DEPARTMENT DIVISIONS
Community Development Administration
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
General Licenses & Permits
CSFRA/Rental Housing Committee
Supplies and Other Services
Below-Market-Rate Housing
Planning
Economic Development
Interfund Expenditures
FUNDING SOURCES
Miscellaneous Revenue
Parking District No.2
Grants
Federal Intergovernmental Revenue
General Service Charges
Shoreline Regional Park Community
REVENUE SUMMARY
Housing Impact
General Operating
MHRSO/Rental Housing Committee
General Non-Operating
Capital Outlay
Building/Development Services
Housing and Neighborhood Services
Building Inspection
EXPENDITURE SUMMARY
Salaries Wages and Benefits
4-95
COMMUNITY DEVELOPMENT—ADMINISTRATION
DIVISION SUMMARY
4-96
DIVISION MANAGER—ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the management of the Community Development Department. The Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
MAJOR DIVISION CHANGES
• General Operating Fund:
Executive Assistant Position (0.25 FTE): $43,500
Provides funding for an Executive Assistant position to support the Community Development Director (the other 0.75 FTE is funded by the Development Services Fund, split between the Planning and Building Divisions).
BUD/LHP-820-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
2.75 2.75 3 *1
0 0 0
TOTAL POSITIONS 2.75 2.75 3
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 442,532 488,531 556,675
0 0 0
207,582 219,140 254,443
650,114 707,671 811,118
26,802 58,448 58,448
3,230 286 286
0 0 0
5,000 5,060 5,060
8,246 33,365 33,365
43,278 97,159 97,159
0 0 0
0 0 0
TOTAL EXPENDITURES $ 693,392 804,830 908,277
DIVISION SUMMARY
COMMUNITY DEVELOPMENT - ADMINISTRATION
EXPENDITURES
Salaries
Wages
POSITIONS
Total Regular
Total Part-Time Hourly
Addition of 0.25 Executive Assistant position.
Utilities
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
4-97
NOTES
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4-98
COMMUNITY DEVELOPMENT—PLANNING
DIVISION SUMMARY
4-99
DIVISION MANAGER—ASSISTANT COMMUNITY DEVELOPMENT DIRECTOR/
PLANNING MANAGER
DIVISION OVERVIEW
Planning participates in long-range local and regional planning activities and is responsible for all matters concerning the implementation of the Zoning Ordinance, including the issuance of use permits, variance requests, and planned- unit development permits. This division assembles community data; develops and maintains the City’s General Plan, Precise Plans, and Zoning Ordinance; reviews and administers zone change proposals; provides primary staffing to the Environmental Planning Commission; reviews private development projects for design and compliance with the Zoning Ordinance; is responsible for California Environmental Quality Act review and subdivision design; and provides information to the public on regulations, zoning codes, and development projects. Th e Division provides information for private -sector businesses, investors , and developers considering locations in Mountain Vie w and participates in early discussions with people considering new development or uses in the City. The Division also holds hearings on proposed projects through the Development Review Committee and the Zoning Administrator.
MAJOR DIVISION CHANGES
• General Operating Fund:
Senior Planner Position (0.10 FTE): $22,700
Provides funding for a Senior Planner position to address the increase in development projects and increased complexity of project issues (the other 0.90 FTE is budgeted in the Development Services Fund).
• Development Services Fund:
Associate Planner Position: $209,500
Provides funding for an Associate Planner position to support the continued high level of development activity and provide additional support at the Development Services Counter.
Senior Planner Position (0.90 FTE): $204,100
Provides funding for the allocation to the Development Services Fund for the position as noted in the General Operating Fund above.
Assistant Community Development Director (0.65 FTE): $196,800 Provides funding for an Assistant Community Development Director position to oversee the development review process and the Permit Navigation program and cross -departmental team (the other 0.35 FTE is budgeted in the Shoreline Regional Park Community Fund).
Legal Services (limited-period): $125,000
Provides continued funding for legal services to assist wit h complex development projects and/or policies.
COMMUNITY DEVELOPMENT—PLANNING
DIVISION SUMMARY
4-100
Precise Plan Noticing, Filing, and Consultant: $77,500 Provides funding for noticing, filing fees, and consultant assistance for planning projects.
Executive Assistant Position (0.38 FTE): $65,300
Provides funding for an Executive Assistant position to support the Community Development Director (0.25 FTE is in the General Operating Fund Administration Division and the other 0.37 FTE is in the Building Division).
• Shoreline Regional Park Community Fund:
Assistant Community Development Director (0.35 FTE): $106,000 Provides funding for an Assistant Community Development Director position as noted in the Development Services Fund section above.
Legal Services (limited-period): $40,000
Provides continued funding for legal services on matters involving North Bayshore District planning.
Precise Plan Noticing, Filing, and Consultant: $17,500
Provides funding for noticing, filing fees, and consultant assistance for planning projects.
BUD/LHP-820-03 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
20 20 22.38 *2
0 0 0
TOTAL POSITIONS 20 *1 20 *1 22.38 *3
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,207,563 *1 2,940,141 *3 3,372,776
0 0 0
1,106,533 1,391,288 1,812,040
3,314,096 4,331,429 5,184,816
31,347 10,515 45,515 *5
2,308 0 0
914 0 0
294,718 *2 342,892 392,892 *5
31,986 *2 304,000 *4 185,000 *5
361,273 657,407 623,407
0 0 0
0 0 0
TOTAL EXPENDITURES $ 3,675,369 4,988,836 5,808,223
*1
*2
*3
*4
*5
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 10,800 15,100 15,100
846,498 875,000 875,000
1,000 0 0
TOTAL REVENUES $ 858,298 890,100 890,100
In addition there are the following limited-period positions: Senior Planner and Asst/Associate Planner.
COMMUNITY DEVELOPMENT - PLANNING
POSITIONS
Total Regular
DIVISION SUMMARY
Total Part-Time Hourly
General Licenses & Permits
REVENUES
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
EXPENDITURES
Materials and Supplies
Benefits
Salaries
Wages
Addition of Assistant Community Development Director, Senior Planner, Asst/Associate Planner, and 0.38 Executive Assistant positions, and moved an Analyst I/II to the Public Works Department.
In addition there are two limited-period Senior Planner positions (for the duration of Google Reimbursement Agreement).
Includes increased funding of $95,000 for precise plan noticing, filing, and consultant. Also includes limited-period funding of $165,000 for legal services.
Includes limited-period expenditures for legal services.
Includes expenditures for limited-period positions.
Funding for the Analyst I/II position is included in the Sustainability CIP through Fiscal Year 2023-24. Also includes limited-period funding for an Asst./Associate Planner position.
Includes limited-period fundings of $165,000 for legal services, $100,000 for transportation demand management ordinance (rebudget), and $29,000 for Precise Plan noticings (rebudget balance).
Miscellaneous Revenue
Interfund Expenditures
General Service Charges
TOTAL PERSONNEL
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NOTES
4-102
COMMUNITY DEVELOPMENT—ECONOMIC DEVELOPMENT
DIVISION SUMMARY
4-103
DIVISION MANAGER—ECONOMIC VITALITY MANAGER
DIVISION OVERVIEW
Economic Development is responsible for the Citywide economic development program. Economic Development staff serves as a primary contact and liaison with prospective new businesses that may need assistance in finding and developing an appropriate site. Another key function is retaining existing businesses by responding to situations where a business may need to expand or relocate. The program includes outreach efforts such as the corpor ate visitation program and regional economic development programs.
The Economic Development Division is also responsible for staffing the Downtown Committee and works closely with downtown businesses, property owners, and developers. The Division is resp onsible for recruitment and retention of downtown businesses, the review of public and private projects in downtown, coordination for the continued improvement and maintenance of downtown, and for implementation of the Downtown Precise Plan.
MAJOR DIVISION CHANGES
• General Non-Operating Fund:
Business Development Specialist Position (0.34 FTE) (limited-period): $79,100 Provides funding for a three-quarter-time Business Development Specialist position to support the Economic Development Division (the other 0. 41 FTE is funded from the Downtown Benefit Assessment District Fund and the Shoreline Community Fund).
Retail Vacancy Analysis and Support (limited-period): $20,000 Provides funding for consultant services to support commercial property owners with assessing and filling vacant space. This funding would allow the City to assist up to 10 vacant storefronts (this item is also funded by the Shoreline Regional Park Commun ity Fund).
City Council Strategic Priority Project—Public Art Strategy (rebudget): $10,000 Rebudgets funding for a consultant to complete the Public Art Strategy. • Downtown Benefit Assessment Districts Fund:
Business Development Specialist Position (0.23 FTE) (limited-period): $52,100 Provides funding for the allocation to the Downtown Benefit Assessment District Fund for the three-quarter-time position as noted in the General Non-Operating Fund section above.
City Utility Cost Increase: $3,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800).
COMMUNITY DEVELOPMENT—ECONOMIC DEVELOPMENT
DIVISION SUMMARY
4-104
• Shoreline Regional Park Community Fund:
Business Development Specialist Position (0.18 FTE) (limited-period): $43,400 Provides funding for the allocation to the Shoreline Community Fund for the three-quarter- time position as noted in the General Non-Operating Fund section above.
Retail Vacancy Analysis and Support (limited-period): $10,000 Provides funding for consultant services as noted in the General Non -Operating Fund section above.
BUD/LHP-820-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
2 2 2
0 0 0
TOTAL POSITIONS 2 *1 2 *1 2 *2
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 186,560 436,231 *2 549,942 *5
80,427 *1 32,000 32,000
126,378 178,876 191,847
393,365 647,107 773,789
21,085 *1 11,610 11,610
97,280 96,000 96,000
78,028 130,000 133,000 *6
283,750 *1 126,500 *3 146,500 *7
56,188 *1 105,370 *4 15,370 *7
536,331 469,480 402,480
0 0 0
108,400 108,400 108,400
TOTAL EXPENDITURES $ 1,038,096 1,224,987 1,284,669
*1
*2
*3
*4
*5
*6
*7
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 5,890 *1 156,000 *1 156,000
165,386 178,600 178,600
162 0 0
TOTAL REVENUES $ 171,438 334,600 334,600
*1
COMMUNITY DEVELOPMENT - ECONOMIC DEVELOPMENT
DIVISION SUMMARY
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
Total Part-Time Hourly
EXPENDITURES
In addition, there is a limited-period 0.5 FTE Secretary position.
Salaries
In addition, there is a limited-period 0.75 FTE Business Development Specialist position.
Miscellaneous Revenue
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Includes limited-period funding of $100,000 for downtown parking consultant services (rebudget balance).
Includes limited-period funding for a 0.75 FTE Business Development Specialist position.
Includes increased funding of $3,000 for City utilities cost increase.
Includes limited-period fundings of $30,000 for retail vacany analysis and support, and $10,000 for public art strategy (rebudget).
Wages
Benefits
Capital Outlay
Interfund Expenditures
General Service Charges
REVENUES
General Licenses & Permits
Includes limited-period expenditures for a Secretary position, Small Business Strategy, and downtown parking long-term solutions.
Parking permit revenue lower due to impacts of COVID-19 pandemic.
Professional/Technical Services
Includes limited-period funding for a 0.50 FTE Secretary position.
Includes limited-period funding of $10,000 for public art strategy.
Other Expenses
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NOTES
4-106
COMMUNITY DEVELOPMENT—
HOUSING AND NEIGHBORHOOD SERVICES
DIVISION SUMMARY
4-107
DIVISION MANAGER—HOUSING AND
NEIGHBORHOOD SERVICES MANAGER
DIVISION OVERVIEW
Housing and Neighborhood Services handles a variety of neighborhood - and housing -related issues, including affordable housing information, the Below -Market-Rate (BMR) Housing Pro gram, a volunteer mediation program for neighborhood and tenant/landlord disputes, and other activities that support a variety of housing opportun ities and promote quality neighborhoods. Housing and Neighborhood Services is also responsible for staffing the Council Neighborhoods Committee, which holds neighborhood meetings throughout the City.
The Division also administers the Community Development Block Grant (CDBG) and HOME Federal funds allocated to the City by the U.S. Department of Housing and Urban Development (HUD). These grant funds benefit primarily low- and moderate -income citizens by funding affordable housing projects and com munity services and improvements.
MAJOR DIVISION CHANGES
• Below-Market-Rate(BMR) Housing Fund:
La Avenida Affordable Development (rebudget balance): $13,700,000 Rebudgets the balance of funding approved midyear for the La Avenida affordable housing development project.
La Avenida Predevelopment (rebudget balance): $1,273,000 Rebudgets the balance of funding approved for the predevelopment of La Avenida NO FA project.
Lot 12 Predevelopment (rebudget balance): $256,400
Rebudgets the balance of funding approved for the predevelopment of Lot 12.
Consulting Services—Affordable Housing (limited-period): $90,000 Provides funding for external consulting services to support the implementation of Housing and Neighborhood Services Division programs.
Legal Services (limited-period): $85,000
Provides funding for legal services to comply with new housing laws.
Legal Services—Affordable Housing: $20,000
Provides increased funding for legal services to comply with new housing laws.
COMMUNITY DEVELOPMENT—
HOUSING AND NEIGHBORHOOD SERVICES
DIVISION SUMMARY
4-108
• Housing Impact Fund:
Montecito Avenue NOFA Predevelopment (rebudget balance): $1,136,000 Rebudgets the balance of funding approved for the predevelopment of the Montecito Avenue NOFA project.
Consulting Services—Affordable Housing: $20,000
Provides funding for external consulting to provide financial and economic analysis relating to affordable housing proposals.
• CSFRA/Rental Housing Committee (RHC) Fund:
Office Assistant I/II Position: $140,400
Provides funding for an Office Assistant I/II position to support rent stabilization programs.
Duties will include organizing staff meetings and workshops, printing of collateral, assisting in website updates, and the initial intake of customer inquiries.
Net Miscellaneous Expenses: ($132,500)
Provides savings from operating expenses as recommended by the RHC on May 23, 2022. • MHRSO/Rental Housing Committee (RHC) Fund:
Net Miscellaneous Expenses: $90,000
Provides funding for operating expenses as recommended by the RHC on April 25, 2022.
BUD/LHP-820-06 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
10 10 12 *1
0 0 0
TOTAL POSITIONS 10 10 12
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 885,787 1,243,692 *2 1,524,567
15,446 *1 0 *2 0
474,493 717,029 828,417
1,375,726 1,960,721 2,352,984
116,619 209,570 219,570 *5
42,330 55,065 60,065 *5
0 0 0
2,259,655 *1 5,846,455 *3 2,745,323 *5
186,340 *1 4,072,264 *4 16,611,336 *6
2,604,944 10,183,354 *2 19,636,294
0 120,200 94,000
0 0 0
TOTAL EXPENDITURES $ 3,980,670 12,264,275 22,083,278
*1
*2
*3
*4
*5
*6
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 409,782 872,267 870,000
1,255,376 1,524,900 2,074,113
0 0 200,000
$ 1,665,158 2,397,167 3,144,113
COMMUNITY DEVELOPMENT - HOUSING AND NEIGHBORHOOD SERVICES Utilities
Professional/Technical Services
Total Part-Time Hourly
EXPENDITURES
Salaries
Wages
Benefits
POSITIONS
Total Regular
TOTAL PERSONNEL
Materials and Supplies
DIVISION SUMMARY
Addition of an Office Assistant I/II position and midyear addition of an Analyst I/II position.
Includes limited-period expenditures for Lot 12 development, legal services, and various NOFA project predevelopment costs.
Maintenance and Operations
Other Expenses
TOTAL REVENUES
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
General Service Charges
Miscellaneous Revenue
Includes savings of $66,500 as recommended by the RHC on May 17, 2021 for net miscellaneous expenses.
Includes limited-period funding of $8,600 for Lot 12 development (rebudget balance).
Includes limited-period fundings of $1.3 million for Montecito Predevelopment, $1.3 million Lot 12 Predevelopment (rebudget balance), $1.3 million La Avenida Predevelopment (rebudget balance), $75,000 for legal services, and $50,000 for Lot 12 development (rebudget balance).
Includes increased funding of $90,000 for MHRSO net miscellaneous expenses as recommended by the RHC on April 25, 2022, and savings of $132,500 for CSFRA net miscellaneous expenses as recommended by the RHC on May 23, 2022. Also includes increased fundings of $20,000 for legal services, and $20,000 for consulting services.
Includes limited-period fundings of $13.7 million for La Avenida affordable development (rebudget balance), $1.3 million for La Avenida predevelopment (rebudget balance), $1.1 million for Montecito Avenue NOFA predevelopment (rebudget balance), $256,400 for Lot 12 predevelopment (rebudget balance), $90,000 for consulting services, and $85,000 for legal services.
REVENUES
Federal Intergovernmental Revenue
4-109
COMMUNITY DEVELOPMENT—BUILDING INSPECTION
DIVISION SUMMARY
4-110
DIVISION MANAGER—CHIEF BUILDING OFFICIAL
DIVISION OVERVIEW
The Building Inspection Division, includ ing new-construction fire prevention functions in coordination with the Planning Division, helps provide the community a true “one-stop” service for development -related activities. The Division is primarily responsible for the review of all building construction -related applications for conformance to the adopted Un iform Building Code and City Code to ensure safe and habitable structures within the City. The Building Inspection Division inspection services help to ensure conformance to the adopted codes and adherence to the approved construction plans. Building Inspection staff is also a valuable resource to the community and City staff for building, fire, plumbing, electrical, mechanical, State - and Federal-related code questions, interpretations, and guidance.
MAJOR DIVISION CHANGES
• Development Services Fund:
Executive Assistant Position (0.37 FTE): $65,200
Provides funding for an Executive Assistant position to support the Community Development Director (0.25 FTE is in the General Operating Fund Administration Division and the other 0.37 FTE is in the Planning Division).
Code Adoption Materials (limited-period): $15,000
Provides funding for the acquisition of required Building and Fire Code materials.
BUD/LHP-820-07 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
20.25 20.25 20.62 *1
0 0 0
TOTAL POSITIONS 20.25 20.25 20.62
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,672,383 2,240,294 *1 2,395,453 *1
39,918 0 0
973,931 1,344,180 1,438,816
2,686,232 3,584,474 3,834,269
34,959 35,515 35,515
5,845 53,500 53,500
15,622 20,000 20,000
2,157,897 1,510,000 1,510,000
8,642 23,855 38,855 *2
2,222,965 1,642,870 1,657,870
0 0 0
13,871 38,000 39,000
TOTAL EXPENDITURES $ 4,923,068 5,265,344 5,531,139
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 5,963,127 7,075,000 7,075,000
2,557,972 4,388,700 3,580,000
Miscellaneous Revenue 56 0 0
TOTAL REVENUES $ 8,521,155 11,463,700 10,655,000
Capital Outlay
Funding for the Deputy Building Official position is included in the Sustainability CIP through Fiscal Year 2023-24.
POSITIONS
REVENUES
Interfund Expenditures
EXPENDITURES
Salaries
Wages
Addition of 0.37 Executive Assistant position.
Includes limited-period funding of $15,000 for code adoption materials.
