RECOMMENDED BUDGET
FISCAL YEAR 2023-24
Celebrating the
40th Anniversary
of Shoreline at
Mountain View
Regional Park
Attachment 1
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THE CITY OF
MOUNTAIN VIEW,
CALIFORNIA
OPERATING BUDGET
FISCAL YEAR 2023‐24
Submitted by:
Kimbra McCarthy, City Manager
Prepared by:
Arn Andrews, Assistant City Manager
Derek Rampone, Finance and Administrative Services Director Grace Zheng, Assistant Finance and
Administrative Services Director
Ann Trinh, Senior Financial Analyst
Elliot Young, Senior Financial Analyst
Natalie Poon, Financial Analyst
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City of Mountain View
California
City Officials
City Council
Mayor — A lison Hicks
V
ice Mayor — Pat Showalter
Mar
garet Abe-Koga
Ellen Kamei
Lisa Matichak
Lucas Ramirez
Emily Ann Ramos
Executive Staff
City Manager — Kimbra McCarthy
City Attorney — Jennifer Logue
City Clerk — Heather Glaser
Assistant City Manager — Audrey Seymour Ramberg
Assistant City Manager – Arn Andrews
Human Resources Director — Sue Rush
CIO/Information Technology Director — Roger Jensen
Finance and Administrative Services Director — Derek Rampone 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
Interim Police Chief — Max Bosel
BUD/OC-GENERAL FY2023-24 -iii-
CITY GOVERNMENT ORGANIZATION
CITY BOARDS, COMMISSIONS, AND COMMITTEES
Charter Non-Charter
HUMAN
RESOURCES
COMMUNITY
DEVELOPMENT
CITY COUNCIL
MOUNTAIN VIEW RESIDENTS
CITY ATTORNEY
CITY AUDITOR*
CITY CLERK
CITY MANAGER
KEY: ELECTED
APPOINTED BY COUNCIL
APPOINTED BY CITY MANAGER
Environmental Planning Commission
Board of Library Trustees
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
LIBRARY PUBLIC
WORKS FIRE POLICE
COMMUNITY
SERVICES
HOUSING
TABLE OF CONTENTS
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1. INTRODUCTION
Transmittal Letter .................................................................................................................. 1-1 Strategic Work Plan .............................................................................................................. 1-37 Significant Accomplishments ............................................................................................... 1-41 Revenue and Expenditure Tables ......................................................................................... 1-53
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 F iscal Year 2023-24 Recommended Budget Appropriations Matrix ..................................... 4-4 City Attorney’s Office ............................................................................................................ 4-7 City Clerk’s Office ................................................................................................................ 4-15 City Council .......................................................................................................................... 4-21 C ity Manager’s Office .......................................................................................................... 4-27 Community Development ................................................................................................... 4-47 Community Services ............................................................................................................ 4-63 Finance and Administrative Services ................................................................................... 4-87 Fire ..................................................................................................................................... 4-107 Housing .............................................................................................................................. 4-123 Human Resources .............................................................................................................. 4-135 Information Technology ..................................................................................................... 4-145 Library ................................................................................................................................ 4-153 Police ................................................................................................................................. 4-169 Public Works ...................................................................................................................... 4-185
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 Housing Fund ....................................................................................................................... 5-12 Co mm unity Stabilization & Fair R
ent Act/Rental Housing Committee ................................ 5-13
TABLE OF CONTENTS
(Continued)
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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 Com
munity 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 S olid 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 2023-24 Recommended Capital Improvement Program .................................... 6-1
7. MISCELLANEOUS INFORMATION
R egular Full-Time and Part-Time Position Allocation ........................................................... 7-2 Funding of Nonprofit Agencies .............................................................................................. 7-4 Citywide Memberships .......................................................................................................... 7-6 R ecommended Non-Discretionary On-Going Changes .......................................................... 7-7 Recommended Discretionary On-Going Changes ................................................................ 7-15 Recommended Limited-Period Expenditures ...................................................................... 7-28 Recommended Capital Outlay ............................................................................................. 7-42 Recommended Equipment Replacement ........................................................................... 7-44 Recommended Fee Modifications ....................................................................................... 7-47 Comparison of FY 22-23 and FY 23-24 Recommended Utility Rates ................................... 7-90 C alculation of Appropriations Limit ..................................................................................... 7-95 Debt Administration ............................................................................................................ 7-96 Annual Debt Service Payments by Entity ............................................................................. 7-98 Budget Preparation and Review Process ............................................................................ 7-99 Financial and Budgetary Policies ....................................................................................... 7-101
TABLE OF CONTENTS
(Continued)
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8. SHORELINE REGIONAL PARK COMMUNITY
Shoreline 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 1, 2023
Honorable City Council
City of Mountain View
Honorable Mayor and Members of the City Council:
I am pleased to submit the Fiscal Year 2023 -24 Recommended Budget to the City Council for consideration. The City Council will be presented with the Recommended Budget at a public hearing on June 13, 2023, with formal adoption anticipated at a public hearing on June 27, 2023.
This transmittal letter summarizes the key components of the Recommended Budget.
INTRODUCTION
Over the past year, the City has emerged from the COVID -19 pandemic and is back to business and more resilient than ever. Thanks to the leadership of the City Council and through the support and hard work of the Executive Leadership Team and our outstanding City employees, we have provided an exceptional level of service to our community and maintained fiscal stability. The Fiscal Year 2023 -24 Recommended Budget is structurally balanced and allocates resources toward long-term service delivery, increased staffing levels, and innovative programs for Mountain View to thrive in the future.
While we welcome the return to normalcy from these past few transition years, we are cautiously optimistic about fiscal growth. There is still economic uncertainty on the horizon. Although overall unemployment is still relatively low in the Bay Area, there have been significant numbers of co rporate layoffs in the region, with more expected. Supply chain issues persist, and the increases in interest rates orchestrated by the Federal Reserve to ward off inflation are starting to achieve the intended economic dampening. Commercial real estate vacancy rates are rising in our region, due in part to businesses grappling with hybrid and remote work force strategies.
A continuation of this trend could exacerbate an already stretched financial sector due to recent regional bank failures. All of this, in conjunction with a looming State of California budget deficit, makes a recession a possibility.
The Recommended Budget and General Operating Fund Forecast currently show sufficient financial resources to maintain the Mountain View of today , but building the Mountain View of tomorrow will require that we continue to enhance and diversify the City’s re venue streams to maintain ongoing fiscal stability and accomplish the bold initiatives the City is advancing.
This includes exploring additional funding via a revenue measure in 2024 for necessary Citywide enhancements, which may include addressing aging facilities and Citywide infrastructure, Fiscal Year 2023-24 Recommended Operating Budget
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building new parks and open spaces, implementing ambitious decarbonization and sustainability programs, and building more affordable housing.
Building the Mountain View of Tomorrow
For more than 20 years, the City has studied and discussed the need for constructing a new public safety administration building , which houses t he Police Department , Fire Department administration, the Emergency Operations Center , and the 9 -1-1 emergency dispatch. The current building is antiquated and does not meet current seismic standards. In fact, the very building that we rely on for emerge ncies could fall victim itself to a seismic event. The current estimate for a new building is approximately $150 million and growing. In addition, the City has two fire stations that are 55 and 61 years old, respectively, that are in need of modernization and repairs. As with most municipalities, repairs, maintenance, and eventual replacement of facilities and infrastructure will continue to be an ongoing need in the future.
The City will also continue to make efforts to meet our open space goal to provide three acres of open space for every 1,000 residents. Based on current data, the City is expected to create, on average, one to two new parks per year through the year 2030. The overall park acreage will be growing with these future identified parks; however, there are specific planning areas within the City that are not reaching this goal currently and do not have identified funding, and future City growth will impact the gains being made toward increased open space per 1,000 residents. The forthcoming Parks and Recreation Strategic Plan will identify funding strategies to meet the parks and open space needs of the future, which will require a significant financial investment.
As a leader in local climate action and in recognition of the serious threat of climate change, Mountain View is committed to achieving carbon neutrality. In 2020, in response to State, national, and internal action on climate change, the City adopted a g oal of carbon neutrality by 2045. We recognize that we must rapidly reduce emissions and that , through ambitious decarbonization strategies, real progress can be made. In the coming fiscal year, the City will develop a decarbonization strategy to achieve significant emissions reductions by 2035. Initial decarbonization work is already under way. To decarbonize our buildings and transition away from natural gas to clean electricity, an electrification program for multi -family residential properties has b een developed, and a pilot program will launch in fall 2023. The City will also explore opportunities to enhance capacity of the electrical grid and achieve neighborhood-scale electrification in partnership with Silicon Valley Clean Energy and Pacific Gas and Electric. The City’s costs will be upwards of $10 million to implement decarbonization projects and more than $40 million to increase the City’s electrical grid capacity.
In the past year, in addition to sea level rise, the City has had glimpses of future climate impacts through extreme heat events in the fall and numerous atmospheric rivers in the winter. For several years, we have witnessed the impacts of wildfires across the State. These climate risks illustrate the need to further the City’s work of building a resilient Mountain View for the future.
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The City will continue to make progress mitigating sea level rise risks. At the end of 2022, the City joined other communities across the country in the ICLEI (Local Governments for Sustainability) Race to Resilience challenge. Work has begun on the development of a Climate Vulnerability Study and Resiliency Plan for Mountain View. The City is also supporting regional climate resilience through participation in the leadership group of the Countywide climate collaborative and co-chairing the sea level rise working group of the collaborative.
With climate change upon us, Mountain View holds to the belief that we can do amazing things together with the community. Through creativity, collaboration, and community action, we are building a sustainable and resilient Mountain View for today and the future. However, a sustainable future with zero carbon emissions will require significant financial investments.
Lastly, the City is and will continue to be a Statewide leader in the development and preservation of affordable housing. The following table shows the current 100% affordable housing pipeline, composed of nine projects and three land dedication sites, totaling approximately 1,310 units.
Affordable Housing Pipeline
Five-Year Project Pipeline (100% Affordable) Units
La Avenida 100
Montecito 85
Lot 12 120
Terra Bella 108
Linda Vista 70
96 West El Camino Real 79
87 Evelyn (City RFP) 150+
57-67 Evelyn (Charities site) ~100
Crestview Hotel 48+
1255 Pear Ave (Sobrato land dedication) ~110
Middlefield Park—Site 1 (Google land dedication) ~160
Middlefield Park—Site 2 (Google land dedication) ~180
TOTAL ~1,310
Additionally, there are 380 Below-Market-Rate (BMR) units in the pipeline across multiple market- rate projects. In sum, the total pipeline of affordable units (100% affordable and BMR) is approximately 1,690 units. This is a significant pipeline that will double the City’s affordable housing supply. At this time, there is an estimated gap of approximately $50 million to fully fund the affordable housing projects in the pipeline.
Importantly, c reating additional , ongoing revenue is essential to bring the Mountain View of tomorrow to fruition. As such, the City Council has established exploring a potential 2024 revenue measure as a Council work plan priority project. Once Council formally adopts the work Fiscal Year 2023-24 Recommended Operating Budget
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plan with the Recommended Budget, staff will bring an item to Council in September 2023 to initiate next steps toward a revenue measure.
City Staffing Levels
To accomplish the City’s ambitious goals and carry out es sential and routine work, we must continue to build more organizational capacity. As we envision the organization of tomorrow, it is important to understand how the organization has evolved over the decades. The chart below shows the City experienced a significant contraction between 2000 and 2012, necessitated by two recessions within the same decade. Over the past decade, the City has been rebuilding and increasing the number of employees that are necessary to meet the ongoing needs of our residents and address the significant workload . To continue providing the high level of service the Mountain View community deserves, the Recommended Budget includes an increase in budgeted positions of 22 (compared to the F iscal Year 2022-23 Adopted Budg et) in full -time equivalent employees (FTEs) in strategic areas , including 11.6 in the General Oper ating Fund (GOF). Notably, with these budget requests , the City organization will have 37 more staff members than it did 23 years ago.
New Housing Department
The future of Mountain View is highly dependent on the creation and maintenance of a spectrum of affordable housing options. A new Housing Department with increased resources is necessary to implement both existing programs (which have significantly expanded) and new initiatives to continue to be responsive to the wide range of housing needs of the community. As a result, the
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Recommended Budget includes the recommendation to form a stand-alone Housing Department separate from the Community Development Department.
As previously mentioned, the City currently has nine 100% affordable housing projects and three land dedications in the pipeline, composed of approximately 1,310 units. Additionally, there are 380 BMR units in the pipeline a cross multiple market-rate projects, resulting in a total of 1,690 units in the pipeline . This is in addition to the existing 1,619 deed -restricted units developed/managed by affordable housing developers (typically referred to as Notice of Funding Availability (NOFA) projects or 100% affordable projects), plus 185 BMR units, for a total of 1,804 affordable units. This is a significant pipeline that will virtually double the City’s affordable housing supply in the coming years. Looking beyond the currently programmed pipeline projects, the City anticipates receiving the first phase of Google land dedications ( three sites totaling
3.75 acres) as part of the Google North Bayshore Master Plan. Notably, last year, the City and County executed an $80 million Measure A Memorandum of Understanding to help fund seven of the City’s affordable housing pipeline projects.
The new Housing Department will be directly involved in 22 work plan projects related to the implementation of the 202 3-31 Housing Element, 18 of which as the lead and four as co -leads.
Other significant priorities for the Department will include advancing the displacement response strategy, developing an asset management system/program to monitor and track the City’s rapidly expanding affordable housing supply, expanding Housing’s legislative efforts in coordination with our legislative team, and further integrating the City’s Race, Equity, and Inclusion planning into the Housing Department’s work.
The Recommended Budget includes a new 1.0 FTE Senior Housing Officer position to support the increased workload of the existing affordable housing programs, particularly the NOFA affordable housing program, as well as new actions related to the City’s displacement response strategy and the 2023-31 Housing Element. Over the next two years, additional positions are expected to be recommended to implement the ambitious projects.
The Housing Department will also continue to build on the enhanced community outreach and customer service that Housing and Rent Stabilization staff have already begun incorporating into their work, including outreach to those with limited English proficiency , to reduce barriers and increase access to housing. This includes different modes of outreach, including in -person meetings with child -care and community groups, virtual meetings, webinars, and the Housing and Eviction Help Center.
The new Housing Department will solidify the City’s position as a recognized leader in housing and as a partner of choice for a wide variety of housing initiatives. Recent examples include Mountain View being awarded the 2022-24 Breakthrough Grant through the Partnership for the Bay’s Future, including award of a Fellow to assist the City with developing its displacement response strategy and , most recently, being asked by Meta /Facebook and the Urban Land Fiscal Year 2023-24 Recommended Operating Budget
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Institute (ULI) to partner on conducting a middle -income housing assessment as part of ULI’s Technical Assistance Panel (TAP) program. The TAP for the City will be fully funded by Meta.
In addition, the City, with our partner LifeMoves, implemented the first interim housing project in the State through t he Project Homekey program. This project has led to a proliferation of other interim housing projects in the Bay Area and throughout California and was recognized by Governor Gavin Newsom as a model project. The project also received the 2022 award for development excellence in North America from the Urban Land Institute.
The proposed Housing Department would include two Divisions , Affordable Housing and Rent Stabilization, as described below.
Affordable Housing Division
Nearly three decades ago, the Housing and Neighborhood Services Division was once the Neighborhood Preservation Division. At th at time, the Division focused its work on code enforcement, neighborhood studies, working with neighborhood associations, ensuri ng compliance with City housing and zoning codes, and supporting the Council Neighborhoods Committee (CNC).
Over time, the Division began to include policies and programs specific to affordable housing (such as the BMR housing program, the NOFA program, among others ), which the Division continues to implement. Currently, each of these affordable housing programs have significantly increased workloads. The Federal grants program includes new initiatives, such as HOME -ARP and updated fair housing requireme nts. Additionally, the Division is increasingly leading or supporting the development of complex, major strategies, such as the displacement response strategy and a homelessness response strategy, and implementing new actions associated with the strategie s. It is anticipated that the work with the CNC will be transitioned to another department over the next fiscal year so the Division may focus on affordable housing initiatives.
Updating this division to be the Affordable Housing Division under a new Housing Department will accurately reflect the scope of this group’s work.
Rent Stabilization Division
On November 8, 2016, the residents of Mountain View voted to adopt Measure V, also known as the Community Stabilization and Fair Rent Act (CSFRA), to s tabilize rents and provide just cause eviction protections for certain rental units in Mountain View. Subsequently, in December 2016, the City established the Rent Stabilization Division to implement the CSFRA and the City’s Tenant Relocation Assistance Ordinance (TRAO). Subsequently, the Mountain View Mediation Program was implemented as well as the more recent Housing and Eviction Help Center , which was created during the pandemic.
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This Division has been e xpanded through Council’s adoption of the Mobil e Home Rent Stabilization Ordinance (MHRSO) in September 2021. Currently, the Rent Stabilization Program and Housing and Neighborhood Services Division staff regularly collaborate on outreach, program implementation, and policy development, and formalizing a Rent Stabilization Division as part of a new department clarifies this organizational structure.
Development Review Process Improvements
In 2021, the City audited the effectiveness of the development permit review process with the help of Matrix Consulting Group, Inc. (Matrix). The review included stakeholder interviews and surveys with developers, applicants, community members, decision-makers, and staff. The study resulted in 53 recomm endations for the Community Development, Public Works, Information Technology, Fire, and other City departments involved in the review of development.
The Community Development Department has implemented improvements throughout the development review process in coordination with the help of over 100 staff in the City. The effort has been multi-level and coordinated, resulting in the creation of:
• An Innovation Team for timely problem-solving;
• A multi-department Permit Navigation Team headed by a newly created Assistant Community Development Director who oversees the permit navigation process; and
• A Permit Technology Team , in partnership with the Information Technology Department , that works on implementing interim and new technologies related to development review.
These coordinated teams have already assisted with improving planning and building permit reviews since their implementation.
Importantly, the City launched an online permit system , “ePermitsMV,” for Building permits in April 2023, and Planning and Public Works online permits are targeted for launch in F iscal Year 2023-24.
Moreover, we are creating a new development review website for online services focused on an enhanced user experience for obtaining development permits, which is anticipated to launch by fall 2023. The new content will provide clear information on the development review process, permit requirements, fees, and time frames for common permits. This web content will continue to evolve over time to incorporate reporting/performance dashboards and online interactive tools as additional technologies are implemented by the City.
As a result of these efforts, the Project Coordinating Committee, which reviews planning permits across seven City departments and over 100 staff, has improved timely review of projects with on-time response rates increasing from 57% in October 2021 to 95% currently.
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Building Division Reorganization
The Building Division is responsible for reviewing and issuing building permits through its permit team, conducting inspection services to ensure safe buildings, and providing fire plan checks and inspections to ensure fire and life safety. Workload volumes from 2019 to 2022 for building/fire permits and plan checks have increased beyond prepandemic levels, as shown below.
Building/Fire Permit and Inspection Volumes, 2019 to 2022
Item FY 2019-20 FY 2020-21 FY 2021-22 % Increase
(2019-2022)
Building and Fire
Plan Checks 4,912 4,818 5,067 +3.16%
Total Fire/
Building Permits
Issued
5,980 6,099 6,446 +7.7%
Building and Fire
Inspections 57,009 55,282 59,570 +4.4%
In addition to volume, the nature of development applications has increased in scale (more density and square footage), complexity (State laws, local and regional regulations), and community expectations for quick processing. As a result, building permits require increased attention, specialized knowledge and processing, greater reporting requirements, and a higher level of project management and technical expertise to process. Additionally, new State laws have been enacted that mandate shorter review tim elines and same -day, online plan check services, which requires the Building Division to coordinate with over 100 City staff to meet the new timelines and requirements.
Due to the complex requirements of building permit review, new timelines required per State law, and the volume of permits, the Building Division will be reorganized into three teams in Fiscal Year 2023-24. The establishment of these teams will create a s ustainable structure that is able to deliver improved customer service and ensure a long-term succession strategy for the Division.
The three teams include:
• Permit Center Team , which will oversee building administration, all permit services, and public counter operations of the Division;
• Building Inspection Team; and
• Fire Protection Team, which will conduct fire permit review and inspection services.
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The newly created Permit Center Team will implement a new project management approach whereby each permit technician is responsible for a set of projects from initial building permit intake through issuance. This approach allows for consistency for the customer, greater knowledge of the details of a permit, and quicker troubleshooting and resolving of any issues, resulting in improved customer service. Additionally, permits for single -family home improvements and small commercial tenant improvements, which are currently reviewed by consultant plan checkers outside of the City organization, will be handled internally.
The Recommended Budget includes 2.0 new FTE positions, a Plan Check Examiner and a Senior Permit Technician, to help accomplish the goals of the Building Division reorganization to provide improved customer service and a more efficient process.
Multicultural Engagement Program Expansion
The City provide s a unique service to meet the needs of our growing and diverse community through the Multicultural Engagement Program (MEP), which advances the Council Strategic Priority of “Community for All.” MEP staff provides information to residents in four languages— English, Spanish, Chinese, and Russian —and attend City meetings and community events , host Citywide multicultural events, provide outreach to schools and nonprofits, and provide translation and interpretation services about City initiatives, programs, and services.
The City has developed a nine -week long Spanish Language Civic Leadership Academy, which encourages civic participation and engag ement in Mountain View. In spring 2022, the program expanded to a Chinese Language Civic Leadership Academy . These academies now have over 110 Spanish-speaking graduates and 18 Mandarin-speaking graduates. Based on feedback from several Chinese Language Civic Leadership Academy graduates, the City held its first Lunar New Year Celebration in January 2023 , bringing together more than 40 volunteers, including seniors and young adults, and attracting approximately 2,000 people to the celebration.
Building upon this success, a new Citywide Language Access and Multicultural Engagement Policy will be created in Fiscal Year 2023-24, and staff will be conducting even more in-person outreach at community events, neighborhood gatherings, and nonprofit meetings . The Recommended Budget includes a new 1.0 FTE Community Outreach Specialist position to support the continued growth of the MEP Program and increased demand for services.
In addition, the new Housing Department will be working in close collaboration w ith MEP to provide translation and interpretation for community members to access housing programs and services and to engage in the policy development process. The Recommended Budget includes a recommendation of $40,000 for enhanced MEP services to suppo rt housing programs and initiatives.
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New Paid Parental Leave Pilot Program
One of the major enhancements to City employee benefits in the Recommended Budget is the development of a Paid Parental Leave Pilot Program. This program will provide up to 320 hours, equivalent to eight weeks of paid leave, to all benefitted employees for each qualifying event (birth of a child, adoption, or foster care). Leave hours will be prorated for part -time and converted for Fire Suppression employees who work a 56 -hour average workweek so that the leave hours received are equivalent to eight weeks at an employee’s regular work schedule.
This pilot program demonstrates the City’s focus on maintaining Mountain View’s great organizational culture to include supporting work -life harmony and well-being. Offering paid parental leave is mutually beneficial. It supports employees so they may provide care to and focus on their newest family member while still maintaining financial stability. Research indicates that there is imp roved health and well -being of both the parent(s) and the child. Additionally, this program reflects positively on the City organization, increases employee retention, and attracts new talent into our workforce.
Funding for this program will initially come from the General Non -Operating Fund (GNOF) and will be reviewed annually for replenishment. Based on prior leave data, we expect the program to cost approximately $500,000 annually to provide up to eight weeks of parental leave. To fund and launch the pilot program, the Recommended Budget includes creation of a $1.0 million reserve to start.
The below graph shows leave of absences taken from 2018 through 2022 that were specific to leave for pregnancy, the birth of a child, and baby bonding.
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The City has a long-standing practice of providing exceptional service and support to employees in need of leave and continuously goes above and beyond statutory leave requirements. This includes leave to care for themselves or a family member due to a serious health condition, those seeking military leave, for pregnancy and baby bonding, and other qualifying events. Programs and policies that have been established include the City’s catastrophic leave program where employees can donate leave time to another employee, as well as expanding leave time for baby bonding to be up to six months (currently unpaid). The Paid Parental Leave Pilot Program will be a strong enhancement to our benefit package, leave program, and culture of well -being in the workplace.
Mental Wellness and Leadership Initiatives
Emerging from the pandemic, we are working together to develop and deliver programs that will maintain and enhance the City’s organizational culture, build strong teams for succession planning and collaboration, and fo cus on our employees’ well -being. Included in the Recommended Budget is approximately $145,000 toward succession planning efforts and coaching for employees and $135,000 in employee wellness funds , distributed proportionally within each department, to be used for wellness events, customer service training, team-building events, ergonomic equipment, or facilitation of in-person retreats and team meetings, at the discretion of each department. Each department will provide a written report annually to the City Manager’s Office on how the funds were spent each year to enhance employee engagement and wellness. This funding will be examined each year during the budget development process to ensure the objectives and goals of the program are being met. Any enhancements or changes to the program will be included in subsequent Recommended Budgets.
While Mountain View has always placed considerable emphasis on health and wellness initiatives for our employees, the past three years ha ve made the emphasis on wellness paramount.
Working closely with the Human Resources team , the City will continue to prioritize employee engagement to address the impacts of workload, productivity, and burnout related to ongoing employee separations and retirements and the requisite filling of vacancies.
Castro Street Pedestrian Mall Implementation
In October 2022, the City Council adopted an ordinance to establish the Castro Street Pedestrian Mall between West Evelyn Avenue and California Street , permanently eliminating vehicular traffic from the 100 to 300 blocks of Castro Street . This action was a major step forward in transforming a temporary solution to keep businesses operational during the COVID -19 pandemic into a new vision for Castro Street to create a vibrant, vehicle-free, walkable downtown area.
In February 2023, the City Council approved midyear budget adjustments that included adding two Park s Maintenance Workers to maintain cleanliness and landscaping and adding a Fiscal Year 2023-24 Recommended Operating Budget
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Downtown Business Development Specialist and a Real Property Analyst to enhance economic vitality and administer the outdoor patio program for the Interim Pedestrian Mall. The approved midyear budget adjustments also included limited -term funding to support maintenance and activation/programming of the pedestrian mall for this summer. The Recommended Budget includes an ongoing budget appropriation of $93,500 for increased pressure washing, maintenance supplies, and continuing programming for the pedestrian mall.
Over the next fiscal year, staff will be working to fully implement the Interim Pedestrian Mall.
For the summer season, staff is beautifying Castro Street with enhanced landscaping and flowers and supporting businesses in decluttering and creating more attractive outdoor dining spaces.
A summer weekly music program on Castro Street was started in May , and the Friday Concerts on the Plaza begin in June. After the summer season, Castro Street will be repaved, followed by installation of the new outdoor patios for business use consistent with the design standards/guidelines recommended by the Council’s Pedestrian Mall Ad Hoc Subcommittee and approved by the City Council. The City will also be providing furnishings and play equipment for the public areas along the pedestrian mall.
The implementation of the Interim Pedestrian Mall will be further supported by City initiatives occurring throughout F iscal Year 2023-24 to support small businesses, including a program establishing $5,000 microgrants for the replacement of outdoor furnishings, including tables, chairs, heaters, and umbrellas, and a small business building facade grant program that provides matching grants of up to $15,000 to improve signs, awnings, add exterior paint, windows, and doors.
40th Anniversary of Shoreline at Mountain View Regional Park
Shoreline at Mountain View Regional Park (Shoreline) is an approximately 750 -acre recreation area and wildlife refuge located in the North Bayshore Area of the City of Mountain View. The park’s 40th anniversary will occur in F iscal Year 2023-24. Shoreline is a unique regional destination offering a wide variety of recreation activities that can be enjoyed alongside protected wildlife species while being located over critical municipal infrastructure, including a closed and regulated landfill. Visitors from Mountain View and the Bay Area visit Shoreline to enjoy an 18 -hole golf course (Shoreline Golf Links), 47 -acre lake (Shoreline Sailing Lake), two restaurants, a historic home museum (Rengstorff House), kite flying area, and dog park. In addition, guests of Shoreline take advantage of the approximately nine miles of hiking, jogging, and bike trails that are maintained by the City, which includes a segment of the larger Bay Trail system that connects Sunnyvale to Palo Alto.
The Shoreline Community is responsible for preserving and managing the wildlife habitat in the Shoreline at Mountain View Regional Park and other areas in North Bayshore, such as the Charleston Retention Basin and Shorebird Way egret/heron rookery. These areas greatly Fiscal Year 2023-24 Recommended Operating Budget
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contribute to the biodiversity of the region and make North Bayshore a place of ecological significance due to the diversity of species, vegetation, and habitats located there.
Shoreline is the ecological crown jewel for Mountain View and the Bay Area, supporting at least 23 special-status species across eight types of habitat s. These habitats are found in the various areas of Shoreline, which includes two tidal marshes, Vista Slope and Crittenden Hill, Coast-Casey Forebay, and Charleston Slough. The Charleston Retention Basin is 13 acres of recently restored wetland and riparian habitat that provides a high-quality breeding and foraging environment for many migratory songbirds. The Shorebird Way egret/heron rookery is a unique wildlife a rea in an otherwise urbanized setting, where a cluster of trees creates a regionally significant habitat as one of the largest egret colonies in the South Bay.
The Recommended Budget includes appropriations of $250,000 in limited -period funding in the GNOF for Shoreline activities, communications, tours, and events that will occur over the course of the fiscal year to recognize and celebrate the 40th anniversary. In addition, the Recommended Budget also includes appropriations of $75,000 in limited -period funding in the Shoreline Community Fund for permanent park improvements, including signage and displays.
COUNCIL STRATEGIC WORK PLAN FISCAL YEAR 2023-24 AND FISCAL YEAR 2024-25
On June 22, 2021, the City Council adopted seven Strategic Priorities to support the City of Mountain View 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.”
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Figure 1: Council Strategic Priorities
In January 2023, the City Council began the process of developing a new two-year Strategic Work Plan spanning Fiscal Year 2023 -24 through Fiscal Year 2024-25. Over the past several months , Council has reviewed and reaffirmed the City’s seven Strategic Priorities; proposed and approved new and carryover projects for inclusion in the Work Plan to fulfill the seven Strategic Priorities; received feedback on the proposed projects from all the Council boards, comm issions, and advisory bodies; and prioritized the timing and allocation of resources for the projects.
The recommended Council work plan for Fiscal Years 2023 -25 is comprised of 41 projects and is organized into priority categories “A,” “B,” and “C,” as follows.
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Council Strategic Work Plan Fiscal Years 2023-24 and 2024-25 Projects
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OVERVIEW OF BUDGET DOCUMENT
The Fiscal Year 2023-24 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;
3. General Operating Fund Forecast —Includes the GOF five-year revenue and expenditure forecast and an economic update on Federal, State, and local trends;
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 Recommended Capital Improvement Program (CIP) for Fiscal Year 2023-24;
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 2023-24 BUDGET OVERVIEW
The total Recommended Budget for Fiscal Year 2023 -24 is $44 5.8 million in revenues and $568.6 million in expenditures. Expenditures are greater than revenues as some expenditures, such as capital projects, are funded f rom 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 2023-24 Recommended Revenues—All Funds (dollars in millions)
Total Fiscal Year 2023-24 Recommended Expenditures—All Funds (dollars in millions)
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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, Cit y Manager, Human Resources, Finance and Administrative Services, and Information Technology. The 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 deficits 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 addi tion, 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.
The local economy continues to experience a rebound from the COVID-19 pandemic, primarily due to higher -than-expected revenues, specifically transient occupancy taxes, sales taxes, and use of money and property (investment and rental income). Staff continually monitors the GOF revenues and expenditures thr oughout the year. Notably, revenue projections included in this Recommended Budget were difficult to project due to the uncertainty of the current economic climate. For the Recommended Budget, staff used best estimates based on the latest available information.
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 COVID -19 pandemic.
Although it is difficult to forecas t revenues under this climate of extreme uncertainty, the Recommended GOF budget for Fiscal Year 2023-24 is projected to achieve an operating balance.
A summary of the GOF Recommended Budget is summarized below (dollars in thousands):
Total Revenues $180,846
Total Expenditures (171,847)
Transfer to General Fund Reserve (3,000)
Operating Balance $ 5,999*
_______________________
* Not included in this operating balance of approximately $6.0 million is potential clawback of an estimated $7.0 million of prior-year excess Education Revenue Augmentation Fund (ERAF) monies that may need to be paid back to the County of Santa Clara due to current litigation brought by advocacy groups against the State of California.
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Based on the cur rent available information and assumptions, the GOF is projected to end the fiscal year with an operating balance of approximately $6.0 million.
In November 2021, Santa Clara County notified cities that the California School Boards Association and its Education Legal Alliance filed a lawsuit against the Controller of the State of California disputing the calculation and disbursement of excess ERAF funds. As a result, the County of Santa Clara estimates that 20% to 30% of ERAF disbursed to all cities over three years is subject to litigation. The City estimates that 30% of excess ERAF revenue for Fiscal Years 2020- 21 through 2022-23 is approximately $7.0 million. It is expected that the $6.0 million operating balance will be utilized if there is an unfavorable outcome to this Statewide litigation.
ERAF is the fund used to collect and disburse property taxes that have been shifted from cities, the County, and special districts prior to their reallocation to K -14 school agencies. When the State shifts more local property tax than required , these funds are returned to cities, counties, and special districts and are known as excess ERAF.
In this budget, the City can address some of the critical staffing needs that have been on hold for several years. In Fiscal Year 2023 -24, the Recommended Budget includes $6. 2 million of new ongoing expenditures, including 11.6 new regular and converte d limited -period to regular positions in the GOF.
A summary of the Fiscal Year 2023-24 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.
California Public Employee Retirement System (CalPERS) Pension and Post-Employment Benefits
The City of Mountain View provides a defined benefit pension plan for all full -time employees and some part-time benefitted employees as part of their total compensation package. Defined benefit plans provide a fixed, pre-established benefit payment for employees in retirement based on a formula which considers an employee’s years of service and highest average annual salary.
The defined benefit pension has been a standard part of compensation in governmental organizations and in Mountain Vi ew and is in lieu of participating in Social Security, except for the required Medicare rate of 1.45% of all wages.
The City’s pension plans over the past several decades, like all other CalPERS participants, have experienced unfavorable investment returns, changes in actuarial assumptions, and unfavorable demographic shifts which have outweighed any positive plan experiences. These unfavorable actuarial experiences have resulted in rising employee -related costs due to the corresponding escalation in payments to fully fund benefits.
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An Unfunded Accrued Liability (UAL) obligation represents the market value of the assets minus the discounted value of the future liabilities. When a plan’s Market Value of Assets is less than the Actuarial Accrued Liability, the difference is the plan’s UAL. When there is a UAL , the City must make up the difference. The City’s most recent actuarial report from CalPERS (released in July 2022) i ndicates that the City has an UAL of $168.3 million as of June 30, 2021, down from $249.4 million a year prior, a decrease of 32.5%. This large decrease is primarily attributable to CalPERS realizing an investment return of over 21.0% in Fiscal Year 2020-21.
As of June 30, 2021, the City’s funded status was 79.6% for its Safety Plan and 84.3% for its Miscellaneous Plan, up from 70.3% and 73.1%, respectively. However, the unfunded liability amounts and funded status percentages do not take into consideration the 6%+ loss that CalPERS investments experienced in Fiscal Year 2021-22. As a result, the unfunded liability amounts and funded status percentages are expected to return to June 30, 2020 levels when updated actuarial reports are released by CalPERS by August 2023.
The City prudently recognized the potential impacts to future service delivery if unfunded pension and Other Post -Employment Benefits ( OPEB) obligations were not addressed, and additional funding strategies not identified. For the CalPER S 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. As part of this strategy, an additio nal $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 was available to contribute to CalPERS in Fiscal Year 2022 -23. With other funds contributing their share, the total additional contribution to CalPERS was $ 2.6 million for Fiscal Year 2022-23 and is expected to be $5.6 million in Fiscal Year 2023-24. Of note, future additional contributions may be reduced based on lower annual lease revenues expected from Google.
In 2013, California pension reform became law under the Public Employees’ Pension Reform Act (PEPRA). PEPRA, effective for all new employees hired after January 1, 2013, made broad prospective changes to pensions in California with the goal to create a more sustainable pension system by reducing an employer’s pension liabilities and increasing employee contributions toward their pension benefits. As a result, the pension costs associated with a PEPRA employee are lower than an employee hired prior to January 2013. However, it is expected that substantial savings from the reform will take many years to be realized.
As shown in the chart below, the overall percentage of PEPRA employees employed by the City has gradually increased over the last three years, from 12.8% to 17.2%, based on the most recent valuation from CalPERS. There are more PEPRA employees in the Miscellaneous plan than in the Fiscal Year 2023-24 Recommended Operating Budget
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Safety Plan, by a ratio of two to one, with 19.8% of miscellaneous employees versus 9.7% of safety employees.
The City has recently engaged a pension consultant to explore potential budget and interest savings that would result if additional discretionary payments (ADP) above the contributions calculated by CalPERS were allocated. In addition, the pension consultant’s sc ope of work will include research and the possible recommendation of implementing a Section 115 pension trust fund that could assist in paying off the City’s pension liability early by allowing the City to safely and securely set aside funds, separate and apart from the State retirement system, in a tax - exempt, irrevocable trust to reduce pension liabilities and stabilize pension costs.
A second category of retirement -related benefits which impact the City’s finances is the City’s retiree health program, also called other post-employment benefits. In 2009, the City established a Section 115 OPEB trust account through the California Employer’s Retiree Benefits Trust (CERBT) program to fund retiree health benefits. As of March 2023, there was a balance of approximately $154.6 million in the trust account. As of the most recent actuarial report dated June 30, 2021, the City’s unfunded liability for these benefits was $148. 7 million. Using the current trust asset balance of $154.6 million and the most recent unfunded liability balance results in an estimated funded status of 104%. With an estimated liability at June 30, 2023 of $154.2 million, assuming the trust balance stays at $154.6 million, the City’s expected OPEB funded status would still be just over 100%. An updated actuary report will be prepared as of June 30, 2023 and will be available in early 2024.
$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
Unaudited
2022-23
Adopted
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
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General Operating Fund Five-Year Financial Forecast
Included in this Recommended Budget document is a detailed Forecast beginning on Page 3-1.
Forecasting is a best practice and an important part of a city’s financial planning process as it provides an outlook on the City’s future financial condition by id entifying financial needs and potential budget imbalances. The Forecast is designed to enhance the City’s ability to identify key drivers and trends in revenues and expenditures and paint a helpful picture of the future economy of the City. 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 is difficult to project. The Forecast includes staff’s best estimates for the projected fiscal outlook for the GOF (including the Fiscal Year 2023-24 Recommended Budget).
The Forecast was prepared assuming positive revenue trends for the future years and does not include a recession. For Fiscal Year 2023-24, the General Operating Fund is estimated to end with an estimated $6.0 million operating balance. The Forecast also projects the fund will end with a smaller balance in the thi rd and fourth year due to higher projected expenditures. The fifth Forecast year is projected to have a healthy operating balance.
Fiscal Year 2023-24 General Operating Fund
Revenues
For Fiscal Year 2023-24, GOF revenues are projected to grow $17.0 million (10.4%), compared to the Fiscal Year 2022-23 Adopted Budget, to $180.8 million. 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 projec ted revenues for Fiscal Year 2023 -24 are as follows (dollars in thousands).
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__________________________
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.
This chart demonstrates the cyclical nature of the City’s balance between revenues and expenditures. In recessionary years, small margins existed be tween GOF revenues and expenditures while that gap widens during high -revenue-growth 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 bu dget 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 actual revenues were higher than adopted.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
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
2022-23
Est
2023-24
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
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A summary of the major categories of GOF Revenues for the Fiscal Year 2023-24 Recommended Budget is as follows.
Fiscal Year 2023-24 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.
Recommended expenditures for Fiscal Year 2023 -24 include the addition of $1. 2 million of net nondiscretionary increases, which preserve current service levels, and $ 5.0 million of net discretionary additions for resources to meet demands. In total, including increases for personnel costs, there is an 8.6% increase in expenditures from the Fiscal Year 2022-23 Adopted Budget. The majority of the increase (9.1%) is related to personnel cost increases. Included in Recommended expenditures is an estimated budget savings of $6.5 milli on based on average savings over the prior five fiscal years.
Property Taxes
$74.6
41.2%
Sales Tax
$25.1
13.9%
Other Local
Taxes(1)
$22.9
12.7%
Use of Money &
Property
$28.2
15.6%
Other Revenues(2)
$13.3
7.4%
Interfund
Revenues &
Transfers
$16.7
9.2%
Total General Operating Fund Revenues: $180.8M
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The major components of GOF recommended expenditures by department are as follows.
Fiscal Year 2023-24 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 $6.5 million estimated budget savings and $3. 0 million transfer to the General Fund Reserve.
Fiscal Year 2023-24 Recommended Budget Changes
The following is a discussion of major recommended expenditure changes for Fiscal Year 2023-24.
Nondiscretionary Increases
For Fiscal Year 2023-24, a total of $1.2 million of net nondiscretionary increases are included to fund existing and new required operational costs, such as crossing guard services, utility cost increase, janitorial cost increases, and increases in information technology costs. A listing of all nondiscretionary items, $50,000 and over, are as follows ( see the complete listing of nondiscretionary items with descriptions under the Miscellaneous Information Section).
• Information Technology Services, Licenses, and Software Renewals: $386,200 • Gas and Electricity Cost Increase: $267,500
Admin./Support
Departments
$31.7
17.8%
Community
Development
$1.6
0.9%
Public Works
$14.8
8.3%
Community
Services
$22.7
12.7%Library
$7.8
4.4%
Fire
$33.0
18.5%
Police
$50.7
28.4%
Housing
$0.6
0.4%
Self Insurance/
Transfers
$15.4
8.6%
Total General Operating Fund Expenditures: $178.3M
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• Crossing Guard Services: $223,600
• Janitorial Cost Increases: $187,600
• Public Safety Systems Support: $52,000
Discretionary Expenditures
Net new expenditures totaling $5.0 million are included for h igh-priority ongoing programs; $2.8 million is related to personnel (fully loaded cost). These are included in the Fiscal Year 2023-24 Recommended Budget and future projections in the Forecast. A listing of all discretionary items, $50,000 and over, is a s follows ( see the complete listing of discretionary items with descriptions under the Miscellaneous Information Section).
• Fire Overtime: $793,300
• Rengstorff Park Aquatics Center: $383,300
• Legal Services: $350,000
• Police Officer Position (1.0 FTE)—Community Outreach: $332,400 • Assistant Community Services Director (1.0 FTE): $ 321,600 • Senior Information Technology Analyst Position (1.0 FTE): $ 255,100 • Systems Specialist Position (1.0 FTE): $221,300
• Human Resources Analyst I/II Position (1.0 FTE): $216,300 • Open Space Planner Position (0.85 FTE): $191,900
• Paralegal Position (1.0 FTE): $185,600
• Program Assistant (1.0 FTE): $175,600
• Recreation Coordinator Position (1.0 FTE): $175,300
• Community Outreach Specialist Position (1.0 FTE): $139,500 • Employee Wellness and Team Building: $135,600
• Communications Enhancement: $100,000
• Traffic Maintenance and Repairs: $100,000
• Castro Street Pedestrian Mall: $93,500
• Reclassification of Office Assistant to Administrative Assistant (0.5 FTE): $85,600 • Consultant Services—Transportation: $70,000
• Employee Relations Legal Counsel: $65,000
Limited-Period Expenditures
Funding of $7.0 million for limited -period items is included in the Recommended Budget; $1.1 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 the Fiscal Year 2023-24 Recommended Operating Budget
June 1, 2023
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complete listing of limited -period items with descriptions under the Miscellaneous Information Section).
• Community Services Agency Capital Funding: $1,000,000 • Safe Parking Program: $625,000
• Firefighter Recruit Academy: $414,100
• 888 Villa Lease: $389,700
• Shoreline Events: $250,000
• Revenue Measure Consulting Services: $250,000
• Website Coordinator Position (1.0 FTE)*: $235,100
• Personal Protective Equipment Compliance: $229,300
• Federal and State Legislative Advocacy: $220,000
• Library Security Services: $200,000
• Human Resources Technician Position (1.0 FTE): $188,600 • Systems Coordinator Position (1.0 FTE)*: $183,600
• Management Fellow Position (1.0 FTE)*: $182,100
• Hourly Staff to Support the Traffic Section: $180,000 • Administrative Assistant Position (1.0 FTE): $159,400 • Employee Relations/Labor Negotiations Attorney Services: $150,000 • Training and Career Development: $150,000
• Winter Holiday Event: $150,000
• Library Security Services Guard (1.0 FTE): $149,100
• Citywide Succession Planning: $145,000
• Employee Relations Consultants: $140,000
• Homelessness Response Funding: $125,000
• Public Services Study: $125,000
• Sustainability Fellow Contract: $110,000
• Fee Study: $100,000
• Broadband (rebudget): $100,000
• Nonprofit Funding for Community Needs (rebudget): $95,500 • Technology Enhancements (rebudget): $84,000
• Program for Sidewalk Ramping, Grinding, and Inspecting: $75,000 • Laserfiche Upgrade: $65,200
• Data Management System Replacement: $55,000
__________________________
* Represents a continuing limited-period position.
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General Fund Carryover Available for Allocation
The Fiscal Year 2022 -23 estimated GOF operating balance carryover of $6.8 million (subject to changes in assets and liabilities and grant/donations carryover), prior fiscal year unallocated balance of $14.2 million, and one-time revenue of $8.7 million provides an available balance of $29.7 million, which is sufficient to fund the following items included in the Recommended Budget:
• $6.8 million for limited-period expenditures;
• $3.0 million for the Capital Improvement Reserve;
• $2.0 million for the Strategic Property Acquisition Reserve;
• $2.0 million Budget Contingency Reserve for the Public Safety Building;
• $2.0 million for the Employee Loan Program Reserve;
• $1.4 million for the Compensated Absences Reserve;
• $1.1 million for the Development Services Fund;
• $1.0 million additional payment to CalPERS;
• $1.0 million for the Parental Leave Reserve; and
• $1.0 million for the General Liability Fund.
Staff will return to Council after the conclusion of the fiscal year-end audit with any modifications and final balances available for allocation.
OTHER MAJOR FUNDS
Other General Funds
Development Services Fund
Development Services is a General Fund program separated from the GOF 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 in Fiscal Year 2014-15 to encompass all development activity more fully.
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Fiscal Year 2023 -24 total projected operating revenues are $14.4 million (net of Land Use Document Fee), $329,000 (2.3%) higher than Fiscal Year 2022 -23 adopt ed, and $2.0 million higher than estimated actuals. The higher revenue estimates are mainly the result of higher projected building permits. Total recommended operating expenditures are $17. 6 million. This includes nondiscretionary and discretionary increases of $736,500 and new limited-period items of $1.1 million primarily targeted to address the existing workload related to development activity. In addition, there is an estimated $800,000 for Land Use Document Fees, a transfer of $85,000 to the Compe nsated Absences Reserve , and CalPERS contribution of $203,000 proportionate to the GOF share.
The Development Services Fund is projected to end the fiscal year with a Land Use Document Reserve of $11.4 million and ending balance of $ 493,000. The Develo pment Services Fund recommended expenditures exceed revenue by $2.7 million, of which $950,000 is related to one- time expenditures. This deficit has arisen from fees that have not been increased in years and are not fully recovering the costs of providing the related services. A new master fee study is necessary and will be completed in the upcoming year to increase fees to appropriate cost - recovery levels. The Recommended Budget includes $100,000 for a consultant to conduct the master fee study.
Shoreline Golf Links and Michaels at Shoreline Restaurant Fund
Shoreline Golf Links and Michaels at Shoreline Restaurant returned to full operations in Fiscal Year 2021-22. This fund is being impacted by the increase in the City’s minimum wage and the labor shortage, which resulted in additional overtime pay to be able to support the operation.
For Fiscal Year 2023 -24, revenues are projected at $4.9 million, and expenditures are recommended at $4.5 million, leaving a n operating balance 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 support of the Shoreline at Mountain View 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 repla cement 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 Fiscal Year 2023-24 Recommended Operating Budget
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communications, and housing and levees as well as operations and m aintenance 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 documen ts. 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 Recommended Budget document.
For Fiscal Year 2023 -24, operating revenues are projected at $68.2 million, $9 .5 million higher than the Fiscal Year 2022 -23 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 expendi tures are recommended at $37.8 million, $2.5 million higher than Fiscal Year 2022 -23 Adopted, primarily due to payments to the County and school districts increasing by $1.6 million. Ongoing changes of $72,000 are included as well as limited -period expend itures of $226,000. In addition, there is a $55,000 transfer to the Compensated Absences Reserve, a CalPERS contribution of $71,000 proportionate to the GOF share, and capital projects of $22.1 million, of which $14.6 million is funded from the Development Impact Fee and $1.5 million is funded from the Sea Level Rise Reserve.
The General Reserve, based on 25.0% of operating expenditures (similar to other reserves) net of intergovernmental payments, is $5.6 million; a new Site Contamination reserve for exp ected clean-up obligations is $5.0 million; the Landfill Reserve is increasing from $11.0 million to $12.0 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 $212,000. After meeting policy reserve requirements, the remaining balance available is projected to be $57.6 million. I mportantly, remaining reserve balances are obligated for current and future funding requirements of the Shoreline Community referenced in the prior section.
The 2021 Shoreline Sea Level Rise Study identified sea level rise projects costing $122.0 million.
Staff is developing a feasibility analysi s 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 but is expected to be renewed for another year while s taff is developing a long -term forecast for a new long-term agreement. Future payments to the school districts could impact the financial condition of this fund.
Fiscal Year 2023-24 Recommended Operating Budget
June 1, 2023
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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 water, sewer, and tra sh 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 rates. 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 su bmitting 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 was not required for the recommende d water and wastewater rate increases as the recommended increases for Fiscal Year 2023 -24 were 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 requir es a Proposition 218 hearing, scheduled for June 27, 2023, prior to the adoption of any rate modifications. A Proposition 218 hearing will be held on June 27, 2023 for the recommended solid waste rate increases for Fiscal Year 2023 -24, and notices were mailed on or before May 12, 2023.
Water Fund
For Fiscal Year 2023 -24, the proposed wholesale water rate increase from the San Francisco Public Utilities Commission (SFPUC) is 9.7%. The Santa Clara Valley Water District (Valley Water) proposed a 15.0% increase for groundwater (well production) and a 14.1% 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 8.0% increase for Fiscal Year 2023-24. This results in a monthly increase of $9.88 for the av erage 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 2023-24 that will draw from th e $13.0 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 2023-24 projected operating revenues, with the recommended rate adjustments, are $39.8 million, and recommended op erating expenditures are $41.5 million ( excluding depreciation expense and transfers to capital projects ), resulting in an operati ng deficit of $1.6 million. Included in expenditures are the rate adjustments to wholesale water costs as provided and the minimum water purchase from SFPUC.
Fiscal Year 2023-24 Recommended Operating Budget
June 1, 2023
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For Fiscal Year 2023 -24, there is a CalPERS contribution of $117,000 proportionate to the GOF share, capital projects of $5.8 million funded from the rate, and additional capital projects of $3.7 million funded by capacity and developme nt impact fees. There are projected Fiscal Year 2023-24 reserve balances of $23.5 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 t he full reserve requirement for the fund. The projected ending balance for this fund is $4.6 million, and the cash available goal is $5.3 million, or 10.0% of total expenditures.
Wastewater Fund
For Fiscal Year 2023-24, costs for the Palo Alto Regional Water Quality Control Plant (Treatment Plant) are increasing 3.7%. A 6.0% overall rate increase is recommended: 4.0% due to Treatment Plant and City operating cost increases and 2.0% for the last 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 financing structure includes the ab ility 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. All funds have been fully drawn, and ann ual 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 source 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 rat es, of which $10.5 million is scheduled for Fiscal Year 2023 -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.
Fiscal Year 2023-24 Recommended Operating Budget
June 1, 2023
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With an overall 6.0% rate increase, operating revenues for Fiscal Year 2023 -24 are projected at $31.7 million (including $3.5 million in revenue generated by the rate increases for planned Treatment Plant capital costs that is being reserved), and operating expenditures are recommended at $29.0 million (after eliminating the budget effect of depreciatio n expense), resulting in an operating balance of $2.7 million. The Operating expenditures budget increased by $1.7 million compared to the Fiscal Year 2022-23 Adopted Budget mainly due to a $1.8 million capital improvement cost increase to the Treatment plan. The increase is funded by the revenue generated by the rate increases for planned Treatment Plant capital costs that is being reserved.
For Fiscal Year 2023 24, there is a CalPERS contribution of $71,000 proportionate to the GOF share, $3.9 million for capital projects funded by rates and available balance, and $6.5 million in capital projects funded by capacity and development impact fees. There are projected Fiscal Year 2023-24 reserve balances of $31.3 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 2023-24 is $8.6 million ($2.1 million more than the Fiscal Year 2022 -23 adopted), and the cash-available goal is $3.4 million.
Solid Waste Management Fund
For Fiscal Year 2023 -24, the increase for Recology for collection services is 8.13%, based on projected expenditure increases and reven ue requirements in accordance with the City’s contract with Recology. The City’s share of SMaRT® Station costs are lower for Fiscal Year 2023-24, after taking into consideration the reduction in the City’s share of tonnage processed, costs are estimated to increase 6.8%. Operations for services provided through both agreements include efforts to reduce the amount of waste sent to landfills as well as to abide by Senate Bill 1383, which mandates residential and commercial organics composting.
City operating costs increased significantly last fiscal year due to changes to include these efforts and resulted in an unbalanced operating budget. There is sufficient available balance to absorb the increases over a period of time, and the City is recommending a 7 .0% rate increase to cover the cost increases for Fiscal Year 2023 -24 only. However, it is expected that higher increases in the future will be needed to bring the operating budget into balance. This results in a monthly increase of $2.75 for a 32-gallon cart.