COMMUNITY DEVELOPMENT - BUILDING INSPECTION
DIVISION SUMMARY
General Licenses & Permits
General Service Charges
Total Regular
Total Part-Time Hourly
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-111
NOTES
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4-112
BUD/OC-PW FY2022-23 4-113
PUBLIC WORKS DEPARTMENT
TRANSPORTATION AND
BUSINESS SERVICES
1 Assistant Public Works Director
(Damian Skinner)
Administration
1 Senior Management Analyst
0.5 Analyst I/II
1 Secretary
0.5 Program Assistant
1 Office Assistant III
Transportation Management
1 Transportation Manager
2 Transportation Planner
1 Transportation Planner***
1 Analyst I/II***
Property Management
1 Real Property Program Administrator
Solid Waste
1 Solid Waste Program Manager
1 Senior Management Analyst
1 Analyst I/II
1 Administrative Aide
Facilities Maintenance
0.5 Fleet and Facilities Manager
1 Facilities Maintenance Supervisor
1 Facilities Contract Coordinator
2 Facilities Maintenance Worker III
2 Facilities Maintenance Worker I/II
1 Facilities Maintenance
Worker I/II (Limited-Period)**
1 Program Assistant
Fleet Services
0.5 Fleet and Facilities Manager
1 Equipment Maintenance Supervisor
2 Equipment Mechanic III
4 Equipment Mechanic I/II
1 Equipment Service Worker
1 Program Assistant
PUBLIC SERVICES
1 Assistant Public Works Director (Lisa Au)
Safety/Administration
1 Safety and Training Administrator
1 Senior Management Analyst
1 Public Services Technician
1 Secretary
3 Office Assistant III
Engineering and Envir. Compliance
1 Principal Civil Engineer
3 Senior Civil Engineer
1 Senior Civil Engineer
(Limited-Period)
2 Junior/Assistant/Associate Engineer
1 Facilities Contract Coordinator
Utilities Management
1 Utilities Services Manager
0.7 Senior IT Analyst
Utility Systems
1 Utilities Systems Supervisor
1 Utilities Systems Specialist
1 Utilities Electrician
2 Senior Utilities Systems Technician
Water Operations
1 Water Supervisor
1 Cross-Connection Control Specialist
1 Water Utility Worker III
3 Water Utility Worker I/II
Water Distribution
1 Water Superintendent
1 Water Resources Manager
1 Water Resources Technician
1 Water Quality Technician
1 Water Operations Specialist
3 Senior Water System Operator
1 Utilities Inspector/Locator
1 Heavy Equipment Operator
2 Water Utility Worker III
3 Water Utility Worker I/II
Wastewater
1 Wastewater Supervisor
2 Wastewater Utility Worker III
5 Wastewater Utility Worker I/II
Streets Maintenance
0.5 Streets and Landfill Closure Manager
1 Streets Supervisor
1 Street Lighting Technician
1 Heavy Equipment Operator
3 Streets Maintenance Worker III
4 Streets Maintenance Worker I/II
2 Street Sweeper Operator
Landfill Maintenance
0.5 Streets and Landfill Closure Manager
0.3 Senior IT Analyst
1 Postclosure Supervisor
2 Postclosure Envir. Sys. Specialist
2 Senior Postclosure Envir. Sys. Technician
1 Heavy Equipment Specialist
ENGINEERING
1 Assistant Public Works Director*
(Ed Arango)
0.5 Analyst I/II
0.5 Program Assistant
Construction Engineering
1 Principal Civil Engineer
1 Senior Civil Engineer
4 Junior/Assistant/Associate Engineer
1 Senior PW Inspector
2 PW Inspector I/II
Capital Projects
1 Principal Civil Engineer
2 Senior Civil Engineer
5 Junior/Assistant/Associate Engineer
Parks and Buildings
1 Principal Project Manager
0.5 Senior Civil Engineer
3 Senior Project Manager
Traffic Engineering
1 Traffic Engineer
2 Senior Civil Engineer
2 Junior/Assistant/Associate Engineer
Land Development
1 Principal Civil Engineer
4 Senior Civil Engineer
2 Senior Civil Engineer
(Limited-Period)****
6 Junior/Assistant/Associate Engineer
1 Engineering Assistant I/II
PUBLIC WORKS DIRECTOR
(Dawn Cameron)
FISCAL YEAR 2022-23 POSITION TOTALS: 144.0 Full-Time
0.5 Regular Part-Time
4.0 Limited-Period
* This position also acts in the capacity of City Engineer. ** Funded by the Sustainability CIP through Fiscal Year 2022-23. *** Funded by the Sustainability CIP through Fiscal Year 2023-24. **** Two limited -period Senior Civil Engineer positions have been approved for the duration of the Google Reimbursement Agreement.
1 Executive Assistant
NOTES
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4-114
PUBLIC WORKS
DEPARTMENT SUMMARY
4-115
DEPARTMENT MANAGER—PUBLIC WORKS DIRECTOR
DEPARTMENT MISSION STATEMENT
Plan, design, review, construct, operate, maintain, and improve the City ’s infrastructure, facilities, utilities, fleet, property, and equipment.
DEPARTMENT OVERVIEW
The Public Works Department plans, designs, reviews, constructs, operates, maintain s, and improves the City ’s infrastructure, facilities, utilities, fleet, property, and equipment; administers the City’s Solid Waste Management, Real Estate Management, and Grant programs; provide s traffic engineering and transportation planning services; and permits private developments in the public right-of-way.
DEPARTMENT FUNCTIONS
• Represent the City’s interest in local and regional public works studies and projects and encourage the highest design and environmental quality in public and private improvements. • Manage the City’s participation in the National Flood Insurance Program. • Manage the acquisition, lease, and disposal of City real property. • Meet State-mandated solid waste landfill diversion goals by maximizing commercial and residential recycling. (M 1)
• Represent the City in matters relating to, and provide for, solid waste collection and disposal. • Manage and implement the City’s annual Capital Improvement Program (CIP). (M 5,) • Ensure the design and construction of programmed capital projects remain on schedule and within budget. (M 6)
• Review, evaluate, and regulate private and public development and construction in the public right-of-way in conformance with the City’s General Plan, ordinances, and policies. (M 7, 8) • Review maps and plans of proposed private developments and assist developers, consultants, engineers, and the public in complying with the City’s conditions of approval for private developments. (M 7, 8) • Manage the processing of private developments, utility company projects, and encroachment and excavation permits.
• Provide for safe, efficient , and co nvenient circulation of vehicle , bicycle , and pedestrian traffic within the community.
• Maintain traffic-related records, conduct surveys, and perform studies as necessary for the analysis of traffic problems and develop and implement mitigation measures when appropriate.
PUBLIC WORKS
DEPARTMENT SUMMARY
4-116
• Maintain public streets, sidewalks, parking lots, streetlight systems, and traffic -control measures, including traffic signals. (M 9)
• Manage the City ’s facilities maintenance and improvement efforts to ensure safe and aesthetically pleasing facilities and provide project management and contract administration services. (M 2) • Maintain and assist in the procurement of the City’s vehicle and equipment fleet. (M 3, 4) • Manage occupational safety programs and practices in the Public Works and Community Services Departments.
• Operate and maintain the recycled water supply and distribution system. • Operate and maintain wastewater collection and discharge systems . (M 10, 11) • Operate and maintain the City’s potable water supply and distribution system. (M 12, 13) • Monitor water quality and ensure compliance with all regulations. (M 13) • Manage the City ’s water purchases and consumption to meet State water conservation goals and water supply contract minimum purchase requirements.
• Represent the City in regional transportation issues and congestion management planning. • Continue to monitor regional transportation projects and coordinate with local, regional, and State transportation agencies.
• Operate and maintain the landfill cap, gas, and leachate collection systems, gas wells, flare station, and landfill gas-fueled microturbines. (M 14)
• Manage shopping cart collection and graffiti abatement activities. • Continue providing landscaping selection assistance, irrigation Best Management Practices guidance , and on-site support to recycled water system customers.
• Continue to implement bicycle and pedestrian mobility improvements that are low -cost and easily implementable.
• Manage the recycled water program to improve water quality, maximize water use, expand the City ’s distribution system, and participate in efforts to develop a regional distribution system.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Adopted the Mandatory Organic Waste Disposal Reduction Ordinance for residents and businesses to comply with SB 1383.
• Adopted an update to the Food Service Ware Ordinance to advance the City’s Zero Waste Plan initiative, Food Ware Packaging Reduction Plan, Phase 1.
PUBLIC WORKS
DEPARTMENT SUMMARY
4-117
• Launched a new and improved S afe Routes to School program, with the first major training events on April 7, 2022 at Graham Middle School for 800 students and April 26 and 27 at Edith Landels Elementary School for 330 students.
• Approved vacation of Gamel Way in support of a developm ent that will add 121 residential units. • Completed construction of the following capital projects: Water Main Emergency Replacement on San Antonio Road; Charleston Road Crossing at Permanente Creek; Park Irrigation Pump Station; Fayette Greenway; Calderon Bike Lanes; City Hall Locker Room Renovation with New Lactation Room; Metal Beam Guardrail installation at the intersections of Grant Road/South Drive and Moorpark Way/Dana Street; Sewer Interceptor Trunk Main; Annual Water Main Replacement; Pyramid an d Mora Parks; Michaels Restaurant Renovation; City Hall/CPA HVAC Replacement; and Sailing Lake Access Road. • Began construction of the Rengstorff Aquatics Center, a traffic signal replacement project at Shoreline Boulevard and Villa Street, and Shoreline Maintenance Storage Building. • Completed the conversion of the Fire Station 1 HVAC system to a new electrically powered system. • Installed additional touchless pedestrian push buttons at traffic signals. • Completed the North Bayshore Circulation and Feasibility Study. • Completed the Recycled Water Feasibility Study.
• Completed the 2021 Sea Level Study Update.
• Completed the bid process and selected a new vendor for Janitorial Services in conjunction with the Finance and Administrative Services Department.
• Collaborated with the U .S. Fish and Wildlife Service and the California State Coastal Cons ervancy to start hauling soil for the South Bay Salt Pond Restoration Project. • Started selling landfill gas to Google/Bloom Energy to generate power at their fuel cell system. • Completed the Whisman Pump Station Assessment study.
• Provided Safety Day Training to Public Works and Community Services Department field staff.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects) • Develop a Community Workforce Agreement, in conjunction with the City Manager’s Office. • Expand access to broadband across communities , supporting the City Manager’s Office and Information Technology Department.
• Develop a Citywide Transportation Demand Management Ordinance , in conjunction with the Community Development Department.
PUBLIC WORKS
DEPARTMENT SUMMARY
4-118
• Complete the Castro Pedestrian Mall Feasibility Study , in conjunction with the Community Development Department.
• Continue to implement the Transit C enter Master Plan, in conjunction with the Community Development Department.
• Prepare the Citywide Travel Demand Model Update (including the Greenhouse Gas Reduction Program), in conjunction with the Community Development Department.
• Develop a City Ac tive Transportation Plan (combining Pedestrian Master Plan, Bicycle Master Plans, and green streets elements), in conjunction with the Community Services Department. • Continue to Participate in the South Bay Salt Ponds project , in conjunction with Califo rnia State Coastal Commission.
• Support definition of biodiversity requirements for landscaping in Mountain View, in conjunction with the Community Services and Community Development Department s. • Support update of the City/School District Joint-Use Master Agreement, in conjunction with the Community Services Department.
• Support development of a Parks and Recreation Strategic Plan, in conjunction with the Community Services and Community Development Departments.
• Support a Study Session to explore considerations for a Moffett Boulevard Precise Plan, in conjunction with the Community Development Department.
• Continue to plan, coordinate, and oversee COVID-19 recovery efforts for the City workforce and facilities, supporting the City Manager’s Office and Human Resources Department. • Conduct a City Buildings Workspace Study.
• Support development of an ordinance for responsible construction, in conjunction with the City Manager’s Office and Community Development Department.
• Construct the Shoreline Boulevard transit lane and utility improvements, including protected bikeways. • Continue the preliminary design of Shoreline Boulevard bicycle/pedestrian bridge over U.S. 101. • Continue to coordinate the process for a permane nt closure of the 100 to 300 blocks of Castro Street and implementation of interim improvements until a permanent Pedestrian Mall can be designed and constructed, in conjunction with the Community Development, Community Services, and Police Departments. • Implement the recommendations from the Development Services Review Study for the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Community Development, Fire, and Information Technology Departments. • Support the planning and entitlement processes for the Master Plans in the North Bayshore Precise Plan area and the East Whisman Precise Plan area, in conjunction with the Community Development Department.
PUBLIC WORKS
DEPARTMENT SUMMARY
4-119
• Continue design of three new parks (400 San Antonio Road, 1720 Villa Street, and 525 to 555 East Evelyn Avenue), in conjunction with the Community Services Department. • Complete Final Design of the Plymouth Street/Space Park Way realignment and the U.S. 101/Shoreline Boulevard Off-Ramp realignment projects.
• Work with Caltrans to include pedestrian improvements and protected bikeways in their upcoming El Camino Real paving project.
• Complete design and begin construction of the Stierlin Road Bicycle and Pedestrian Improvements consistent with the timeline requirements of the Federal grant.
• Work with Caltrain and VTA on the Final Design for both the Transit Center (Castro Street) and Rengstorff Grade Separation projects and with MTC and VTA to apply for Federal and State grant funding for the projects. • Complete design of the Center for the Performing Arts SecondStage seating and support space upgrade , in conjunction with the Community Services Department.
• Construct the erosion control project at Shoreline Sailing Lake, which includes installation of a new dock and kayak launch area, in conjunction with the Community Services Department. • Complete improvements to parks and facilities, including Cuesta Park and Sylvan Park, in conjunction with the Community Services Department.
• Begin design for the new Public Safety Building, in conjunction with the Police and Fire Departments. • Construct the new Rengstorff Aquatics Center Replacement Project, in conjunction with the Community Services Department.
• Continue to implement the new and expanded Safe Routes to School program, in partnership with the school districts, schools, parents, and students.
• Complete the Recycled Water Feasibility Study Update and identify projects for recycled water storage and distribution expansion to include in the five-year Capital Improvement Program (CIP). • Work with the City of Palo Alto to prepare a Restated Agreement between the City of Palo Alto, the City of Mountain View, and the City of Los Altos for the acquisition, construction, operation, and maintenance of a Joint Wastewater Treatment and Sewer System.
• Support interagency collaboration on climate resilience and Sea Level Rise, including exploration of the formation of a regional Sea Level Rise networking group, in conjunction with the City Manager’s Office. • Identify opportu nities to purchase property for new parks, in conjunction with the Community Services Department.
PUBLIC WORKS
DEPARTMENT SUMMARY
4-120
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Transportation and Business Services:
1. Pounds of disposed waste per person per
day. 3.9 4.2 <7.8 3.2 <7.8
2. Percentage of Facilities Section work orders
completed in 30 days or fewer. 73%(A) 87%(A) >90% 90% >90%
3. Percentage of Fleet Section work orders
completed in 30 days or fewer. 95% 96% >95% 96% >95%
4. Percentage of time frontline fleet units are
available (Public Services and Community
Services field vehicles). 98% 98% >95% 98% >95%
Engineering:
5. Percentage of construction projects
completed with less than 10% time increase
over the original contract award. 100% 100% >85% 100% >85%
6. For capital improvement projects, the
percentage of time the low bid is within
25% of the Engineer’s Estimate. 89% 89% >75% 83% >75%
7. Percentage of time all tentative maps and
private development applications are
reviewed within the departmental standard
review time. 64%(B) 55%(C) >70% 81%(D) >70%
8. Percentage of time building plans are
reviewed within the departmental standard
review time. 89%(E) 69%(F) >90% 80%(G) >80%
9. Pavement Condition Index (PCI) for asphalt
(Metropolitan Transportation Commission
rating scale of 0-100, 70-100 being good to
excellent). 61(H) 72(I) >75 72(J) >75
Public Services:
10. Number of feet of sewer mains cleaned. 974,265(K) 901,092 >500,000 444,586 >500,000
11. Total number of sanitary sewer overflows. 2 4 <6 1 <6
12. Total number of water main breaks. 8(L) 15(M) <6 6(N) <6
13. Total number of water quality reportable
events. 0 1(O) 0 0 0
14. Total number of air and/or water quality
reportable events at the closed landfills. 0 0 <4 0 <4
_________________________
(A) Significant temporary reductions in work force due to COVID -19 resulted in work order completion delays. (B) Two hundred eighty-two (282) out of 434 excavation permits , and 206 out of 332 planning commentaries were reviewed within the standard time. The increase in review time was due to the continued high level and complexity of work load performed by existing staff resourc es. Additionally, staff resources for Fiscal Year 2019-20 were not fully filled.
(C) Three hundred thirty-five (335) out of 548 excavation permits and 121 out of 282 planning commentaries were reviewed within the standard time. The increase in review time was due to the continued high level and complexity of work load performed by existing staff resources and COVID -19 pandemic impacts on work
PUBLIC WORKS
DEPARTMENT SUMMARY
4-121
processes. Additionally, staff resources for Fiscal Year 2020 -21 were not fully filled and new staff needed to be trained on processes.
(D) Two hundred fifty (250) out of 313 building plans were reviewed within the standard time. The increase in review time was due to the continued high level and complexity of workload performed by existing staff resources and COVID-19 pandemic impacts on work processes. Staff resources are fully filled, but new staff need to be trained on processes.
(E) Five hundred fifty-three (553) out of 632 building plans were reviewed within the standard time. The increase in review time was due to the significant increase in the volume of plans and complexity of the work performed by the existing staff resources. Additionally, staff resources for Fiscal Year 2019-20 were not fully filled. (F) Five hundred six (506) out of 731 building plans were reviewed within the standard time. The increase in review time was due to the significant increase in volume of plans and complexity of the work performed by the existing staff resources. Additionally, staff resources for Fiscal Year 2020 -21 were not fully filled , and new staff needed to be trained on processes.
(G) Two hundred fifty (250) out of 313 building plans were reviewed within the standard time. The increase in review time was due to the continued high level and complexity of workload performed by existing staff resources and COVID-19 pandemic impacts on work processes. Staff resources are fully filled, but new staff need to be trained on processes.
(H) The City still strives to reach a PCI target of 75 points. Due to the recent adjustment of the PCI rating system by a new evaluation firm that brought the City’s PCI down by nine points, the City has since allocated more funding to street reconstruction and resurfacing projects. The PCI assessment is conducted every two years with the last assessment performed in 2018. Therefore, the current rating will show deterioration until the new assessment is completed in fall 2022.
(I) The MTC hired a new consulting firm to assess the City’s PCI in Fiscal Year 2020 -21 (different firm than the two previous assessments). The firm has completed and certified the recent assessment and determined the PCI is higher than the previous assessments. The City still strives to reach a PCI target of 75 , and Fiscal Year 2019 -20 has continued to allocate more funding to street reconstruction and resurfacing projects . (J) The City still strives to reach a PCI target of 75 points. Staff met with the Metropolitan Transportation Commission staff in 2021 to ev aluate the data integrity from the 2018 pavement evaluation. MTC and the City agreed that there were significant data issues that called into question the accuracy of the 2018 PCI value for the City’s network. This value will not be used in the City’s three-year average or for considering future funding. (K) Sewer mains area excee ded goal due to having a full (seven -worker) crew and two working Vac -Cons for the entire fiscal year cleaned.
(L) Six of the eight main breaks were “beam breaks” attributed to ground movement, and the other two were holes in the main due to aging infrastructure.
(M) Four of the breaks were mains due to be replaced in Fiscal Year 2021-22, and one break was on a main replaced in Fiscal Year 2020 -21. Eight of the 15 were “beam breaks” attributed to ground movement , and seven breaks were due to holes in the main due to aging infrastructure. (N) Three of the six main breaks were “beam breaks” attributed to ground movement, one gate valve failure due to ground movement, and the other two were holes in the main due to aging infrastructure. Two of the breaks were located on Spring Street, which is currently being replaced in the CIP project. (O) The positive bacteriologist sample was due to a sampling error. The sample was retaken and came back negative.