Operating revenues for Fiscal Year 2023-24 are projected at $16.1 million ($37.0 million, including Recology), and operating expenditures are recommended at $21.8 million ($42.7 million, including Recology, and after eliminating the budget effect o f depreciation expense). The operating balance is projected to be a negative $5.7 million, and there is a CalPERS contribution of $50,000 proportionate to the GOF share and $320,000 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 2023 -24 fiscal year with a reserve at the policy level of $5.5 million. The Fiscal Year 2023-24 Recommended Operating Budget
June 1, 2023
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projected ending balance for Fiscal Year 2023 -24 is $7.0 million, and the cash available goal is $2.2 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).
Reserves can be classified as those uncommitted but designated for a specific purpose and those created to fund liabilities. Given the Fiscal Year 2022 -23 estimated GOF operating balance carryover surplus, the Recommended Budget provides strategic allocations to multiple reserves.
Among others, this includes $3.0 million to the Capital Improvement Reserve, $2.0 million to the Strategic Property Acquisition Reserve (SPAR), $2.0 million to the Employee Loan Program Reserve, and $1.0 million in initial funding for the newly created Parental Leave Reserve.
Since the Fiscal 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 expenditu res until such time as these funds could be used to pay for debt service on a new Public Safety Administration Building. Until the City establishes a funding plan for the project, the annual revenue being generated from Ameswell, estimated to be $ 3.9 million in Fiscal Year 2023 -24, along with an estimated $12.3 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. In addition, the Recommended Budget allocates an additional $2.0 million toward the Budget Contingency Reserve for the Public Safety Building.
In total , the Recommended Budget allocates $14.5 million toward reserves. For more information on the City’s reserve policy, please refer to the Miscellaneous Information section of the Recommended Budget.
SUMMARY AND CONCLUSION
Although there is economic uncertainty ahead, the City has emerged stronger from the pandemic as key City revenues have surpassed prepandemic levels , which allows the City to continue to improve services and programs for the community and advance Council’s Strategic Priorities. The Fiscal Year 2023-24 Recommended Budget complements the City’s strong fiscal foundation and includes strategic enhancements necessary to build the Mountain View of tomorrow . Looking toward the future, the City will need additional revenue to tackle critical projects , including addressing our aging facilities and Citywide infrastructure, acquiring more land for parks and open space, implementing ambitious decarbonization and sustainability initiatives, and building affordable housing. We are well-positioned to bring the City and our residents together and work toward these important community needs.
Fiscal Year 2023-24 Recommended Operating Budget
June 1, 2023
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I would like to express my appreciation to the City Council and to staff in all departments for their cooperation and assistance in the development of this budget. In particular, I would like to thank the department heads and the Budget Review Team, including Assistant City Manager Arn Andrews and Finance and Administrative Services Director Derek Rampone , and with special thanks to Assistant Finance and Administrative Services Director Grace Zheng, Senior Financial Analysts Ann Trinh and Elliot Young, and Financial Analyst Natalie Poon for their assistance with the Operating Budget; Purchasing and Support Services Manager Ann Mehta, Library Manager Laura Shea -Clark, and Assistant City Clerk Merry Monlux for their assistance with the capital outlay process; and the Document Processin g Center and Copy Center staff for their invaluable support in the preparation of this document.
Respectfully submitted,
Kimbra McCarthy
City Manager
KMC/DR/6/FIN
546-06-01-23L
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The City of Mountain View Strategic Priorities were developed through careful deliberation by the City Council with input from the community and City staff to advance a vision of Mountain View’s future. The two-year Council Work Plan establishes the top projects to help accomplish the vision and strategic priorities during Fiscal Years 2023-24 and 2024-25.
Council Strategic Priorities
and FY 23 -25 Work Plan
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.
Vision
Strategic Priorities
The critical focus areas to achieve the vision.
dasf
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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.
Sustainability & Climate
Resiliency
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.
Livability & Quality of Life
Enhance Mountain View as a great place to live
that values community health and well-being.
Preserve Mountain View’s unique character,
restore and enhance wildlife habitats, and
promote arts and culture. Provide and enhance
parks, open space, and other key amenities.
Mobility & 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
.
Intentional Development
& 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.
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 Mountain View remains a
center for innovation with meaningful jobs for workers.
Organizational Strength & Good Governance
Continue to innovate, collaborate and continuously improve to deliver a high level of customer service. Recruit, develop and retain top notch staff. Maintain fiscal responsibility and effective intergovernmental partnerships.
Communicate and engage regularly and transparently with our multilingual community.
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Community for All
• Update the Race, Equity, and Inclusion Action
Plan
• Develop a homelessness response strategy
• Negotiate a Community Workforce Agreement
• Explore expanding access to broadband
Mobility & Connectivity
• Adopt the Local Road Safety/Vision Zero Action
Plan
• Expand the Safe Routes to School program
• Adopt a citywide Transportation Demand
Management Ordinance
• Develop a City Active Transportation Plan
• Work on the Stevens Creek Trail extension
• Design and construct the Castro Grade Separation
• Prepare a Citywide Travel Demand update
• Develop guidelines for micromobility, including a
scooter share pilot
• Prepare a Citywide Travel Demand Update
Livability & Quality of Life
• Conduct a holistic citywide review of parking
regulations
• Develop a Parks and Recreation Strategic Plan
• Develop an ordinance to ban vaping sales
citywide
• Review and update the historic preservation
ordinance
• Explore strategies for enhancing childcare
options
• Consider revitalization of Gateway Park
Intentional Development & Housing Options
• Review and update the Gatekeeper process
• Explore implementing a temporary downtown
office cap on new development
• Review and update the Shoreline Community
Area Plan
• Develop a Moffett Boulevard Precise Plan
• Develop comprehensive updates to the
Downtown Precise Plan
• Implement Displacement Response Strategy
actions
• Propose revisions to R3 zoning standards
• Develop a strategy to facilitate low- and middle-
income home ownership
• Facilitate affordable housing development at the
VTA Evelyn site
Sustainability & Climate Resiliency
• Develop a Citywide Decarbonization Plan
• Develop a Biodiversity Strategy
• Update the Community Tree Master Plan to
create an Urban Forest Plan
• Develop a Dark Skies ordinance
• Complete a Climate Change Vulnerability
Assessment
Economic Vitality
• Implement strategies for a vibrant downtown,
including the Castro Pedestrian Mall
• Develop a comprehensive citywide storefront
activation program
• Implement the Economic Vitality Strategy
Organizational Strength & Good Governance
• Explore the feasibility of a potential 2024 revenue
measure
• Complete a Cost Allocation Plan and Master Fee
Study
• Implement an online permitting system
• Review and make periodic updates to the
Municipal Code in a phased approach to remove
contradictory, unenforceable, or otherwise
outdated sections
• Explore placing a measure on the ballot to amend
the City Charter
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Priority A Highest Priority
1. Review and update the Gatekeeper process
2. Conduct a holistic citywide review of street
parking regulations
3. Explore implementing a temporary downtown
office cap on new development
4. Explore placing a measure on the ballot to
amend the City Charter
5. Explore the feasibility of a potential 2024
revenue measure
6. Update the Race, Equity, and Inclusion Action
Plan
7. Review and update the Shoreline Community
Area Plan
8. Implement Displacement Response Strategy
actions
9. Adopt the Local Road Safety/Vision Zero Action
Plan
10. Expand the Safe Routes to School program
11. Develop a Citywide Decarbonization Plan
(transitioning from SAP-4)
12. Implement strategies for a vibrant downtown,
including the Castro Pedestrian Mall
13. Complete a Cost Allocation Plan and Master Fee
Study
14. Develop a Homelessness Response Strategy
15. Negotiate a Community Workforce Agreement
16. Develop a Moffett Boulevard Precise Plan
17. Adopt a Citywide Transportation Demand
Management Ordinance
18. Develop a City Active Transportation Plan
19. Develop a Parks and Recreation Strategic Plan
20. Implement an online permitting system
21. Develop a Biodiversity Strategy
22. Update the Community Tree Master Plan to
create an Urban Forest Plan
Priority B High Priority
23. Work on the Stevens Creek Trail extension
24. Develop a Dark Skies ordinance
25. Develop an ordinance to ban vaping sales
citywide
26. Develop a comprehensive citywide storefront
activation program
27. Develop comprehensive updates to the
Downtown Precise Plan
28. Complete a Climate Change Vulnerability
Assessment
29. Implement the Economic Vitality Strategy
30. Explore expanding access to broadband
31. Propose revisions to R3 zoning standards
32. Develop a strategy to facilitate low- and middle-
income home ownership
33. Facilitate affordable housing development at the
VTA Evelyn Site
34. Design and construct the Castro Grade
Separation
35. Review and update the historic preservation
ordinance
36. Prepare the Citywide Travel Demand update
37. Conduct a Public Services Study
Priority C As time and resources allow
38. Explore strategies for enhancing childcare options
39. Consider revitalization of Gateway Park
40. Review and make periodic amendments to the Municipal Code in a phased approach to remove contradictory, unenforceable, or otherwise outdated sections
41. Develop guidelines for micromobility, including a scooter share pilot 1-40
SIGNIFICANT ACCOMPLISHMENTS FISCAL YEAR 2022–23
The following is a list of notable accomplishments in City programs, plans, and services over the most recent fiscal year (in random order). These items go beyond “normal” day‐to‐day services. A number are related to the City Council’s 2021‐23 Strategic Priorities, which are Community for All, Intentional Development & Housing Options, Mobility & Conne
ctivity, Sustainability & Climate Resiliency, Livability & Quality of Life, Economic Vitality and Organizational Strength & Good Governance.
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1. Completed the Draft Housing Element and resubmitted it to the California Department of Housing CD for review.
2. Implemented Elevate MV, a Guaranteed Basic Income pilot program.
3. Upgraded Council Chambers to support hybrid meetings, allowing the public to participate both in person and remotely.
4. Conducted executive searches to appoint new Assistant City Manager, Assistant Community Development Direct
or, Finance and Administrative Services Director and Police Chief.
5. Developed an ordinance to address wage theft.
6. Revised the City of Mountain View Office of Emergency Services Emergency Operations Plan.
7. Updated the Mobile Home Rent Stabilization Ordinance to remove the provision th at exempted
mobile home parks with an accord.
8. Added Zoom Room functionality to the Atrium and Plaza Conference Rooms to enable hybrid meetings for Council subcommittees and City advisory bodies and updated staff conference rooms with new audio‐visual systems and Zoom Room capabilities to enable hybrid staff meetings.
9. Develope
d a paid parental leave program for employees to launch in FY 23‐24.
10. Amended the Construction and Demolition ordinance to align with CalGreen requirements and to simplify the documentation process for project applicants.
11. Completed the Water and Sewer System Master Plans.
12. Implemented a cybersecurity monitoring system, including new hardware and software.
13. Developed an ordinance for responsible construction.
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14. Provided Safe Routes to School training to all 11 schools in the Mountain View Whisman School District and added 5 new crossing guards to key locations.
15. Negotiated 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.
16. Began implementation of process and technology improvements to align with the Matrix Consulting Group Development Review Assessment recommendations, including improving on‐ time response rates for review of planning applications, launching online permit intake and distribution software (ProjectDox), creati ng an Assistant Director position to oversee process improvements, and conducting stakeholder outreach.
17. Conducted November 8, 2022 General Municipal Election for three Council seats.
18. Enhanced the City’s coaching program to support employee development for current and future leadership roles in the organization.
19. Expanded the City’s training program, including delivery of a Leadership Developm ent Program
to a new cohort, updating the policy for employees participating in Leadership Mountain View, and partnering with the Police and Fire Departments to develop and deliver new safety training to employees.
20. Completed one of the first sea level rise capital improvement projects – Sailing Lake Access Road, with
the Sailing Lake dam receiving ceritification from the State’s Division of Safety of Dams.
21. Approved the Middlefield Park Master Plan.
22. Held a study session on options for additional firearm safety legislation.
23. Developed and implemented an ongoing training program for City ad visory boards and staff
liaisons on public meeting process and legal requirements.
24. Implemented 2022 labor contract negotiation terms, including processing compensation changes, finalizing contract language and executing final agreements.
25. Adopted an ordinance establishing the Castro Street Pedestrian Mall between West Evelyn Avenue and California Street.
26. Organized first Boards
, Commissions and Committees service recognition and Council reorganization celebrations since the beginning of the COVID‐19 pandemic.
27. Approved minor amendments to the Downtown Precise Plan Areas A, G, and H.
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28. Completed construction on Mora Park and Pyramid Park.
29. Worked with non‐profit partners to approve a parking license agreement for the use of lot 7 in support of a Cold Weather Shelter at 748 Mercy Street.
30. Completed the acquisition of new park land properties at 711 Calderon Avenue, 909 and 917 San Rafael Avenue, and 538 Thompson Avenue.
31. Began community outreach, background resear
ch, and development of an update to the City’s
Historic Preservation Ordinance.
32. Conducted the biannual employee engagement survey and developed programs to maximize engagement and renew workplace culture in recovery from pandemic operational impacts.
33. Completed required repo
rting for the American Rescue Plan Fiscal Recovery Funds Program and assisted in allocating the 2nd year of funding.
34. Issued building permits to redevelop the Crestview Hotel into permanent affordable housing and supported the beginning of construction.
35. Initiated the development of the Active Transportation Plan.
36. Relaunched the Bookmobile to bring Library services to schools and other areas of the
community that may have barriers to accessing the Main Library.
37. Continued implementation of a utility bill relief program for residential and small business customers experiencing economic impacts due to the COVID‐19 pandemic.
38. Implemente
d an ordinance amendment prohibiting smoking in multi‐family residential properties.
39. Continued implementing collection of Racial Identity Profile Act (RIPA) data in compliance with State Assembly Bill 953 and working with the Public Safety Advisory Board on approaches to enhance public access to the data.
40. Updated City records retention schedules across all City departments.
41. Graduated a Community Emerge
ncy Response Team (CERT) Volunteer Academy with 20 new CERT members.
42. Launched and began community outreach for the development of an Economic Vitality Strategy.
43. Completed construction of the following capital projects: Interceptor Force Trunk Main; Well Abandonments (#10,17 and 20); traffic signal repl
acement at Shoreline Boulevard and Villa
Street; and erosion control project at Shoreline Sailing Lake, which includes installation of a new dock and kayak launch area.
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44. Initiated the purchase of the Santa Clara Valley Transportation Authority Evelyn site and began the process to select an affordable housing development partner.
45. Implemented a second network circuit for redundant internet connectivity for City operations.
46. Identified and implemented organizational improvements to support succession planning goals, including professional development and career paths, within the Fire and Environme ntal Protection Division.
47. Continued several initiatives of the City’s Succession Plan, including providing executive coaching, updating workforce retirement projections, utilizing overhires for knowledge transfer, and conducting 20 budget request studies to support department operational needs and succession planning efforts.
48. Reviewed and updated City Council Policy K‐2, Council Advisory Bodies and Council Code of
Conduct to include additional conflict of interest protocols.
49. Continued to plan, coordinate, and close out COVID‐19 recovery efforts to support community relief and resilience.
50. Established the Adult Learners Program to provide adult literacy assistance to help community members achieve life goals through reading.
51. Develope
d a Displacement Response Strategy.
52. Supported the launch of a county pilot mobile mental health crisis response TRUST program and collaborated with North County cities to enhance the program through earmark funding.
53. Approved the 1020 Terra Bella Avenue affordable housing development (Alta Housing) and
1265 Montecito Avenue affordable housing development (Charities Housing).
54. Replaced audio‐visual equipment at the Adobe Building to provide an enhanced viewing and listening experience with improved ease of use.
55. Distributed nearly $600,000 in ARPA‐funded workforce development grants to community‐based organizations providing
job training and career development resources to Mountain View residents.
56. Refinanced the 2011 Shoreline Regional Park Community Revenue Bonds achieving budget savings.
57. Continued partnership with a Stanford University neuroscience researcher to study the effects of situational and physiological factors on critical decision‐making to help inform police officers’ critical incide
nt training.
58. Provided essential services for unhoused and unstably housed residents.
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59. Continued oversight and coordination of the implementation of the City’s Race, Equity and Inclusion Action Plan.
60. Took new investigative steps in 5 and closed 1 unsolved cold case homicides.
61. Implemented a local program of human books to represent groups in society that are often subjected to prejudice, stigmatization or discrimination bec ause of their lifestyle, diagnosis, belief, disability, social status, or ethnic origin.
62. Met the City’s drought targets set by the wholesale water suppliers, achieving 21% conservation of Valley Water supplies and maintaining water use below the San Francisco Public Utilities Commission (SFPUC) water allocation budget for the first half of Fiscal Year 2022/23.
63. Celeb
rated the graduation of two students from the Library’s Career Online High School program.
64. Joined the Santa Clara County Climate Collaborative Working Group and served as Co‐Chair to the Sea Level Rise Working Group and Leadership Team.
65. Continued to maintain detailed supporting documentation for COVID‐19‐related expenditures, and submitted claims for
reimbursement to the Federal Emergency Management Agency (FEMA).
66. Began construction on Fayette Park, Sylvan Park Trellis and Volleyball Court, and Magical Bridge All‐Inclusive Playground.
67. Drafted City Council Policy K‐27, Recognition of Individuals, Organizations, and/or Events.
68. Facilitated Councilmember vacancy appointment process.
69. Implement
ed a new end‐user Computer‐Aided Dispatch (CAD) platform for emergency response and incident command management and resource accountability.
70. Launched the Online Author Series bringing talks with best‐selling authors and renowned thought leaders covering a wide range of topics to the Library through a virtual platform.
71. Appropriated funds for affordable housing developments at 1020 Terra Bella, 1012 Linda Vista, and 96 W. El Camino Real, compr
ising over 240 units of affordable housing.
72. Completed implementation of new closed‐circuit TV system for the Police/Fire Administration Building and the Library.
73. Completed migration of City employee
computer users from desktop PCs and virtual desktop infrastructure systems to laptop computers.
74. Improved facilities for employees, such as the Police Sleeping Quarters and City Hall lactation room.
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75. Implemented updates to the City Conflict of Interest Code.
76. Developed a Memoranda of Understanding with school districts and a procedure manual related to the School Resource Officer program.
77. Redesigned 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 Council strategic planning process.
78. Created a Threat Assessment team to help Police Department staff evaluate and address threats made via social media related to local people, places, and events.
79. Continued housing and eviction prevention outreach efforts to help Mountain View residents access information about rental assistance, tenant rights, below‐market‐rate housing, and affordable
housing.
80. Worked with a UC Berkeley postdoctoral fellow to examine effective and academically sound methods to gauge community sentiment about public safety in Mountain View and the Mountain View Police Department.
81. Ensured compliance with ongoing updates to County and State regulations related to COVID‐19 and engaged with
labor groups on working condition impacts.
82. Finished reviewing and analyzing all existing lease agreements of the City and successfully implemented 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.
83. Implement
ed 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.
84. Introduced Sensory Storytimes to support children with sensory processing and/or autism.
85. Planned, organized and implemented the first
Career Exploration Day for local high school students
to introduce employment paths in local government.
86. Joined the ICLEI Race to Resilience campaign to support the development of a climate change vulnerability assessment and adaptation plan.
87. Amended the City’s reach codes to make improvem ents to new construction’s support for solar installation and electric vehicle charging stations.
88. Implemented enhanced employee assistance program resources to support the well‐being of employees and their families.
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89. Successfully integrated the Low Income Household Water Program (LIHWAP) into the City’s utility billing process, which allows customers to apply for one‐time water and wastewater utility credits through a federally funded program.
90. Participated in the National Faith and Blue Event weekend, partnering with the community and local faith congregations to rec
eive donations, assemble, and distribute over 200 hygiene kit supplies.
91. Completed a CalPERS contract amendment to update employee cost‐share contributions for represented sworn PEPRA members, including execution of sideletters with labor groups.
92. Updated City policies, to include policies for the City’s COVID‐19 Workplace Prevention and Safety,
Catastrophic Leave, Telecommuting, Bereavement Leave and Employee Homebuyer Program.
93. 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.
94. Began construction of the following capital projects: Rengstorff Aquatics Center; Miramonte Water Main
Replacement; Annual Water and Sewer Main Replacement; traffic signal replacement at Rengstorff Avenue and Latham Street; Shoreline Maintenance Storage Building; Colony Street pedestrian/bicycle connection to Permanente Creek Trail; Fire Station #4 Modifications; Recycling Center Building Improvements; Rengstorff Park Maintenance and Tennis Buildings Replacement; Compute r History Museum phase of the Northbound Shoreline/101 Off‐Ramp Realignment; Sidewalk and Curb Repairs; and Leong Drive and Fairchild Drive resurfacing.
95. Completed the City Buildings Workspace Study.
96. Installed additional touchless pedestrian push buttons at traffic signals.
FUN FACTS (through April 30, 2023)
1. Hired the largest class of City of Moun
tain View interns since the beginning of the pandemic for the Summer 2023 season.
2. Sent 40 communications regarding the City’s position on legislation or legislative issues to the State Legislature, Congress, and other branches of government.
3. Hosted 644 attendees of the weekly ESL Conversation Club.
4. Received 4,819 applications for employment (excluding those received through exte rnal
recruiters).
5. Inspected over 8,338,000 square feet of permitted facilities for hazardous materials safety and compliance.
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6. Observed 5 pairs of burrowing owls with 15 chicks at the Shoreline for the 2022 breeding season.
7. Approved 340 net new housing units, of which 137 are affordable.
8. On‐boarded 71 new hires and made 45 internal appointments.
9. Held approximately 70 virtual meetings per day, for a total of 6,121 Zoom meetings and 3,054 Teams meet
ings in a six‐month period.
10. Hosted 73 stuffed animals for a sleepover at the Library in March 2023.
11. Held 25 Housing and Eviction Help center events at the library.
12. Generated 20,451 payroll checks and direct deposits.
13. Repaired 7,230 square feet of asphalt, sealed 3.5
miles of cracks, and swept close to 10,000
miles of streets.
14. Enrolled 1,016 Mountain View residents in the Recreation Division’s Financial Assistance Program.
15. Lent 209,688 eBooks and other digital library materials.
16. Received an average of 210,000 visitors a month at MountainView.gov.
17. Processed 650 traffic engineering‐related AskMV requests .
18. Reviewed 395 planning application submittals and project deliverables.
19. Sheltered one of the largest breeding colonies of black skimmers in the Bay Area with 101 adults and 41 chicks observed for the 2022 breeding season.
20. Responded to over 2,000 requests for police reports.
21. Distributed the Employee Brief through the third
year of publication, increasing readership to
379 per edition.
22. Hosted 68 rental reservations at Rengstorff House welcoming nearly 6,200 guests, the highest number of rental events at the venue in its over 30‐year history.
23. Resolved 100 disputes between community members throug h the Mountain View Mediation
Program.
24. Completed 6,768 IT service tickets (approximately 26 per day).
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25. Serviced 73 light poles throughout the City.
26. Produced 47 community events including Monster Bash, Tree Lighting Celebration, Concerts on the Plaza, Deer Hollow Farm Spring Tours, and Music on Castro.
27. Reviewed 188 Employee Wellness Forms for 2022, awarding an average payout of $330.
28. Conducted 210 outreach and support activities thro
ugh the Multicultural Engagement Program.
29. Read 97,494 water meters and resolved 2,764 water‐related calls.
30. Welcomed 2,550 visitors to the Library on March 15, 2023 due to storm‐related power outages, a significant increase over the typical daily average of 900 visitors.
31. Provided 37,910 meals through the Senior
Nutrition Program.
32. Approved 24 affordable housing projects and contributed approximately $47.5 million to develop projects at 1265 Montecito, 1012 Linda Vista, 1020 Terra Bella, and 96 W. El Camino Real, totaling 342 units.
33. On average, 20% of the children’s library catalog is checked out and in use.
34. Repaired 4,218 sidewalk
locations.
35. Delivered 220 trees to residents through the Arbor Day Tree Giveaway program.
36. Completed 3,194 Building and Fire Permit reviews.
37. Counted 204 egret nests at the Shoreline Park, making it the largest rookery in the South Bay Area.
38. Hosted 700 teens at Teen Job Fairs in April.
39. Maintained 42.56 terabytes of digital evidence
.
40. Hosted 3,096 students at Deer Hollow Farm for school year field trips
41. Graduated 43 Community Emergency Response Team volunteers from CERT Academy.
42. Executed 431 contracts and agreements.
43. Offered 14 cultural programs through the Library with a total of 922 attendees.
44. Organized 35 author talks, serving 969 live attendees and 7,718 viewers of recorded events.
45. Dispatched over 11,680 Fire Department units in response to emergency calls, a 13% increase over the prior year.
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46. Distributed 650 summer reading activity books.
47. Distributed 114,967 copies of seasonal Activity Guides.
48. Operated 1,716 water gate valves and maintained 77 fire hydrants.
49. Fulfilled 238 written translation requests through the Multicultural Engagement Program.
50. Processed 116,198 utility bills.
51. 23 members of MVPD staff participated in the Law Enforcem ent Torch run, collectively running
70 miles in support of the Special Olympics.
52. Connected 250 households with community‐based support service, including rent assistance, legal aid and affordable housing.
53. Sold 73,401 tickets for 310 performances at the Center for the Performing Arts.
54. Responded to 158 Santa letters in Dec
ember 2022.
55. Managed 24 commercial leases and 6 residential leases.
56. Hosted 22,896 lap swim program appointments.
57. Registered an average of 535 new digital library app users monthly.
58. Offered 37 in‐house trainings (more than any previous fiscal year), serving 226 employees.
59. Processed 11,056 recreation
class and camp enrollment transactions.
60. Cleaned 120 miles of sewer and inspected 18 miles of sewer mains using CCTV.
61. Recognized 28 employees through the DISCOVER Awards program, now in its fifth year.
62. Sent 368,448 Teams chat messages.
63. Welcomed 960 visitors to the Rengstorff House historic home tours program through April
2023.
64. Deployed 118 officer‐worn cameras recording 55,836 videos.
65. Inspected 104 sewer laterals and repaired 19 sewer manholes/mains/laterals.
66. Calls for Rescue and Emergency Medical Services (EMS) made up 72% of all dispatched emergency incidents.
67. Issued 4,804 business licenses.
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68. Received 151 media inquiries.
69. Filled 2,297 warehouse orders.
AWARDS/GRANTS
1. Received $200,000 grant to electrify the Senior Center commercial kitchen and $70,000 grant to develop and implement an equity‐centered strategy for community engagement to promote building electrification from Silicon Valley Clean Energy.
2. Received the Government Finance Officers Association’s Award for Excellence in Financial Reporting and Distinguished Budget Presentation Award.
3. Received the National Procurement Institute’s Award for Excellence in Procurement.
4. Received $750,000 in federal funding to support the Crestview Hotel project led by Congresswoman Anna Eshoo’s office.
5. Awarded One Bay Area Grant (OBAG) grants totaling $8.3 million for the following Bicycle/Pede
strian Improvements projects: Middlefield Road Complete Streets; Moffett Blvd Complete Streets; and El Camino Real/El Monte Ave/Escuela Avenue Intersection Improvements.
6. Received grant funding from the California State Library to provide free books and other materials in support of the Library and summer reading at free lunch locations around the City.
7. Received Staff
Development funds from the Pacific Library Partnership to host a virtual workshop on Discovering Hidden Stories in Data for Library staff from around the Bay Area.
8. Received $38,700 grant from County of Santa Clara via the EMS Trust Fund for the purchase of LUCAS CPR systems to equip fire apparatus. LUCAS is a mechanical CPR system that enables the steady flow of oxygen and ensures that chest compressions continue with out interruption,
which allows first responders to focus on other life‐saving tasks.
9. Received $100,000 in California State Office of Traffic Safety Grant to address drunk driving and other
traffic safety measures.
10. Received $25,000 grant from El Camino Hospital to help support the MVPD Dreams & Futures summer enrichment program for underserved youth.
11. Received $14,000 in from Bullet Proof Vest grant.
12. Received $9,750 from Santa Clara County Public Health Department for tobacco enf orcement operations with retailers in the City of Mountain View.
13. Received $58,000 from Board of State and Community Corrections for a two‐year Officer Wellness and Mental Health Program.
(THIS PAGE INTENTIONALLY LEFT BLANK)
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AUDITED ADOPTED RECOM.
ACTUAL BUDGET ESTIMATED BUDGET
2021-22 2022-23 2022-23 2023-24
GENERAL OPERATING $ 163,375,755 163,835,960 178,168,228 180,845,980 GF - DEVELOPMENT SERVICES 16,840,432 14,672,100 13,395,199 15,201,100 GF - SHORELINE GOLF /RESTAURANT 3,838,951 4,405,000 4,118,656 4,929,300 GF RESERVES 72,368,838 48,150,447 70,595,718 39,474,781 GAS TAX 3,732,396 4,191,300 4,130,900 4,522,400
OTHER STREETS & TRANSPORTATION 807,893 3,173,000 757,537 2,825,900 CONSTRUCTION/CONVEYANCE TAX 11,400,932 6,016,000 4,835,800 6,131,000 PUBLIC BENEFIT IN LIEU 23,741,466 331,400 2,533,272 1,304,300 OTHER TRANSPORTATION DEV FEES 797,530 32,400 1,194,804 143,900 HOUSING 27,258,003 1,935,300 6,853,329 3,405,200
CSFRA/RENTAL HOUSING COMMITTEE 1,506,870 1,450,500 1,520,177 1,641,700 MOBILE HOME RENT STABILIZATION 401,658 639,413 354,910 336,640 SUCCESSOR HOUSING AGENCY 170,731 18,800 24,000 7,200
DOWNTOWN BENEFIT ASSMT DISTS 1,772,086 1,736,100 2,148,218 2,225,500 GENERAL SPECIAL PURPOSE 5,839 57,900 35,002 65,900
SUPPLEMENTAL LAW ENFRCMNT SRVCS 203,460 175,000 212,335 175,000 COMMUNITY DEV BLOCK GRANT 8,943,110 1,070,000 1,308,589 2,096,408 CABLE TELEVISION 179,719 180,000 171,800 170,000
SHORELINE REGIONAL PARK COMM 72,174,179 58,693,200 64,585,317 68,228,400 STORM DRAIN CONSTRUCTION 73,275 23,500 21,400 39,000
PARK LAND DEDICATION 23,834,132 1,394,000 18,692,760 3,259,700 WATER 43,619,529 39,421,900 43,139,967 39,820,400
WASTEWATER 31,567,054 29,282,600 35,238,263 31,726,200
SOLID WASTE MANAGEMENT 15,166,681 15,300,600 15,964,953 16,075,700 EQUIPMENT MAINT & REPLACMNT 6,729,704 7,168,720 6,981,586 7,638,900 WORKERS' COMPENSATION SELF-INS 2,385,729 2,358,100 2,518,436 2,422,900 UNEMPLOYMENT SELF-INS 57,010 61,400 65,000 36,600
LIABILITY INSURANCE 2,851,050 3,705,550 4,685,250 5,087,300 RETIREES' HEALTH INSURANCE 5,250,824 5,647,290 5,508,606 5,909,250 EMPLOYEE BENEFITS SELF-INS 54,535 72,000 59,200 75,600
OTHER (1) 2,678 0 4,069 0
TOTAL $ 541,112,049 415,199,480 489,823,281 445,822,159 (1) Revenues received mid-year but not budgeted, such as Police Asset Forfeitures and Grants.
TOTAL FUND REVENUES
1-53
AUDITED ADOPTED RECOM.
ACTUAL BUDGET ESTIMATED BUDGET
2021-22 2022-23 2022-23 2023-24
GENERAL OPERATING $ 145,825,022 160,079,484 171,341,387 174,847,090 GF - DEVELOPMENT SERVICES 17,023,567 20,202,072 21,799,891 17,876,839 GF - SHORELINE GOLF /RESTAURANT 3,791,221 4,130,461 4,147,360 4,672,680 GF RESERVES 40,717,298 50,269,859 55,600,897 61,214,255 GAS TAX 2,937,700 3,504,200 3,504,200 4,341,800
OTHER STREETS & TRANSPORTATION 1,128,265 3,163,000 901,863 2,861,000 CONSTRUCTION/CONVEYANCE TAX 6,666,000 13,145,000 14,554,242 6,375,000 PUBLIC BENEFIT IN LIEU 7,800,000 7,230,000 7,230,000 19,626,000 OTHER TRANSPORTATION DEV FEES 0 0 0 0
HOUSING 2,778,512 18,494,400 22,456,412 53,065,674
CSFRA/RENTAL HOUSING COMMITTEE 1,490,947 2,079,601 1,761,808 2,061,836 MOBILE HOME RENT STABILIZATION 155,382 639,259 590,130 346,911 SUCCESSOR HOUSING AGENCY 250,000 0 1,000,000 0
DOWNTOWN BENEFIT ASSMT DISTS 593,240 1,675,591 1,489,646 685,304 GENERAL SPECIAL PURPOSE 12,654 128,489 30,986 134,554
SUPPLEMENTAL LAW ENFRCMNT SRVCS 203,460 175,000 212,335 175,000 COMMUNITY DEV BLOCK GRANT 8,515,082 1,746,795 965,882 3,205,386 CABLE TELEVISION 136,978 200,000 219,399 195,000
SHORELINE REGIONAL PARK COMM 48,303,273 48,884,580 53,357,071 60,032,483 STORM DRAIN CONSTRUCTION 32,000 33,000 33,000 234,000
PARK LAND DEDICATION 39,273,000 3,850,000 25,160,000 8,000,000 WATER 39,012,168 58,909,236 52,676,320 55,691,392
WASTEWATER 30,195,671 34,725,984 29,826,846 42,489,782
SOLID WASTE MANAGEMENT 13,422,900 18,453,855 15,737,382 22,605,793 EQUIPMENT MAINT & REPLACMNT 13,076,401 7,814,239 5,647,958 13,959,522 WORKERS' COMPENSATION SELF-INS 2,060,347 2,592,500 2,386,105 2,592,500 UNEMPLOYMENT SELF-INS 26,856 127,250 23,000 127,250
LIABILITY INSURANCE 4,934,729 3,705,550 5,321,180 5,087,300 RETIREES' HEALTH INSURANCE 5,293,958 5,647,290 5,519,964 5,934,250 EMPLOYEE BENEFITS SELF-INS 41,739 114,500 37,334 114,500 OTHER (1) 26,037 0 58,158 0
TOTAL $ 435,724,407 471,721,195 503,590,756 568,553,101 (1) Expenditures from mid-year appropriations in funds such as Police Asset Forfeitures and Grants.
TOTAL FUND EXPENDITURES
1-54
FISCAL OPERATING % CHANGE FROM
YEAR REVENUES PRIOR FISCAL YEAR
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 $163,376,000 8.5%
2022-23 * $178,168,000 9.1%
2023-24 ** $180,846,000 1.5%
* 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. 1-55
FISCAL OPERATING % CHANGE FROM
YEAR EXPENDITURES PRIOR FISCAL YEAR
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 $145,825,000 6.6%
2022-23 * $171,341,000 (7) 17.5%
2023-24 ** $174,847,000 (8) 2.0%
* Estimated
** Recommended
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
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.
Fiscal Year 2023-24 includes a transfer of $3.0 million to the General Fund Reserve.
Fiscal Year 2022-23 includes an additional contribution of $2.0 million towards the GNOF for payment to the CalPERS liability, and transfers of $1.6 million to the General Fund Reserve, $4.0 million to the Capital Improvement Reserve, $3.0 million to SPAR, $1.0 million to the Budget Contingency Reserve, and $1.0 million to the Liability Fund.
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. 1-56
TOTAL FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2021-22 2022-23 2023-24 Change *
Property Taxes $ 128,860,689 127,103,900 140,257,900 10.3% Sales Tax 23,376,289 21,960,000 25,137,000 14.5%
Other Local Taxes 29,819,633 24,628,000 27,937,000 13.4% Use of Money & Property 38,173,129 36,221,141 47,848,747 32.1% Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 12,942,724 15,203,250 15,663,450 3.0% Intergovernmental 15,384,197 17,466,940 10,033,408 (42.6%) Charges for Services (1) 185,764,990 96,978,213 100,715,140 3.9% Miscellaneous Revenues 25,414,131 7,314,274 8,355,299 14.2% Interfund Revenues & Transfers 81,376,267 68,323,762 69,874,215 2.3% TOTAL $ 541,112,049 415,199,480 445,822,159 7.4%
* 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
21-22 Audited
22-23 Adopted
23-24 Recom.
(dollars in
thousands)
1-57
GENERAL OPERATING FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2021-22 2022-23 2023-24 Change *
Property Taxes $ 63,996,035 69,232,000 74,558,000 7.7%
Sales Tax 23,376,289 21,960,000 25,137,000 14.5%
Other Local Taxes 18,663,267 19,124,000 22,933,000 19.9% Use of Money & Property 24,529,933 24,892,650 28,154,750 13.1% Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 5,935,691 6,472,150 6,738,350 4.1%
Intergovernmental 1,986,116 711,900 738,500 3.7%
Charges for Services 3,036,935 2,857,500 3,440,200 20.4% Miscellaneous Revenue 4,133,001 1,892,000 2,429,600 28.4% Interfund Revenues & Transfers 17,718,488 16,693,760 16,716,580 0.1% TOTAL $ 163,375,755 163,835,960 180,845,980 10.4%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget.
Interfund Revenues &
Transfers
Other Revenues
Use of Money &
Property
Other Local Taxes
Sales Tax
Property Taxes
21-22 Audited
22-23 Adopted
23-24 Recom.
(dollars in
thousands)
1-58
OTHER FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2021-22 2022-23 2023-24 Change *
Property Taxes $ 64,864,654 57,871,900 65,699,900 13.5% Other Local Taxes 11,156,366 5,504,000 5,004,000 (9.1%) Use of Money & Property 13,643,196 11,328,491 19,693,997 73.8% Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 7,007,033 8,731,100 8,925,100 2.2%
Intergovernmental 13,398,081 16,755,040 9,294,908 (44.5%) Charges for Services (1) 182,728,055 94,120,713 97,274,940 3.4% Miscellaneous Revenues 21,281,130 5,422,274 5,925,699 9.3% Interfund Revenues & Transfers 63,657,779 51,630,002 53,157,635 3.0% TOTAL $ 377,736,294 251,363,520 264,976,179 5.4%
* 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
21-22 Audited
22-23 Adopted
23-24 Recom.
(dollars in
thousands)
1-59
TOTAL EXPENDITURES BY FUND TYPE
Audited Adopted Recom.
Actual Budget Budget Percent
Fund Type 2021-22 2022-23 2023-24 Change *
General Fund $ 166,639,810 184,412,017 197,396,609 7.0% General Fund Reserves 40,717,298 50,269,859 61,214,255 21.8% Special Revenue Funds 80,971,493 101,065,915 153,105,948 51.5% Capital Projects Funds 39,305,000 3,883,000 8,234,000 112.1% Enterprise Funds 82,630,739 112,089,075 120,786,967 7.8% Internal Service Funds 25,460,067 20,001,329 27,815,322 39.1% TOTAL $ 435,724,407 471,721,195 568,553,101 20.5%
* 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
21-22 Audited
22-23 Adopted
23-24 Recom.
* (dollars in
thousands)
1-60
TOTAL DEPARTMENT EXPENDITURES
Audited Adopted Recom.
Actual Budget Budget Percent
Department 2021‐22 2022 ‐23 2023 ‐24 Change *
City Council $ 255,574 456,754 508,939 11.4%
City Clerk 895,650 1,322,983 1,098,618 (17.0%)
City Attorney 3,966,271 3, 007,631 5,192,618 72.6%
City Manager 3,981,070 6, 587,264 8,576,869 30.2%
Human Resources 3,171,932 3,961,407 4,526,224 14.3%
Information Technology 6,467,011 8,360,934 9,161,577 9.6% Finance and Admin Srvcs 13,473,435 15,341,516 15,744,055 2.6% Community Development 13,842,263 35, 661,834 14,126,212 (60.4%) ** Public Works 73,106,865 96,168,985 106,426,896 10.7%
Community Services 23,920,597 28, 617,589 32,202,359 12.5% Library 5,847,053 7,612,794 8,144,450 7.0%
Fire 32,281,048 33,819,159 37,471,730 10.8%
Police 44,102,275 48, 474,026 51,053,746 5.3%
Housing 0 0 57,203,085 100.0%
TOTAL $ 225,311,044 289,392,876 351,437,378 21.4%
*P e r c e n t Change From Prior Year Adopted to Current Year Recommended Budget. ** For Fiscal Year 23‐24, the Housing and Ne ighborhood Services Division will be separated from the Community Development Department to form the Housing Department.
Housing
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
21‐22 Audited
22‐23 Adopted
23‐24 Recom.
* (dollars in
thousands)
1‐61
Audited Adopted Recom.
Actual Budget Budget Percent
Department 2021‐22 2022 ‐23 2023 ‐24 Change **
City Council $ 254,207 445,354 508,939 14.3%
City Clerk 895,650 1,033,983 1,095,618 6.0%
City Attorney 2,234,707 2, 770,731 3,842,618 38.7%
City Manager 3,547,948 4, 993,864 6,107,284 22.3%
Human Resources 2,552,211 3,087,207 3,644,224 18.0%
Information Technology 5,527,287 7,421,144 8,399,123 13.2% Finance and Admin Srvcs 6,054,636 7,878,336 8,129,568 3.2% Community Development 1,810,580 2, 097,037 1,564,769 (25.4%) *** Public Works 11,595,506 13,085,389 14,783,859 13.0%
Community Services 16,501,409 20, 107,686 22,701,182 12.9% Library 5,827,053 7,496,794 7,795,350 4.0%
Fire 29,214,051 30,044,576 33,064,131 10.1%
Police 43,288,625 47, 682,903 50,688,746 6.3%
Housing 0 0 649,269 100.0%
Non‐Departmental 16,521,152 * 17,934,480 * 18,372,410 * 2.4% Projected Budget Savings Included (6,000,000) (6,500,000) 8.3% TOTAL $ 145,825,022 160, 079,484 174,847,090 9.2%
*
** Percent Change From Prior Year Adopted to Current Year Recommended B udget. *** For Fiscal Year 23‐24, the Housing and Neighborhood Services Division will be separated from the Community Development Department to form the Housing Department.
GENERAL OPERATING FUND EXPENDITURES
Fiscal Years 22‐23 and 23‐24 include a transfer of $1.6 million and $3.0 million to the General Fund Reserve, respectively.
Non‐Departmental
Housing
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
21‐22 Audited
22‐23 Adopted
23‐24 Recom.
* (dollars in
thousands)
1‐62
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, b y 1960 with the
growth of the el ectronic and aerospace industries ,
the City of Mountain View 's (City) population had
exploded to over 30,000. As of January 1, 202 3, the
population is 83,601.
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 com prised 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 5.1 4 mile section of paved all- weather pathway for pedestrians and cyclis ts. 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 o n 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 8 2,376
2021 8 3,128
2022 83,856
2023 83,601
Source: U.S. Census Bureau (1960-2020)
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 4 0.1% <5 6.5%
Asian 3 4.9% 5- 19 15.4%
Hispanic or Latino 1 7.2% 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%
At the time of incorporation in 1902, there were
approximately 611 residents in the City. Fast
forward 100 years to the celebration of the City’s
Centennial, the population had grown 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): 1 mile
Mountain View Community Shuttle
MVgo Shuttle Services
Teen Center
Charleston Protected Bikeway
City of Mountain View, California
Community Profile
(Continued)
2-6
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Median Home Values
2013-2022
Single Family House Condo/Townhouse
The City’s goal is to facilitate a Community
for All and implement intentional housing
opportunities to increase the diversity,
affordability, and supply of housing to
serve an economically diverse community.
Through its housing impact fees, Below
Market Rate housing program, and
leveraging external funding, the City
facilitates the development of affordable
rental and o wnership housing for families,
seniors, unhoused community members,
and special needs. There are 1, 804 affordable housing units in the City . C urrently, there are nine affordable housing projects in various stages of development, as well as three upcoming land dedication sites, for a total of 12 pipeline projects estimated to add 1,310 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. T he City is served by the Mountain View Whisman School District, Los Altos School District and Mountain View-Los Altos Union High School District.
Housing
39,194 housing units*, including
1,804 affordable housing units
existing
Median Home Values (end of
2022)**
o Single-family home: $2,610,000
o Condo/townhouse: $1,355,500
37.7% owner-occupied***
62.3% renter-occupied***
8.2% Vacancy Rate*
9 Public Elementary Schools, 2 Public Middle Schools, 3 Public High Schools Education Statistics:
o 94.5% age 25 and over are a high school graduate or higher*** o 74.4% age 25 and over have a bachelor’s degree or higher*** o 45.4% age 25 and over have a graduate or professional degree***
Sources: * CA DOF, 1/1/2023 City/County Population and Housing Estimates ** HdL Report from Santa Clara County 2022/23 – 2022/23 Secured Tax Roll and County Recorder *** U.S. Census Bureau, 2021 ACS 1-year Estimates
100% affordable housing: 950 West El Camino Real
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 proc esses 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 32% since 2005. • Re-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.
• Developed an Electric Vehicle Ac tion Plan and initiated installations of 67 publicly-accessible EV chargers at City facilities including 2 level 3 fast charger ports . Expected completion in 2023.
• 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.
• Updated investment policy to di vest City investments from fossil fuel companies.
• Joined the ICLEI (Local Governments for Sustainability) Race to Resilience to build resilience and adapt to the impacts of climate change.
• Built on regional collaboration on sustainability and resiliency through participation in the Santa Clara County Climate Collaborative. • Initiated several decarbonization initiatives including electrification of the Senior Center.
Land Use Distribution
Est
imated Total Acres Percentage of Total
Residential 2,827 44.1%
Commercial 388 6.0%
Office/Industrial 1,174 18.3%
Other 1,995 31.1%
Vacant 30 0.5%
Total 6,414 100.0%
Community Center EV Charger
City of Mountain View, California
Community Profile
(Continued)
2-8
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Jun-04
Jun-05
Jun-06
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Jun-11
Jun-12
Jun-13
Jun-14
Jun-15
Jun-16
Jun-17
Jun-18
Jun-19
Jun-20
Jun-21
Jun-22
Mar-23
Unemployment Rate 2004-2023
Mountain View Santa Clara County California United States Income
Based on the U.S. Census Bureau, 20 21 A merican Community Survey (ACS) 1-Year E stimates, the median household income in Mountain View is $1 57,000 (in 2021 inflation-adjusted dollars) .
This is higher than the median household income of $ 142,000 in Santa Clara County and $70,000 in the United States.
The Census Bureau establishes an income threshold for poverty every year. Below is a summary of the City ’s povert y level compared to Santa Clara County and the United States.
2021 ACS 1-Year Estimated Poverty Status - Percentage Below Poverty Level Entity Total Population Under 18 Years
City of Mountain View 7.3% 10.9%
Santa Clara County 6.8% 7.3%
United States 12.8% 16.9%
Health Care
The 2021 ACS estimates 1.7% 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 2023 (preliminary) from
the Bureau of Labor Statistics:
o 2.5% in Mountain View
o 3.2% in Santa Clara County
o 4.4% in California
o 3.5% in U.S.
City of Mountain View, California
Community Profile
(Continued)
2-9
Fiscal Year 2022-23 Financial Status Comparisons – Selected Santa Clara County Cities Adopted Adopted Adopted General Fund
General Fund General Fund Total Budget Expenditures
City Po pulation (1) Revenues Appropriations Expenditures Per Capita Campbell 4 2,833 $ 61,453,515 $ 61,453,515 $ 160,256,949 $ 1,435 Cupertino 5 9,610 94,661,388 95,167,779 1 30,587,325 1,597 Milpitas 80,839 117,476,970 117,280,000 207,780,203 1,451 Mountain View 8 3,864 1 63,835,960 1 66,079,484(2) 4 71,721,195 1,980 Palo Alto 6 7,473 2 37,751,484 2 47,421,193 9 65,945,000 3,667 San Jose 976,482 1,718,228,942 1,916,689,476 5,991,378,213 1,963 Santa Clara 1 30,127 2 42,076,684 2 64,636,922 1,237,215,368 2,034 Sunnyvale 156,234 196,766,797 213,763,857 5 69,969,902 1,368
Source: Revenues, Appropriations and Budget obtained from respective cities ’ budget documents
(1) Estimates as of 1/1/22, 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
4,000
FY 2022-23 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
City of Mountain View Government
Confluent Software
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
Nokia of America Corporation Communications Equipment
Nuro Inc R&D, Software Development
Palo Alto Medical Foundation Health Care
Pure Storage Inc. Information Technology
Samsung Information Systems America 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, 2022
(In alphabetical order)
Allison BMW
Best Buy
Bon Appetit
Compass Group USA
Costco
Financial Services Vehicle Trust
In N Out Burger
Kiwi Co
Lunar Energy Inc
Marshalls
Mountain View Shell
Nuro Inc
Omnicell
Project Fi by Google
Pure Storage
Ross
Safeway
Siemens Medical Solutions
Synopsys
Target
Total Wine & More
Valley Oil
Walmart
Waymo
Wing Aviation
Source: HdL Companies
PERCENTAGE
NET OF TOTAL NET
PRIMARY ASSESSED ASSESSED
OWNER AGENCY USE VALUATION VALUATION
Google Inc. City/SRPC Industrial/ $ 6,969,098 17.0%
Unsecured
Baccarat Shoreline LLC SRPC Commercial 462,570 1.1%
Nor Cal Plymouth Realty LLC SRPC Commercial 225,568 0.5% Sobrato Interests City/SRPC Commercial/ 351,323 0.9%
Unsecured
Microsoft Corporation SRPC Industrial/ 164,653 0.4%
Unsecured
P A Charleston Road LLC SRPC Commercial 120,087 0.3%
Richard T. Peery Trustee SRPC Commercial 117,359 0.3%
Intuit Inc. City/SRPC Industrial/ 306,277 0.7%
Unsecured
Orion V Sac Village Office Property LLC City Commercial 509,648 1.2% LinkedIn Corporation City Industrial/ 513,650 1.3%
Unsecured
Total $ 9,740,233 23.7%
Fiscal Year 2022-23 Total Net Assessed Valuation $41,049,467 Source: Santa Clara County Assessor Fiscal Year 2022-23 Combined Tax Rolls (as of July 1, 2022).
Ranking based on Tax Revenue.
City: City of Mountain View (General Operating Fund)
SRPC: Shoreline Regional Park Community
FISCAL YEAR 2022-23
Top Ten Property Taxpayers
(dollars in thousands)
2-12
GENERAL
OPERATING FUND
FIVE-YEAR FINANCIAL
FORECAST
3-1
GENERAL OPERATING FUND
FIVE-YEAR FINANCIAL FORECAST
INTRODUCTION
Forecasting is a best practice and an important part of a city’s financial planning process as it provides an outlook on the City’s future financial condition by identifying long -term financial needs and potential budget imbalances . The General Operating Fund Five-Year Forecast (Forecast) is designed to enhance the City’s ability to identify key drivers and trends in revenues and expenditures and paint a helpful picture of the future economy of the City. While it is challenging to accurately predict local government revenues due to the va riable 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 2023-24 Recommended Budget).
The 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 202 3-24 through 2027-28.
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 keeping 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.
Despite increased economic uncertainties related to tech sector layoffs and a banking crisis that saw three of the four largest bank failures in U.S. history in early 2023, national and state economies continue to experience decreased inflation with steady but slowing job growth in a tight labor market. U.S. Gross Domestic Product (GDP) grew by 1.1% in the first quarter of 2023, aided by strong consumption as consumers remain resilient.
Even though many of the tech sector layoffs seem to be located outsid e the State, a number of tech companies have locations in and around the City . With a few of these companies hav ing announced layoffs within the City, the negative financial impacts on the local economy are not expected to be substantial. However, additional layoffs in the sector could spill over into other industries, creating additional fear and instability.
3-2
With additional risk in the banking sector as a result of the collapses of Silicon Valley Bank, Signature Bank, and First Republic Bank, the financial forecast could deteriorate if banks further reduce their lending to build reserves.
Until such time as the volatility settles down and greater stability returns, the ability to more accurately forecast future revenues and expenditures will continue to be challenging. The Forecast does not currently include a recession scenario, consistent with the State’s most recent forecast.
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. The level of City services, staffing, and cost of operations projected for Fiscal Year 2023-24 is the base year for subsequent fiscal years’ expenditures in the Forecast.
Confidence levels in the F orecast assumptions become less certain with each subsequent fiscal year, and it is anticipated that actual future revenues and expenditures will vary from the Forecast. The Forecast is not intended to precisely predict GOF revenues and expenditures but, rather, a reasonable 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 10-1/2 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
3-3
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
2023
Although it is uncertain when the next economic slowdown will occur, the recent wave of corporate layoffs is a sign that a recession in the near future is becoming more possible. Th e Forecast does not include an economic slowdown in the projected revenue but does include a decrease in business license tax revenue, based on the projected lower number of employees at local businesses. The Forecast projects a $6.0 million operating balance in the initial forecast year, $3. 6 million the second year , followed by operating balances ranging from $ 300,000 to $1.8 million in the remaining forecast years. These projections will 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.
Population
The following chart shows historical 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 23, is 83,601, a 1.5% growth since the last Census.
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
2023 83,601
__________________________________
Sources: U.S. Census Bureau (1960 through 2020).
California State Department of Finance (all other years are provisional estimates as of January 1, revised annually).
3-4
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 . The Bureau of Labor Statistics (BLS) has reported the preliminary unemployment rate as of March 2023 in the City at 2.5%, well below the County (3.2%), the State (4.4%), and the United States (3.5%).
ECONOMIC UPDATE
In developing the Forecast, the following economic conditions were taken into consideration.
National
The national economy is exhibiting signs of slowing, and the recent banking crisis has shaken trust in our financial institutions. The failure of First Republic Bank follows that of Silicon Valley Bank and Signature Bank. First Republic Bank’s failure is the second largest in U .S. banking history, behind the 2008 demise of Washington Mutual. Even in light of these recent failures, banking pundits still maintain that the U.S. banking system is extraordinarily sound. However, if the U.S. economy goes into a recession and high interest rates persist, the U .S. banking system could see future failures. This could negatively affect access to capital and also reduce consumer confidence in the economy.