BUD/LHP-939-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
4 4 4
0 1 *2 1
10.50 10.50 12.50 *4
3 3 3
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
0 0 1 *4
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
15 15 19 *4/5
2 2 3 *6
1 1 1
2 2 2
1 1 1
1 1 1
1 1 1
1 1 1
3 3 3
2 2 2
Senior Postclosure Environmental Systems Tech 2 2 2 Street Lighting Technician 1 1 1
Engineering Assistant I/II 1 1 1
Heavy Equipment Specialist 1 1 1
80.50 81.50 89.50
Principal Civil Engineer
Senior Civil Engineer
Senior Project Manager
Transportation Planner
Senior Utilities Systems Technician
PUBLIC WORKS
POSITIONS
Public Works Director
Assistant Public Works Director
DEPARTMENT SUMMARY
Facilities Contract Coordinator
Jr/Asst/Associate Engineer (Civil)
Analyst I/II
Equipment Maintenance Supervisor
Postclosure Environmental Systems Specialist
Fleet and Facilities Manager
Utilities Services Manager
Streets and Landfill Closure Manager
Utilities Electrician
Transportation Manager
Solid Waste Program Manager
Streets Supervisor
Safety and Training Administrator
Traffic Engineer
Real Property Program Administrator
Utilities Systems Supervisor
Postclosure Supervisor
Principal Project Manager
Water Superintendent
Water Resources Manager
Senior Management Analyst
Water Quality Supervisor
Facilities Maintenance Supervisor
Wastewater Supervisor
Senior Information Technology Analyst
Utility Systems Specialist
Senior Water System Operator
Senior Public Works Inspector
Water Operations Specialist
SUBTOTAL REGULAR
Water Quality Technician
4-122
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
80.50 81.50 89.50
Water Resource Technician 1 1 1
1 1 1
1 *1 1 2 *4
1 1 1
2 2 2
2 2 2
2 2 2
2 2 2
4 4 4
1 1 1
3 3 3
4 4 4
2 2 2
3 3 3
6 6 6
2 2 2
5 5 5
1 1 1
0 0 1 *4
3 3 3
0 0 1 *5
2 2 2
4 4 4
132.50 133.50 144.50
1.12 1.12 1.12
TOTAL POSITIONS 133.62 *1 134.62 *3 145.62 *7 *1
*2
*3
*4
*5
*6
*7
Equipment Service Worker
TOTAL PART-TIME HOURLY
Secretary
Heavy Equipment Operator
Water Utility Worker III
Water Utility Worker I/II
Wastewater Utility Worker III
In addition there are the following limited-period positions: two Senior Civil Engineers (for the duration of the Google Reimbursement Agreement), four Jr/Asst/Associate Civil Engineers, Public Works Inspector I/II, Administrative Aide, and a Senior Civil Engineer position and a Facilities Maintenance Worker I/II position (funded by the Sustainability CIP through Fiscal Year 2021-22 and Fiscal Year 2022-23, respectively).
Addition of a Principal Project Manager position.
Facilities Maintenance I/II
Equipment Mechanic III
Utilities Inspector/Locator
DEPARTMENT SUMMARY
PUBLIC WORKS
Public Services Technician
In addition there is a Public Works Inspector I/II overhire position and the following limited-period positions: two Senior Civil Engineers (for the duration of the Google Reimbursement Agreement), four Jr/Asst/Associate Civil Engineers, an Administrative Aide, and a Senior Civil Engineer position and a Facilities Maintenance Worker I/II position (funded by the Sustainability CIP).
TOTAL REGULAR
Program Assistant
Administrative Aide
Addition of three Senior Civil Engineer positions, a Jr/Asst/Associate Civil Engineer position, a Public Works Inspector I/II position, and an Administrative Aide position.
Midyear addition of three Jr/Asst/Associate Civil Engineer positions and an Executive Assistant position.
Executive Assistant
Office Assistant III
Transferred an Analyst I/II position from the Community Development Department.
In addition there are the following limited-period positions: two Senior Civil Engineers (for the duration of the Google Reimbursement Agreement), a Senior Civil Engineer position, and a Facilities Maintenance Worker I/II position (funded by the Sustainability CIP through 2022-23).
Wastewater Utility Worker I/II
Streets Maintenance Worker I/II
Streetsweeper Operator
Streets Maintenance Worker III
Public Works Inspector I/II
POSITIONS CONTINUED
Balance Forward
Facilities Maintenance III
Cross-Connection Cntrl Specialist
Equipment Mechanic I/II
4-123
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,405,191 1,235,169 1,314,632
17,828,568 21,036,676 23,379,332
7,325,180 8,871,053 9,578,020
49,373,396 54,806,497 62,029,639
TOTAL EXPENDITURES $ 75,932,335 85,949,395 96,301,623
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 23,183,583 26,897,358 29,256,283
51,840,130 58,009,537 65,885,840
80,153 35,000 120,000
828,469 1,007,500 1,039,500
TOTAL EXPENDITURES $ 75,932,335 85,949,395 96,301,623
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 11,210,034 12,062,821 13,165,968
231,621 480,000 359,800
Building/Development Services 3,782,767 4,877,745 5,502,681 1,084,029 1,378,252 1,529,955
28,916,815 30,450,128 34,205,872
15,943,488 18,989,864 22,022,013
12,188,495 14,820,955 16,515,725
2,575,086 2,889,630 2,999,609
TOTAL FUNDING $ 75,932,335 85,949,395 96,301,623
Public Services
Water
Wastewater
Solid Waste
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
General Non-Operating
General Operating
Shoreline Regional Park Community
Equipment Maintenance and Replacement
Interfund Expenditures
FUNDING SOURCES
EXPENDITURE SUMMARY
Transportation and Business
Engineering
DEPARTMENT DIVISIONS
Public Works Administration
PUBLIC WORKS
DEPARTMENT SUMMARY
4-124
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,176,410 975,000 985,000
100,000 0 0
277,136 135,000 135,000
2,195,507 1,500,000 1,257,000
35,462,274 *1 34,707,000 *4 36,691,000 *7
22,229,185 *2 24,980,000 *5 28,411,000 *8
924,010 *1 800,000 *4 895,000 *7
14,439,395 *3 15,013,000 *6 15,002,000 *5
1,327,081 539,000 539,000
2,451,961 3,059,500 3,155,500
53,400 53,400 53,400
TOTAL REVENUE $ 80,636,359 81,761,900 87,123,900
*1
*2
*3
*4
*5
*6
*7
*8
Includes rate increase of 12% for average cost of water and meter rates and 5% for recycled water.
Includes rate increase of 8%.
State Intergovernmental Revenue
Water Service Charges
Refuse Service Charges
Wastewater Service Charges
Includes rate increase of 1% for average cost of water and meter rates and for recycled water.
Includes rate increase of 4%, 2% effective July 1, 2020 and 2% effective January 1, 2021.
Includes rate increase of 4%.
Includes rate increase of 6%.
Interfund Revenue Transfers
Recycled Water Charges
Equipment Maintenance Charges
Miscellaneous Revenue
Includes rate increase of 1% for average cost of water and meter rates and 50 cent per unit increase for recycled water effective January 1, 2021.
Includes rate increase of 2% effective January 1, 2021.
General Service Charges
Local Intergovernmental Revenue
General Licenses & Permits
DEPARTMENT SUMMARY
PUBLIC WORKS
REVENUE SUMMARY
4-125
PUBLIC WORKS—ADMINISTRATION
DIVISION SUMMARY
4-126
DIVISION MANAGER—PUBLIC WORKS DIRECTOR
DIVISION OVERVIEW
Administration is responsible for management of the Department. This Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
BUD/LHP-939-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
3.50 3.50 3.50
0 0 0
TOTAL POSITIONS 3.50 3.50 3.50
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 753,487 806,951 864,672
0 0 0
603,754 395,598 417,340
1,357,241 1,202,549 1,282,012
24,382 23,590 23,590
6,327 850 850
0 345 345
13,719 2,500 2,500
3,522 5,335 5,335
47,950 32,620 32,620
0 0 0
0 0 0
TOTAL EXPENDITURES $ 1,405,191 1,235,169 1,314,632
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
Benefits
DIVISION SUMMARY
PUBLIC WORKS - ADMINISTRATION
POSITIONS
Total Regular
Total Part-Time Hourly
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Interfund Expenditures
Capital Outlay
TOTAL SUPPLIES AND SERVICES
Other Expenses
4-127
PUBLIC WORKS—TRANSPORTATION AND BUSINESS SERVICES
DIVISION SUMMARY
4-128
DIVISION MANAGER—ASSISTANT PUBLIC WORKS DIRECTOR
DIVISION OVERVIEW
Transportation Management reviews, analyzes, and evaluates City and regional transportation issues, studies, programs, and policies that impact the City, developing recommendations for improvements. Transportation Management is the liaison and advocate fo r City positions with County, regional, and State agencies involved in transportation planning and provides support to the Council Transportation Committee , Council Rail Corridor Committee, and Bicycle/Pedestrian Advisory Committee. Th e Division is also responsible for developing, updating, and promoting City programs, policies , and projects to improve pedestrian and bicycle mobility. Other responsibilities include developing the Department’s operating budget and financial reports, contract management, grant applications and monitoring, and providing clerical support to Public Works Department operations at City Hall.
Property Management manages appraisals, sales, and acquisitions of City property and monitors the Department’s grant compliance.
Solid Waste Management develops and implements residential/commercial waste reduction and recycling programs and manages waste disposal and SMaRT Station recycling contracts.
Fleet Services provides safe, reliable, economical, and high-quality vehicles and equipment to City departments. This program performs vehicle and equipment services to comply with environmental and safety regulations, minimize operational and ownership costs, and maximize safety and equipment life. Fleet Services also maintai ns the City’s inventory of alternative-fuel vehicles.
Facilities provides safe, clean, and reliable facilities for employees and their clients. The program maintains, inspects, and improves buildings to comply with environmental and safety regulations, m inimize operational and ownership costs, and maximize building life.
MAJOR DIVISION CHANGES
• General Operating Fund:
Janitorial Services: $600,000
Provides increased funding for janitorial services for City facilities due to cost increase from the new janitorial services contract.
Gas and Electricity Cost Increase: $10,000
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
PUBLIC WORKS—TRANSPORTATION AND BUSINESS SERVICES
DIVISION SUMMARY
4-129
Citywide Memberships: $5,400
Provides increased funding for Citywide membership to the Congestion Management Agency with Valley Transportation Authority.
• General Non-Operating Fund:
Hourly Staff to Support the Transportation Section (limited-period): $40,000 Provides con tinued funding for hourly staff to support the Transportation Section. The increase in workload is mainly attributable to the increased volume of transportation issues.
Pressure Washing Services (limited-period): $19,800
Provides funding for pressure washing services for the Library parking garage. • Solid Waste Fund:
Processing Costs : $1,680,000
Provides increased funding for food waste composting (both commercial and multi -family residential) and processing cost increases for construction and demolition and recycle programs previously provided under the SMaRT agreement.
Administrative Aide—Solid Waste Section Position: $176,300 Provides funding for an Administrative Aide position to assist with increasing responsibilities and workload due to new regulations and a commitment to zero waste. • Equipment Maintenance and Replacement Fund:
Hourly Staff to Support the Fleet Section (limited-period): $25,000 Provides continued funding for hourly staff to continue supporting the Fleet Section. The additional resources will allow for an on -site fabricator to perform on -site metal work to create and repair vehicle and equipment components.
BUD/LHP-939-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
29.50 29.50 30.90 *2
0.62 0.62 0.62
TOTAL POSITIONS 30.12 *1 30.12 *1 31.52 *3 *1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 3,025,159 *1 3,678,427 *2 3,827,935 *8
241,280 *1 103,673 *3 118,388 *9
1,747,926 2,094,011 2,272,751
5,014,365 5,876,111 6,219,074
169,109 91,825 171,825 *10
2,009,108 2,532,774 *4 3,012,774 *10
9,996,493 11,638,566 *5 13,129,059 *11
567,213 496,100 *6 515,900 *12
22,874 317,800 *7 243,200 *13
12,764,797 15,077,065 17,072,758
1,419 0 0
47,987 83,500 87,500
TOTAL EXPENDITURES $ 17,828,568 21,036,676 23,379,332
*1
*2
*3
*4
*5
*6
*7
*8
*9
*10
*11
*12
*13
In addition there are the following limited-period positions: Administrative Aide and Facilities Maintenance Worker I/II.
Interfund Expenditures
Capital Outlay
Includes limited-period funding for an Administrative Aide position. Funding for the limited-period Facilities Maintenance Worker I/II position is included in the Sustainability CIP through Fiscal Year 2023-24.
Includes limited-period expenditures for limited-period positions.
Addition of an Administrative Aide position and midyear addition of 0.40 Executive Assistant Position.
In addition there is a limited-period Facilities Maintenance Worker I/II position (funded by the Sustainability CIP through 2022-23).
DIVISION SUMMARY
PUBLIC WORKS - TRANSPORTATION AND BUSINESS SERVICES
Benefits
Utilities
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Part-Time Hourly
Total Regular
EXPENDITURES
Maintenance and Operations
Salaries
TOTAL PERSONNEL
Materials and Supplies
Other Expenses
Professional/Technical Services
Wages
Includes limited-period funding of $40,000 for external window cleaning of City facilities.
Includes net increased funding of $689,500 for solid waste processing costs.
Includes increased funding of $15,000 for zero waste plan initiatives contract services.
Includes limited-period fundings of $30,000 for Transportation and $25,000 for Fleet hourly staff support.
Includes limited-period funding of $80,000 for zero waste plan initiatives.
Funding for the limited-period Facilities Maintenance Worker I/II position is included in the Sustainability CIP through Fiscal Year 2022-23
Includes limited-period fundings of $40,000 for Transportation and $25,000 for Fleet hourly staff support.
Includes increased fundings of $1,680,000 for solid waste processing costs.
Includes limited-period funding of $19,800 for pressure washing services.
Includes increased funding of $600,000 for janitorial services.
Includes increased funding of $5,400 for VTA/CMA membership. 4-130
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 277,136 135,000 135,000
100 0 0
14,439,395 *1 15,013,000 *2 15,002,000 *3
407,522 9,000 9,000
2,451,961 3,059,500 3,155,500
21,000 21,000 21,000
TOTAL REVENUES $ 17,597,114 18,237,500 18,322,500
*1
*2
*3
Miscellaneous Revenue
Interfund Revenue Transfers
General Service Charges
Equipment Maintenance Charges
State Intergovernmental Revenue
REVENUES
PUBLIC WORKS - TRANSPORTATION AND BUSINESS SERVICES
DIVISION SUMMARY
Includes rate increase of 4%.
Includes rate increase of 6%.
Includes rate increase of 2% effective January 1, 2021.
Refuse Service Charges
4-131
PUBLIC WORKS—ENGINEERING
DIVISION SUMMARY
4-132
DIVISION MANAGER—ASSISTANT PUBLIC WORKS DIRECTOR
DIVISION OVERVIEW
Construction Engineering performs inspections for compliance with plans, specifications, regulations, ordinances, and policies pertaining to capital projects and private developments/improvements in the public right-of-way.
Capital Projects Engineering plans, directs, and coordinates the design and management of capital improvement projects, including preparing or reviewing engineering studies, surveys, designs, specifica tions, and contract documents.
Traffic Engineering plans, designs, and implements traffic operational improvements for the safe and convenient movement and circulation of vehicles, bicycles, and pedestrians within the City. Traffic Engineering also maint ains traffic-related records, such as accidents, counts, and speeds, and conducts surveys and studies necessary to analyze traffic situations.
Land Development Engineering establishes development conditions for approval and reviews the accuracy and completeness of private development plans, specifications, plats, maps, property descriptions, and engineering calculations submitted for City approval. Land Development Engineering also assists developers, consultants, engineers, and the public in complying with Public Works Department conditions.
MAJOR DIVISION CHANGES
• General Non-Operating Fund:
Hourly Staff to Support the Traffic Section (limited-period): $150,000 Provides continued funding for hourly staff to support the Traffic Section. The increase in workload is mainly attributable to the high level of development activity.
City Council Strategic Priority Project-Community Workforce Agreement (rebudget): $75,000 Rebudgets funding for a consultant to assist with outreach, analysis, and development of proposed terms for a Community Workforce Agreement.
• Development Services Fund:
Consultants to Support Land Development Section (limited-period): $400,000 Provides continued funding for consultants to support the Land Development Section.
Additional resources are necessary to process the additional workload created by the high level of development activity.
PUBLIC WORKS—ENGINEERING
DIVISION SUMMARY
4-133
Consultants to Support Construction Section (limited-period): $400,000 Provides continued funding for consultants to support the Construction Section. Additional resources are necessary to process the additional workload created by the high level of development activity.
Senior Civil Engineer—Land Development Section: $256,200 Provides funding for a Senior Civil Engineer to provide project management to the Land Development Engineering Section.
Senior Civil Engineer—Traffic Section: $256,200
Provides funding for a Senior Civil Engineer to provide additional staff support in development and permit reviews.
Consultants to Support Traffic Engineering Section (limited-period): $150,000 Provides continued funding for consultants to support the Traffic Engineering Section. The increase in activity is mainly attributable to the approval of the three Precise Plans.
Hourly Staff to Support the Land Development Section (limited-period): $130,000 Provides continued funding for hourly staff to support the Land Development Section. The increase in workload is mainly attributable to the high level of development activi ty.
City Council Strategic Priority Project —Transportation Demand Management Ordinance (rebudget): $100,000
Rebudgets funding for the General Plan action item for a consultant to help prepare a Transportation Demand Management Ordinance.
Hourly Staff to Support the Construction Section (limited-period): $60,000 Provides continued funding for hourly staff to support the Construction Section. The increase in workload is mainly attributable to the high level of development activity.
Engineering Inspections and Materials Testing (limited-period): $50,000 Provides continued funding for inspections and materials testing during the construction process.
Public Works Inspector I/II —Construction Section Position ( $209,800 offset by charges to CIPs): $43,800
Provides funding for a Public Works Inspector I/II position. The position will support the high level of private development-related construction activity in the North Bayshore Area.
BUD/LHP-939-05 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
32.50 33.50 *2 40.10 *4
0 0 0
TOTAL POSITIONS 32.50 *1 33.50 *3 40.10 *5 *1
*2
*3
*4
*5
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 0 *1 (2,755,500) (2,921,500)
3,310,000 *2 6,065,983 *3 6,660,623
350,246 *2 460,800 *4 400,800 *7
1,747,784 2,870,390 3,517,717
5,408,030 6,641,673 7,657,640
25,471 20,270 20,270
80,203 79,265 79,265
79,339 76,000 86,000 *8
887,133 567,100 *5 517,100 *9
826,958 *2 1,418,745 *6 1,113,745 *10
1,899,104 2,161,380 1,816,380
0 35,000 70,000
18,046 33,000 34,000
TOTAL EXPENDITURES $ 7,325,180 8,871,053 9,578,020
*1
*2
*3
*4
*5
*6
*7
*8
*9
*10
Includes limited-period fundings for three Jr/Asst/Associate Civil Engineer positions and a Public Works Inspector I/II position.
Includes limited-period fundings for hourly staff support of $150,000 for the Traffic Engineering section, $130,000 for the Land Development section, $60,000 for the Capital Projects section, and $60,000 for the Construction section.
Includes limited-period fundings for consultant support of $580,000 for the Land Development section ($130,000 rbudget), $400,000 for the Construction section, $375,000 for Traffic Engineering section, and $50,000 for engineering inspections and materials testing.
Includes increased funding of $170,000 for development review maser contract services, and limited-period fundings of $75,000 for community workforce agreement, and $50,000 for survey monument preservation.
Includes increased funding of $10,000 for PG&E cost increase.
Actual Labor Chargeback is accounted for net of salaries.
Capital Outlay
Interfund Expenditures
Utilities
TOTAL SUPPLIES AND SERVICES
In addition there is a Public Works Inspector I/II overhire position funded with limited-period funds and the following limited-period positions: two Senior Civil Engineers and three Jr/Asst/Associate Civil Engineers.
PUBLIC WORKS - ENGINEERING
POSITIONS
DIVISION SUMMARY
In addition there are the following limited-period positions: two Senior Civil Engineers, three Jr/Asst/Associate Civil Engineers, and Public Works Inspector I/II.
Addition of a Principal Project Manager position.
Total Regular
Total Part-Time Hourly
Addition of two Senior Civil Engineer Positions and one Public Works Inspector I/II position. Also midyear addition of three Jr/Asst/Associate Civil Engineer positions and 0.60 Executive Assistant position.
In addition there are two limited-period Senior Civil Engineer positions (for the duration of the Google Reimbursement Agreement).
Includes limited-period fundings for hourly staff support of $150,000 for the Traffic Engineering section, $130,000 for the Land Development section, and $60,000 for the Construction section.
Includes limited-period funding of $75,000 for community workforce agreement (rebudget).
Includes limited-period fundings for consultant support of $400,000 for the Land Development section, $400,000 for the Construction section, and $150,000 for Traffic Engineering section. Also includes limited-period fundings of $100,000 for transportation demand management ordinance (rebudget) and $50,000 for engineering inspections and materials testing.
Includes limited-period expenditures for Associate Civil Engineer positions, Public Works Inspector I/II Overhire position, hourly staff support, and consultant support.
Wages
Other Expenses
Professional/Technical Services
EXPENDITURES
Labor Chargeback
Salaries
Benefits
Materials and Supplies
TOTAL PERSONNEL
Maintenance and Operations
4-134
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,176,410 975,000 985,000
2,195,407 1,500,000 1,257,000
6,193 10,000 10,000
TOTAL REVENUES $ 3,378,010 2,485,000 2,252,000
REVENUES
PUBLIC WORKS - ENGINEERING
DIVISION SUMMARY
Miscellaneous Revenue
General Service Charges
General Licenses & Permits
4-135
NOTES
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4-136
PUBLIC WORKS—PUBLIC SERVICES
DIVISION SUMMARY
4-137
DIVISION MANAGER—ASSISTANT PUBLIC WORKS DIRECTOR
DIVISION OVERVIEW
Safety and Administration manages the occupational safety program for the Public Works and Community Services Departments, including accident and illness prevention, workplace safety training , and Public Works emergency response planning . Administration manages customer service programs, including graffiti abatement and abandoned shopping cart retrieval.
Engineering and Environmental Compliance is responsible for the design an d permitting of all landfill postclosure systems and meeting regulatory guidelines for landfill maintenance and other Public Services programs. This section also administers capital improvement and miscellaneous engineering projects.
Utilities Maintenance manages the City ’s water and wastewater systems. The Water Operation installs, operates, and maintains the equipment and facilities to distribute approximately 10 million gallons of water per day to approximately 17, 500 customers in the Mountain View se rvice area. The Water Operation also operates and maintains the City’s recycled water system. The Wastewater Operation installs, operates, and maintains the sanitary sewer and storm drain systems. Sanitary sewer activities include installing sewer later als, cleanouts , and connections; clearing sewer blockages; and pumping sewage to the Palo Alto Regional Water Quality Control Plant.
Storm drain activities include cleaning storm lines and catch basins, maintaining City retention basins, and operating pump stations.
The Streets and Landfill Postclosure Maintenance Section maintains and repairs the City’s improved and unimproved streets, sidewalks, curbs and gutters, bikeways, public parking lots, and parking lots at City facilities. Street Maintenance also maintains the striping and markings on streets, curbs, and public parking lots ; and installs, maintains, and repairs City street signs and streetlights. Landfill Maintenance operates the Flare Station, microturbines, and leachate and gas extraction system, and maintains the landfill cap.
MAJOR DIVISION CHANGES
• General Operating Fund:
Materials Cost: $10,000
Provides increased funding for traffic sign materials.
• General Non-Operating Fund:
Program for Sidewalk Ramping, Grinding, and Inspection (limited-period): $75,000 Provides continued funding to hire hourly seasonal workers to continue performing sidewalk ramping and grinding operations, including bimonthly sidewalk inspections to target areas needing repair.
• Shoreline Regional Park Community Fund:
Environmental Monitoring Contract Services: $120,000
Provides funding for the City’s annual testing of groundwater and indoor air quality at City-owned property.
PUBLIC WORKS—PUBLIC SERVICES
DIVISION SUMMARY
4-138
Senior Civil Engineer —Engineering and Environmental Compliance Section Position (limited-period $256,200 offset by charges to CIPs) (limited-period): $64,100 Provides funding for a Senior Civil Engineer position to manage capital improvement projects relating to sea level rise.
Gas and Electricity Cost Increase: $4,000
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
• Water Fund:
Associate Civil Engineer —Engineering and Environmental Compliance Section Position: $236,100
Provides funding for an Associate Civil Engineer position. Additional staff resources are necessary to comply with recycled water regulations.
Senior Information Technology Analyst—Utilities Position (0.35 FTE): $84,300 Provides funding for a Senior Information Technology Analyst position to manage the supervisory control and data acquisition (SCADA) system (the other 0.65 FTE is funded from the Wastewater and Solid Waste Funds).
Contract Services—SCADA: $75,000
Provides increased funding for contract services to perform complex control system programming, troubleshooting, and repairs for the electrical and mechanical equipment of the SCADA system. The City has a large inventory of electrical and mechanical equipment to operate and maintain infrastruct ure used to deliver potable water, collect and pump wastewater, collect and discharge stormwater, and collect and destroy landfill gas. Costs are split with the Wastewater Fund.
Materials Cost: $75,000
Provides increased funding for material supplies for water operations.
Citywide Memberships: $61,600
Provides increased funding for the City’s membership dues for the Bay Area Water Supply and Conservation Agency (BAWSCA).
City Utility Cost Increase: $1,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800).
PUBLIC WORKS—PUBLIC SERVICES
DIVISION SUMMARY
4-139
• Wastewater Fund:
Contract Services—Sewer Televising: $140,000
Provides increased funding for sewer televising contract services to meet current costs.
Senior Information Technology Analyst—Utilities Position (0.35 FTE): $84,300 Provides funding for the allocation to the Wastewater Fund for this position as mentioned in the Water Fund section above.
Contract Services—SCADA: $60,000
Provides increased funding for contract services as described in the Water Fund above.
Gas and Electricity Cost Increase: $11,000
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
City Utility Cost Decrease: $(10,000)
Provides reduced funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800). • Solid Waste Fund:
Senior Information Technology Analyst—Utilities Position (0.30 FTE): $72,300 Provides funding for the allocation to the Solid Waste Fund for this position as mentioned in the Water Fund section above.
City Utility Cost Increase: $4,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $164,800).
BUD/LHP-939-06 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
67 67 69 *2
0.50 0.50 0.50
TOTAL POSITIONS 67.50 *1 67.50 *1 69.50 *3 *1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 7,054,581 *1 8,050,166 *2 8,646,843 *4
113,766 *1 96,630 99,505
4,235,600 5,030,229 5,351,209
11,403,947 13,177,025 14,097,557
708,091 652,560 737,560 *5
35,037 58,890 58,890
34,485,501 38,235,344 43,919,354 *6
1,449,634 1,385,550 *3 1,780,550 *7
450,016 406,128 467,728 *8
37,128,279 40,738,472 46,964,082
78,734 0 50,000
762,436 891,000 918,000
TOTAL EXPENDITURES $ 49,373,396 54,806,497 62,029,639
*1
*2
*3
*4
*5
*6
*7
*8
In addition there is a limited-period Jr/Asst/Associate Civil Engineer position.
Interfund Expenditures
Utilities
Materials and Supplies
Salaries
Other Expenses
TOTAL SUPPLIES AND SERVICES
Professional/Technical Services
Addition of a Senior Information Technology Analyst position and a Jr/Asst/Associate Civil Engineer position.
Wages
Benefits
TOTAL PERSONNEL
In addition there is a limited-period Senior Civil Engineer position.
DIVISION SUMMARY
PUBLIC WORKS - PUBLIC SERVICES
Capital Outlay
Includes limited-period expenditures for a Jr/Asst/Associate Civil Engineer position and wages for sidewalk ramping, grinding, inspecting, and utility locating.
POSITIONS
Maintenance and Operations
Total Regular
Total Part-Time Hourly
EXPENDITURES
Includes limited-period funding for a Jr/Asst/Associate Civil Engineer position.
Includes increased funding of $85,000 for materials cost.
Includes increased fundings of $140,000 for sewer televising contract services, $135,000 for SCADA contract services, and $120,000 for enivornmental monitoring contract services. Also includes limited-period funding of $75,000 for sidewalk ramping, grinding, and inspecting.
Includes increased fundings of $70,000 for SCADA contract services and $34,000 for Customer Portal and Dashboard Program. Also includes limited-period funding of $75,000 for sidewalk ramping, grinding, and inspecting.
Includes increased funding of $61,600 for BAWSCA dues.
Includes net increased funding of $10,000 for gas and electricity and City utility costs.
Includes funding for the limited-period Senior Civil Engineer position. 4-140
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 100,000 0 0
35,462,274 *1 34,707,000 *3 36,691,000 *5
22,229,185 *2 24,980,000 *4 28,411,000 *6
924,010 *1 800,000 *3 895,000 *5
913,366 520,000 520,000
32,400 32,400 32,400
TOTAL REVENUES $ 59,661,235 61,039,400 66,549,400
*1
*2
*3
*4
*5
*6
Local Intergovernmental Revenue
Interfund Revenue Transfers
Miscellaneous Revenue
Recycled Water Charges
Wastewater Service Charges
Includes rate increase of 12% for average cost of water and meter rates and 5% for recycled water.
Includes rate increase of 8%.
Includes rate increase of 6%.
PUBLIC WORKS - PUBLIC SERVICES
Includes rate increase of 1% for average cost of water and meter rates and for recycled water.
DIVISION SUMMARY
Water Service Charges
REVENUES
Includes rate increase of 1% for average cost of water and meter rates and 50 cent per unit increase for recycled water effective January 2021.Includes rate increase of 4%, 2% effective July 1, 2020 and 2% effective January 1, 2021. 4-141
NOTES
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4-142
BUD/OC-CS FY2022-23 4-143
COMMUNITY SERVICES DEPARTMENT
FISCAL YEAR 2022-23 POSITION TOTALS: 87.0 Full-Time
4.25 Regular Part-Time
PERFORMING ARTS
1 Performing Arts Manager
(Vacant)
1 Performing Arts Supervisor
1 Performing Arts
Coordinator
Marketing Services
0.5 Performing Arts Supervisor
0.5 Communications
Coordinator
Operations
1 Performing Arts Supervisor
2 Performing Arts Assistant
Ticket Services
1 Performing Arts Assistant
1 Senior Ticket Services
Representative
PARKS AND OPEN SPACE
1 Parks and Open Space
Manager
(Timothy Youngberg)
1 Secretary
South Neighborhood Parks,
Cuesta Park, Irrigation and
Construction, MVSP Maint.
1 Parks Supervisor
3.75 Parks Maint. Worker III
5 Parks Maint. Worker I/II
North Neighborhood Parks,
Rengstorff Park, Turf
Management, WSC Maint.
1 Parks Supervisor
2.75 Parks Maint. Worker III
6.5 Parks Maint. Worker I/II
Shoreline Maintenance
1 Parks Supervisor
2.5 Parks Maint. Worker III
4.5 Parks Maint. Worker I/II
Central Neighborhood Parks,
Castro Street/Civic Center, and
Pest Management Program
1 Parks Supervisor
2 Parks Maint. Worker III
8 Parks Maint. Worker I/II
FORESTRY AND ROADWAY
LANDSCAPE
1 Forestry and Roadway
Manager (Vacant)
1 Office Assistant I/II
Forestry, Heritage Trees, and
Contract Services
1 Tree Super./Arborist
1 Forestry Coordinator
1 Tree Trimmer III
4 Tree Trimmer I/II
RECREATION
1 Recreation Manager
(Kristine Crosby)
Senior Programs and
Special Events
1 Recreation Supervisor
1 Senior Recreation
Coordinator
1 Recreation Coordinator
0.5 Office Assistant III
Youth Development
(Preschool, Elementary, Teens)
0.9 Recreation Supervisor
2 Recreation Coordinator
1 Recreation Specialist
0.75 Recreation Leader II
Aquatics, Sports, Gyms,
Deer Hollow Farm
1 Recreation Supervisor
2 Senior Recreation
Coordinator
2 Recreation Coordinator
1 Parks Maintenance
Worker III
Contract Classes, Volunteers,
Front Desk,
Marketing/Sponsorships
0.70 Recreation Supervisor
0.8 Recreation Coordinator
1 Program Assistant
1 Office Assistant I/II
Facilities
0.05 Recreation Supervisor
0.75 Senior Recreation
Coordinator
ADMINISTRATION
1 Senior Management Analyst
1 Executive Assistant
COMMUNITY SERVICES DIRECTOR
(John R. Marchant)
1 Assistant Community Services Director (Brenda Sylvia)
SHORELINE GOLF LINKS AND
MICHAELS RESTAURANT
0.1 Recreation Supervisor
SHORELINE
1 Shoreline Manager
(Brady Ruebusch)
0.95 Recreation Supervisor
1 Secretary
Rengstorff House and
Volunteers
0.3 Recreation Supervisor
1.25 Senior Recreation
Coordinator
0.2 Recreation Coordinator
Environmental
1 Wildlife Preservation
Coordinator
Employee-Staffed
Ranger Program
1 Supervising Parks and
Open Space Worker
2 Parks and Open Space
Worker I/II
COMMUNITY SERVICES
DEPARTMENT SUMMARY
4-144
DEPARTMENT MANAGER—COMMUNITY SERVICES DIRECTOR
DEPARTMENT MISSION STATEMENT
To create community through people, parks , and programs; provide recreational experiences; promote health and wellness; foster human development; protect environmental and open -space resources; strengthen security and safety; support economic growth; facilitate community problem -solving; and stren gthen community image and sense of place.
DEPARTMENT OVERVIEW
The Community Services Department is responsible for the programming and operation of the Mountain View Center for the Performing Arts; for the continued development and operation of commercia l and recreational activities at the City ’s 750-acre Shoreline at Mountain View Regional Park; for the maintenance and operation of Shoreline Golf Links/Michaels at Shoreline Restaurant and of Stevens Creek Trail; for the maintenance of City-owned parks, r oadway landscaping, and street trees; and for delivery of recreation programs and services that make Mountain View a better place to live now and in the future.
DEPARTMENT FUNCTIONS
• Assure that services provided are responsive to community needs. (M 1, 2, 3, 4, 5, 6, 7, 8, 15, 16, 17, 19, 20, 21, 22, 23, 24, 25, 26, 27)
• Analyze the Department’s services to assure they are provided in a cost-effective manner. • Continue to monitor and evaluate use of recycled water and maintain current aesthetics and plant health. • Provide access to performing arts facilities and provide quality service for clients/licensees. (M 2, 3, 4, 5) • Provide entertainment opportunities for Center for the Performing Arts patrons. (M 2, 3) • Provide education and outreach opportunities to the community. • Comply with various regulatory agency requirements as they relate to wetlands, wildlife , and land use in the Shoreline at Mountain View area.
• Provide the community and visitors a safe and secure outdoor recreation experience by proper maintenance and supervision of trails, pathways, roadway/landscaped areas, turf areas , and facilities in the Shoreline and North Bayshore areas. (M 6, 10, 11, 12)
• Manage and operate Shoreline Golf Links and Michaels at Shoreline Restaurant in such a manner as to maximize operating revenues and control operating expenses. (M 7, 8, 9) • Provide golfing customers an enjoyable golfing experience, including enhanced playing conditions and high levels of customer service. (M 7, 8, 9)
• Manage the Urban Forestry Program, including maintenance of street , median , and park trees , and enforcement of the Heritage Tree Ordinance. (M 10, 11, 12)
COMMUNITY SERVICES
DEPARTMENT SUMMARY
4-145
• Maintain all City landscaped areas, including parks, Stevens Creek Trail, medians, roadways, vacant land , and public facilities. (M 10, 11, 12, 13, 14)
• Conduct safety inspections of all park and playground areas and equipment. • Monitor and evaluate Recreation Cost-Recovery Policy goals as approved by the City Council. • Continue to implement positive and constructive activities for youth. • Provide or facilitate scheduling of youth, adult , and older adult recreation activities, sports, classes, events , and facility rental s at the Community Center, Senior Center, The View Teen Center, Mountain View Sports Pavilion, Whisman Sports Center, Graham Sports Complex, Shoreline Athletic Fields, Cuesta Tennis Center, historic Adobe Building, and Rengstorff House as well as various park areas and school sites. (M 15, 16, 17, 18, 22, 23, 24, 25, 26, 27)
• Provide environmental education classes and camps at Deer Hollow Farm. • Coordinate the Citywide volunteer program and establish effective partnerships with community -based organizations. (M 19)
• Provide a comprehensive aquatics program using Eagle and Rengstorff Pools. (M 20, 21) • Plan, implement, and review Citywide special events.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Reopened Recreation facilities such as the Community Center, Senior Center, Adobe Building, Mountain View Sports Pavilion, and Whisman Sports Center for programs and private rentals. • Implemented in -person City special events with the return of the Conce rt on the Plaza Series, Summer Outdoor Movie Night Series, Monster Bash, Community Tree Lighting Ceremony, Multicultural Festival, KidStock, and more.
• Supported COVID -19 testing at the Mountain View Community Center and the Mountain View Center for Performing Arts in conjunction with the County of Santa Clara, with over 24,000 COVID-19 tests completed at City sites since May 2020 and over 7,000 completed in Fiscal Year 2021 -22. • Supported the County of Santa Clara’s COVID -19 vaccination clinic site at the Community Center, to provide vaccinations to the public , including booster shots and vaccinations for youth, with 137,561 vaccinations completed from January 22, 2021 through April 30, 2022, and over 58,000 completed in Fiscal Year 2021-22. • Registered a record number of participants for Recreation classes and camps, exceeding 2018-19 registration numbers for summer 2021, fall 2021, and winter 2022 seasons, with the highest enrollment and r evenue for each season to-date.
• Completed construction and hosted grand openings for Mora Park and Pyramid Park. • Completed the renovation of playground surfacing at San Veron Park, Thaddeus Park, and Devonshire Park.
COMMUNITY SERVICES
DEPARTMENT SUMMARY
4-146
• Planted 100 trees in parks and medians as part of the City Hall HVAC Offset Project mitigation. • Received a $30,000 grant from Google to continue efforts to preserve and enhance pollinators and their habitats within Shoreline and other areas of Mountain View. • Engaged with Audobon Society and GreenSpacesMV volunteers to establish and maintain a biodiverse pollinator habitat with native plants and sustainable landscaping at Cuesta Park. • Completed the reno vations of Michaels at Shoreline Restaurant and the restroom building on Hole 7 at Shoreline Golf Links.
• Received over $1 million through the Shuttered Venue Operators Grant, administered by the U.S. Small Business Administration, to reimburse Center for the Performing Arts staff expenses and offset revenue losses due to COVID-19.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects) • Develop a Parks and Recreation Strategic Plan to increase parks and access to open space throughout the City, in conjunction with the Public Works and Community Development Departments. • Update the City/School District Joint-Use Master Agreement, in conjunction with the City Attorney’s Office and City Manager’s Office.
• Define biodiversity requirements for landscaping in Mountain View, in conjunction with Community Development and Public Works Departments.
• Update the Community Tree Master Plan as an element of the Biodiversity Plan and review existing guiding policies and ordinances in coordination with the update, in conjunction with the Community Development Department.
• Develop a Shoreline Wildlife Management Plan to ensure protection of habitat for wildlife within Shoreline at Mountain View.
• Support the completion of improvements to parks and facilities, including Cuesta Park and Sylvan Park , in conjunction with Public Works Department.
• Collaborate with the Los Altos School District to design the shared use open space at the new school site on California Street.
• Support design and construction of Fayette Park, Villa Park, and Evelyn Park, in conjunction with the Public Works Department.
• Support fundraising, design, and construction of an all -inclusive playground in conjunction with the Magical Bridge Foundation.
• Support the construction of the Rengstorff Park Aquatics Center Replacement Project, in conjunction with the Public Works Department.