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Unemployment Rate
2004-2023
Mountain View Santa Clara County California United States
3-5
Inflation has been the primary focus of the Federal Reserve, who controls the three tools of monetary policy—open market conditions, the discount rate, and reserve requirements. The U.S. economy has not seen inflation rates this high since the early 1980s , over 40 years ag o.
The high level of inflation can be attributed to a “perfect storm” of substantial initial government spending at the beginning of the pandemic, including stimulus checks, coupled with low interest rates, fueling increases in demand. At the same time, many companies reduced output in anticipation of slowing demand, creating a low supply of available goods. Domestic and international factories halted production altogether due to COVID -19 infections, further leading to a lack of supply. As soon as restrictions were lifted, demand for goods and services increased rapidly, resulting in strong demand but a lack of supply —creating inflation. Inflation only got worse after companies were faced with a labor shortage, adding upward pressure to labor costs as businesses compete for workers and increase wages to close the labor gap. As a result of increased labor costs and consumers supported by government programs, businesses increased prices, only adding to inflationary pressures.
Recent national job growth has been more modest than the first half of 2022, but still remains strong. Over the last five months, national job growth has averaged just over 300,000 jobs per month. The general consensus is that job growth is constrained by the avai lable supply of workers. The tight labor market could continue to put upward pressure on wages which, in turn, could drive a longer-term pattern of inflation.
On top of the supply and demand imbalance and the increase in labor costs, the Ukraine -Russia conflict made the inflation outbreak even worse. Around the outset of the conflict, oil prices soared more than 80% from the year prior, according to the U.S. Energy Information Administration. Russia and Ukraine’s dominance as a global food supplier caus ed other commodity prices to soar, including wheat and corn. As oil prices surged, so did other consumer products, especially the goods that are directly impacted by oil prices, which are everything from aspirin to computers. As shown in the chart below, annual inflation hit a peak of 9.1% in June 2022 and has declined to 5.0% in March 2023. This marks the ninth straight month that inflation has declined, and the rate is currently at its lowest level since May 2021.
Institution Failure Date Assets
First Republic Bank May 1, 2023 $212 billion
Signature Bank March 12, 2023 $110 billion
Silicon Valley Bank March 10, 2023 $209 billion
Washington Mutual Bank September 25, 2008 $307 billion
3-6
Source: U.S. Labor Department
In response to the high inflation rates experienced in the national economy, the Federal Open Market Committee (FOMC) has raised the Federal funds rate 10 times in a row since March 2022 in an effort to slow down inflation. The FOMC has raised interest rates by 5.0% since March 2022.
These increases have helped curb inflation, but more increases may be on the horizon to reduce inflation to the FOMC desired rate of 2.0%. The Federal funds rate for the prior three-plus years is shown below.
Source: Board of Governors of the Federal Reserve System (U.S.)
3-7
State of California
In January 2023, Governor Gavin Newsom released his Fiscal Year 2023 -24 Proposed Budget, which projected a $22.5 billion shortfall. On May 12, Governor Newsom held a news conference to announce the release of the Administration’s revised Fiscal Year 2023 -24 Proposed Budget, known as the “May Revision .” The deficit is now projected to be $31.5 billion, an increase of $9.0 billion since the original Proposed Budget was released in January 2023. The increase in the deficit is due to declines in tax revenues, population loss, high inflation, recent mass layoffs, and the lasting impacts of the COVID-19 pandemic.
Because the State Constitution requires the budget to be balanc ed, the Governor has proposed a combination of solutions to address the budget shortfall, including delays or reductions in previously planned spending and cost shifts, but not the use of the State’s substantial reserves, which currently total $37.2 billion.
The current economy in California is facing several factors that could significantly impact budget forecasts. Four risks could change the State of California’s fiscal trajectory in the near term and were identified in Governor Newsom’s May Revision:
1. The Economic Fallout from a Debt Limit Impasse —An unprecedented federal default threatens to cause a global economic turmoil and negative stock market reactions. Given the link between financial markets and the State’s revenues, this is a near-term risk.
2. Higher Interest Rates —Ten (10) rate hikes s ince March 2022 have left the Federal funds rate at a range of 5.00 % to 5.25%. Additional rate increases, or even sustained inflation above 3.0% to 4.0%, without further rate increase, could further slow the economy.
3. Uncertainty in Financial Instituti ons—Three major regional banks have failed in the first four months of 2023. With uncertainty remaining in the banking industry, another failure could lower confidence levels.
4. Delayed Tax Receipts from Filing Deadlines—The Internal Revenue Service’s decision, and the State’s subsequent conformity, to delay 2023 tax filing deadlines to October affects more than 99.0% of California tax filers. As a result, the Governor’s May Revision forecasts roughly $42.0 billion in scheduled tax receipts to be delayed until October 2023. This is the first time income taxes have been delayed until the fall, creating a new level of uncertainty in the revenue forecast and increasing the risk that receipts will not track with state budget projections.
Due to these uncertainties, Governor Newsom’s May Revision does not reflect a withdrawal from the State’s Budget Stabilization Account (reserve), which contains approximately $22.3 billion.
Should downward economic and fiscal conditions persist, and/or any of the risks identified above are realized, the reserve will help protect the State from drastic reductions to core programs.
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However, even with the shortfall, the administration expects job and wage growth to continue in 2023, albeit at a slower pace than 2022, with no recession currently being projected. The State’s unemployment rate is expected to rise slightly to 4.6% in 2023 and 5.1% in 2024, up from
4.2% in 2022. Average wages are expected to increase by 3.0% in 2023 and 2024, up from 0.1% in 2022. However, after accounting for inflation, average wages are expected to decline by 1.3% in 2023 and 0.1% in 2024, following a 7.3% decline in 2022. The State’s budget forecast projects that inflation will begin to decrease in 2023, from 7.4% in 2022 to 4.3% in 2023 and down to
3.1% in 2024.
According to the Legislative Analyst’s Office (LAO) of the State of California, the Governor’s emphasis on spending solutions, rather than the use of reserves to address the budget problem, is prudent. Given the downside risk to re venues posed by the current heightened risk of recession, the LAO recommends that this approach be maintained.
The LAO believes there is a higher probability for revenues to come in lower than the administration’s projections for Fiscal Years 2022 -23 and 2023-24. In response to the larger - than-expected budget gap, the LAO recommends the Legislature should identify more spending reductions, including reductions to one-time and temporary spending.
As the administration plans for deficits ranging from $14.0 billion to $17.0 billion in each fiscal year from Fiscal Year 2024 -25 through Fiscal Year 2026 -27, City Finance staff will be monitoring the State’s financial condition and potential impacts on local revenues.
Local
The local economy continues to experience a rebound from the COVID-19 pandemic, primarily due to higher -than-expected revenues, specifically transient occupancy taxes, sales tax, and use of money and property (investment and rental income). The City is currently experiencing a large in crease in transient occupancy tax (TOT) revenue from hotel stays. TOT revenue is expected to increase from $4.4 million in Fiscal Year 2021 -22 to $9. 6 million in Fiscal Year 2022-23, an increase of 11 6.7%. The addition of two new hotels and overall incre ases in occupancy rates and daily room rates have led to the large increase in TOT revenue. It is anticipated that business travel will not experience any additional growth in the coming year; therefore, TOT revenue is projected to remain flat for Fiscal Year 2023-24.
As inflation has caused an increase in consumer prices, the City’s sales tax revenue has benefited.
An increase in demand, coupled with an increase in prices, has resulted in an increase in higher- than-expected new automobile sales and an i ncrease in taxable sales at fuel/service stations, restaurants, and hotels.
An increase in interest rates has helped the City achieve higher -than-expected investment income on the City’s investment portfolio during Fiscal Year 2022 -23. As interest rates are expected to stay elevated for the foreseeable future, investment income should continue to exceed budget.
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According to the U.S. Bureau of Labor Statistics (BLS), the average annual spending on housing (rent and mortgage) in the San Francisco area is 41.9%, significantly higher than the national average of 34.3%. Of the 22 major metropolitan areas cited in the BLS data, this average annual spending percentage is the highest, ranking No. 1, with Honolulu and Miami ranked No. 2 and No. 3 respectively. According to Zillow, the average home value in Mountain View as of March 31, 2023 is $1.8 million, down 8.3% from a year ago. The average monthly rent for a one- bedroom apartment in Mountain View is currently $2,738, according to statistics tracked by the City.
The above statistics demonstrate the high cost of living in the Bay Area and, more specifically, Mountain View. While the City benefits financially from revenues gained through property taxes and real property conveyance taxes, the high cost of living also translates into a more expensive labor market, higher costs for goods and services purchased by the City, and a rising demand for investment in community service programs, such as those designed to prevent displacement and support the unhoused members of our community.
Home sales in the local housing market have cooled beginning June 2022 and have continu ed through March 2023, after experiencing record high sales in 2021. There were 84 single family home sales in 2023 Q1 compared to 160 at the same time period last year. Sales have been negatively impacted by higher mortgage interest rates driven by the Federal Reserve Board increasing the Federal funds borrowing rate, which has been increased 10 consecutive times, to a range of 5.0% to 5.25%. This is the highest the benchmark rate has been since 2007. If home sale trends continue, the City’s projecte d property tax growth of 6 .0% may be at risk and may require a downgrade of future property tax revenues. As this is the City’s largest revenue source in the General Fund (approximately 40 .0%), key City services and programs could potentially experience status quo or decreased funding in future years, if property tax growth declines.
The local commercial real estate market has also cooled as the industry struggles with slow return to work, high interest rates, and high construction costs, lead ing to fewer commercial property sales. Fewer commercial property sales result in less real property conveyance tax revenues to the City.
ANALYSIS
Revenue and Expenditure Overview
In order to maintain a high base level of services in the City, continued 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 2023-24 revenues are projected to increase $17.0 million (10.4%) compared to Fiscal Year 2022-23 adopted revenues and $2.7 million (1.5%) compared to Fiscal Year 2022-23 estimated revenues.
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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.
Employee labor agreements were extended to June 30, 2024. The Forecast includes cost-of-living adjustments (COLAs) and other pay and benefit changes included in the new labor agreements .
Modest COLAs are included in the remaining Forecast years in addition to step and merit increases. Projected budget savings of $6.5 million are expected in Fiscal Year 2023-24 due to a significant number of expected vacant positions , followed by $5.6 million to $5.8 million of budget savings in the remaining forecast years.
Fiscal Year 2023-24 recommended expenditures are $ 13.4 million (8.4%) after the projected budget savings, higher compared to the Fiscal Year 2022-23 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 $ 6.2 million are included to address organizational needs. The operating balance is projected to be $6.0 million (after the projected budget savings of $ 6.5 million), which represents approximately 3.3% of GOF-projected revenues. Not included in this operating balance of $6.0 million is potential claw- back of an estimated $7.0 million of prior year excess Education Revenue Augmentation Fund (ERAF) moneys that may need to be paid back to the County of Santa Clara , as described in the Transmittal Letter.
Staff and Council previously recognized the opportunity to take advantage of the City’s healthy financial position to reduce unfunded pension liabilities for CalPERS (PERS) and Other Postretirement Employee Benefits ( OPEB). As part of the funding stra tegy, from Fiscal Years 2014-15 to 202 2-23, the City ha s contributed $41.7 million in additional discretionary payments (ADPs) toward the CalPERS pension liability and $11.5 million toward the OPEB liability.
There is $2.6 million included in Fiscal Year 2023-24 to continue to pay down the CalPERS unfunded liabilities.
The following chart shows the additional discretionary payments to the City’s unfunded liabilities for Fiscal Years 2014-15 through 2023-24 (dollars in millions):
Fiscal Years
2014-15 through
2021-22
Fiscal
Year 2022-23
Recommended
Fiscal Year
2023-24
Total
PERS OPEB PERS OPEB PERS OPEB PERS OPEB
GOF $16.0M $7.0M — — — — $16.0M $7.0M
GNOF 15.5M 4.5M $2.0M — $5.0M — 22.5M 4.5M
Other
Funds 7.6M — 0.6M — 0.6M — 8.8M —
TOTAL $39.1M $11.5M $2.6M — $5.6M — $47.3M $11.5M
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The overall funding status of CalPERS has declined over the past decade due to a number of factors, such as the CalPERS PERF Fund investment losses, demographic assumption changes, and discount rate (investment rate of return) reductions. However, the City’s funded status as of June 30, 2021, the date of the most recent valuation, is 84.3% and 79.6% for Miscellaneous and Safety Plans, respectively. The funding increased from 7 3.1% for the Miscellaneous Plan and
70.3% for the Safety Plan. The City’s combined unfunded liability is $169.0 million, based on the latest actuarial valuation as of June 30, 2021.
For the CalPERS pensi on liability, the City Council adopted a strategy to contribute a significant additional discretionary payment of $10.0 million (General Fund) in Fiscal Year 2017-18 as well as proportionate contributions from other funds. This ADP is included in the actuarial valuation of June 30, 2018. As part of this strategy, an additional $10.0 million General Fund ADP payment was proposed to come from future Google Parking Lease revenues as well as proportionate contributions from other funds which will be contributed the following fiscal year . These lease payments are on a calendar -year basis and began January 2021. This fiscal year, an additional $2.0 million was transferred to the GNOF and another $1.0 million ADP from the GNOF is recommended during Fiscal Year 2023-24 for payment to CalPERS to pay down the City’s pension liability. Therefore, $5.0 million is available to contribute to CalPERS in Fiscal Year 2023-24. With other funds contributing their share based on the $2.0 million lease revenue, the total ADP to CalPERS for Fiscal Year 2023-24 is expected to be $5.6 million, as shown in the table above.
For other postemployment benefits (OPEB), or retirees’ health obligation, the City has made great strides toward prefunding 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 6.0% discount rate, showing the City is fully funded with assets of $1 54.6 million as of March 31, 2023. The recent fluctuations in the stock market have led to losses in assets for the OPEB investment, which could impact the City’s future funding status. The OPEB liability will again be updated as of June 30, 2023 with the next actuarial update prepared during Fiscal Year 2023-24.
The following table includes the projected revenues and recommended expenditures by category for Fiscal Year 2023-24 and projections for the subsequent Forecast years.
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GENERAL OPERATING FUND FORECAST (dollars in thousands)
2022-23
ADOPTED
2022-23
ESTIMATED
2023-24
RECOM.
2024-25
FORECAST
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
REVENUES:
Property Taxes $ 69,232 $ 70,238 $ 74,558 $ 79,171 $ 83,114 $ 87,724 $ 93,137 Sales Tax 21,960 25,148 25,137 25,790 26,615 27,440 28,290 Other Local Taxes1 19,124 24,819 22,933 23,373 24,000 24,846 25,731 Use of Money and
Property
24,893
26,256
28,155
29,876
30,876
31,121
32,446
Other Revenues2
28,627 31,707 30,063 30,109 30,475 30,836 31,179 TOTAL REVENUES $163,836 $178,168 $180,846 $188,319 $195,080 $201,967 $210,783
EXPENDITURES:
Salaries and All Pays 78,364 74,891 86,017 93,865 100,656 106,409 112,195 Retirement 28,126 27,236 30,446 30,215 29,748 29,255 28,459 Health Benefits 11,838 9,340 12,894 13,027 13,734 14,482 15,273 All Other Benefits 8,198 7,207 8,306 8,781 8,951 9,120 9,283 Salaries and Benefits
126,526 118,674 137,663 145,888 153,089 159,266 165,210 Supplies and Services
21,831 23,585 25,171 25,727 26,498 27,293 28,112
Capital Outlay/
Equipment Repl.
2,611
2,990
2,792
4,199
4,302
4,409
4,519
Interfund Expenditures
and Transfers
12,512
13,492
12,721
12,986
9,163
9,552
9,960
Debt Service
1,000 -0- -0- -0- 5,194 5,347 5,506 Total Operating Exp
$164,480 $158,741 $178,347 $188,800 $198,246 $205,867 $213,307 Budget Savings
(6,000) Included (6,500) (5,600) (5,700) (5,700) (5,800) NET EXPENDITURES 158,480 158,741 171,847 183,200 192,546 200,167 207,507
Transfer to GF Reserve (1,600) (1,600) (3,000) (1,500) (1,900) (1,500) (1,500) Transfer to Cap Impr Res -0- (4,000) -0- -0- -0- -0- -0- Transfer to SPAR -0- (3,000) -0- -0- -0- -0- -0- Transfer to Budget
Contingency Reserve
-0- (1,000) -0- -0- -0- -0- -0- Transfer to Liability Fund -0- (1,000) -0- -0- -0- -0- -0- CalPERS Contrib. -0- (2,000) -0- -0- -0- -0- -0-
OPERATING
BALANCE/(DEFICIT) 3
$ 3,756
$ 6,827
$ 5,9994
$ 3,619
$ 634
$ 300
$ 1,776
______________________________________________
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. 4 Operating balance does not include the potential claw back of $7.0 million of prior year excess ERAF monies that may need to be paid back to the County of Santa Clara.
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Revenue and Expenditure Background
Revenues
Historical experience demonstrates Mountain View is dependent on 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 2023-24, GOF Revenues are projected at $17.0 million, 10.4% higher than the Fiscal Year 2022-23 Adopted Budget. 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
$200,000
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Est
2023-24
Recom
TOTAL REVENUES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenues² Interfund Rev & Trsf
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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 with no budget restructuring 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 supp ort 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 since then, overall, the City’s positions have remained below the 2001-02 levels. Given the GOF continues to experience a heavy workload, it is a testament to the ingenuity of staffing to keep up with the City’s operational demands. The Fiscal Year 2023-24 budget includes additional regular and continuing limited-period and overhire positions to address the most critical workload demands, which will bring the staff level back to the Fiscal Year 2001-02 level.
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 2023-24, estimated COLAs for the five -year forecast are included in the budget . Al so 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. The CalPERS rates for Fiscal Years 20 23-24 through 2027-28 were provided by CalPERS based on the Fiscal Year 2020-21 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 historical trends, it is typical to underspend the budget due to vacan t 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 $6.0 million. Fiscal Year 2023-24 estimated budget savings have increased to $6.5 million to reflect a current five-year average of actual savings, followed by a savings based on 4.0% of budgeted salaries for vacancies.
SUMMARY
The City has faced a challenging fiscal environment but has emerged stronger as key City revenues have surpassed prepandemic levels . However, current geopolitical developments around the world and the combination of record inflation and a prolonged period of higher borrowing costs contribute to increased uncertainty about the future of the economy. As such,
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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
2018-19 146,010 137,279
2019-20 142,667 136,911
2020-21 150,547 136,811
2021-22 163,376 145,825
2022-23 * 178,168 171,341
2023-24 ** 180,846 181,347
2024-25 188,319 190,300
2025-26 195,080 200,146
2026-27 201,967 207,367
2027-28 210,783 214,807
* Estimated
** Recommended
(dollars in thousands)
Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million. The Fiscal Year 2023-24 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
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.
Total
Fiscal Year Revenues % Change
2018-19 146,010 7.1%
2019-20 142,667 (2.3%)
2020-21 150,547 5.5%
2021-22 163,376 8.5%
2022-23 * 178,168 9.1%
2023-24 ** 180,846 1.5%
2024-25 188,319 4.1%
2025-26 195,080 3.6%
2026-27 201,967 3.5%
2027-28 210,783 4.4%
* 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
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 a t 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 2022-23 is approximately $138.6 million ($142.8 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 nationwide 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 2022, there were a total of 29 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 recapture d by Fiscal Year 2015-16. The Prop 8 reductions beginning Fiscal Year 2020-21 were relatively small compared to the prior recession. There are still 374 homes reduced over the past 15 years that have not been fully restored; however, the overall value is immaterial.
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 2023 is higher than the same time frame in 2022. As of April 2023, the County had approximately 7,200 active appeals compared to 7,100 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 A V roll reductions (primarily the result of resolved appeals) and corrections throughout the year and currently estimates no reductions for Fiscal Year 2022-23.
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 20 21. 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 propertie s 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 and 2022, 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
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
2022 $2,610,000 265 $1,355,500 354
Also impacting the growth in Property Taxes is the CCPI. Over the past 1 2 fiscal years (2011-12 to 2022-23), five years have had annual CCPI increases less than the maximum 2.0% allowed.
In total, Fiscal Year 2022-23 estimated Property Tax revenues of $70.2 million exceeds the Fiscal Year 2021-22 Audited of $ 64.0 million by 9.8% and the Fiscal Year 2022-23 Adopted Budget of $69.2 million by 1.5%. The information provided by the Santa Clara County Assessor after the beginning of the current fiscal year indicates the total actual July 1, 2022 General Fund Assessed Value (AV) increased a net 10.1% compared to the July 1, 202 1 AV, reflecting growth in secured AV and a decline in unsecured AV. However, the County incorrectly allocated $487.3 million to the Shoreline Regional Park Community last year instead of to the General Fund, hence the actual growth is 8.5%.
FORECAST
The Fiscal Year 2023-24 projected secured property tax revenue is based on the July 1, 20 22 tax roll adjusted for the following:
• A 2.0% CCPI increase to the AV of all eligible residential and commercial property;
• Projected AV loss from resolution of pending appeals and projected new appeals;
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• 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 approxima tely 7,200 active appeals . The Fiscal Year 2023-24 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 5.0% to 6.2% and an annual change in AV based on a 2.0 % CCPI. In addition, increased AV is projected for Fiscal Years 20 23-24 through 2027-28 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 2023-24 depending on whether there are legislative changes.
Unsecured property tax revenue is projected at 1.4 million based on the average of the prior five years as this revenue tends to fluctuate.
.
Property
Fiscal Year Taxes % Change
2018-19 51,451 4.1%
2019-20 54,839 6.6%
2020-21 66,624 21.5%
2021-22 63,996 (3.9%)
2022-23 * 70,238 9.8%
2023-24 ** 74,558 6.2%
2024-25 79,171 6.2%
2025-26 83,114 5.0%
2026-27 87,724 5.5%
2027-28 93,137 6.2%
* 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
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 subject 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 2021-22 is 1.0:3.7.
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 2003-04 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 mod ify reporting and/or sales methods, and the economy changes. Fundamentally, as the service 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. The COVID-19 pandemic dropped sales tax revenue to $19.5 million and has steadily recovered by Fiscal Year 2021-22.
Fiscal Year 2022-23 is currently estimated at $25.1 million, $3.2 million (14.5%) higher than budget, primarily due to strength in new automobile sales, restaurants /hotels, and increases from the State and County pools as more consumers shop online.
FORECAST
Fiscal Year 2023-24 sales tax revenue is projected at $25.1 million, essentially the same as the Fiscal Year 2022-23 Estimated. The remaining Forecast years project 2.6% to 3.2% increases.
.
Sales
Fiscal Year Tax % Change
2018-19 24,390 17.8%
2019-20 19,452 (20.2%)
2020-21 18,058 (7.2%)
2021-22 23,376 29.4%
2022-23 * 25,148 7.6%
2023-24 ** 25,137 (0.0%)
2024-25 25,790 2.6%
2025-26 26,615 3.2%
2026-27 27,440 3.1%
2027-28 28,290 3.1%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 per-room 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 5,200 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 based on a structure of tiered number of employees . The change was 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 telecommunicat ion (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 disruption s 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 had not been this low since the 1990s. Fiscal Year 2021-22 audited revenue was $4.4 million, $2.5 million higher than the prior year audited. TOT quarterly payments have recovered back to COVID-19 prepandemic levels beginning Q2 2022 due to the increase in the occupancy rate and the two new hotels opened in the City. Revenue is estimated at $9.6 million, which includes a $1.1 million belonging to Fiscal Year 2021-22 but recorded in Fiscal Year 2022-23. While the increase in revenues are higher than anticipated, travel and, in particular, business travel, remains uncertain due to remote-work.
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 2019-20 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 audited was $6.3 million, an increase of $2.1 million for the last year of the phase -in. Revenue is currently estimated at $6.0 million, a 4.4% decrease compared to the prior fiscal year due to less employee headcounts being reported by the major employers at the City.
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 to 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.
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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 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 profess ional 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 2022-23 revenue is estimated higher than both the prior audited and Fiscal Year 2022-23 adopted, 15.8% and 7.3%, respectively, primarily due to higher collections from energy providers.
FORECAST
TOT: Fiscal Year 2023-24 projected revenue is essentially the same as the Fiscal Year 2022-23 Estimated (excluding the $1.1 million from Fiscal Year 2021-22). The remaining F orecast years reflect steady growth between 3.0% to 5.0%.
Business License Tax: Fiscal Year 2023-24 business license tax revenue is projected to experience a 15.0% decline compared to the Fiscal Year 2022-23 Estimated, which considers known and potential layoffs. 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 $735,000. Transfers to the Transportation Reserve and General Housing Fund are included in the Forecast and discussed later in the Expenditures section.
UUT: Fiscal Year 2023-24 total projected UUT revenue is 1.3% higher than the Fiscal Year 2022-23 Estimated, primarily from higher collections for energy services . The remaining F orecast years reflect incremental growth plus UUT generated from development anticipated in the Shore line Regional Park Community as identified in the North Bayshore Precise Plan Fiscal Impact Analysis.
Total
Transient Business Utility Other Local
Fiscal Year Occupancy Tax License Tax Users Tax Taxes % Change 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 4,437 6,277 7,949 18,663 36.1%
2022-23 * 9,614 6,000 9,205 24,819 33.0%
2023-24 ** 8,510 5,100 9,323 22,933 (7.6%)
2024-25 8,765 5,151 9,457 23,373 1.9%
2025-26 9,203 5,203 9,594 24,000 2.7%
2026-27 9,664 5,463 9,719 24,846 3.5%
2027-28 10,148 5,736 9,847 25,731 3.6%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
OTHER LOCAL TAXES
TOT Business License 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 leas e 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
— 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. — Wireless Telecommunication Providers (GTE Mobilnet, Metro PCS) — Various construction staging sites
ECONOMIC FACTORS
• Economy.
• Federal Reserve policy and interest rates.
• Portfolio balance.
• City Investment Policy.
• Rental revenues received and lease agreements.
HISTORY
Investment Earnings: One of the City’s financial strateg ies is to build reserves in anticipation of budget constraints in order to 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
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Federal Open Market Committee (FOMC), raised its benchmark interest rates ten times from the benchmark target of 0.25% to 0.5% to a benchmark target of 5.0% to 5.25%, resulting in increased yields on investment securities available for the City to purchase.
Fiscal Year 2022-23 investment earnings are estimated at $4.0 million, $1.1 million higher than the prior fiscal year audited, and exceeds budget by $ 1.5 million. 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, 1996, and 2008, the City first negotiated and signed ground lease agreements for the North Charleston, Crittenden, and Charleston East sites, respectively. A s allowed in the ground leases, the rent includes fixed annual increases and is revalued every 10 years 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 o f $1.8 million annually. The first annual contractual increase of 2.0 % went into effect March 2018. The estimated Fiscal Year 2022-23 payment is $2.0 million.
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
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through September 2022 . The CVS lease was amended September 2022, and monthly rent dropped from approximately $26,400 to $2,600 effective through September 2027. The current fiscal year revenue is estimated at $63,000, a decrease to the GOF of $130,000. A full year impact would see a decrease of $173,000 compared to Fiscal Year 2021-22 audited.
In May 2010, Savvy Cellars opened to the public at the Centennial Pla za Train Depot and, in accordance with the lease, the annual revenue to the City for the first five years was $29,700.
The first annual 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/addit ion as well as evaluation of a new building.
For Fiscal Year 2022-23 estimated, rents and leases revenue is $22.2 million, essentially the same as adopted.
FORECAST
Investment Earnings : The Fiscal Year 2023-24 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 2.57% for Fiscal Year 2023-24. The City’s average portfoli o yield is anticipated to continue increasing through Fiscal Year 2027-28.
Rents and Leases: Fiscal Year 2023-24 revenues are projected at $22.8 million, $633,000 (2.9%) higher than the Fiscal Year 2022-23 Estimated. Rental revenue is projected to increase and continue throughout the Forecast, with the exception of Fiscal Year 2026-27, which assumes the Shoreline Ampthitheatre lease will not be extended.
The Ameswell rent of $ 2.2 million will continue to be transferred to the Budget Contingency Reserve and will be part of the $3.9 million that is recommended to be set-aside and dedicated for the Public Safety Building project. 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 (Jan uary 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
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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. Beginning Fiscal Year 2023-24, the annual payment will be reduced to $930,000, escalate by 2.0% annually , and extended through Fiscal Year 2028-29. Consequently, the Capital Improvement Reserve will not receive any transfers until Fiscal Year 2028-29, when the $10.0 million total contribution to CalPERS is met.
.
Total
Rents & Investment Use of Money
Fiscal Year Leases Earnings and Property % Change
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 21,617 2,913 24,530 10.5%
2022-23 * 22,215 4,041 26,256 7.0%
2023-24 ** 22,849 5,306 28,155 7.2%
2024-25 23,608 6,268 29,876 6.1%
2025-26 23,686 7,190 30,876 3.3%
2026-27 23,084 8,037 31,121 0.8%
2027-28 24,105 8,341 32,446 4.3%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 agr eements with Recology; Pacific Gas and Electric; Comcast and DirecTV 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 pict ure 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. Development-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 2022-23 estimated Licenses and Permits revenue is $134,000 higher than the Fiscal Year 2021-22 Audited and essentially the same as the Fiscal Year 2022-23 Adopted.
Franchise Fee revenue generated from gas and electricity usage has historically increased as a result of sign ificant commercial and residential development and declined during economic downturns as a result of commercial office vacancies and conservation by residential and commercial customers.
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In accordance with the agreement between the City and the City’s tra sh and recycling collector, Recology, a monthly service fee is owed to the City. This fee includes a portion for the exclusive right to perform this 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 from the Cable Fund. This revenue grew through Fiscal Year 2015-16 but has been declining since.
Fiscal Year 2022-23 Franchise Fee revenues are $149,000 lower than the Fiscal Year 2022-23 Adopted and $304,000 higher than the Fiscal Year 2021-22 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 2022-23 estimated Fines and Forfeitures revenue sources are $169,000 and $222,000 higher than the prior year audited and Fiscal Year 2022-23 Adopted Budget, respectively, primarily due to more collections from parking violations.
FORECAST
Licenses, Permits, and Franchise Fees: Revenue is projected to increase $275,000 (4.5%) in Fiscal Year 2023-24 from the Fiscal Year 2022-23 Estimated, primarily from the Recology franchise fee.
Revenues are projected to increase incrementally in the remaining Forecast years.
Fines and Forfeitures : Fiscal Year 2023-24 is projected to be $79,000 (16.3%) lower than the Fiscal Year 2022-23 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 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 5,619 317 5,936 4.6%
2022-23 * 6,057 486 6,543 10.2%
2023-24 ** 6,331 407 6,738 3.0%
2024-25 6,484 437 6,921 2.7%
2025-26 6,641 475 7,116 2.8%
2026-27 6,804 501 7,305 2.7%
2027-28 6,970 501 7,471 2.3%
* Estimated
** Recommended
(dollars in thousands)
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 decade, 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 2022-23 is estimated to be slightly higher overall compared to the Fiscal Year 2022-23 Adopted Budget and lower than the Fiscal Year 2021-22 Audited by $1.3 million, primarily due a grant awarded to the Center for the Performing Arts (CPA).
FORECAST
Fiscal Year 2023-24 is projected $18,000 (2.6%) higher than Fiscal Year 2022-23 Estimated. The projected budget does not include any mandated reimbursement funding or intergovernmental grants and reimbursements as the amounts are variable. The remaining Forecast years are at essentially the same level.
Fiscal Year Intergovernmental % Change
2018-19 728 (10.9%)
2019-20 795 9.2%
2020-21 782 (1.6%)
2021-22 1,986 154.0%
2022-23 * 720 (63.7%)
2023-24 ** 738 2.5%
2024-25 739 0.1%
2025-26 739 0.0%
2026-27 738 (0.1%)
2027-28 738 0.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$500
$1,000
$1,500
$2,000
$2,500
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 i n 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 revenues 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 Charges 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. In order to ensure that cost recovery fees remain in line with actual costs the City will be engaging a consultant in Fiscal Year 2023-24 to perform a cost recovery study and analysis, which will result in updates to the City’s Ma ster Fee Schedule, including the possibility of new fees that are not currently on the Master Fee Schedule.
Total Service Charge revenue for Fiscal Year 2022-23 is estimated at $3.2 million, $ 299,000 (10.4%) higher than the Adopted Budget, primarily due to the strong revenue from Recreation offset by Short-Term Rental (STR) registration revenue , approximately $134,000 lower than budget.
FORECAST
Total Service Charge revenue for Fiscal Year 2023-24 is projected to be $284,000 (9.0%) higher than Fiscal Year 2022-23 Estimated. Revenues are projected to increase incrementally in the remaining Forecast years.
.
Total
Recreation General Charges for
Fiscal Year Service Charges Service Charges Services % Change 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 2,127 910 3,037 56.5%
2022-23 * 2,136 1,020 3,156 3.9%
2023-24 ** 2,444 996 3,440 9.0%
2024-25 2,445 1,004 3,449 0.3%
2025-26 2,446 1,012 3,458 0.3%
2026-27 2,447 1,021 3,468 0.3%
2027-28 2,448 1,029 3,477 0.3%
* Estimated
** Recommended
(dollars in thousands)
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
CHARGES FOR SERVICES
Recreation Service Charges General Service Charges
Actual Forecast
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MISCELLANEOUS REVENUES
Miscellaneous Revenues is comprised 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 2022-23 and prior fiscal years are budgeted as they are ongoing in na ture. Other reimbursements 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 2023-24 Miscellaneous Revenues are projected to be $538,000 (28.4%) higher than the Fiscal Year 2022-23 Adopted Budget and, as discussed earlier, lower than the Fiscal Year 2022-23 Estimated as a result of grants, donations, and reimbursements not budgeted. The remaining Forecast period is projecting incremental increases 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
2018-19 4,817 4.4%
2019-20 3,273 (32.1%)
2020-21 4,358 33.2%
2021-22 4,133 (5.2%)
2022-23 * 3,247 (21.4%)
2023-24 ** 2,430 (25.2%)
2024-25 2,092 (13.9%)
2025-26 2,112 1.0%
2026-27 2,131 0.9%
2027-28 2,153 1.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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). Inter fund 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 2022-23 revenue is estimated to be $954,000 higher than budget , primarily 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 2022-23 Estimated includes the annual transfers from th e Gas Tax and Parking District funds, net operating income from Shoreline Golf Links and Michaels at Shoreline Restaurant, and one-time transfers from the GF Reserve.
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 the actual investment yields have currently been significantly lower than the
3.5% originally projected. This low interest rate environment lasted longer than anticipated; therefore, in order to preserve the principal amount of the prepaid rent, beginning in Fiscal Year 2014-15, Council agreed to defer transfers until interest rates regain prior levels and revenues can be reevaluated.
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FORECAST
Interfund Revenues : Fiscal Year 2023-24 Interfund Revenues include reimbursement from various funds which receiv e support from the GOF. The remaining Forecast period includes annual increases of less than 1.0%.
Interfund Transfers : For Fiscal Year 2023-24, 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
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 16,114 1,605 17,719 3.0%
2022-23 * 16,029 2,012 18,041 1.8%
2023-24 ** 15,085 1,632 16,717 (7.3%)
2024-25 15,212 1,696 16,908 1.1%
2025-26 15,340 1,710 17,050 0.8%
2026-27 15,470 1,724 17,194 0.8%
2027-28 15,602 1,738 17,340 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
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
INTERFUND REVENUES AND TRANSFERS
Revenues Transfers
Actual Forecast
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.
Total
Fiscal Year Expenditures % Change
2018-19 137,279 12.8%
2019-20 136,911 (0.3%)
2020-21 136,811 (0.1%)
2021-22 145,825 6.6%
2022-23 * 171,341 17.5%
2023-24 ** 181,347 5.8%
2024-25 190,300 4.9%
2025-26 200,146 5.2%
2026-27 207,367 3.6%
2027-28 214,807 3.6%
* Estimated
** Recommended
(dollars in thousands)
The Fiscal Year 2023-24 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
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 Front -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 2000-01, 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
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were 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, 202 2. Staff work ed with employee groups to extend the contracts for another two years through June 30, 202 4 with a reopener for salary in the second year. Staff negotiated with employee groups for the new salary increases and the agreements were extended through June 30, 2024. Actual and estimated COLAs are built in to 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 healt h 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 $28.1 million (17.1% of GOF expenditures) adopted for Fiscal Year 2022-23. 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 t hey 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 2022-23, employee 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 dur ing 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 increase 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
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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.
• On February 18, 2014, the CalPERS Board adopted changes as a result 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 publ ic 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 assessing of the progress toward reducing risk and inves tment 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 wi th 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 p ayroll 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, they have also 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 $33.5 million from a combination of carryover funds and budgets since Fiscal Year 2014-15 through Fiscal Year 2022-23. The GOF represents approximately 78.0% 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 2022-23.
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FORECAST
The discussion below includes information regarding COLAs and medical rates and comparisons of projected costs.
All current labor agreements are effective through June 30, 2024. Fiscal Year 2023-24 includes COLAs based on the amended agreements, and an estimated COLA is included in the remaining Forecast years. All Forecast years also include step and merit increases.
Fiscal Year 2023-24 medical insurance rates are projected 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 Fo recast 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 2023-24, retirement benefit costs (including the cost for new positions ) are projected to increase 8.2% compared to the Fiscal Year 2022-23 Adopted Budget. The Forecast years include the rates provided in the June 30, 2021 CalPERS actuarial valuations that determine the rates for Fiscal Year 2023-24. 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 does not include additional ADP funding from the GOF to pay down the unfunded CalPERS pensio n obligation with additional contributions, as the City ha s been able to do for seven of the past nine fiscal years. However, additional discretionary payments from the GNOF are recommended.
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 converts 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, 2021 actuarial valuations (the valuation for Fiscal Year 2023-24 rates and estimates thr ough Fiscal Year 2028-29). It should be noted that these rates do not include the potential impact from CalPERS investment results for the fiscal year ending June 30, 2022.
FY
2023-24
FY
2024-25
FY
2025-26
FY
2026-27
FY
2027-28
FY
2028-29
Miscellaneous 33.910 32.500 30.700 29.000 27.100 27.000 Safety 56.230 54.100 51.100 48.100 44.700 44.200
.
Salaries
Fiscal Year and Benefits % Change
2018-19 98,894 5.6%
2019-20 105,185 6.4%
2020-21 105,929 0.7%
2021-22 110,238 4.1%
2022-23 * 118,674 7.7%
2023-24 ** 137,663 16.0%
2024-25 145,888 6.0%
2025-26 153,089 4.9%
2026-27 159,266 4.0%
2027-28 165,210 3.7%
* 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
$180,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 was able to contain costs, particularly during recessionary times in the past.
However, there were significant cost increase s in Fiscal Year 2022-23 due to the recent higher than normal inflation.
FORECAST
Fiscal Year 2023-24 (including recommended discretionary and nondiscretionary increases) is increasing $3.3 million (15.3%) compared to the Fiscal Year 2022-23 Adopted. The increase is primarily related to IT services and software licenses, gas and electricity cost increases, legal services, and operating costs for the Rengstorff Park Aquatics Center . The remainder of the Forecast period includes average annual changes of 3.0%.
.
Supplies
Fiscal Year and Services % Change
2018-19 17,128 6.5%
2019-20 17,611 2.8%
2020-21 17,753 0.8%
2021-22 18,784 5.8%
2022-23 * 23,585 25.6%
2023-24 ** 25,171 6.7%
2024-25 25,727 2.2%
2025-26 26,498 3.0%
2026-27 27,293 3.0%
2027-28 28,112 3.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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 Fund 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 2022-23, Capital Outlay was funded at $229,200.
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 concluded 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 Year 2009-10, the full share of funding is budgeted in the GOF. The Fiscal Year 2022-23 contribution to Equipment Replacement was $2.4 million.
FORECAST
Capital Outlay: For Fiscal Year 2023-24, the Capital Outlay has a budget of $506,000, and for the remainder of the Forecast period, Capital Outlay is budgeted at $750,000.
Equipment Replacement: The GOF contribution for Fiscal Year 2023-24 is decreasing by 4.0% to $2.3 million. The savings are a result of equipment items that have reached their life expectancy but have not been replaced as they are still in good working condition. This is a one -time reduction as when this equipment is replaced, the full annual funding will be required again.
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Fiscal Year 2024-25 is increasing 50.8% to $ 3.4 million with the assumption that deferred equipment will be replaced, and all equipment will need to return to full funding.
.
Total
Capital Equipment Capital Outlay &
Fiscal Year Outlay Replacement Equip. Replcmnt. % Change 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%
2021-22 609 2,245 2,854 (1.6%)
2022-23 * 608 2,382 2,990 4.8%
2023-24 ** 506 2,286 2,792 (6.6%)
2024-25 750 3,449 4,199 50.4%
2025-26 750 3,552 4,302 2.5%
2026-27 750 3,659 4,409 2.5%
2027-28 750 3,769 4,519 2.5%
* 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
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
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. Fiscal Year 2022-23 transferred $1.0 million to the Liability Insurance Fund at midyear to help balance the fund.
Vision Care: Vision care claims for employees and retirees with the City’s Health Net medical coverage and safety 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 other 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.
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In 2004, the Government Accounting Standards Board (GASB) published Statement No. 45— Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions (OPEB)—which required the City report the annual 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 committed 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 the CalPERS-administered CERBT Fund, and in February 2009, the City began depositing funds into the CERBT. The balance in the CERBT is $151.5 million as of June 30, 202 2. 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 201 8-19. As part of the agreement for Public Safety to move to the CalPERS Health Care system, Public Safety employees 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. The 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 a nd enhances the 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
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tax revenue for transportation and 10.0% for housing. Fiscal Year 2021-22 transferred $603,000 and Fiscal Year 2022-23 is estimated at $575,800, 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 employee 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 were included. For Fiscal Year 2022-23, a transfer of $1.6 million is included. The transfers are required to bring this reserve above the minimum level of 20.0% of operating expenditures.
GF Budget Contingency Reserve : The full amount of projected annual revenue s from the Ameswell property is estimated at over $ 4.1 million. The majority of this revenue is currently earmarked 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 . Fiscal Year 2018-19 included a transfer of $1.4 million, which reflected a full y ear of office-based rent and property taxes . Fiscal Years 2019-20 through 2021-22 included total annual transfers between $1.5 million and $2.8 million, which included sales tax and TOT in the last year when the Ameswell Hotel opened July 2021 . As part of the Fiscal Year 2022-23 budget adoption process, Council approved all revenue generated from the Ameswell property would be set-aside for the Public Safety Building project. The Fiscal Year 2022-23 Estimated includes a transfer of $1.0 million midyear and a transfer total of $ 3.9 million at year-end, which is a combination of rent, TOT, sales tax, 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 2021-22 included a transfer of $4.8 million for 80.0% of the increased business license tax revenue. Fiscal Year 2022-23 includes a transfer of $4.6 million from the business license tax.
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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 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 projec t 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 2022-23 includes $1.7 million in “at-risk” revenue and an additional $4.0 million was transferred midyear.
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 the 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. For Fiscal Year 2022-23, $3 million was transferred midyear.
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 2023-24, the GOF recommended contribution is $2.6 million for the cost of claims and administering the program, a 1.9% decrease from Fiscal Year 2022-23 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,
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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 housing, the Forecast reflects 10.0% of the increased Business License Tax revenue estimated at $485,000 for Fiscal Year 2023-24, growing to $549,000 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 $4.4 million annually. This revenue is earmarked for the Public Safety Building project (see Debt Service section). The annual debt payment is included in the forecast beginning Fiscal Year 2025-26. Fiscal Year 2023-24 estimated revenue of $3.9 million, along with an estimated $12.3 million previously deposited into the Budget Contingency Reserve, are dedicated for the Public Safety Building project.
GF Transportation Reserve : The Forecast reflects 80.0% of the increased business license tax revenue, estimated at $3.9 million for Fiscal Year 2023-24 and growing to $4.4 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. 7 million is included to be transferred to the Capital Improvement Reserve for Fiscal Year 2023-24. 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
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 4,076 9,873 13,949 36.4%
2022-23 * 2,664 23,428 26,092 87.1%
2023-24 ** 2,615 13,106 15,721 (39.7%)
2024-25 2,693 11,793 14,486 (7.9%)
2025-26 2,774 8,289 11,063 (23.6%)
2026-27 2,857 8,195 11,052 (0.1%)
2027-28 2,943 8,517 11,460 3.7%
* Estimated
** Recommended
(dollars in thousands)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
INTERFUND EXPENDITURES AND TRANSFERS
Self-Insurance Transfers
Actual Forecast
3-65
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DEBT SERVICE
The Debt Service category represents the GOF’s debt payment obligations.
CATEGORIES
• Public Safety Building.
• Hope Street Parking.
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 approximately $ 4.2 million to $4.5 million have been included as a placeholder beginning in Fiscal Year 2025-26.
Hope Street Parking: Fiscal Year 2022-23 included projected annual debt service payments of $1.0 million for an estimated $12.0 million debt issue. Staff now anticipates that payments will not begin until Fiscal Year 2025-26.
GZ/2/FIN
541-05-23-23GOFFY
.
Debt
Fiscal Year Service % Change
2018-19 0 0.0%
2019-20 0 0.0%
2020-21 0 0.0%
2021-22 0 0.0%
2022-23 * 0 100.0%
2023-24 ** 0 0.0%
2024-25 0 0.0%
2025-26 5,194 0.0%
2026-27 5,347 2.9%
2027-28 5,506 3.0%
* Estimated
** Recommended
(dollars in thousands)
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
2018-19
2019-20
2020-21
2021-22
2022-23*
2023-24**
2024-25
2025-26
2026-27
2027-28
DEBT SERVICE
Actual Forecast
3-67
Exhibit A
3-68
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.
2012-13
AUDITED
2013-14
AUDITED
2014-15
AUDITED
2015-16
AUDITED
2016-17
AUDITED
REVENUES:
Property Taxes
$28,122 $ 31,120 $ 35,173 $ 39,461 $ 43,774
Sales Tax
16,744 16,936 19,773 21,401 21,828
Other Local Taxes1 12,015 13,089 14,805 15,137 15,866
Use of Money and Property
10,783
10,690
10,928
12,219
16,896
Other Revenues2
27,253 28,316 26,261 27,693 28,325
Loan Repayments
1,894 1,894 -0- -0- -0- TOTAL REVENUES 96,811 102,045 106,940 115,911 126,689
EXPENDITURES:
Salaries and All Pays
51,252 52,379 52,231 54,024 55,262
Retirement
10,856 11,219 11,799 12,575 13,606
Health Benefits
8,086 8,215 7,886 8,102 8,320
All Other Benefits
4,367 4,385 4,791 5,372 5,968
Salaries and Benefits
74,561 76,198 76,707 80,073 83,156
Supplies and Services
13,414 13,608 14,386 13,969 14,926
Capital Outlay/Equipment Replc.
2,315 2,562 2,582 2,696 2,950
Interfund Expenditures and Transfers
2,751
2,565
3,002
2,852
3,404
Debt Service
-0- -0- -0- -0- -0-
TOTAL EXPENDITURES 93,041 94,933 96,677 99,590 104,436
Transfer to GNOF -0- -0- -0- -0- (500)
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- (2,000)
CalPERS Contrib.
-0- -0- -0- (2,000) (2,000)
OPEB Contrib. -0- -0- (1,000) (1,000) (2,000)
OPERATING BALANCE3
$ 3,770
$ 7,112
$ 9,263
$ 13,321
$ 15,753
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GENERAL OPERATING FUND HISTORY (dollars in thousands)
2017-18
AUDITED
2018-19
AUDITED
2019-20
AUDITED
2020-21
AUDITED
2021-22
AUDITED
REVENUES:
Property Taxes
$ 49,419 $ 51,451 $ 54,839 $ 59,783 $ 63,996
Sales Tax
20,713 24,390 19,452 18,058 23,376
Other Local Taxes1
15,444 15,131 15,880 13,717 18,663
Use of Money and Property
19,659 22,316 22,345 22,195
24,530
Other Revenues2
31,142 32,722 30,151 29,953 32,811
Loan Repayments
-0- -0- -0- -0- -0-
TOTAL REVENUES
136,377 146,010 142,667 143,706 $163,376
EXPENDITURES:
Salaries and All Pays
59,483 62,949 64,899 68,292 71,709
Retirement
15,360 16,723 20,247 21,672 22,257
Health Benefits
8,527 8,675 8,963 9,090 9,190
All Other Benefits
6,254 6,547 7,076 6,875 7,082
Salaries and Benefits
89,624 94,894 101,185 105,929 110,238
Supplies and Services
16,089 17,128 17,611 17,753 18,784
Capital Outlay/Equipment Replc.
3,184 3,086 2,797 2,899 2,854
Interfund Expenditures and Transfers
4,785
5,671 8,318 10,230 13,949
Debt Service
-0- -0- -0- -0- -0- TOTAL EXPENDITURES $113,682 $120,779 $129,911 $136,811 $145,825
Excess ERAF -0- -0- -0- 6,841 -0-
Transfer to GNOF -0- (6,500) (1,000) -0- -0-
Transfer to GF Reserve -0- (1,000) (2,000) -0- -0-
Transfer to Trans Res -0- (2,000) -0- -0- -0-
Transfer to Cap Impr Res -0- (2,000) -0- -0- -0-
Transfer to SPAR
(2,000) -0- -0- -0- -0-
CalPERS Contrib.
(4,000) (4,000) (4,000) -0- -0-
OPEB Contrib. (2,000) (1,000) -0- -0- -0-
OPERATING BALANCE3 $ 14,695 $ 8,731 $ 5,756 $ 13,736 $ 17,551 (THIS PAGE INTENTIONALLY LEFT BLANK)
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DEPARTMENT
BUDGETS
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 2023-24 and 2024-25 are listed on the D epartment Summary. Items in bold are tied to Fiscal Years 20 23-24 and 2024-25 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 D epartment Summary pages only.
Performance/Workload Measures are related to Department Functions. If a Department Function has a Perfo rmance/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.
4-1
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 c ontract personnel are not included in this listing.
2. Positions listed in the "2021-22 Adjusted" column are those positions approved in the adopted budget that year plus any adjustments made midyear. Positions listed in the “2022-23 Adopted” column are those positions adopted in Fiscal Year 2022-
23. Positions listed in the “ 2023-24 Recom.” column are those positions in the “2022-23 Adopted” column plus any amendments or adjustments made midyear and any changes recommended for Fiscal Year 2023-24.
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.
4-2
NOTES
(This page intentionally left blank)
4-3
City Attorney's
Office
City Clerk's
Office City Council
City Manager's
Office
Community
Development
Community
Services
GENERAL FUND
General Operating $ 3,842,618 1,095,618 508,939 6,107,284 1,564,769 22,701,182 Development Services 0 0 0 0 11,274,281 0
Shoreline Golf Links/Restaurant 0 0 0 0 0 4,236,800
TOTAL $ 3,842,618 1,095,618 508,939 6,107,284 12,839,050 26,937,982
SPECIAL REVENUE
Below-Market-Rate Housing $ 0 0 0 0 0 0
Housing Impact 0 0 0 0 0 0
Rental 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 0 589,124 0
Supplemental Law Enforcement Services 0 0 0 0 0 0
CDBG 0 0 0 0 0 0
Cable Television 0 0 0 195,000 0 0
Shoreline Regional Park Community 20,000 0 0 0 698,038 5,114,377 TOTAL $ 20,000 0 0 195,000 1,287,162 5,114,377
ENTERPRISE
Water $ 0 0 0 0 0 0
Wastewater 0 0 0 0 0 0
Solid Waste Management 0 0 0 0 0 0
TOTAL $ 0 0 0 0 0 0
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 1,330,000 0 0 0 0 0
Employee Benefits 0 0 0 0 0 0
TOTAL $ 1,330,000 0 0 0 0 0
GENERAL FUND RESERVES
General Non-Operating $ 0 3,000 0 2,274,585 0 150,000
TOTAL $ 0 3,000 0 2,274,585 0 150,000
GRAND TOTAL $ 5,192,618 1,098,618 508,939 8,576,869 14,126,212 32,202,359 FISCAL YEAR 2023-24 RECOMMENDED BUDGET APPROPRIATIONS MATRIX 4-4
Finance and
Administrative
Services Fire Housing
Human
Resources
Information
Technology Library Police Public Works Total
8,129,568 33,064,131 649,269 3,644,224 8,399,123 7,795,350 50,688,746 14,783,859 162,974,680 0 908,748 0 0 0 0 0 5,424,140 17,607,169
0 0 0 0 0 0 0 0 4,236,800
8,129,568 33,972,879 649,269 3,644,224 8,399,123 7,795,350 50,688,746 20,207,999 184,818,649 0 0 25,641,013 0 0 0 0 0 25,641,013
0 0 25,398,740 0 0 0 0 0 25,398,740
0 0 888,000 0 0 0 0 0 888,000
0 0 1,805,456 0 0 0 0 0 1,805,456
0 0 311,451 0 0 0 0 0 311,451
0 0 0 0 0 0 0 0 589,124
0 0 0 0 0 0 175,000 0 175,000
0 0 2,455,386 0 0 0 0 0 2,455,386
0 0 0 0 0 0 0 0 195,000
62,500 179,178 0 0 0 0 40,000 1,707,878 7,821,971
62,500 179,178 56,500,046 0 0 0 215,000 1,707,878 65,281,141 944,937 0 0 0 488,154 0 0 36,869,036 38,302,127
0 2,373,373 0 0 0 0 0 23,633,628 26,007,001
0 0 0 0 0 0 0 20,519,983 20,519,983
944,937 2,373,373 0 0 488,154 0 0 81,022,647 84,829,111 0 0 0 0 0 0 0 3,158,272 3,158,272
2,592,500 0 0 0 0 0 0 0 2,592,500
127,250 0 0 0 0 0 0 0 127,250
3,757,300 0 0 0 0 0 0 0 5,087,300
0 0 0 14,000 0 0 0 0 14,000
6,477,050 0 0 14,000 0 0 0 3,158,272 10,979,322
130,000 946,300 53,770 868,000 274,300 349,100 150,000 330,100 5,529,155 130,000 946,300 53,770 868,000 274,300 349,100 150,000 330,100 5,529,155 15,744,055 37,471,730 57,203,085 4,526,224 9,161,577 8,144,450 51,053,746 106,426,896 351,437,378 FISCAL YEAR 2023-24 RECOMMENDED BUDGET APPROPRIATIONS MATRIX 4-5
NOTES
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4-6
BUD/OC-CA FY2023-24
CITY ATTORNEY S OFFICE
CITY ATTORNEY
(Jennifer Logue)
Administration
1 Executive Assistant to the City
Attorney
1 Legal Secretary
Legal
3 Senior Assistant City Attorney
2 Assistant City Attorney
FISCAL YEAR 2023-24 POSITION TOTALS: 11.0 Full-Time
Legal Support
1 Paralegal
Code Enforcement
1 Senior Code Enforcement Officer
1 Code Enforcement Officer I/II
4-7
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—CITY ATTORNEY
DEPARTMENT MISSION STATEMENT
To provide exceptional legal representation and advice to the City Council and all City boards, commissions, departments, officers, and employees.