COMMUNITY SERVICES
DEPARTMENT SUMMARY
4-147
• Support design and construction of the Center for the Performing Arts SecondStage seating and support space upgrade, in conjunction with the Public Works Department. • Replace the play structure (scow) at Shoreline at Mountain View. • Continue to evaluate policies and procedures related to facilities and programming to operate safely and enhance recovery in response to the postpandemic environment. • Support the design of the Middlefield Park Master Plan and North Bayshore Master Pla n, in conjunction with the Community Development and Public Works Departments. • Continue to coordinate the process for a permanent closure of the 100 to 300 blocks of Castro Street and implementation of interim improvements until a permanent Pedestrian M all can be designed and constructed, in conjunction with the Public Works, Community Development, and Police Departments. • Analyze data from the 2021 irrigation audit and make adjustments to irrigation practices based on audit findings and ongoing drought conditions.
• Renovate greenside bunkers at Shoreline Golf Links to reshape, line , and add new sand to improve course playability.
• Support the erosion control project at Shoreline Sailing Lake, which includes installation of a new dock and kayak launch area, in conjunction with the Public Works Department. • Expand biodiversity in Shoreline at Mountain View by increasing and enhancing pollinator habitats. • Identify opportunities to purchase property for new parks, in conjunction with the Public Works Department.
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Administration:
1. Number of open space acres per
1,000/population:
Including North Bayshore Area 13.4 13.5 >3 13.5 >3
Excluding North Bayshore Area 2.6(A) 2.7(A) >3 2.8(A) >3 Center for the Performing Arts:
2. Number of use days(B) 327(C) 79(C) >255(D) 174 >240
3. Number of performances 276(C) 77(C) >195(D) 162 >195
4. Percentage of clients surveyed who rate
the theatre experience as “very good” or
“outstanding” 95% 100% >90% 100% >90%
5. Percentage of patrons surveyed who say
they enjoyed their experience at the
MVCPA 99% N/A(E) >90% N/A(E) >90%
Shoreline:
6. Number of Rengstorff House rentals 357 (C) 22 (C) >350(D) 155 >350
COMMUNITY SERVICES
DEPARTMENT SUMMARY
4-148
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Shoreline Golf Links:
7. Number of paid rounds of golf 55,531(F) 79,355 >68,549 42,384 78,256
8. Number of tournament rounds 3,761(C) 4,657(C) >5,109 2,720 5,125
9. Number of memberships 387(C) 508(C) >740 373 740
Forestry:
10. Average maintenance cost per landscaped
median acre $12,512 $13,157 <$14,000 $5,611 <$14,000
11. Number of trees planted 294 180(C) >256 70(G) >256
12. Number of trees trimmed 2,537(C) 2,668 >2,700 1,678 >2,700 Parks and Open Space:
13. Average maintenance cost per park acre
(not including Shoreline at Mountain
View) $21,885 $23,769(H) <$22,000 $12,252 <$25,000
14. Average water consumption per park acre 629 units 749 units <820 units 430 units <850 units Recreation:
15. Percentage of class registrations
completed online (net, not including golf,
tennis, drop-in or lap swim) 83% 89% >70% 84% >70%
16. Number of participants registered in
Recreation classes 2,606(C) 6,834(C) >4,000(D)
Reported
Annually >7,000
17. Number of facility rental bookings/hours:
Community Center 3,890(C) 5,930(C) >3,000(D) 4,712(I) 6,000 Senior Center 861 130(C) >400(D) 575 750
Adobe Building 515(C) 0(C) >325(D) 284 400
Gyms 3,429(C) 479(C) >2,000(D) 1,655 2,200
Athletic Fields 16,855(C) 21,323(C) >25,000(D) 14,464 25,000
18. Barbecue Rentals 5,897 2,408(C) >3,000(D) 4,356 6,000
19. Annual Citywide volunteer hours 33,952(C) 7,845(C) >10,000(D) 8,426 15,000
20. Number of Lap Swim participants 17,210(C) 22,550(C) >20,000(D) 13,353 20,000
21. Number of swim lesson participants 2,205 242(C) >1,000(D) 1,822 1,500(J)
22. Number of meals served through the
Senior Center Nutrition Program 34,139 46,307 >30,000 26,162 30,000
23. Number of summer camp participants 1,630 174(C) >600(D) 1,045 1,200
24. Number of preschool participants 56(C) 36(C) >40(D) 38 >40
25. Number of participants in contract classes 2,699(C) 1,872(C) >1,000(D) 3,036 >3,200
26. Number of attendees participating at teen
programs and events 5,898(C) 812(C) >4,000(D) 2,721 >4,000
27. Number of permits issued for special
events and activities 97(C) 16(C) >60(D) 51 >60
_________________________
(A) Citywide target set at three acres per 1,000 population as defined by the City ’s Park Land Dedication Ordinance.
The City continues to develop new open space, but an increase in population has kept the actual below target. (B) Total includes rental of the rehearsal studio.
(C) Targets missed due to COVID -19 and Shelter-in-Place orders reducing or ceasing operations, services, and/or rentals. For Fiscal Year 2020-21, the number of use days for the Center for Performing Arts is for COVID-19 testing and a few actual spring events; and the rental bookings/hours for the Community Center reflect the usage as a vaccination site and cooling center.
COMMUNITY SERVICES
DEPARTMENT SUMMARY
4-149
(D) Target adjusted to account for COVID -19 and Shelter-In-Place orders reducing or ceasing operations, services, and/or rentals.
(E) The Center for the Performing Arts has not administered patron surveys during the COVID -19 pandemic but expects to transition to digital surveys for Fiscal Year 2022-23. (F) Competition from Moffett Golf Course and the reopening of Baylands Golf Course in Palo Alto in May 2018 continue to have an effect on the number of rounds and membership, along with the rain earlier in the fiscal year than estimated for the target. COVID-19 has also impacted the paid rounds since Shoreline Golf Links was closed for approximately seven weeks during Shelter-In-Place orders. (G) Fiscal Year 2021-22 decrease in tree plantings is due to staff shortages, competing workload demands, and need for process improvements. Operations and tree planting opportunities will be evaluated when the vacant Forestry Manager position is filled.
(H) Due to the addition of two new parks in Fiscal Year 2020-21 and increased maintenance costs over recent years, the average cost per acre has increased. Future targets will be evaluated and adjusted for additional parks and cost increases.
(I) Majority of hours booked at the Community Center for the first six months are related to the County of Santa Clara’s use as a COVID-19 vaccination and testing site. Private rental hours are a small portion of the total. (J) Target adjusted due to Rengstorff Park Pool being closed for construction from winter 2022 through summer 2023.
BUD/LHP-209-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 1
1 1 1
Forestry and Roadway Manager 1 1 1
Parks and Open Space Manager 1 1 1
1 1 1
2.50 2.50 2.50
1 1 1
4 4 4
1 1 1
5 5 5
5 5 5
0.75 0.75 0 *2
5 5 6 *2
1 1 1
Communications Coordinator 0 0 0.50 *3
1 1 1
4 4 4
12 12 12
24 24 24
Supervising Parks and Open Space Worker 1 1 1 Parks and Open Space Worker I/II 2 2 2
1 1 1
1 1 1
1 1 1
2 2 2
0.50 0.50 0.50
2 2 2
3 3 3
1 1 1
1 1 1
1 1 1
0.75 0.75 0.75
90.50 90.50 91.25
47.12 46.05 46.05
TOTAL POSITIONS 137.62 *1 136.55 *1 137.30
*1
*2
*3
Forestry Coordinator
Reclassification of the Volunteer Coordinator position to Recreation Coordinator and addition of 0.25 FTE.
DEPARTMENT SUMMARY
Assistant Community Services Director
Performing Arts Coordinator
Recreation Supervisor
Senior Recreation Coordinator
Recreation Leader II
Wildlife Preservation Coordinator
TOTAL PART-TIME HOURLY
TOTAL REGULAR
Recreation Specialist
Volunteer Coordinator
COMMUNITY SERVICES
POSITIONS
Community Services Director
Shoreline Manager
Performing Arts Manager
Recreation Manager
Performing Arts Supervisor
Tree Supervisor/Arborist
Parks Supervisor
Recreation Coordinator
Senior Ticket Service Representative
Tree Trimmer III
Tree Trimmer I/II
Office Assistant III
Parks Maintenance Worker III
Senior Management Analyst
In addition there is a limited-period 0.50 FTE Communications Coordinator position.
Parks Maintenance Worker I/II
Program Assistant
Performing Arts Assistant
Office Assistant I/II
Executive Assistant
Secretary
Addition of a 0.50 FTE Communications Coordinator position. 4-150
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 733,083 1,072,503 1,098,225
1,588,734 1,955,206 1,981,178
1,460,588 2,041,755 2,117,139
Shoreline Golf Links/Restaurant 2,607,885 3,310,328 3,638,989 3,844,291 4,391,624 2,906,755
6,693,935 7,361,593 9,987,732
4,777,710 6,584,305 6,948,887
TOTAL EXPENDITURES $ 21,706,226 26,717,314 28,678,905
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 14,477,913 17,641,622 18,633,982
6,727,976 8,466,292 9,344,923
102,372 48,400 116,000
397,965 561,000 584,000
TOTAL EXPENDITURES $ 21,706,226 26,717,314 28,678,905
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 15,211,655 18,718,946 20,167,945
261,843 203,700 10,000
2,607,885 3,310,328 3,638,989
3,624,843 4,484,340 4,861,971
TOTAL FUNDING $ 21,706,226 26,717,314 28,678,905
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,500 1,000 3,000
250,285 505,300 938,600
152,160 134,000 134,000
1,345,656 1,215,900 1,846,700
2,844,090 2,541,000 2,981,000
288,037 1,241,000 1,404,000
54,894 162,100 258,400
502,731 473,400 562,600
55,000 55,000 55,000
TOTAL REVENUES $ 5,495,353 6,328,700 8,183,300
DEPARTMENT SUMMARY
COMMUNITY SERVICES
Salaries Wages and Benefits
Recreation
EXPENDITURE SUMMARY
Forestry and Roadway Landscape
Parks and Open Space
Community Services Administration
Performing Arts
Shoreline
DEPARTMENT DIVISIONS
Interfund Revenue Transfers
Rents & Leases
Local Intergovernmental Revenue
Recreation Service Charges
Golf Course Service Charges
General Service Charges
Miscellaneous Revenue
Restaurant Revenue
Fines & Forfeitures
Supplies and Other Services
Capital Outlay
Interfund Expenditures
FUNDING SOURCES
General Operating
Shoreline Golf Links/Restaurant
Shoreline Regional Park Community
REVENUE SUMMARY
General Non-Operating
4-151
COMMUNITY SERVICES—ADMINISTRATION
DIVISION SUMMARY
4-152
DIVISION MANAGER—COMMUNITY SERVICES DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the management of the Community Services Department. The Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
BUD/LHP-209-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
3.80 3.80 3.80
0 0 0
TOTAL POSITIONS 3.80 3.80 3.80
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 397,354 624,949 667,777
7,052 0 0
211,645 343,401 326,295
616,051 968,350 994,072
2,436 7,183 7,183
5,253 0 0
0 250 250
107,128 81,735 81,735
2,215 14,985 14,985
117,032 104,153 104,153
0 0 0
0 0 0
TOTAL EXPENDITURES $ 733,083 1,072,503 1,098,225
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
TOTAL PERSONNEL
Materials and Supplies
COMMUNITY SERVICES - ADMINISTRATION
EXPENDITURES
Salaries
Wages
Benefits
POSITIONS
Total Regular
Total Part-Time Hourly
DIVISION SUMMARY
4-153
COMMUNITY SERVICES—PERFORMING ARTS
DIVISION SUMMARY
4-154
DIVISION MANAGER—PERFORMING ARTS MANAGER
DIVISION OVERVIEW
Performing Arts is responsible for the management and operation of the Mountain View Center for the Performing Arts, a three-theatre performing arts complex, owned and managed by the City. The Center and the Center’s staff service an active schedule of performances with a mix of community and regional artists. The Center provides a well-maintained and -equipped facility; technical service support; computerized ticket sales ope ration; marketing and publication support; house management; and a volunteer usher corps for all performances.
MAJOR DIVISION CHANGES
• General Operating Fund:
Communications Coordinator Position (0.50): $111,200
Provides funding for a 0.50 FTE Communications Coordinator position. The additional resources will provide continued support for marketing and public relations.
BUD/LHP-209-03 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
8.50 8.50 9.00 *2
1.67 1.67 1.67
TOTAL POSITIONS 10.17 *1 10.17 *1 10.67
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 899,240 *1 1,031,267 *2 1,010,770
29,411 158,389 164,876
575,187 568,903 630,285
1,503,838 1,758,559 1,805,931
13,995 39,397 39,397
3,751 71,700 *3 71,700
245 450 450
9,354 51,800 *3 51,800
6,429 11,900 11,900
33,774 175,247 175,247
51,122 21,400 0
0 0 0
TOTAL EXPENDITURES $ 1,588,734 1,955,206 1,981,178
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 9,905 116,400 387,200
0 77,200 167,900
150 57,500 154,100
TOTAL REVENUES $ 10,055 *1 251,100 *2 709,200
*1
*2
COMMUNITY SERVICES - PERFORMING ARTS
POSITIONS
EXPENDITURES
Total Regular
Total Part-Time Hourly
DIVISION SUMMARY
Capital Outlay
Interfund Expenditures
Maintenance and Operations
Utilities
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
Salaries
Revenues estimated lower due to impacts from COVID-19 pandemic.
In addition there is a limited-period 0.50 FTE Communications Coordinator position.
Revenues lower due to impacts from COVID-19 pandemic.
Includes increased funding of $27,000 for annual rigging inspection and maintenance.
Addition of a 0.50 FTE Communications Coordinator position.
Wages
Benefits
TOTAL PERSONNEL
Other Expenses
Materials and Supplies
Includes limited-period expenditures for Communications Coordinator position.
General Service Charges
Rents & Leases
Miscellaneous Revenue
REVENUES
Includes limited-period funding for a 0.50 FTE Communications Coordinator position. 4-155
COMMUNITY SERVICES—SHORELINE
DIVISION SUMMARY
4-156
DIVISION MANAGER—SHORELINE MANAGER
DIVISION OVERVIEW
The Shoreline Division is responsible for the operations, maintenance, preservation, and enhancement of the environmental areas within Shoreline at Mountain View; rental and operations of the historic Rengstorff House; regulatory permits , relating to open space and marsh restoration; management of commercial leases (including Shoreline Amphitheatre) ; park -related capital improvement projects; and oversight of the Citywide Park Ranger Program, including patrol of Stevens Creek Trail.
MAJOR DIVISION CHANGES
• Shoreline Regional Park Community Fund:
Water Costs: $95,000
Provides increased funding for irrigation of environmentally important areas of Shoreline at Mountain View.
Gas and Electricity Cost Increase: $10,000
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
Rengstorff House Advertising: $8,400
Provides increased funding for advertisin g and marketing services for Rengstorff House facility rentals. The increased budget will allow the Rengstorff House to remain competitive by advertising to a broader market.
BUD/LHP-209-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
8.79 8.79 8.80 *1
3.48 3.48 3.48
TOTAL POSITIONS 12.27 12.27 12.28
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 673,875 833,339 893,032
98,907 203,666 211,998
445,558 550,426 575,419
1,218,340 1,587,431 1,680,449
34,422 52,600 61,000 *2
18,463 58,600 *1 45,400
53,330 77,300 182,300 *3
112,702 246,434 *1 68,600
8,177 6,390 6,390
227,094 441,324 363,690
0 0 59,000
15,154 13,000 14,000
TOTAL EXPENDITURES $ 1,460,588 2,041,755 2,117,139 *4
*1
*2
*3
*4
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 216,752 255,000 *1 359,000
14,560 0 0
0 5,000 5,000
27,579 50,000 50,000
4,443 0 0
TOTAL REVENUES $ 263,334 310,000 414,000
*1
Interfund Expenditures
Includes increased funding of $8,400 for Rengstorff House advertising costs.
Moved budget of $191,000 to the Parks and Open Space Division.
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Includes increased funding of $95,000 for water costs and $10,000 for gas and electricity cost increase.
Maintenance and Operations
Capital Outlay
COMMUNITY SERVICES - SHORELINE
DIVISION SUMMARY
POSITIONS
Total Regular
Total Part-Time Hourly
Addition of 0.01 FTE to a Recreation Coordinator position.
Revenues estimated lower due to impacts from COVID-19 pandemic.
Includes increased funding of $121,800 for janitorial services for parks restrooms (hourly offset in the Parks and Open Space Division).
EXPENDITURES
Wages
Materials and Supplies
Utilities
TOTAL PERSONNEL
Local Intergovernmental Revenue
General Service Charges
Miscellaneous Revenue
REVENUES
Rents & Leases
Recreation Service Charges
Salaries
Benefits
4-157
COMMUNITY SERVICES—SHORELINE GOLF LINKS/RESTAURANT
DIVISION SUMMARY
4-158
DIVISION MANAGER—SHORELINE MANAGER
DIVISION OVERVIEW
Shoreline Golf Links is the City ’s 18 -hole golf course, open fo r group and individual play 364 days a year. The Shoreline Golf Links /Restaurant Division is responsible for overseeing the management services contract for the operation and maintenance of Shoreline Golf Links and Michaels at Shoreline Restaurant.
MAJOR DIVISION CHANGES
• Shoreline Golf Links Fund:
Net Operating Changes (offset by $440,000 increased revenue): $276,500 Provides increased funding for personnel -related costs ($143,900), materials and supplies ($69,900), contracts ($41,700), and other operating costs ($21,000).
Water Cost Increase: $40,500
Provides increased funding for water cost increases to maintain Shoreline Golf Links. • Shoreline Restaurant Fund:
Net Operating Changes (offset by $163,000 increased revenue): ($7,800) Provides net savings from an increase in personnel-related costs ($47,100) offset by reductions to contracts ($18,200), materials and supplies ($5, 000), and other operating costs ($31,700).
BUD/LHP-209-08 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
0.30 0.30 0.30
0 0 0
TOTAL POSITIONS 0.30 0.30 0.30
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 57,116 60,332 65,226
0 0 0
29,922 32,480 34,366
87,038 92,812 99,592
173,100 168,925 233,795
171,789 262,479 203,320
645,742 677,738 *1 699,645
1,327,834 1,642,690 1,857,107
202,382 465,684 532,830
2,520,847 3,217,516 *2 3,526,697 *3
0 0 11,700
0 0 1,000
TOTAL EXPENDITURES $ 2,607,885 3,310,328 3,638,989
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,844,090 2,541,000 2,981,000
288,037 *1 1,241,000 *2 1,404,000
57,639 15,000 20,000
TOTAL REVENUES $ 3,189,766 3,797,000 4,405,000
*1
*2
Capital Outlay
Interfund Expenditures
Restaurant Revenue
DIVISION SUMMARY
COMMUNITY SERVICES - SHORELINE GOLF LINKS/RESTAURANT
REVENUES
Golf Course Service Charges
TOTAL PERSONNEL
Maintenance and Operations
Utilities
Professional/Technical Services
Includes net reduced funding of $39,900 for the Golf Course and $399,200 for the Restaurant.
Includes increased funding of $64,500 for golf course water cost increase.
Includes net increased funding of $317,000 for the Golf Course and net reduced funding of $7,800 for the Restaurant.
Wages
Benefits
Materials and Supplies
Other Expenses
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
Total Part-Time Hourly
EXPENDITURES
Salaries
Revenue lower due to impacts from COVID-19 pandemic.
Revenues estimated lower due to impacts from COVID-19 pandemic.
Miscellaneous Revenue
4-159
COMMUNITY SERVICES—FORESTRY AND ROADWAY LANDSCAPE
DIVISION SUMMARY
4-160
DIVISION MANAGER—FORESTRY AND ROADWAY MANAGER
DIVISION OVERVIEW
The Forestry and Roadway Landscape Division is responsible for maintaining the landscape on roadways, medians, overpasses, and all nonpark, City-owned lands; managing the Urban Forestry Program, which includes maintenance of street trees (including those in parks and medians); and administering the City’s Heritage Tree Ordinance. The Division is responsible for maintenance of 120.25 acres of roadway landscape and 28,000 trees; maintaining 12 acres in the downtown area consisting of Castro Street, Civic Center, Centennial Plaza, and the Transit Center ; and administering an Integrated Pest Management Program.
MAJOR DIVISION CHANGES
• General Operating Fund:
Roadways Maintenance Contract: $278,000
Provides increased funding for the roadways landscape maintenance contract. Outsourcing roadways responsibilities will allow current Roadway —Downtown Division staff to direct efforts towards park maintenance.
City Utility Cost Increase: $17,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $164,800).
Gas and Electricity Cost Increase: $2,000
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
• Shoreline Regional Park Community Fund:
City Utility Cost Increase: $6,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800).
BUD/LHP-209-05 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 20 20 9 *1
Total Part-Time Hourly 1.05 1.05 0 *2
TOTAL POSITIONS 21.05 21.05 9
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,749,740 1,905,452 972,077
18,436 56,038 0
1,117,374 1,291,334 684,778
2,885,550 3,252,824 1,656,855
85,794 80,461 30,161
5,068 12,000 9,600
570,303 674,100 669,000 *2
131,956 *1 134,414 412,414 *3
3,431 8,825 7,725
796,552 909,800 1,128,900
1,139 27,000 0
161,050 202,000 121,000
TOTAL EXPENDITURES $ 3,844,291 4,391,624 2,906,755 *4
*1
*2
*3
*4
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,500 1,000 3,000
62,600 59,000 0 *1
21,781 19,600 20,100
55,000 55,000 0 *1
TOTAL REVENUES $ 141,881 134,600 23,100
*1
DIVISION SUMMARY
COMMUNITY SERVICES - FORESTRY AND ROADWAY LANDSCAPE
POSITIONS
EXPENDITURES
Local Intergovernmental Revenue
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Salaries
Wages
Benefits
TOTAL PERSONNEL
Interfund Expenditures
Other Expenses
Includes limited-period expenditures for organic pesticides.
Moved 11 positions to the Parks and Open Space Division.
Moved hours to the Parks and Open Space Division.
Interfund Revenue Transfers
REVENUES
Fines and Forfeitures
General Service Charges
Moved revenue to the Parks and Open Space Division.
Includes increased funding of $23,000 for City utilities cost increases and $2,000 for gas and electricity cost increase.
Moved budget of $170,900 to the Parks and Open Space Division.
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Includes increased funding of $278,000 for roadways maintenance contract. 4-161
COMMUNITY SERVICES—PARKS AND OPEN SPACE
DIVISION SUMMARY
4-162
DIVISION MANAGER—PARKS AND OPEN SPACE MANAGER
DIVISION OVERVIEW
The Parks and Open Space Division is responsible for maintaining the City ’s landscape investment at City facilities, 38 urban parks (193.5 acres), and 9.35 miles of pedestrian trail along the Bay; and Permanente Creek, Stevens Creek, Hetch Hetchy, and Whisman Trails.
MAJOR DIVISION CHANGES
• General Operating Fund:
City Utility Cost Increase: $81,800
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800). • General Non-Operating Fund:
Cuesta Park Gopher Control (limited-period): $10,000
Provides funding for goph er and rodent control services at Cuesta Park. The impact of gopher holes has led to concerns about the safety and usability of the turf. • Shoreline Regional Park Community Fund:
City Utility Cost Increase: $55,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800).
Janitorial Services for Park Restrooms: $33,000
Provides increased funding to continue daily cleanin g services for park restrooms by the City’s janitorial provider.
Gas and Electricity Cost Increase: $1,500
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
BUD/LHP-209-06 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
30 30 41 *2
5.21 4.14 *1 5.19 *3
TOTAL POSITIONS 35.21 34.14 46.19
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 2,743,287 2,908,461 4,119,568
65,659 222,090 307,969
1,746,356 1,907,800 2,682,769
4,555,302 5,038,351 7,110,306
251,534 247,275 297,575
11,494 15,290 241,724 *2
1,610,185 1,603,082 1,771,432 *3
45,879 100,398 *1 110,398 *4
15,022 44,197 45,297
1,934,114 2,010,242 2,466,426
0 0 0
204,519 313,000 411,000
TOTAL EXPENDITURES $ 6,693,935 7,361,593 9,987,732 *5
*1
*2
*3
*4
*5
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
Local Intergovernmental Revenue $ 0 0 59,000 *1
$ 210,984 208,500 214,500
0 0 55,000 *1
TOTAL REVENUES $ 210,984 208,500 328,500
*1
DIVISION SUMMARY
COMMUNITY SERVICES - PARKS AND OPEN SPACE
POSITIONS
REVENUES
Moved 11 positions from the Forestry and Roadway Landscape Division.
Moved hours from the Forestry and Roadway Landscape Division.
Miscellaneous Revenue
Capital Outlay
Interfund Expenditures
Includes increased funding of $17,000 for janitorial services for parks restrooms (offset by reduction in hourly wages).
Includes limited-period funding of $10,000 for Cuesta Park gopher control.
Includes increased funding of $136,800 for City utility cost increase and $1,500 for gas and electricity cost increase.
Moved budgets of $191,000 from the Shoreline Division and $170,900 from the Forestry and Roadway Landscape Division.
Includes increased funding of $33,000 for janitorial services for park restrooms.
Moved revenue from the Forestry and Roadway Landscape Division.
Interfund Revenue Transfers
Total Regular
Total Part-Time Hourly
EXPENDITURES
Salaries
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Includes reduction in hours to offset increased parks restrooms janitorial cost increase. 4-163
COMMUNITY SERVICES—RECREATION
DIVISION SUMMARY
4-164
DIVISION MANAGER—RECREATION MANAGER
DIVISION OVERVIEW
Recreation provides activities to facilitate social/community connections, advance lifelong learning, and promote healthy lifestyles.
Activities, classes, and events are held at Cuesta and Rengstorff Community Parks, Crittenden and McKelvey Athletic Fields, Deer Hollow Farm, Mountain View Sports Pavilion, Whisman Sports Center, Cuesta Tennis Center, Graham Sports Complex, Community Center, Senior Center, The View Teen Center, Eagle Park and Rengstorff Pools, historic Adobe Building, and various other park areas and school sites.
Program areas include: aquatics; adult and youth sports; seniors; cultural arts; preschool; elementary and teens; youth development; environmental education; community gardens; volunteers; coordination of special events and summer concerts; and reservations of buildings, facilities, and barbecue areas.
MAJOR DIVISION CHANGES
• General Operating Fund:
Gas and Electricity Cost Increase: $45,000
Provides increased funding for gas and electricity costs (the total cost increase for all funds Citywide is $83,500).
Reclassification of Volunteer Coordinator to Recreation Coordinator and Increase to Full - Time (0.25 FTE): $32,000
Provides funding to reclassify the Volunteer Coordinator position to Recreation Coordinator, and increases the position from three -quarter-time to full-time. The position will have additional responsibilities supporting Recreation activities while still providing volunteer services Citywide.
Community Center Day Porter Services: $16,900
Provides funding for additional janitorial services, room setup/tear -down, and support for special events at Recreation facilities. These resources will continue to provide a Day Porter at the new Community Center.
BUD/LHP-209-07 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
19.11 19.11 19.35 *1
35.71 35.71 35.71
TOTAL POSITIONS 54.82 54.82 55.06
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,662,761 1,932,307 2,070,368
890,240 1,732,960 1,833,760
1,058,793 1,278,028 1,382,649
3,611,794 4,943,295 5,286,777
162,727 270,057 270,057
259,646 361,739 *1 288,539 *2
274,350 292,083 337,083 *3
354,968 658,274 658,274
46,872 25,857 25,857
1,098,563 1,608,010 1,579,810
50,111 0 45,300
17,242 33,000 37,000
TOTAL EXPENDITURES $ 4,777,710 6,584,305 6,948,887
*1
*3
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 23,628 133,900 192,400
75,000 75,000 75,000
1,345,656 1,210,900 1,841,700
5,534 15,300 20,400
229,515 192,400 174,000
$ 1,679,333 1,627,500 *1 2,303,500
*1
Interfund Expenditures
Recreation Service Charges
REVENUES
Revenues continue to be estimated lower due to impacts from COVID-19 pandemic.
General Service Charges
TOTAL REVENUES
Miscellaneous Revenue
Local Intergovernmental Revenue
Includes increased funding of $16,900 for Community Center day porter services.
Rents & Leases
COMMUNITY SERVICES - RECREATION
POSITIONS
Professional/Technical Services
Includes increased funding for $67,000 for Community Center day porter services and limited-period funding of $90,100 for janitorial services for pool buildings.
DIVISION SUMMARY
Total Regular
Total Part-Time Hourly
EXPENDITURES
Benefits
Wages
Maintenance and Operations
Salaries
Other Expenses
Addition of 0.24 FTE to a Recreation Coordinator position.
Materials and Supplies
TOTAL PERSONNEL
Utilities
Capital Outlay
TOTAL SUPPLIES AND SERVICES
Includes increased funding of $45,000 for gas and electricity cost increase. 4-165
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NOTES
4-166
BUD/OC-LB FY2022-23 4-167
LIBRARY DEPARTMENT
FISCAL YEAR 2022-23 POSITION TOTALS: 26.0 Full-Time
5.75 Regular Part-Time
ADMINISTRATION
1 Analyst I/II
1 Executive Assistant
ADULT AND DIGITAL
1 Library Manager
(Melvyn J. Yabut)
1 Senior Librarian
4 Librarian I/II
0.75 Library Assistant III
0.75 Library Assistant I/II
LIBRARY DIRECTOR
(Tracy Gray)
SUPPORT AND
CUSTOMER SERVICE
1 Library Manager
(Laura Shea-Clark)
Support Services
1 Senior Librarian
1.5 Librarian I/II
2 Library Assistant III
0.5 Library Technician
Customer Services
1 Library Customer Service
Supervisor
1 Library Assistant III
4 Library Assistant I/II
YOUTH AND OUTREACH
1 Library Manager
(Tarri Ryan)
Youth Services
4.25 Librarian I/II
1 Library Assistant III
Mobile and Outreach Services
1 Senior Librarian
1 Librarian I/II
1 Assistant Library Director
(Vacant)
NOTES
(This page intentionally left blank)
4-168
LIBRARY
DEPARTMENT SUMMARY
4-169
DEPARTMENT MANAGER—LIBRARY DIRECTOR
DEPARTMENT MISSION STATEMENT
“Our Library is for everyone. We are a free resource helping our community connect, create, and learn.”
DEPARTMENT OVERVIEW
The Library offers free materials, services, programs, and facilities for the community to connect, create , and learn.
The Library provides informational, reference, readers’ advisory, and technology assistance in person, via email, and via phone. Library resources are available in a variety of formats, including print, media, and digital, and are regularly assessed to meet the changing needs of the community. Convenient access to physical materials from other libraries is made possible through the Library’s participation in a regional resource-sharing cooperative. Digital resources are available 24/7 in the form of e -books, databases, streaming media, and access to sites that promote information literacy, digital literacy, financial literacy, and workforce development, among others. The Library provides programs for all ages which aim to entertain, educate, and celebrate the diversity of the community. The Library provides a welcoming, well-maintained, and safe facility for customers to enjoy with comfortable seating, study tables, internet computers, WiFi, and study rooms. A dedicated Children’s Room and a space reserved for teen use are available to provide services specific to those groups. The building also features the History Center, which houses a collection that is historically significant to Mountain View and Santa Clara County. Library materials and services are offered outside the facility through outreach to homebound customers and a Mobile Library Vehicle that makes stops at schools, corporate locations, senior facilities, and other community locations.
DEPARTMENT FUNCTIONS
• Provide a quality and organized collection of popular and enduring materials in a variety of formats for customers to use and borrow for free with a Library card. (M 1, 2, 3, 4, 8, 9) • Provide diverse and special collections , such as world languages, la nguage learning, and parenting and citizenship materials. (M 1, 2, 4, 8,9)
• Provide 24/7 access to digital resources , such as e -books, audiobooks, digital magazines, streaming media, and databases and resources that support skill-building, financial literacy, language learning, and more. (M 1, 2, 3)
• Provide access to materials in other libraries through a regional resource-sharing cooperative to enhance and expand access to materials. (M 2, 4, 8, 9)
• Provide a welcomin g, comfortable, well -maintained, and safe facility and environment for all customers to use and enjoy. Post information on policies and processes that govern conduct while in the facility and when using Library services. (M 1)
• Provide and maintain ser vices in the facility , such as comfortable seating and study tables , study rooms , internet computers, and free WiFi. (M1, 10)
• Provide information for borrowing Library materials and using all of the Library’s services and programs. (M 1, 2, 3, 4)
LIBRARY
DEPARTMENT SUMMARY
4-170
• Provide appropriate informational, reference, readers advisory , and technology assistance in person, via email, and via phone. (M 1, 5, 10)
• Maintain a History Center that collects, preserves, and displays materials and artifacts pertaining to Mountain View’s history. Provide educational programs , assist in local history research , and demonstrate how to use physical and digitized local history materials. (M 1, 2, 3, 4, 5, 6) • Provide additional access to Library services through homebound and Mobile Library Vehicle services. (M 2,3, 4, 5, 9)
• Build partnerships with local schools to provide Library tours, school visits, and student connect cards for K-12 students, improve students’ access to public libraries’ digital and physical collections, and strengthen student learning opportunities. (M 1, 2, 3, 4, 5, 6)
• Provide current, relative , innovative, and free Library programs and events for all ages to meet community needs and interests in areas such as education, literacy, technology, cultur e, diversity, and entertainment to support lifelong learning. (M, 6, 7)
• Promote Library services through various marketing efforts and outreach events to ensure that all residents are aware of the breadth of Library services and how to better use those services. • Participate in regional library consortiums which analyze and determine funds for planning, coordination, and evaluation of Statewide and regional services, programs, resource-sharing, and staff development. • Provide staff support to the Library Board of Trustees. • Review, research, and update Library technology systems and applications to improve usability and access to resources and services.
• Review and revise Library policies when applicable.
• Represent the City at community events and functions.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Received grant funding from the Pacific Library Partnership to upgrade public catalog stations to touchscreen computers for enhanced usability.
• Received a second round of grant funding from the California State Library to continue the Career Online High School program, supporting scholarships for students to earn their high school diploma. • Launched five new skill-building resources through a project of the California State Library. • Revised the Library Card and Borrowing Policy, Computer and Network Use Policy , and the Behavior Policy, which were adopted by the Library Board of Trustees.
• Created an eLibrary card type to provide access to the digital library, library computers, and study rooms.
LIBRARY
DEPARTMENT SUMMARY
4-171
• Executed a Student Connect Card agreement with the Mountain View Los Altos Unified High School District and launched a program to provide e-resource access to students. • Revised Library practices to increase access to materials, including updating hold and checkout limits. • Reopened the first-floor Teen Zone after completing a project to refresh the space with new paint and carpet and additional shelving.
• Launched a new copier service to the public, which expands available options for scanning and saving documents.
• Reorganized the video game, world language, and Children’s Room collections to make items more browsable and easier to find.
• Added butterfly-friendly milkweed seeds to the Seed Library in support of the Mayors’ Monarch pledge. • Increased engagement with English Language Learner classrooms at area high schools. • Hosted staff from the Community Development Department for a weekly rent relief prog ram starting in fall 2021.
• Planned and hosted a virtual training for Bay Area librarians on storytimes that support children on the autism spectrum.
• Participated in the United Against Hate week campaign by offering topical programs and curated book lists. • Launched a return to in -person programs with weekly outdoor storytimes in Pioneer Park, a Jazz in the Park concert, and monthly Drop-In Bike Clinics.
• Launched Common Core aligned virtual field trips that incorporate the Library’s History Center and other local history information for elementary students.
• Incorporated American Sign Language (ASL) into storytime programming to increase accessibility. • Expanded parenting programs to include conversations with Bay Area child development and m edical researchers.
• Offered six programs on Mountain View history celebrating the diversity of the community. • Offered free tax preparation assistance to low -income members of the public in collaboration with United Way Bay Area.
• Offered bilingual wellness programs in English and Mandarin languages in collaboration with El Camino Hospital.
LIBRARY
DEPARTMENT SUMMARY
4-172
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
• Establish a Library literacy program for Mountain View residents to help residents reach literacy goals and use Library services effectively.
• Analyze Mobile Library Vehicle operations and assess stops and collections to ensure that all community members have the opportunity to access Library services. • Continue to d evelop and maintain services, programs , and collections to promote diversity, equity , and inclusion within the community.
• Implement a new and updated catalog system for improved user-friendly features designed to make it easier than ever to find and borrow materials from the Library. • Work with other City departments to plan and purchase a new Mobile Library Vehicle and relaunch Mobile Library Vehicle services in the community.
• Collaborate with the worldwide The Human Library® to implement a local program of “human books” to represent groups in our society that are often subjected to prejudice or discrimination because of their lifestyle, diagnosis, belief, disability, social status, or ethnic origin and create a safe space for dialog ue. • Continue building partnerships with local schools to provide student connect cards for K-12 students, improve students’ access to public libraries’ digital and physical co llections, and strengthen student learning opportunities.
• Complete implementation of a new closed-circuit TV system, in conjunction with the Information Technology Department.
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
1. Number of visits to the Library. 441,391(A) 74,328(A) >60,000(B) 124,711 >250,000
2. Total circulation. 960,887(A) 741,871(A) >650,000(B) 606,908 >1,200,000
3. Total electronic items circulated. New for
FY21-22 >200,000 116,433 >230,000
4. Total physical items circulated. New for
FY21-22 >425,000 490,475 >980,000
5. Total questions answered. New for
FY21-22 >3,000 7,466 >15,000
6. Total attendees at Library programs. 35,982(A) 16,207(A) >15,000(B) 4,732 >15,000
7. Satisfaction rate for Library programs. 92% 97% >90% 96% >90%
LIBRARY
DEPARTMENT SUMMARY
4-173
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
8. Average number of calendar days
between receipt of new item and
availability to check out. 6 7 <10 9.6 <10
9. New book and media items processed. 27,890 19,333(A) >17,000(B) 10,956 >22,000
10. Number of public computer sessions in
the Library. 30,851 924(A) >1,000(B) 8,424 >16,000
________________________
(A) The measures were affected by the Library closure due to the COVID-19 global pandemic starting in March 2020. (B) The target has been adjusted for Fiscal Year 2021-22 due to the continuing impacts of COVID-19.
BUD/LHP-026-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1 *1
Assistant Library Director 0 0 1 *2
3 3 3 *3
1 1 1
3 3 3
10.75 10.75 10.75
Analyst I/II 1 1 1
1 1 1
4.75 4.75 4.75
4.75 4.75 4.75
0.50 0.50 0.50
TOTAL REGULAR 30.75 30.75 31.75
TOTAL PART-TIME HOURLY 12.78 12.78 12.78
TOTAL POSITIONS 43.53 43.53 44.53
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 704,761 799,967 1,286,425
1,419,797 2,016,620 2,131,313
2,170,174 2,392,382 2,604,085
1,125,648 1,817,015 1,588,841
TOTAL EXPENDITURES $ 5,420,380 7,025,984 7,610,664
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 4,557,868 5,915,518 6,519,198
861,256 913,466 1,036,466
0 175,000 32,000
1,256 22,000 23,000
TOTAL EXPENDITURES $ 5,420,380 7,025,984 7,610,664
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 5,395,154 6,870,084 7,494,664
25,226 155,900 116,000
TOTAL FUNDING $ 5,420,380 7,025,984 7,610,664
LIBRARY
Library Administration
Senior Librarian
Executive Assistant
DEPARTMENT SUMMARY
Librarian I/II
POSITIONS
Library Director
Library Manager
Capital Outlay
Interfund Expenditures
Adult and Virtual Services
General Operating
Library Technician
DEPARTMENT DIVISIONS
Library Customer Service Supervisor
Library Assistant III
Library Assistant I/II
Title change from Library Services Director to Library Director.