DEPARTMENT OVERVIEW
The City Attorney is appointed by the City Council to serve as the Attorney for the City and legal advisor to the City Council. The City Attorney hires D eputy City Attorneys and Assistant City 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 violations of the City Code.
The C
ity Attorney’s Office drafts, reviews and revises local laws and legal documents including but not limited to ordinances, resolutions, contracts, and other agreements pertaining to the City’s business and handles claims filed against the City. The Office is also responsible for providing legal services in connection with the Shoreline Regional Park Community (North Bayshore), Downtown Parking District, and Downtown Revitalization Authority.
The C
ode Enforcement unit is under the direct supervision of the Assistant City Attorney. Code Enforcement officers are primarily responsible for enforcing the City Code provisions related to zoning, neighborhood preservation, and vehicles on private property.
DEPARTMENT FUNCTIONS
• Prosecute and defend legal proceedings involving the City. (M 1, 2) • Manag
e outside legal service providers retained to represent the City in the City’s ongoing operations. (M 1) • Rece
ive, review and resolve claims filed against the City. (M 2) • Repr
esent and advise City officials and City staff in legal matters. • D ra
ft, review, and revise ordinances, resolutions, contracts, and other legal documents. (M 3, 4) • Over
see Code Enforcement Division operations, including prosecution of City Code violations. (M 5) • Wor
k with the Community Development Department to dr aft, finalize, and execute agreements as needed for developments.
• Upd
ate and revise Council policies, administrative policies, and personnel policies in accordance with new regulations such as Fair Political Practices Commission (FPPC) regulations and initiatives of the Council Policy and Procedures Committee.
4-8
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
FISCAL YEAR 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Updated the Mobile Home Rent Stabilization Ordinance to remove the provision that exempted mobile home parks with an accord.
• Supported the City Manager’s Office in legal review of implementation actions for the Guaranteed Basic Income Pilot Program.
• Supported the City Manager’s Office in the development of a wage theft ordinance and responsible construction ordinance.
• Supported the Police Department and City Manager’s Office in development of Memorandums of Understanding with school districts reg arding the Mountain View Police Department School Resource Officer Program.
• Held a study session on options for additional firearm safety legislation.
• Supported the Community Development Department in preparing the Housing Element Update.
• Negotiated 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.
• Provided legal support to update Precise Plans to implement the General Plan.
• Provided 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.
• Provided legal support for the continuation of virtual public meetings under AB 361 and the transition back to in-person meetings under new Brown Act amendments.
• Provided legal support to the City Clerk’s Office with updating the City’s record retention schedules.
• Provided legal support to the City Clerk’s Office for the November 2022 Election.
• Developed and implement an ongoing training program for City advisory boards and staff liaisons on public meeting processes and legal requirements, in conjunction with the City M anager’s Office and City Clerk’s Office.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Review and make amendments to the Municipal Code to remove contradictory, unenforceable, or otherwise outdated sections.
4-9
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
• Develop an ordinance to ban vaping sales citywide in conjunction with the City Attorney’s Office.
• Place a measure on the 2023 ballot to amend the City Charter in conjunction with the City Clerk’s Office and City Manager’s Office.
• Review and update the Shoreline Community Shoreline Area Plan in conjunction with the Community Development, Community Services, and Public Works Departments and City Manager’s Office.
• Update the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City facilities, communications, and programs in conjunction with the City Manager’s Office.
• Continue implementing the recommendations from the Matrix Consulting Group study on enhancements to the development review process , including streamlining process improvements and implementation of technology, in conjunction with the Public Works, Fire, Community Services, Community Development, Finance, and Information Technology Departments.
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
Legal Services: $300,000
Provides increased funding for external counsel and assistance in non- litigation matters.
Paralegal Position (1.0 FTE): $185,600
Provides new funding for one Paralegal position. The position will provide critical assistance to attorneys and support for in-house litigation matters.
Document Management System: $26,000
Provides new funding for annual software costs for a document management system to organize, manage, and maintain the City’s legal documents.
Legal Publications: $6,000
Provides increased funding for essential legal publications.
Online Legal Research: $5,000
Provides increased funding for access to the online legal research platform Westlaw.
Employee Wellness and Team Building: $2,500
Provides new funding for employee wellness and team building events.
Memberships, Dues, and Filing Fees: $1,000
4-10
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
Provides increased funding for memberships in the California Bar, local bar associations, and municipal law associations.
• Liability Insurance Fund:
Outside Litigation Counsel: $1,000,000
Provides funding for litigation related costs, including but not limited to, outside counsel for litigation matters as authorized by City Council in closed session, settlement of claims within City Manager or City Attorney authority, and other costs such a s publication of class action notices and expert professional services associated with litigation.
Claims and Settlements: $200,000
Transfers $175,000 from the Finance and Administrative Services Department and provides new funding of $25,000 for settlement of small claims within City Attorney or City Manager authority.
• Shoreline Regional Park Community Fund:
Legal Services: $10,000
Provides funding for outside counsel assistance for the Shoreline Regional Park Plan update.
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
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% 1.2% <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. 97% 95% >85% 95% >85%
4. Percentage of complex contracts
reviewed within 20 working days. 99% 100% >80% 98% >80%
5. Percentage of code enforcement cases
responded to within five working days of
receipt of complaint or observation of
violation.
97% 98% >95% 97% >95%
4-11
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
2 2 3 *1
2 2 2
1 1 1
1 1 1
1 1 1
Paralegal 0 0 1 *2
1 1 1
9 9 11
TOTAL POSITIONS 9 9 11
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,160,462 2,621,541 3,277,928
1,803,418 377,090 1,824,690
0 0 80,000
2,391 9,000 10,000
TOTAL EXPENDITURES $ 3,966,271 3,007,631 5,192,618
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,234,707 2,770,731 3,842,618
74,355 96,900 0
5,618 10,000 20,000
1,651,591 130,000 1,330,000
TOTAL FUNDING $ 3,966,271 3,007,631 5,192,618
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 13,557 23,750 23,750
487 2,000 2,000
TOTAL REVENUES $ 14,044 25,750 25,750
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
Addition of a Paralegal.
DEPARTMENT SUMMARY
Liability Self-Insurance
General Non-Operating
FUNDING SOURCES
Miscellaneous Revenue
EXPENDITURE SUMMARY
Shoreline Regional Park Community
Fines and Forfeitures
REVENUE SUMMARY
Senior Assistant City Attorney
General Operating
Exec Asst to the City Attorney
Code Enforcement Officer I/II
TOTAL REGULAR
Midyear addition of a Senior Assistant City Attorney.
4-12
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,384,719 1,754,622 2,185,657
95,693 0 0
680,051 866,919 1,092,271
2,160,462 2,621,541 3,277,928
35,519 36,660 19,160
245 1,200 27,200
1,147 3,350 3,350
1,749,749 302,800 1,540,900
16,758 33,080 234,080
1,803,418 377,090 1,824,690
0 0 80,000
2,391 9,000 10,000
TOTAL EXPENDITURES $ 3,966,271 3,007,631 5,192,618
DEPARTMENT SUMMARY
CITY ATTORNEY'S OFFICE
Interfund Expenditures
EXPENDITURES
Utilities
Maintenance and Operations
Other Expenses
Professional/Technical Services
Benefits
Wages
Salaries
Materials and Supplies
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
Capital Outlay
4-13
NOTES
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4-14
BUD/OC-CC FY2023-24
CITY CLERK S OFFICE
FISCAL YEAR 2023-24 POSITION TOTALS: 5.0 Full-Time
1 Senior Administrative Assistant
1 Administrative Assistant
CITY CLERK
(Heather Glaser)
1 Assistant City Clerk 1 Deputy City Clerk
4-15
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
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, edits an d 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 Records 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.
4-16
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
FISCAL YEAR 2022-23 ACCOMPLISHMENTS
• Conducted November 8, 2022 General Municipal Election for three Council seats.
• Developed and implemented 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.
• Drafted City Council Policy K-27, Recognition of Individuals, Organizations, and/or Events.
• Facilitated Councilmember vacancy appointment process in conjunction with the City Manager’s Office and City Attorney’s Office.
• Implemented updates to the City Conflict of Interest Code.
• Onboarded new Administrative Assistant.
• Organized first Celebration of Service to Boards, Commissions and Committees and Council reorganization celebrations since the beginning of the COVID-19 pandemic.
• Updated City records retention schedules across all City departments.
• Reviewed and updated City Council Policy K-2, Council Advisory Bodies and Council Code of Conduct.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• Continue uploading and increasing the number of records available to internal and external customers in Laserfiche.
• Implement electronic document recording with Santa Clara County Clerk –Recorder’s Office.
• Implement standardized procedures for hybrid public meetings and remote public participation for Council Advisory Bodies and Council Subcommittees in conjunction with the City Attorney’s Office, City Manager’s Office, and Information Technology.
• Continue to develop and implement of an ongoing training program for Council Advisory Bodies and staff liaisons on public meeting process and legal requirements, in conjunction with the City Manager’s Office and City Attorney’s Office.
• Train all legislative body liaisons on use of Legistar.
4-17
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
• Review procedures and systems to maximize efficiencies.
• Review and update City Council policies as appropriate.
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
License and Software Renewal: $24,000
Provides new funding for annual software renewal for the public record requests system.
Contract Services: $4,000
Provides increased funding for services to maintain the City’s codification records electronically.
Employee Wellness and Team Building: $2,500
Provides new funding for employee wellness and team building events.
Advertising Services: $2,000
Provides increased funding to accommodate fluctuations in the number of legally required newspaper publications.
Training, Conference, and Travel: $1,300
Provides increased funding for training, conference, and travel for additional staff.
Computer Equipment: $1,200
Provides increased funding for computer equipment for the department.
Memberships, Dues, and Filing Fees: $1,000
Provides increased funding for annual membership fees.
• General Non-Operating Fund:
Display Case Refurbishment (limited-period): $3,000
Provides funding to replace damaged acrylic case tops and reupholstery of existing display cases in City Hall.
4-18
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Elections:
1. Percentage of official election notices
published without errors and on time
100%
N/A
100%
100%
100%
Legislative:
2. Percentage of minutes prepared for a
City Council meeting without relevant
errors of fact
100%
98%
100%
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%
4-19
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
5 5 5
TOTAL POSITIONS 5 5 5
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 865,545 992,923 1,018,558
30,105 330,060 80,060
TOTAL EXPENDITURES $ 895,650 1,322,983 1,098,618
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 895,650 1,033,983 1,095,618
0 289,000 3,000
TOTAL FUNDING $ 895,650 1,322,983 1,098,618
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 250 0 0
1,410 0 0
TOTAL REVENUES $ 1,660 0 0
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 561,761 648,996 675,068
6,362 8,000 8,000
297,423 335,927 335,490
865,545 992,923 1,018,558
10,350 21,125 16,825
146 475 24,475
259 290 290
6,522 291,000 16,000
12,828 17,170 22,470
30,105 330,060 80,060
TOTAL EXPENDITURES $ 895,650 1,322,983 1,098,618
Benefits
REVENUE SUMMARY
Maintenance and Operations
Utilities
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
Other Expenses
Materials and Supplies
Deputy City Clerk
City Clerk
POSITIONS
Secretary
TOTAL PERSONNEL
General Non-Operating
Supplies and Other Services
Miscellaneous Revenue
General Service Charges
Assistant City Clerk
EXPENDITURES
Salaries
Wages
DEPARTMENT SUMMARY
CITY CLERK'S OFFICE
Office Assistant III
General Operating
FUNDING SOURCES
Salaries Wages and Benefits
EXPENDITURE SUMMARY
TOTAL REGULAR
4-20
CITY COUNCIL
BUD/OC-Council SC FY2023-24
CITY COUNCIL
Term
Councilmembers Expires
Alison Hicks, Mayor 01/2027
Pat Showalter, Vice Mayor 01/2025
Margaret Abe-Koga 01/2025
Ellen Kamei 01/2027
Lisa Matichak 01/2025
Lucas Ramirez 01/2027
Emily Ann Ramos 01/2025
AD HOC SUBCOMMITTEES
Race, Equity, and Inclusion
Kamei, Chair
Abe-Koga
Ramos
Interim Castro Pedestrian Mall
Hicks, Chair
Matichak
Abe-Koga
STANDING COMMITTEES
Appointments Review Committee (CARC)
Hicks, Chair
Ramirez
Showalter
Finance Committee (CFC)/
Investment Review Committee (IRC)*
Matichak, Chair
Ramirez
Ramos
Neighborhoods Committee (CNC)
Showalter, Chair
Ramirez
Ramos
NOFA Review Committee
Showalter, Chair
Abe-Koga
Ramirez
Policy and Procedures Committee (CPPC)
Matichak, Chair
Hicks
Ramirez
Sustainability Committee (CSC)
Hicks, Chair
Abe-Koga
Showalter
Transportation Committee (CTC)
Kamei, Chair
Hicks
Matichak
Youth Services Committee (CYSC)
Kamei, Chair
Abe-Koga
Ramos
* The IRC consists of the members of the CFC and
two members of the public.
4-21
CITY COUNCIL
DEPARTMENT SUMMARY
DEPARTMENT MISSION STATEMENT
To represent the needs, priorities, and concerns of the Mountain View community by providing fiscally responsible policy direction to its appointed officers and govern in an ethical and transparent manner.
DEPARTMENT OVERVIEW
The City Council is the elected legislative and policy -making body for the City with the responsibility and power to enact City ordinances, appropriate funds to conduct City business, sets policy, and establ ishes the City’s overall priorities and direction. The Council appoints the City Manager, City Attorney, and City Clerk.
Councilmembers serve on subject-specific committees, each with three members, that provide feedback to staff within their purview and recommend relevant policies for adoption by the full Council. The current Council committees are:
• Ad-hoc Subcommittee on Race, Equity and Inclusion, and Interim Castro Pedestrian Mall • Appointments Review
• Environmental Sustainability
• Finance and Investment Review
• Neighborhoods
• Notice of Funding Availability (NOFA) Review
• Policy and Procedures
• Transportation
• Youth Services
In addition, Councilmembers represent the City through service on numerous regional agencies and organizations.
The City Council generally 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.
A calendar of all City Council meetings, along with agendas, minutes, video recordings, and other materials can be found at https://mountainview.legistar.com/Calendar.aspx.
The times and places of City Council committee meetings and the meetings of outside agencies on which Councilmembers serve can be obtained on the City’s website or 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 on regional boards and organizations 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. 4-22
CITY COUNCIL
DEPARTMENT SUMMARY
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 2023-24 AND 2024-25:
• 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 to live that values community health and well -being. Preserve Mountain View’s unique character, restore and enhance wildlife habitats, and promote arts and culture. Provide and enhance parks, open space, and othe r 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 corrid ors. 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 Mountain 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 retain top -notch staff. Maintain fiscal responsibility and effective intergovernmental partnerships. Communicate and engage regularly and transparently with our multilingual community.
4-23
CITY COUNCIL
DEPARTMENT SUMMARY
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
Miscellaneous Expenses $28,000
Provides increased funding for Council meals for in -person meetings due to cost increases; the annual Celebration of Service to Boards, Commissions, and Committees; and the annual Citywide Mayor’s gift.
4-24
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
6 6 6
7 7 7
TOTAL POSITIONS 7 7 7
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 209,946 316,774 352,359
45,628 139,980 156,580
TOTAL EXPENDITURES $ 255,574 456,754 508,939
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 254,207 445,354 508,939
1,367 11,400 0
TOTAL FUNDING $ 255,574 456,754 508,939
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 104,187 112,554 113,647
105,759 204,220 238,712
209,946 316,774 352,359
7,930 22,600 11,200
6,805 12,780 12,780
534 15,000 15,000
30,358 89,600 117,600
45,628 139,980 156,580
TOTAL EXPENDITURES $ 255,574 456,754 508,939
DEPARTMENT SUMMARY
CITY COUNCIL
Supplies and Other Services
POSITIONS
Councilmember
Mayor
General Non-Operating
General Operating
FUNDING SOURCES
TOTAL REGULAR
Salaries Wages and Benefits
EXPENDITURE SUMMARY
EXPENDITURES
Salaries
Benefits
TOTAL PERSONNEL
Materials and Supplies
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-25
NOTES
(This page intentionally left blank)
4-26
BUD/OC-CM FY2023-24
CITY MANAGER S OFFICE
FISCAL YEAR 2023-24 POSITION TOTALS: 19.0 Full-Time
3.0 Limited-Period
* Funded by the Sustainability CIP through Fiscal Year 2023-24.
COMMUNICATIONS AND
OUTREACH
1 Chief Communications
Officer
(Lenka Wright)
1 Deputy Communications
Officer
1 Communications
Coordinator
1 Senior Outreach
Coordinator
1 Website Coordinator
(Limited-Period)
0.25 Administrative
Assistant
1 Community Outreach
Specialist
CITY MANAGEMENT
0.75 Deputy City Manager
1 Assistant to the City
Manager
1 Principal Management
Analyst
0.75 Management Fellow
(Limited-Period)
0.25 Administrative
Assistant
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 Administrative
Assistant
CITY MANAGER
(Kimbra McCarthy)
ASSISTANT CITY MANAGER
(Audrey Seymour Ramberg)
HUMAN SERVICES
0.25 DeputyCity Manager
(Kimberly Thomas)
1 Human Services
Manager
1 Program Assistant
0.25 Management Fellow
(Limited-Period)
0.25 Administrative
Assistant
ASSISTANT CITY MANAGER
(Arn Andrews)
Administration
1 Executive Assistant to the City Manager
4-27
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—ASSISTANT CITY MANAGER
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 v ulnerable 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 fo r 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 recommend ations 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 Moun tain 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 an annual balanced City budget to the City Council and support Ci ty Council efforts in long-term financial planning.
• Develop, lead, and execute the City’s legislative advocacy and intergovernmental relations efforts. (M 2) 4-28
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• 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 liaison 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 Council 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)
4-29
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• 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 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Implemented Elevate MV , a Guaranteed Basic Income pilot program, in conjunction with the Community Development Department.
• Developed an ordinance to address wage theft, in conjunction with the Finance and Administrative Services Department.
• Developed an ordinance for responsible construction, in conjunction with the Public Works and Community Development Departments.
• Continued to plan, coordinate , and close out COVID-19 recovery efforts to support community relief and resilience, in conjunction with the Community Development Department.
• Continued to work through Sustainability Action Plan projects.
• Supported the launch of a county pilot mobile mental health crisis response TRUST program and collaborated with North County cities to enhance the program through earmark funding.
• Distributed nearly $600,000 in ARPA -funded workforce development grants to community -based organizations providing job training and career development resources to Mountain View residents.
• Provided essential services for unhoused and unstably housed residents.
• Continued oversight and coordination of the implementation of the City’s Race, Equity and Incl usion Action Plan.
• Joined the Santa Clara County Climate Collaborative Working Group and served as Co- Chair to the Sea Level Rise Working Group and Leadership Team.
• Developed a Memoranda of Understanding with school districts and a procedure manual related to the School Resource Officer program.
• Redesigned 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.
• J oined the ICLEI Race to Resilience campaign to support the development of a climate change vulnerability assessment and adaptation plan.
4-30
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Received $200,000 grant to electrify the Senior Center commercial kitchen and $70,000 grant to develop and implement an equity-centered strategy for community engagement to promote building electrification from Silicon Valley Clean Energy.
• Amended the City’s reach codes to make i mprovements to new construction’s support for solar installation and electric vehicle charging stations, including all of Silicon Valley Clean Energy’s recommendations, in conjunction with the Community Development Department.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Conduct a Public Services Study.
• Explore the feasibility of a potential 2024 revenue measure in conjunction with the Finance and Administrative Services Department.
• Update the Race, Equity, and Inclusion Action Plan.
• Develop a Citywide Decarbonization Plan (transitioning from SAP -4) in conjunction with the Public Works Department.
• Complete a Climate Change Vulnerability Assessment.
• Expand access to broadband across communities, in conjunction with the Information Technology and Public Works Departments.
• Develop a comprehensive Homelessness Response Strategy that includes housing, services, and an expenditure and funding plan, in conjunction with the Community Development Department.
• Develop a Community Workforce Agreement, in conjunction with the Public Works Department.
• Review and update the Shoreline Communi ty Shoreline Area Plan in conjunction with the Community Development, Community Services, and Public Works Departments and City Attorney’s Office.
• Explore applying for County grants to support childcare in conjunction with the Community Services Department and the Community Development Department.
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• Place a measure on the 2023 ballot to amend the City Charter in conjunction with the City Clerk’s Office and City Attorney’s Office.
• Implement standardized procedures for hybrid public meetings and remote public participation for Council Advisory Bodies and Council Subcommittees in conjunction with the City Attorney’s Office, City Manager’s Office, and Information Technology.
• Oversee and coordinate implementation of the City Council’s Strategic Roadmap. 4-31
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Continue to oversee collaboration with the school districts on matters of s hared interest for the benefit of the community.
• Complete an update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City facilities, communications, and programs in conjunction with the City Attorney’s Office.
• Coordinate Spanish- and Chinese-language Civic Leadership Academies.
• Launch implementation of a Language Access and Multicultural Engagement Policy.
• Redesign the City’s Intranet site to improve employee access to information and resources and support enhanced coordination and engagement.
• Continue to s upport interagency collaboration on climate resilience and Sea Level Rise in conjunction with the Public Works Department.
• Continue the Ph.D. Research Fellow analysis of Stop Data and apply Racial Identity Profiling Act data set, in conjunction with the Police 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.
• Continue to oversee the implementation of the ElevateMV Universal Basic Income program.
• Expand the legislative program to include federal government advocacy efforts.
• Continue to oversee the City’s Safe Parking Program, including planned transitions and expansions.
• Implement an equity based community electrification outreach program. – Block Power direct install, PG&E neighborhood electrification projects.
• Develop a stra tegy for piloting a neighborhood -based community electrification program, including launching a new Cool Block cohort.
4-32
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
City Management Division:
1. Percentage of City Manager’s Office cost as
a percent of the General Operating Fund
expenditures.(A) 1.8% 1.6% Discontinued
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. 25(B) 44(B) 12 12 12
3. Percentage of Strategic Roadmap Action
Plan Projects completed within two year
plan horizon.
New for
FY22-23 50% 22%(F) 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). 212(C) 358(C) >=100 144 >=150
5. Number of written translation requests the
Multicultural Engagement Program fulfilled
to support City initiatives.
New for
FY21-22 285 >=100 138 >=125
6. Number of Community Information and
Outreach Program products provided
(newsletters, press releases, internet
postings, media contacts, etc.). 1,150(C) 875 700 449 800
7. Number of media inquiries.
New for
FY21-22 199
120
84 132
8. Engagement rate of City’s social media
channels for:
• Twitter (@MtnViewGov)
• Facebook
New for
FY21-22
2.7%
4.9%
2.0%
5.0%
3.3%
6.9%
2.5%
6.0%
9. Number of film permits and inquiries.
New for
FY21-22 26
Discontinued
Sustainability Division:
10. Percentage of Sustainability Division
“Sustainability Action Plan” items
completed. 50%(D) 24% (D) >80% 63% 80%
11. Increase in the number of community
engagement points of contact. 458(C)
402
>=200
514
500
4-33
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
2020‐21
Actual
2021‐22
Actual
2022‐23
Target
2022‐23
6 Months
2023‐24
Target
12. Increase in the number of people
“Informed or “Engaged” through
Collaborate Mountain View.
299
378
Discontinued
13. Increase in the number of people who
participate in at least one program/event.
146
768
>=125
4 (G)
Discontinued
14. Percentage of event attendee survey
respondents who reported increased
knowledge. 100%(E)
86%
>75%
71%
Discontinued
Human Services Division:
15. Number of meetings held with community‐
based organizations for human services
collaboration and coordination.
New for
FY22‐23 >=11
7 >=11
16. Number of outreach communications to
people living in vehicle community.
New for
FY22‐23 >=24 11
>=12
17. Public service grant monitoring reports and
low
‐income subsidy tracking reports
received on time.
New for
FY22‐23 >90%
64%
>90%
18. Percentage at capacity for safe parking
lots.
New for
FY22‐23 >95% 97%
>90%
19. Percentage at capacity for LifeMoves
Mountain View.
New for
FY22‐23 >95% 90%
>90%
_________________________
(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) Due to COVID‐19, outreach activities increased and many were conducted virtually. (D) Lower‐than‐target completion rate due to COVID‐19 and staff vacancy impacts. (E) One hundred percent 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.
(F) Lower than target completion rate due to ongoing work on major projects. An addition 12% of projects are nearing completion and 48% are in progress.
(G) Lower than target completion due to staff vacancy impacts. Staff is reviewing this measure for fiscal year 2023‐
24. 4-34
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 2 *3
1 1 1
1 1 1
1 1 1
Chief Sustainability and Resilience Officer 1 1 1 1 1 1 *4
1 1 1
1 1 1
Environmental Sustainability Coordinator 1 1 1 Analyst I/II 2 2 2
Program Assistant 0 0 1 *5
0.50 1 *2 1
0 0 1 *6
1 1 0 *6
0 0 1 *5
1 1 1
Administrative Assistant 0.75 1 *2 1
15.25 16 19
TOTAL POSITIONS 15.25 *1 16 *1 19 *7
*1
*2
*3
*4
*5
*6
*7
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,296,049 3,402,720 4,431,078
755,696 1,310,965 1,647,997
Sustainability 699,978 821,382 882,004
229,347 1,052,197 1,615,790
TOTAL EXPENDITURES $ 3,981,070 6,587,264 8,576,869
Senior Outreach Coordinator
Community Outreach Specialist
Communications Coordinator
CITY MANAGER'S OFFICE
Communications and Outreach
Human Services Manager
DEPARTMENT SUMMARY
Principal Management Analyst
POSITIONS
City Manager
Assistant City Manager
Deputy City Manager
Assistant to the City Manager
Chief Communications Officer
Deputy Communications Officer
TOTAL REGULAR
Exec Asst to the City Manager
Human Services
In addition there are the following limited-period positions: Management Fellow, 0.5 Website Coordinator, and Analyst I/II (funded by the Sustainability CIP through Fiscal Year 2023-24).