Title change from Library Services Manager to Library Manager.
Addition of the Assistant Library Director position.
Salaries Wages and Benefits
Support and Customer Services
FUNDING SOURCES
Supplies and Other Services
Youth and Outreach Services
EXPENDITURE SUMMARY
General Non-Operating
4-174
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 6,429 4,000 5,000
872 9,000 10,000
17,273 0 0
TOTAL REVENUES $ 24,574 13,000 15,000
REVENUE SUMMARY
General Service Charges
Miscellaneous Revenue
Fines and Forfeitures
LIBRARY
DEPARTMENT SUMMARY
4-175
LIBRARY—ADMINISTRATION
DIVISION SUMMARY
4-176
DIVISION MANAGER—LIBRARY DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the Department’s organizational structure, strategic planning, goal -setting, and devising future services. Administration is responsible for stakeholder relations and is the liaison to the Mountain View Library Board of Trustees, the California State Library, and regional library consortiums and committees. Administration manages the Department’s budget plann ing and analysis, grant and donation funding, contracts , and Memorandums of Understanding (MOU). Administration oversees all Department policies, Departmentwide projects, and improvements to the facility and services. Administration oversees personnel, staff trainings, safety , and security. Administration oversees communications, social media, marketing, and the Department website.
MAJOR DIVISION CHANGES
• General Operating Fund:
Assistant Library Director Position: $302,800
Provides funding for an Assistant Library Director to oversee Library operations, administration, and staff training and development.
Annual Subscription Fees: $12,000
Provides increased funding for annual subscriptions for Library self -checkout, automated return, and materials-handling systems.
Training, Conference, and Travel: $5,000
Provides increased funding for staff conferences and trainings.
• General Non-Operating Fund:
Security Services (limited-period): $96,000
Provides funding for an outside company to provide security services for the Library.
BUD/LHP-026-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 3 3 4 *1
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 3 3 4
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 364,202 430,740 655,282
28,367 0 0
155,459 208,319 325,235
548,028 639,059 980,517
33,815 30,530 30,530
59,666 62,167 74,167 *1
3,462 7,000 7,000
17,306 20,000 116,000 *2
42,484 41,211 46,211 *3
156,733 160,908 273,908
0 0 32,000
0 0 0
TOTAL EXPENDITURES $ 704,761 799,967 1,286,425
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
Fines and Forfeitures $ 110 0 0
872 9,000 10,000
9,470 0 0
TOTAL REVENUES $ 10,452 9,000 10,000
REVENUES
Professional/Technical Services
Utilities
Addition of the Assistant Library Director position.
Miscellaneous Revenue
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
General Service Charges
Maintenance and Operations
Includes increased funding of $12,000 for annual subscription fees.
Other Expenses
Includes limited-period funding of $96,000 for security services.
Includes increased funding of $5,000 training, conference, and travel.
Interfund Expenditures
Capital Outlay
TOTAL SUPPLIES AND SERVICES
LIBRARY - ADMINISTRATION
EXPENDITURES
Salaries
POSITIONS
DIVISION SUMMARY
4-177
LIBRARY—ADULT AND DIGITAL
DIVISION SUMMARY
4-178
DIVISION MANAGER—LIBRARY MANAGER
DIVISION OVERVIEW
Adult and Digital oversees collections, programs , and services primarily for adults. Adult and Digital oversees the second floor of the Library, which includes an extensive collection of print and media materials, public computers, a Seed Library, group study rooms, and a History Center that houses materials with historical significance to Mountain View. An information desk on the second floor provides reference assistance, readers’ advisory , and help with the use of resources offered by the Library. Adult and Digital manages the Digital Library , which gives customers 24/7-access to materials such as e -books, e -audiobooks, streaming media, digital databases , and resources that support skill-building, financial literacy, language learning , and more. Adult and Digital hosts events and programs that promote lifelong learning and community engagement and provides outreach to homebound customers.
MAJOR DIVISION CHANGES
• General Non-Operating Fund:
Books and Materials (limited-period): $20,000
Provides continued funding for e-books and electronic resources to address the significant increase in demand.
BUD/LHP-026-03 FY2022-23
LIBRARY - ADULT AND DIGITAL
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 6.50 7.25 *1 7.50 *2
Total Part-Time Hourly 3.13 3.13 3.13
TOTAL POSITIONS 9.63 10.38 10.63
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 499,778 746,910 814,697
37,845 186,619 203,938
259,647 435,631 465,218
797,270 1,369,160 1,483,853
610,485 642,060 *1 642,060 *1
0 0 0
0 0 0
800 1,500 1,500
11,242 3,900 3,900
622,527 647,460 647,460
0 0 0
0 0 0
TOTAL EXPENDITURES $ 1,419,797 2,016,620 2,131,313
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 6,400 0 0
TOTAL REVENUES $ 6,400 0 0
Transferred 0.25 Librarian I/II position from the Youth and Outreach Division.
TOTAL SUPPLIES AND SERVICES
Miscellaneous Revenue
POSITIONS
Salaries
Wages
Benefits
Includes limited-period funding of $20,000 for books and materials.
Utilities
Maintenance and Operations
Other Expenses
Capital Outlay
Interfund Expenditures
Professional/Technical Services
Transferred 0.75 Library Assistant I/II position from the Support and Customer Services Division.
TOTAL PERSONNEL
DIVISION SUMMARY
REVENUES
EXPENDITURES
Materials and Supplies
4-179
LIBRARY—SUPPORT AND CUSTOMER SERVICE
DIVISION SUMMARY
4-180
DIVISION MANAGER—LIBRARY MANAGER
DIVISION OVERVIEW
Support Services provides support and maintenance of the Library’s automation and catalog systems and automated check-in and check -out systems. Support Services manage purchasing, cataloging, physical processing, and maintenance of all materials in the Library’s collecti on. Support Services oversee the timely return of Library materials to the shelves and maintaining the orderliness of the Library’s materials collection. Support Services is also responsible for the Link+ service, which provides materials from a consorti um of academic and public libraries.
Customer Service is responsible for answering customer questions, issuing library cards, lending and tracking library materials loaned to the public, assisting customers with automated check -out and check-in systems, and collecting money owed for replacements and damages.
MAJOR DIVISION CHANGES
• General Operating Fund:
Annual Subscriptions: $10,000
Provides increased funding for annual subscriptions for essential Library products.
BUD/LHP-026-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 12.25 11.50 *1 12 *2
Total Part-Time Hourly 8.82 8.82 8.82
TOTAL POSITIONS 21.07 20.32 20.82
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,049,220 1,101,445 1,221,405
364,275 467,730 485,056
675,784 727,509 791,926
2,089,279 2,296,684 2,498,387
29,806 39,648 39,648
0 0 0
0 0 0
49,289 54,050 64,050 *1
1,800 2,000 2,000
80,895 95,698 105,698
0 0 0
0 0 0
TOTAL EXPENDITURES $ 2,170,174 2,392,382 2,604,085
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 6,319 4,000 5,000
128 0 0
$ 6,447 4,000 5,000
Materials and Supplies
LIBRARY - SUPPORT AND CUSTOMER SERVICE
POSITIONS
Benefits
DIVISION SUMMARY
Transferred 0.5 Librarian I/II position from the Youth and Outreach Division.
Capital Outlay
Maintenance and Operations
Transferred 0.75 Library Assistant I/II position to the Adult and Virtual Division.
Wages
TOTAL PERSONNEL
Miscellaneous Revenue
TOTAL REVENUES
REVENUES
Includes increased funding of $10,000 for annual subscriptions.
TOTAL SUPPLIES AND SERVICES
Interfund Expenditures
Fines and Forfeitures
EXPENDITURES
Salaries
Utilities
Other Expenses
Professional/Technical Services
4-181
LIBRARY—YOUTH AND OUTREACH
DIVISION SUMMARY
4-182
DIVISION MANAGER—LIBRARY MANAGER
DIVISION OVERVIEW
Youth Services plans and maintains developmentally appropriate Library spaces and oversees a collection of a wide variety of materials and resources, including multilingual collections, for ages zero through 18, families , and educators.
Youth Librarians provide reference and readers’ advisory services; promote, encourage , and support literacy education, including critical and creative thinking; and conduct educational and mission -focused programs and auxiliary services, including partnerships with like institutions.
Outreach Services operates the Mobile Library Vehicle , which provides community-based Library services for customers of all ages who live, work , and learn in Mountain View. Outreach Services furthers the visibility and accessibility of Library services in the community and supports the diverse communities of Mountain View w ith relevant materials, resources, and learning opportunities.
BUD/LHP-026-05 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 9 9 8.25 *1
Total Part-Time Hourly 0.83 0.83 0.83
TOTAL POSITIONS 9.83 9.83 9.08
*1
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 694,823 929,274 894,592
0 77,576 82,449
428,468 603,765 579,400
1,123,291 1,610,615 1,556,441
320 9,400 9,400
0 0 0
3 0 0
0 0 0
778 0 0
1,101 9,400 9,400
0 175,000 0
1,256 22,000 23,000
TOTAL EXPENDITURES $ 1,125,648 1,817,015 1,588,841
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,275 0 0
$ 1,275 0 0
LIBRARY - YOUTH AND OUTREACH
Materials and Supplies
POSITIONS
EXPENDITURES
Salaries
Wages
Benefits
Transferred 0.25 Librarian I/II position to the Adult and Digital Division and 0.5 Librarian I/II position to the Support and Customer Service Division.
Maintenance and Operations
Utilities
Professional/Technical Services
REVENUES
TOTAL PERSONNEL
DIVISION SUMMARY
Other Expenses
Miscellaneous Revenue
TOTAL REVENUES
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
4-183
NOTES
(This page intentionally left blank)
4-184
BUD/OC-FD FY2022-23 4-185
SUPPRESSION
Operations
3 Battalion Chief
(Melton Wong)
(James Hoefling)
(Jeffrey Cole)
5 Fire Captain/HM
13 Fire Captain
5 Fire Engineer/HM**
13 Fire Engineer**
5 Firefighter/HM**
22 Firefighter/Paramedic**
Training/Safety/EMS
1 Battalion Chief
(Jennifer Graham)
1 Fire Captain
Office of Emergency Services
1 Office of Emergency Services
Coordinator
FIRE DEPARTMENT
FISCAL YEAR 2022-23 POSITION TOTALS: 86.5 Full-Time
* Position directly reports to the Police Department but supports the Fire Department. ** Authorization of 27 Paramedics includes Engineer, Engineer/Hazardous Materials, and Firefighter/Hazardous Materials levels.
*** Located in Community Development Department but budgeted in Fire Department.
FIRE CHIEF
(Juan Diaz)
FIRE AND ENVIRONMENTAL
PROTECTION
1 Fire Marshal
(Eric Anderson)
Environmental Safety
3 Hazardous Materials Specialist
1 Environmental Safety Coordinator
1 Environmental and Safety Protection
Inspector
1 Water Environment Specialist
Fire and Building Safety
3 Fire Protection Engineer***
1 Deputy Fire Marshal
2 Public Education/Fire Safety
Specialist
1 Building Inspector I/II
ADMINISTRATION
1 Deputy Fire Chief
(Brian Jones)
1 Senior Management Analyst
0.5 Executive Assistant*
FIRE
DEPARTMENT SUMMARY
4-186
DEPARTMENT MANAGER—FIRE CHIEF
DEPARTMENT MISSION STATEMENT
The Mountain View Fire Department exists to save lives and property, protect the environment, and minimize the risk of fire and natural disaster by investing in education, training, and prevention. The vision of the Department is to be a progressive fire department that treats everyone with respect and dignity and applies best practices in innovative emergency response, fire prevention, training, environmental protection, and public education.
DEPARTMENT OVERVIEW
The Fire Department’s personnel and equipment are strategically deployed throughout the City to rapidly assist citizens when emergencies occur, such as emergency medical services, fire suppression, technical rescue, and hazardous materials response, along with community emerg ency preparedness and recovery training. In addition to emergency response, the Fire Department focuses on community safety and education through fire prevention, housing code enforcement, public education, waste discharge and general surface water pollut ion prevention, and other services to the community.
DEPARTMENT FUNCTIONS
• Respond quickly to all emergencies and take appropriate actions , thereby reducing loss of life, property, and environmental damage while ensuring the safety of all Fire personne l involved. (M 1, 2)
• Maintain a professional level of operational readiness as Firefighters, Paramedics, Emergency Medical Technicians, Hazardous Materials First Responders, Hazardous Materials Technicians , Specialists, and Rescuers.
• Provide annual training and coordination for City staff, and residential and business community volunteers on disaster preparedness, response, and recovery.
• Provide management and oversight for the Santa Clara County Regional Command Training Center located in Mountain View.
• Ensure that facilities using or storing hazardous materials, or discharging wastewater into the sanitary or storm sewers, comply with applicable Federal, State, and local requirements. (M 3, 4)
• Maintain an ongoing fire prevention program, hazardous materials, and underground storage tank inspection program. (M 4)
• Maintain a rental housing inspection program.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Continued operation of the COVID-19 mobile vaccination program in coordination with the Santa Clara County Public Health Department, administering vaccinations and booster shots to elderly and homebound Mountain View residents.
FIRE
DEPARTMENT SUMMARY
4-187
• Conducted community outreach and began implementation of an ordinance amendment prohibiting smoking in multi-family residential properties.
• Implemented succession planning through promotional processes for the positions of Fire Engineer/Driver Operator, Fire Captain, and Battalion Chief.
• Revised the City of Mountain View Office of Emergency Services Emergency Operations Plan.
• Established a Line of Duty Death Policy Manual.
• Graduated a Community Emergency Response Team (CERT) Volunteer Academy with 20 new CERT members.
• Revised the Cooling Center Policy to be in alignment with Santa Clara County Office of Emergency Management.
• Implemented a new end-user Computer-Aided Dispatch (CAD) platform for emergency response and incident command management and resource accountability.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Review the Fire Community Risk Assessment, in conjunction with the City Manager’s Office , to determine next steps and financial feasibility.
• Continue to support the implementation of initiatives for unhoused and unstably housed residents, including those living in vehicles, with both short-term and long-term actions.
• Implement the recommendations from the Development Services Review study for the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Community Development, Public Works and Information Technology Departments.
• Continue to support State and regional efforts to provide COVID -19 vaccinations by Firefighters, including working with Santa Clara County Public Health on a mobile vaccination clinic.
• Develop and implement an integrated data management system to fulfill Fire and Environmental Protection Division data management and reporting needs across multiple regulatory program disciplines, in conjunction with the Information Technology Department.
• Negotiate location-based automatic aid agreements with Santa Clara County Fire Department when their CAD is upgraded to a system compatible with Mountain View’s.
• Enroll a team of nine members to attend Fire Suppression Training School to develop skills in structural firefighting.
• Improve incident management and accountability through the use of Incident Command System training and technology to be in alignment with Firescope standards.
FIRE
DEPARTMENT SUMMARY
4-188
• Identify and implement organizational improvements to support succession planning goals , including professional developmen t and career paths within the Fire and Environmental Protection Division, in conjunction with the Human Resources Department.
• Review and revise the City’s Emergency Operations Plan.
• Continue to train City staff assigned to the Emergency Operations Center in position-based roles following the FEMA-based Independent Study Program.
• Schedule and conduct one Emergency Operations Center drill annually per the Homeland Security Exercise Evaluation Program.
• Establish a mentoring program for all Fire Department employees.
• Begin design for the new Public Safety Building, in conjunction with the Police and Public Works Departments.
• Complete implementation of the closed -circuit TV system for the Police/Fire Administration Building, in conjunction with the Police and Information Technology Departments.
PERFORMANCE/WORKLOAD MEASURES
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Suppression:
1. For prehospital medical emergencies,
rescues, and small fires:
• Turnout time of two minutes.* New for
FY21-22
>90%
100%
>90%
• Travel time of four minutes for the
first-due unit.*
New for
FY21-22
>90%
42%(A)
>90%
• First-due unit should arrive within 7
minutes 30 seconds of the time from
the receipt of the 9-1-1 call.*
New for
FY21-22
>90%
96%
>90%
2. For building fires:
• Turnout time of two minutes.* New for
FY21-22
>90%
100%
>90%
• Travel time of eight minutes for all
units.*
New for
FY21-22
>90%
100%
>90%
• Multiple-unit effective response
force (ERF) of 15 personnel should
arrive within 11 minutes 30 seconds
from the time of 9-1-1 call receipt.*
New for
FY21-22
>90%
100%
>90%
FIRE
DEPARTMENT SUMMARY
4-189
2019-20
Actual
2020-21
Actual
2021-22
Target
2021-22
6 Months
2022-23
Target
Fire and Environmental Protection:
3. Percentage of plans checked within
15 working days of receipt by Division.
100%
100%
100%
100%
100%
4. Number of inspections conducted by
Environmental Safety Section.
1,718
1,605
1,500
851
1,500
________________________
(A) Below target as a result of traffic congestion and simultaneous incident activity at peak hours of the day. In addition, the Department’s training model of using the Engine 54 crew Citywide with incident activity and traffic congestion thins out available crews too much at peak hours of the day. This deficiency is addressed in a report conducted by Citygate Associates : “Community Hazard and Risk Assessment, Standards of Cover Study, and Location Analysis (2020).”
* Performance standards are based on best practice guidelines and criteria in the field of deployment analysis , including National Fire Protection Association (NFPA) standards, the Self-Assessment Criteria on the Commission of Fire Accreditation International (CFAI), Insurance Services Office (ISO), and Citygate’s recommended best practices.
BUD/LHP-100-01 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
4 4 4
1 *2 1 *2 1 *2
1 1 1
3 3 3
1 1 1
2 2 2
5 5 5
14 14 14
5 5 5
13 13 13
5 5 5
22 *1 22 *1 22 *1
3 3 3
Environmental Safety Coordinator 1 1 1
Environmental & Safety Protection Inspector 1 1 1 1 1 1
1 1 1
Senior Management Analyst 0 0 1 *3
1 1 0 *3
0.50 0.50 0.50
TOTAL REGULAR 86.50 86.50 86.50
TOTAL PART-TIME HOURLY 0 0 0
TOTAL POSITIONS 86.50 86.50 86.50
*1
*2
*3
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,325,813 1,368,218 1,471,109
27,709,514 27,052,191 28,219,964
2,899,635 3,935,262 4,142,048
TOTAL EXPENDITURES $ 31,934,962 32,355,671 33,833,121
Deputy Fire Marshal
Fire Engineer/HM
Firefighter/HM
Fire Marshal
DEPARTMENT DIVISIONS
Analyst I/II
Authorization of 27 Paramedics includes Engineer, Engineer/HM, and Firefighter/HM levels.
Office of Emergency Services Coordinator
Fire Protection Engineer
Fire Engineer
Water Environment Specialist
Building Inspector I/II
Executive Assistant
Firefighter/Paramedic
Fire Administration
Fire Suppression
Fire and Environmental Protection
Haz Mat Specialist
Reclassification of the Analyst I/II position to Senior Management Analyst.
The Fire Marshall position is flexibly staffed as safety/non-safety.
Public Education/Fire Safety Specialist
DEPARTMENT SUMMARY
Fire Captain
Fire Captain/HM
FIRE
POSITIONS
Fire Chief
Deputy Fire Chief
Battalion Chief
4-190
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 30,147,470 29,605,890 31,685,105
1,167,306 1,454,981 1,504,016
119,265 738,800 72,000
500,921 556,000 572,000
TOTAL EXPENDITURES $ 31,934,962 32,355,671 33,833,121
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 29,207,943 28,049,379 30,068,192
349,929 1,152,550 519,100
799,646 859,759 903,773
160,692 230,978 173,178
1,416,752 2,063,005 2,168,878
TOTAL FUNDING $ 31,934,962 32,355,671 33,833,121
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 737,444 541,000 541,000
3,748 1,000 1,000
246,013 236,300 236,300
3,106,455 367,400 380,700
188,730 0 0
TOTAL REVENUES $ 4,289,901 1,145,700 1,159,000
EXPENDITURE SUMMARY
Salaries Wages and Benefits
FIRE
DEPARTMENT SUMMARY
Supplies and Other Services
Capital Outlay
Interfund Expenditures
FUNDING SOURCES
General Operating
General Non-Operating
Miscellaneous Revenue
Wastewater
REVENUE SUMMARY
General Licenses & Permits
Fines and Forfeitures
Interfund Revenue Transfers
Building/Development Services
Shoreline Regional Park Community
General Service Charges
4-191
FIRE—ADMINISTRATION
DIVISION SUMMARY
4-192
DIVISION MANAGER—FIRE CHIEF
DIVISION OVERVIEW
Administration is responsible for management of the Fire Department. The Division provides strategic planning, leading, managing , and support for Fire Department personnel and programs in the accomplishment of the Department’s mission.
MAJOR DIVISION CHANGES
• General Operating Fund:
Reclassification of Analyst I/II to Senior Management Analyst: $16,900
Provides funding to reclassify the Analyst I/II position to Senior Management Analyst.
BUD/LHP-100-02 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 3.50 3.50 3.50
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 3.50 3.50 3.50
2020-21 2021-22 2022-23
ACTUAL ADOPTED ADOPTED
$ 789,523 812,262 881,977
0 0 0
461,914 489,982 522,158
1,251,437 1,302,244 1,404,135
25,026 40,044 39,744
19,006 1,000 1,300
0 0 0
25,850 0 0
3,189 8,930 8,930
73,071 49,974 49,974
0 0 0
1,305 16,000 17,000
TOTAL EXPENDITURES $ 1,325,813 1,368,218 1,471,109
TOTAL PERSONNEL
Capital Outlay
Utilities
Interfund Expenditures
Salaries
Benefits
Professional/Technical Services
Wages
Other Expenses
Maintenance and Operations
TOTAL SUPPLIES AND SERVICES
FIRE - ADMINISTRATION
Materials and Supplies
EXPENDITURES
POSITIONS
DIVISION SUMMARY
4-193
FIRE—SUPPRESSION
DIVISION SUMMARY
4-194
DIVISION MANAGER—FIRE CHIEF
DIVISION OVERVIEW
The Suppression Division consists of the Operations, Personnel and Training, and Office of Emergency Services/Public Information Sections.
The Operations Section provides firefighting, hazardous materials incident, paramedic, and rescue response services from five Fire stations strategically located throughout the City. Firefighters also conduct fire prevention inspections, public education, and equipment and facilities maint enance as well as ongoing training activities. Paramedic Firefighters are assigned to every Fire station.
The Personnel and Training Section plans, schedules, and provide s training to Firefighters. This Section also coordinates the Firefighter recruitment and selection process.
The Office of Emergency Services Section is responsible for disaster preparedness and coordinates disaster response.
MAJOR DIVISION CHANGES
• General Operating Fund:
Overtime: $655,800
Provides increased funding for overtime related to minimum staffing and Fire personnel training and education.
Training and Education: $80,000
Provides increased funding for Fire personnel to attend conferences and training relating to operations, emergency medical services, and hazardous materials.
Telecommunications and Utilities: $17,400
Provides new and increased funding for costs related to telephone, cable, and email communications.
Mapping Services: $14,000
Provides increased funding for annual mapping services.
Image Trend Application: $5,800
Provides increased funding for the Image Trend application annual subscription cost.
City Utility Cost Increase: $5,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800).
FIRE—SUPPRESSION
DIVISION SUMMARY
4-195
• General Non-Operating Fund:
Firefighter Recruit Academy (limited-period): $482,000
Provides funding for up to seven Firefighter recruits to attend the Firefighter Academy. The funding includes personnel costs, supplies and equipment, and overtime for in -house instructors.
Medical Specialist Training (limited-period): $37,100
Provides funding to send three Paramedics to Medical Specialist Training to increase knowledge, skills , and abilities in the Urban Search and Rescue program. The amount includes overtime and course costs related to the training.
• Shoreline Regional Park Community Fund:
City Utility Cost Increase: $2,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments (the total cost increase for all funds Citywide is $ 164,800).
BUD/LHP-100-03 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
Total Regular 69 69 69
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 69 69 69
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 17,924,439 *1 15,764,437 *2 16,898,141 *7
0 0 0
8,373,458 *1 9,068,096 9,670,665
26,297,897 24,832,533 26,568,806
381,607 *1 442,789 *3 483,179 *8
101,672 *1 83,386 *4 87,778 *9
137,252 131,370 151,270 *9
88,034 *1 181,930 *5 195,930 *10
98,181 *1 150,383 *6 159,001 *11
806,746 989,858 1,077,158
119,265 738,800 72,000
485,606 491,000 502,000
TOTAL EXPENDITURES $ 27,709,514 27,052,191 28,219,964
*1
*2
*3
*4
*5
*6
*7
*8
*9
*10
*11
Includes increased funding of $400,000 for minimum staffing overtime and $255,800 for training overtime. Also includes limited- period fundings of $418,600 for Firefighter recruit academy salaries and overtime and $26,800 for medicat specialist training overtime.
Includes increased funding of $5,800 for ImageTrend application. Also includes limited-period funding $63,400 for Firefighter recruit academy supplies, equipment, and books.
Includes increased fundings of $17,400 for telecommunications and utilities, and $7,000 for City utility cost increases.
Includes increased funding of $14,000 for mapping services.
Includes increased funding of $15,000 for VHF infrastructure maintenance.
Includes increased fundings of $17,600 for fires station alerting system maintenance and $5,000 for Poulse Point App.
TOTAL PERSONNEL
Capital Outlay
Includes increased funding of $40,000 for entry level recruitment overtime. Also includes limited-period fundings for overtime of $451,500 for Firefighter recruits (rebudget balance), $121,400 for training and education ($1,400 rebudget balance), $94,800 for Fire Operations training ($22,800 rebudget), $32,800 for HazMat training (rebudget balance), $24,000 for EMS Conference, and $8,400 for Tactical Paramedic training (rebudget balance).
Includes increased fundings of $10,000 for entry level recruitment and $7,200 for fire hose replacement. Also includes limited period fundings of $20,500 for Firefighter recruits (rebudget balance) and $15,100 for City's antique fire apparatus (rebudget balance).
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
Other Expenses
DIVISION SUMMARY
Materials and Supplies
EXPENDITURES
Utilities
Benefits
Maintenance and Operations
Includes increased funding of $80,000 for training and education. Also includes limited-period funding $10,300 for medical specialist training course costs.
Includes limited-period fundings of $35,500 for HazMat training (rebudget balance), $31,700 for Fire Operations training, $5,800 for EMS conference training, and $2,000 for Firefighter recruits (rebudget balance).
FIRE - SUPPRESSION
Includes limited-period expenditures for Firefighter recruitment, training overtime, HazMat training, Fire Operations training, training and education, Tactical Paramedic training, antique fire apparatus restoration, and VHF infrastructure maintenance. Also includes overtime for fire strike team deployment.
Interfund Expenditures
Salaries
POSITIONS
Wages
4-196
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 7,511 0 0
3,104,044 *1 348,400 361,700
188,730 0 0
TOTAL REVENUES $ 3,300,285 348,400 361,700
*1
Interfund Revenue Transfers
REVENUES
DIVISION SUMMARY
Includes reimbursements for fire strike team deployments.
Local Intergovernmental Revenue
Miscellaneous Revenue
FIRE - SUPPRESSION
4-197
FIRE—FIRE AND ENVIRONMENTAL PROTECTION
DIVISION SUMMARY
4-198
DIVISION MANAGER—FIRE MARSHAL
DIVISION OVERVIEW
The Fire and Environmental Protection Division consists of the Environmental Safety and the Fire and Building Safety Sections.
The Environmental Safety Section is responsible for the enforcement of local hazardous materials storage codes, State underground chemical storage tank regulations, industrial waste discharge, and Federal and State regulations related to the control of industrial waste and stormwater runoff. Efforts are aimed at preventing uncontrolled releases and movement of hazardous and toxic substances.
The Fire and Building Safety Section is responsible for conducting the City ’s fire and housing code enforcement programs, fire cause investigations, and technical support to the Suppression Division.
MAJOR DIVISION CHANGES
• Development Services Fund:
Strong Motion Instrumentation Program (SMIP) (rebudget balance): $29,300 Rebudgets the balance of funding available for SMIP funds to be used for a Community Emergency Response Team (CERT) grant program.
• Wastewater Fund:
Consultant Services for Web-Based Reporting (rebudget): $20,000 Rebudgets funding to create an electronic reporting system. The State requires all local government agencies to electronically report hazardous materials business plan, inspection, and enforcement information.
Permit Fees: $4,200
Provides increased funding for National Pollutant Discharge Elimination System permit fees.
Silicon Valley Urban Runoff Pollution Prevention Program (SCVURPPP): $3,900 Provides increased funding for the City’s portion of the Silicon Valley Urban Runoff Pollution Prevention Program annual budget.
BUD/LHP-100-04 FY2022-23
2020-21 2021-22 2022-23
ADJUSTED ADOPTED RECOM.
14 14 14
0 0 0
TOTAL POSITIONS 14 14 14
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 1,663,441 2,218,479 2,380,367
0 0 0
934,695 1,252,634 1,331,797
2,598,136 3,471,113 3,712,164
35,399 23,515 23,515
981 3,375 3,375
4,760 4,800 4,800
237,024 288,600 *1 281,700 *2
9,325 94,859 *1 63,494 *2
287,489 415,149 376,884
0 0 0
14,010 49,000 53,000
TOTAL EXPENDITURES $ 2,899,635 3,935,262 4,142,048
*1
*2
2020-21 2021-22 2022-23
ACTUAL ADOPTED RECOM.
$ 737,444 541,000 541,000
3,748 1,000 1,000
246,013 236,300 236,300
2,411 19,000 19,000
TOTAL REVENUES $ 989,616 797,300 797,300
General Service Charges
Miscellaneous Revenue
REVENUES
Capital Outlay
Interfund Expenditures
Other Expenses
Wages
Includes limited-period fundings of $40,000 for cost of service study, $35,700 for Strong Motion Instrumentation Program (SMIP) ($26,600 rebudget balance) and $20,000 for consultant services for web-based reporting (rebudget).
Includes increased fundings of $4,200 for permit fees and $3,900 for SCVURPP annual fee. Also includes limited-period fundings of $29,300 for Strong Motion Instrumentation Program (SMIP) (rebudget balance) and $20,000 for consultant services for web-based reporting (rebudget).
FIRE - FIRE AND ENVIRONMENTAL PROTECTION
General Licenses & Permits
Fines and Forfeitures
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
Benefits
TOTAL PERSONNEL
EXPENDITURES
POSITIONS
Salaries
Materials and Supplies
Maintenance and Operations
Utilities
Total Regular
Total Part-Time Hourly
Professional/Technical Services
4-199
NOTES
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4-200
BUD/OC-PD FY2022-23 4-201
POLICE DEPARTMENT
PUBLIC SAFETY SUPPORT SERVICES
1 Police Captain (Michael Canfield)
1 Public Safety Support Services
Manager (Jennifer Copeland)
Management and Fiscal Services
1 Analyst I/II
0.5 Program Assistant
1 Administrative Aide
1 Secretary
1 Office Assistant III
0.5 Office Assistant I/II
Emergency Communications
1 Emergency Communications Manager
2 Public Safety Dispatcher Coordinator
4 Public Safety Dispatcher III
10 Public Safety Dispatcher II
Public Safety Systems
1 Senior System Specialist
1 System Specialist
Records/Court Liaison
1 Police Records Supervisor
2 Lead Police Records Specialist
8 Police Records Specialist
1 Crime Analyst
SPECIAL OPERATIONS
1 Police Captain (Saul Jaeger)
Investigative Services
1 Police Lieutenant
1 Police Officer
Crime Suppression Unit
1 Police Sergeant
5 Police Officer
1 Community Services Officer
Person Crimes
1 Police Sergeant
5 Police Officer
Youth Community Unit
1 Police Sergeant
3 Police Officer
1 Community Services Officer
1 Police Officer (Limited-Period)
Cyber and Financial Crimes Unit
1 Police Sergeant
3 Police Officer
Personnel/Training and Professional
Development and Wellness
1 Police Lieutenant
1 Police Sergeant
Operational Services Unit
1 Police Sergeant
Property and Evidence
1 Property and Evidence Specialist
1 Police Assistant III
FIELD OPERATIONS
1 Police Captain (Vacant)
K9/Field Operations Teams 1 and 4
1 Police Lieutenant
2 Police Sergeant
10 Police Officer
3 Police Officer Overhire*
5 Community Services Officer
Traffic/Field Operations Teams 2 and 3
1 Police Lieutenant
3 Police Sergeant
20 Police Officer
FTO Program/
Field Operations Teams 5-8
1 Police Lieutenant
1 Police Sergeant
19 Police Officer
Cannabis Enforcement
1 Police Officer
0.5 Community Services Officer
FISCAL YEAR 2022-23 POSITION TOTALS: 142.0 Full-Time
1.5 Regular Part-Time
1.0 Limited-Period
* The three Police Officer overhire positions are funded at 50%.
POLICE CHIEF
(Chris Hsiung)
ADMINISTRATION
0.5 Executive Assistant
0.5 Office Assistant III
1 Police Media and Community Relations Coordinator
Professional Standards
1 Police Sergeant
POLICE
DEPARTMENT SUMMARY
4-202
DEPARTMENT MANAGER—POLICE CHIEF
DEPARTMENT MISSION STATEMENT
The Police Department keeps Mountain View safe and tackles crime through quality policing that secures the trust and support of the people it serves and protects.
DEPARTMENT OVERVIEW
Through people, community collaboration, technology, and regional cooperation, the Police Department fulfills its mission through comprehensive programs that make safety a priority, focus on effectively working with people, and obtain fair and impartial results through education, prevention, intervention, suppression, and enforcement efforts.
The Department provides a visible presence, effective and timely response to calls for service, innovative community engagement activities, and comprehensive services for investigations, community -focused policing initiatives, and emergency preparedness. The Department is also responsible for Police and Fire support services, emergency communications, and ensuring professional standards and accountability .
DEPARTMENT FUNCTIONS
• Promote a sense of safety and security in the community, keep the peace, provide public ass istance, prevent and detect criminal activity, assist crime victims, apprehend offenders, and facilitate due process through the response to requests for Police service, conducting investigations, and enforcing of the spirit of the law. (M 1, 2, 3, 4, 6, 7)
• Promote safety on the roadways through comprehensive and proactive education and enforcement initiatives that prevent fatal and injury traffic collisions. (M 3) • Continue to enhance outreach and engagement programs with neighborhoods, schools, s mall businesses, corporations, and other stakeholders to promote community safety, prevention of crime, and secure communitywide trust and support. (M 5)
• Continually develop staff and implement solutions that enhance workplace and community safety, the ability to work effectively with people, and deliver fair and impartial results. • Prevent juvenile delinquency, underage and illegal substance abuse, and gang activity. • Work collaboratively with the community, City , and other criminal justice agencies in order to protect life , safeguard property, and enhance policing legitimacy and community support for the Police Department. (M 3, 4, 6)
• Provide support services functions to fulfill responsibilities related to public safety systems, technologies, records, warrants, and property and evidence.
• Recruit, retain, develop, and empower a broad range of talents at all levels of the organization who represent the diversity of the Mountain View community.
POLICE
DEPARTMENT SUMMARY
4-203
• Provide communication services for Police, Fire, medical emergencies, and contract agencies. (M 7, 8) • Prepare for, respond to, mitigate, and recover from all-hazard critical incidents and disasters.
FISCAL YEAR 2021-22 ACCOMPLISHMENTS
• Selected and on-boarded a 16-month-old K9 named Maia to assist the Department with narcotics detection and community events.
• Continued outreach through the Neighborhood and Event Services Unit, providing resources and referrals, including 67 referrals to Project Homekey.
• Expanded the Crisis Negotiations Team (including the addition of four Spanish -speaking officers) to provide patrol teams with officers trained and experienced with advanced de escalation and tactical communication abilities to engage with community members experiencing a mental health crisis. • Continued the Behavioral Services Unit Pilot Program, staffed by a team of Officers with 80 hours of specialized crisis training and a Community Services Officer who is an Associate Licensed Professional Clinical Counselor/Marriage and Family Therapist, to review and follow up on mental health -related calls, provide resources and referrals, and serve as a liaison with the Santa Clara Cou nty’s Mobile Crisis Response Team to reduce or eliminate the need for further Police Officer contact. • Participated in the National Faith and Blue Event weekend, partnering with the community and local faith congregations to receive donations, assemble, and distribute over 200 hygiene kit supplies. • Created a Threat Assessment team to help Police Department staff evaluate and address an increasing number of threats made via social media related to local people, places , and events. • Received $75,000 in California State Office of Traffic Safety Grant to address drunk driving and other traffic safety measures.
• Took new investigative steps in 10 unsolved cold case homicides, with two cases being closed in 2021 and a third nearing conclusion.
• Developed a work plan of priorities for the newly established Public Safety Advisory Board , in conjunction with the City Manager’s Office.
• Completed the Public Safety Advisory Board assessment of the Mountain View Police Department School Resource Officer Program, in conjunction with the City Manager’s Office. • Completed the Ph.D. Research Fellow assessment of Mountain View Police Department Traffic Stop Data and presented it to the Public Safety Advisory Board, in conjunction with the City Manager’s Office. • Implemented a new Records Management System with the cities of Los Altos and Palo Alto. • Implemented collection of Racial Identity Profile Act (RIPA) data in compliance with State Assembly Bill 953 and began working with the Public Safety Advisory Board on approaches to enhance public access to the data, in conjunction with the City Manager’s Office.
POLICE
DEPARTMENT SUMMARY
4-204
• Partnered with a Stanford University neuroscience researcher to study the effects of critical decision -making as it relates to situational factors and physiological factors to help inform the most effective ways to train Officers for critical incidents.
• Partnered with the Community Services Department to host National Night Out on Castro Street. • Developed a Military Equipment Funding, Acquisition , and Use Policy in compliance with State Assembly Bill 481 for Council adoption, in conjunction with the City Attorney’s Office. • Developed an ordinance requiring the safe storage for firearms in residences and vehicles in Mountain View, in conjunction with the City Attorney’s Office.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2021-22 AND 2022-23
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects) • Explore the feasibility of alternative mental health crisis response methods, in conjunction with the City Manager’s Office.
• Continue to implement programs that enhance Police Department employee safety and wellness. • Begin design for the new Public Safety Building, in conjunction with the Public Works and Fire Departments. • Implement City Council direction related to the Youth and Community Unit and the School Resource Officer program, including development of Memoranda of Understanding with school districts and development of a School Resource Officer procedure manual , which will be presented to the Public Safety Advisory Board, in conjunction with the City Manager’s and City Attorney’s Offices. • Expand engagement and outreach to Hispanic, Chinese, and faith -based organizations through multilingual outreach events and communications.
• Reevaluate Police Officer and professional staff recruiting strategies and employee retention models, in conjunction with the Human Resources Department.
• Continue to coordinate the process for a permanent closure of the 100 to 300 blocks of Castro Street an d implementation of interim improvements until a permanent Pedestrian Mall can be designed and constructed, in conjunction with the Public Works, Community Development, and Community Services Departments.
• Complete implementation of a new closed-circuit TV system for the Police/Fire Administration Building, in conjunction with the Information Technology and Fire Departments. • Begin process to upgrade the Computer Aided Dispatcher (CAD) system. • Continue building an adaptive organizational culture focu sed on excellence, providing compassionate police services to the community.