Community Outreach Coordinator
DEPARTMENT DIVISIONS
City Management
Addition of 0.50 FTE to the Communications Coordinator position and moved 0.25 FTE Administrative Assistant from the Human Resources Department.
Midyear addition of an Assistant City Manager.
Title change from Digital Engagement and Resilience Officer to Deputy Communications Officer.
Addition of a Program Assistant and a Community Outreach Specialist.
Reclassification of the Community Outreach Coordinator position to Senior Outreach Coordinator.
In addition there are the following limited-period positions: Management Fellow, Website Coordinator, and Analyst I/II (funded by the Sustainability CIP through Fiscal Year 2023-24).
4-35
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 3,358,569 4,426,258 5,449,278
622,501 2,161,006 3,127,591
$ 3,981,070 6,587,264 8,576,869
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 3,547,948 4,993,864 6,107,284
296,143 1,393,400 2,274,585
136,978 200,000 195,000
$ 3,981,070 6,587,264 8,576,869
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 179,719 180,000 170,000
$ 179,719 180,000 170,000
Miscellaneous Revenue
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
Cable Television
TOTAL FUNDING
REVENUE SUMMARY
TOTAL EXPENDITURES
FUNDING SOURCES
General Non-Operating
TOTAL REVENUES
General Operating
CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
4-36
CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT 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 facilities; 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 interests in interactions with other levels of government.
MAJOR DIVISION CHANGES
• General Operating Fund:
Employee Wellness and Team Building: $3,400
Provides new funding for employee wellness and team building events.
• General Non-Operating Fund:
Revenue Measure Consulting Services (limited-period): $250,000
Provides funding for consulting services related to potential revenue measures to fund infrastructure needs, including parks and open space.
Shoreline Events (limited-period): $250,000
Provides funding for a special event in honor of the 40th anniversary of the opening of Shoreline at Mountain View.
Federal and State Legislative Advocacy (limited-period): $220,000
Provides 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 legislative strategy and advocacy plan, and assist with establishing interagency relationships, regional advocacy, and stakeholder engagement.
Management Fellow Position (0.75 FTE)(limited-period): $136,600
Provides funding for a Management F ellow position. The objective of this position is to provide increased capacity and an increased level of analysis for important department and Citywide projects. The remaining 0.25 FTE is located in the Communications Division.
4-37
CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
Public Services Study (limited-period): $125,000
Provides funding for consulting services to evaluate current public service levels in the context of anticipated future growth to develop recommendations for addressing potential future needs.
Race, Equity, and Inclusion Plan Implementation (limited-period): $15,000
Provides funding for the implementation of the City’s Race, Equity, and Inclusion (REI) Action plan.
Legislative Program Support (limited-period): $7,500
Provides funding for staff to attend annual conferences for the League of California Cities and National League of Cities.
4-38
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
6 6.25 *2 7.25 *3
TOTAL POSITIONS 6 *1 6.25 *1 7.25 *1 *1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,352,331 1,517,487 1,978,556
2,391 26,400 26,400
583,913 651,898 828,787
1,938,635 2,195,785 2,833,743
19,086 38,760 42,160
36,121 0 0
1,981 720 720
289,905 1,043,250 1,427,750
10,322 124,205 126,705
357,414 1,206,935 1,597,335
TOTAL EXPENDITURES $ 2,296,049 3,402,720 4,431,078
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 179,719 180,000 170,000
TOTAL REVENUES $ 179,719 180,000 170,000
Materials and Supplies
Benefits
Maintenance and Operations
TOTAL SUPPLIES AND SERVICES
REVENUES
Utilities
Professional/Technical Services
Other Expenses
CITY MANAGER'S OFFICE - CITY MANAGEMENT
Total Regular
POSITIONS
DIVISION SUMMARY
In addition there is 0.75 of a limited-period Management Fellow position.
Moved 0.25 Administrative Assistant from the Human Resources Department.
TOTAL PERSONNEL
EXPENDITURES
Salaries
Midyear addition of an Assistant City Manager.
Wages
Miscellaneous Revenue
4-39
CITY MANAGER’S OFFICE—COMMUNICATIONS AND OUTREACH
DIVISION SUMMARY
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 Multilingual Community Outreach Program) to provide tran slation 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, the 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:
Community Outreach Specialist Position (1.0 FTE): $ 139,500
Provides funding for one Community Outreach Specialist. This position will support the continued growth of the Multicultural Engagement Program and increased demand for translation, interpretation, and multicultural outreach services.
Communications Enhancement: $100,000
Provides new funding to enhance and further support communications and outreach efforts concerning City initiatives, programs and services through video productions, publications, digital tools, graphical illustration, web -based platforms, and other commun ication products.
Mountain View Community Television Contract: $24,500
Provides increased funding for recording and broadcasting of City Council meetings, Environmental Planning Commission meetings, and City event video production.
Reclassification of Community Outreach Coordinator to Senior Outreach Coordinator: $13,900
Provides funding to reclassify one Community Outreach Coordinator position to Senior Outreach Coordinator. This position will support the continued growth of the Multicultural Engagement Program (MEP).
4-40
CITY MANAGER’S OFFICE—COMMUNICATIONS AND OUTREACH
DIVISION SUMMARY
Communications Wages: $13,200
Provides increased funding for hourly wages for internships in the Communications Division.
The funding will augment staff capacity and provide support for professional development for those exploring careers in local government.
• General Non-Operating Fund:
Language Access and Multicultural Engagement Policy Implementation (limited-period): $20,000
Provides funding for the implementation of the forthcoming Citywide Language Access and Multicultural Engagement Policy.
Multicultural Engagement Program Support (limited-period): $10,000
Provides funding for the Multicultural Engagement Program’s supplies and services budget to support community education, outreach, and engagement activities. 4-41
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
3.50 4 *1 5 *3
TOTAL POSITIONS 3.50 4 *2 5 *2
*1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 441,364 767,437 955,581
36,695 115,300 53,500
178,069 315,057 395,745
656,128 1,197,794 1,404,826
31,718 22,500 22,500
161 43,800 43,800
919 0 0
50,275 40,446 160,446
16,495 6,425 16,425
99,568 113,171 243,171
TOTAL EXPENDITURES $ 755,696 1,310,965 1,647,997
DIVISION SUMMARY
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
In addition there is a limited-period Website Coordinator position.
Addition of a Community Outreach Specialist.
CITY MANAGER'S OFFICE - COMMUNICATIONS AND OUTREACH
POSITIONS
Total Regular
EXPENDITURES
Addition of 0.50 to the Communications Coordinator Position.
Salaries
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
TOTAL SUPPLIES AND SERVICES
4-42
CITY MANAGER’S OFFICE—SUSTAINABILITY
DIVISION SUMMARY
DIVISION MANAGER—CHIEF SUSTAINABILITY AND RESILIENCE OFFICER
DIVISION OVERVIEW
The Sustainability Division oversees the City’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): $ 110,000
Provides continued funding for a professional service 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 funding for outreach for the City’s Sustainability program in support of SAP -4.
4-43
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
4.50 4.50 4.50
TOTAL POSITIONS 4.50 *1 4.50 *1 4.50 *1
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 418,625 451,211 445,173
1,800 0 3,000
204,719 251,671 263,331
625,144 702,882 711,504
5,270 15,000 15,000
639 0 0
66,355 95,000 147,000
2,570 8,500 8,500
74,834 118,500 170,500
TOTAL EXPENDITURES $ 699,978 821,382 882,004
TOTAL PERSONNEL
CITY MANAGER'S OFFICE - SUSTAINABILITY
DIVISION SUMMARY
POSITIONS
Total Regular
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.
TOTAL SUPPLIES AND SERVICES
Materials and Supplies
Utilities
Professional/Technical Services
Other Expenses
4-44
CITY MANAGER’S OFFICE—HUMAN SERVICES
DIVISION SUMMARY
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 i n 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 Operating Fund:
Program Assistant (1.0 FTE): $175,600
Provides new funding for one Program Assistant position. The position will assist with City programs related to homeless and unstably housed residents, behavioral health services, and other critical needs for vulnerable populations.
• General Non-Operating Fund:
Safe Parking Program (limited-period): $625,000
Provides funding to continue and expand the Safe Parking Program in support of the Council’s Community for All strategic priority.
Homelessness Response Funding (limited-period): $125,000
Provides funding to respond to unanticipated and urgent needs related to homelessness to meet emerging needs and address public health and safety issues.
Management Fellow Position (0.25 FTE) (limited-period): $45,500
Provides funding for a Management Fellow position. The objective of this position is to provide increased capacity and an increased level of analysis for important department and Citywide projects. The remaining 0.75 FTE is located in the City Management Division.
Non-Profit Funding: $15,200
Provides increased funding to support local non-profit agencies. 4-45
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1.25 1.25 2.25 *1
TOTAL POSITIONS 1.25 1.25 *2 2.25 *2
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 89,313 237,587 341,667
0 0 0
49,349 92,210 157,538
138,662 329,797 499,205
90,685 430,900 750,000
0 291,500 366,585
90,685 722,400 1,116,585
TOTAL EXPENDITURES $ 229,347 1,052,197 1,615,790
CITY MANAGER'S OFFICE - HUMAN SERVICES
DIVISION SUMMARY
POSITIONS
Total Regular
Addition of a Program Assistant.
EXPENDITURES
Salaries
Wages
Benefits
TOTAL PERSONNEL
In addition there is 0.25 of a limited-period Management Fellow position.
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-46
BUD/OC-CD FY2023-24
COMMUNITY DEVELOPMENT DEPARTMENT
Full-Time FISCAL YEAR 2023-24 POSITION TOTALS: 49.5
* One Deputy Building Official position is funded by the Sustainability CIP through Fiscal Year 2024-25. ** Located in the Community Development Department but budgeted in the Fire Department.
ADMINISTRATION
1 Assistant Community Development Director
(Lindsay Hagan)
1.25 Analyst I/II
1 Executive Assistant
PLANNING
1 Assistant Community
Development Director/
Zoning Administrator
(Amber Blizinski)
1 Advanced Planning
Manager
(Eric Anderson)
2 Deputy Zoning
Administrator
1 Principal Planner
7 Senior Planner
6 Junior/Assistant/
Associate Planner
1 Planning Board Clerk
1 Office Assistant
ECONOMIC DEVELOPMENT
1 Economic Vitality
Manager
(John Lang)
2 Economic Development
Strategist
BUILDING INSPECTION
1 Chief Building Official
(Nena Bizjak)
2 Deputy Building
Official*
3 Fire Protection
Engineer**
1 Development Services
Coordinator
1 Plan Check Engineer
2 Senior Building
Inspector
1 Plan Check Examiner
5 Building Inspector I/II
1 Assistant Building
Inspector
2 Senior Permit Technician
0.25 Analyst I/II
3 Permit Technician
1 Program Assistant
1 Senior Administrative
Assistant
1 Office Assistant
ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
(Aarti Shrivastava)
4-47
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
DEPARTMENT MISSION STATEMENT
The Community Development Department is dedicated to providing high- quality services by developing and implementing a dynamic framework for quality growth and development, enhancing economic vitality, creating a balanced, sustainable and equitable community, and improving the quality of life for the City's residents, businesses, and visitors.
DEPARTMENT OVERVIEW
The Community Development Department is responsible for the review of development 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, 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 D epartment staffs the Environmental Planning Commission, the Development Review Committee, the Administrative Zoning and Subdivision Committee, the Downtown Committee, and the Visual Arts Committee in addition to establishing and maintaining communications with residents, developers, businesses, other 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 amendme nts and Precise Plan changes. (M 1)
• 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. (M 1)
• 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. (M 2)
• 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 4)
• Provide staff support to the Administrative Zoning/Subdivision Committee, Development Review Committee, Environmental Planning Commission, Downtown Committee, and Visual Arts Committee.
• Implement economic development strategies. (M 4)
4-48
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
• 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 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Launched and began community outreach for the development of an Economic Vitality Strategy.
• Approved the Middlefield Park Master Plan.
• Completed the Draft Housing Element for submittal to HCD.
• Approved minor amendments to the Downtown Precise Plan Areas A, G, and H.
• Began community outreach, background research, and development of an update to the City’s Historic Preservation Ordinance.
• Began implementation of process and technology improvements to align with the Matrix Consulting Group Development Review Assessment recommendations, including i mproving on-time response rates for review of planning applications, launchin g online permit intake and distribution software (ProjectDox), creating an Assistant Director position to oversee process improvements, and conducting stakeholder outreach.
• Implemented Elevate MV, the City’s Guaranteed Basic Income pilot program in conjunction with the City Manager’s Office.
• Continued to coordinate and support the closure of the 100 through 300 blocks of Castro Street , interim improvements, and outdoor design guidelines in conjunction with the Public Works, Community Services, Fire and Police Departments.
• Implemented Council’s adopted ordinance on responsible construction and
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Review and update the Shoreline Regional Park Community Shoreline Area Plan in conjunction with the Community Services and Public Works Departments, City Attorney’s Office, and City Manager’s Office.
• Begin developing a comprehensive update to the Downtown Precise Plan.
• Review and recommend potential updates to the Gatekeeper development authorization process.
4-49
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
• Implement strategies for a vibrant downtown, including the Castro Pedestrian Mall, in conjunction with the Public Works Department and Community Services Department.
• Continue to develop updates to the Historic Preservation Ordinance, establishing a process and criteria for the designation of local historic districts, and update the Historic Register.
• Begin implementation of the Economic Vitality Strategy (including strategies to support small businesses).
• Begin development of a Moffett Boulevard Precise Plan, in conjunction with the Public Works Department.
• P ropose revisions to the R3 Zone standards to promote a mix of housing types and make recommendations regarding parcels with existi ng units that exceed the density currently allowed by the Zoning Ordinance/General Plan with the R3 Zone update.
• Support the Castro Grade Separation Project (Transit Center Master Plan) in conjunction with the Public Works Department.
• Complete the Citywide Transportation Demand Management (TDM) Ordinance update in conjunction with the Public Works Department.
• Begin preparation of a Citywide Travel Demand Update (including the Greenhouse Gas Reduction Program), in conjunction with the Public Works Department.
• Support the completion of the Biodiversity Plan and Urban Forestry Plan (biodiversity requirements and Community Tree Master Plan) in conjunction with the Community Services and Public Works Departments.
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• Begin to implement and develop programs, policies, updates to city code regulations as directed by the adopted Housing Element including rezoning and ADU/SB 9 implementation.
• Finalize a Public Art Strategy and encourage public art, in conjunction with the Visual Arts Committee.
• Implement elements of the Downtown Parking Strategy including revamping the downtown parking permit program
• Launch new small business ARPA grant funding programs to further support Mountain View businesses .
• Continue implementing the recommendations from the Matrix Consulting Group study on enhancements to the development review process , including streamlining process improvements and implementation of technology, in conjunction with the Public Works, Fire, Community Services, Finance and Administrative Services, and Information Technology Departments and City Attorney’s Office.
• Update the building permit review process to align with AB 2234 and other State Law timelines .
• Collaborate with the Los Altos School District to design the shared use open space at the new school site on California Street, in conjunction with Community Services and Public Works Departments.
4-50
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
• Coordinate the design of the Middlefield Park Master Plan and North Bayshore Master Plan, in conjunction with the Community Services and Public Works Departments.
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Planning:
1. Number of Planning public hearing and
meeting items (Administrative Zoning,
DRC, EPC, City Council)
New For
FY22-23 100 50 100
2. Number of Planning project reviews by
staff
New For
FY22-23 500 244 500
3. Percentage of on-time response rates
by Project Coordinating Committee
members. (A)
32%(B)
76%
Discontinued
Economic Development:
4. Number of new and existing Mountain
View businesses assisted.
New for
FY21-22 79 75 42 70
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.
100%
100%
100%
100%
100%
6. Number of Building and Fire
inspections performed.
55,282
59,570
45,000
26,897
40,000
7. Number of Building and Fire plan
checks performed.
4,779(C)
5,067
4,000
2,629
3,500
__________________________________
(A) Response rates for a three- week time frame by d epartments/divisions (Building, Public Works, Fire, CSD, etc.) providing comments regarding planning applications to the Planning Division. (B) 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. (C) 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.
4-51
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
1 2 *2 2 *5/6
Economic Vitality Manager 1 1 1
1 1 0 *5
1 1 1
1 1 0 *6
1 1 1
2 2 2
Principal Planner 1 1 1
1 1 2 *6
1 1 2 *7
1 1 1
1 1 1
2 2 2
1 1 0 *5
Plan Check Examiner 0 0 1 *8
1 1 0 *5
6 7 *2 7
1 1 0 *5
6 6 5 *6
5 6 *2 6
1 1 0 *5
2 2 1 *9
1 1 0 *5
5 5 *3 1.50 *5
Senior Permit Technician 0 0 2 *8/9
3 3 3
1 1 1
1 1 1
0 1 *2 1
3 3 1 *5
2 3 *2 2 *5
55 60 49.50
TOTAL POSITIONS 55 *1 60 *4 49.50
*1
*2
*3
*4
*5
*6
*7
*8
*9
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
Economic Development Strategist
Advanced Planning Manager
Development Services Coordinator
Building Inspector I/II
Asst/Associate Planner
Planning Manager/Zoning Administrator
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 Senior Administrative Assistant.
Addition of Assistant Community Development Director, Senior Planner, Asst/Associate Planner, Executive Assistant, and Office Assistant positions.
Midyear addition of an Analyst I/II and moved an Analyst I/II to the Public Works Department.
Addition of a Senior Permit Technician and a Plan Check Examiner.
Reclassification of an Assistant Building Inspector position to Senior Permit Technician.
Title change from Business Development Specialist to Economic Development Strategist and midyear addition of a Economic Development Strategist.
Deputy Zoning Administrator
Senior Building Inspector
Senior Planner
TOTAL REGULAR
Housing Officer
Analyst I/II
Permit Technician
Program Assistant
Planning Board Clerk
Senior Administrative Assistant
Office Assistant
Deputy Building Official
Senior Housing Officer
Housing Specialist I/II
Executive Assistant
Senior Management Analyst
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.
Transfer of 13.5 positions to the Housing Department.
Midyear reclassifications of a Planning Manager/Zoning Administrator position to Assistant Community Development Director and a Building Inspector I/II position to a Deputy Building Official. 4-52
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 715,647 936,439 782,924
3,720,979 5,849,435 5,957,109
989,556 1,282,709 1,298,803
3,292,168 22,061,083 0 *1
5,123,912 5,532,168 6,087,376
TOTAL EXPENDITURES $ 13,842,263 35,661,834 14,126,212
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 9,025,566 13,038,822 11,039,896
4,260,463 22,381,612 2,935,916
76,200 94,000 0
480,033 147,400 150,400
TOTAL EXPENDITURES $ 13,842,263 35,661,834 14,126,212
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,810,580 2,097,037 1,564,769
30,168 109,100 0
8,397,453 10,593,121 11,274,281
677,495 16,305,600 0
204,224 1,437,526 0
1,195,677 1,783,241 0
111,582 296,249 0
499,557 578,551 589,124
626,294 1,746,795 0
289,234 714,614 698,038
TOTAL FUNDING $ 13,842,263 35,661,834 14,126,212
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 4,991,638 7,246,100 7,440,100
5,015 872,267 0
7,224,703 6,158,500 4,763,600
0 0 0
TOTAL REVENUES $ 12,221,356 14,276,867 12,203,700 *1
*1
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
Grants
Federal Intergovernmental Revenue
General Service Charges
Shoreline Regional Park Community
REVENUE SUMMARY
General Licenses & Permits
MHRSO/Rental Housing Committee
General Non-Operating
Capital Outlay
Development Services
Housing and Neighborhood Services
Building
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
Below-Market-Rate Housing
Planning
Economic Development
CSFRA/Rental Housing Committee
Revenue decrease mainly due to transfer of the Housing and Neighborhood Services Division to the Housing Department.
Transfer of the Housing and Neighborhood Services Division to the Housing Department.
Housing Impact
General Operating
DEPARTMENT DIVISIONS
Community Development Administration
Interfund Expenditures
FUNDING SOURCES
Miscellaneous Revenue
Parking District No.2
4-53
COMMUNITY DEVELOPMENT—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT CITY MANAGER/
COMMUNITY DEVELOPMENT DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the management of the Community Development Department and provide s land use policy support to the City Manager and other City Departments. The Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
MAJOR DIVISION CHANGES
• General Operating Fund:
Employee Wellness and Team Building: $9,500
Provides new funding for employee wellness and team building events.
4-54
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
2.75 3 *1 2.50 *2
TOTAL POSITIONS 2.75 3 2.50
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 469,746 566,662 472,584
205,606 272,618 203,681
675,352 839,280 676,265
32,619 58,448 64,413
0 286 286
0 5,060 5,060
7,676 33,365 36,900
40,295 97,159 106,659
TOTAL EXPENDITURES $ 715,647 936,439 782,924
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
COMMUNITY DEVELOPMENT - ADMINISTRATION
EXPENDITURES
Salaries
POSITIONS
Total Regular
Addition of 0.25 FTE Executive Assistant.
Transfer of 0.5 FTE Analyst I/II position to the Housing Department. 4-55
COMMUNITY DEVELOPMENT—PLANNING
DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT COMMUNITY DEVELOPMENT DIRECTOR/
PLANNING MANAGER
DIVISION OVERVIEW
The Planning Division is responsible for developing and implementing the goals, policies and objectives of the City’s General Plan, Precise Plans and Zoning Ordinance. The Planning Division processes land use and development applications and creates land use policy and standards to achieve the Council’s vision of a welcoming, vibrant city that plans intentionally and leads regionally to create livable, sustainable neighborhoods, accessible to nature and open spaces, and a strong innovation -driven local econ omy. The Division guides development by providing exceptional customer experience through planning services delivered in a responsive, resourceful, and solution- oriented manner. The Division also manages land use data for the City and supports the Environm ental Planning Commission, Development Review Committee, and Administrative Zoning and Subdivision Committee hearings.
MAJOR DIVISION CHANGES
• General Operating Fund:
Legal Services: $50,000
Provides increased funding for legal services related to development projects, planning policy development, and planning related laws, regulations, and implementation.
• Development Services Fund:
Planning Contract Services: $175,000
Provides increased funding for contract consultants to provide assistance to Planning staff in reviewing complex development projects.
Planning Legal Services: $125,000
Provides increase d funding for legal services related to development projects, planning policy development, and planning related laws, regulations, and implementation.
Memberships, Dues, and Filing Fees: $5,500
Provides increased funding for annual memberships for American Planning Association (APA), US Green Building Council, American Institute of Certified Planners, and others.
4-56
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
20 22.38 *2 21.38 *4
TOTAL POSITIONS 20 *1 22.38 *3 21.38
*1
*2
*3
*4
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,329,517 3,406,480 3,396,864
3,307 0 0
1,142,592 1,819,548 1,746,338
3,475,415 5,226,028 5,143,202
1,907 45,515 45,515
1,446 0 0
912 0 0
210,977 392,892 742,892
5,322 185,000 25,500
220,564 623,407 813,907
25,000 0 0
TOTAL EXPENDITURES $ 3,720,979 5,849,435 5,957,109
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ (360) 15,100 15,100
1,100,648 875,000 1,005,000
TOTAL REVENUES $ 1,100,288 890,100 1,020,100
General Service Charges
EXPENDITURES
Materials and Supplies
Benefits
Salaries
Wages
TOTAL PERSONNEL
General Licenses & Permits
REVENUES
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Transfer of an Assistant Community Development Director position to the Housing Department.
In addition there are the following limited-period positions: Senior Planner and Asst/Associate Planner.
COMMUNITY DEVELOPMENT - PLANNING
POSITIONS
Total Regular
DIVISION SUMMARY
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. 4-57
COMMUNITY DEVELOPMENT—ECONOMIC DEVELOPMENT
DIVISION SUMMARY
DIVISION MANAGER—ECONOMIC VITALITY MANAGER
DIVISION OVERVIEW
Economic Vitality focuses on fostering a solutions -based approach that supports the diverse business ecosystem within Mountain View. Economic Vitality staff seek forward thinking policies, partnership opportunities, and establishing programs that are responsive to business needs. The team works across divisions and departments within the City as an advocate for helping businesses thrive in the City. Staff are frequently the first point of contact for entrepreneurs, businesses and brokers seeking clarity in navigating City policies and processes. The division liaisons with the Mountain View Chamber of Commerce, NOVAWorks, Downtown Business Association and regional economic development programs.
The Economic Vitality Division is also responsible for staffing both the Downtown and Visual Arts Committees. The Division works closely with businesses, property owners, and developers. The Division is responsible for recruitment and retention of 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
• Shoreline Regional Park Community Fund:
Retail Vacancy Analysis and Support (limited-period): $10,000
Provides funding for consultant services to analyze and support the marketing, promotion, and development of vacant storefronts within the City.
4-58
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
2 2 3 *3
TOTAL POSITIONS 2 *1 2 *2 3
*1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 361,881 549,942 522,403
48,358 32,000 32,000
205,788 189,887 263,520
616,027 771,829 817,923
5,724 11,610 11,610
77,226 96,000 96,000
84,025 133,000 133,000
69,308 146,500 109,500
28,848 15,370 22,370
265,129 402,480 372,480
108,400 108,400 108,400
TOTAL EXPENDITURES $ 989,556 1,282,709 1,298,803
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ (1,200) 156,000 300,000
163,686 178,600 178,600
TOTAL REVENUES $ 162,486 334,600 478,600
Wages
Benefits
Interfund Expenditures
General Service Charges
REVENUES
General Licenses & Permits
Professional/Technical Services
Other Expenses
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
COMMUNITY DEVELOPMENT - ECONOMIC DEVELOPMENT
DIVISION SUMMARY
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
EXPENDITURES
In addition there is a limited-period 0.5 FTE Senior Administrative Assistant position.
Salaries
In addition there is a limited-period 0.75 FTE Business Development Specialist position.
Midyear addition of an Economic Development Strategist. 4-59
COMMUNITY DEVELOPMENT—BUILDING
DIVISION SUMMARY
DIVISION MANAGER—CHIEF BUILDING OFFICIAL
DIVISION OVERVIEW
The Building Division provides customer-focused services for code administration, plan review and field inspections of buildings to ensure a safe, accessible, and energy efficient environment throughout the community. The Division is primarily responsible for the review of all building construction -related applications for conformance to the adopted California Building and Fire Codes and other adopted City Codes to ensure safe and habitable structures within the City. The Building Division inspection serv ices help to ensure conformance to the adopted codes and adherence to 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 Feder al-related code questions, interpretations, and guidance.
MAJOR DIVISION CHANGES
• Development Services Fund:
Plan Check Examiner Position (1.0 FTE): $230,300
Provides funding for one Plan Check Examiner position. The position will address increased workload due to high volume of building permits in addition to complex new code adoption, policies, and standards.
Senior Permit Technician Position (1.0 FTE): $200,700
Provides funding for one Senior Permit Technician position. The position will address the increase in volume and complexity of development projects.
4-60
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
20.25 20.62 *1 22.62 *2
TOTAL POSITIONS 20.25 20.62 22.62
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,791,327 2,405,779 2,834,085
43,382 0 0
983,124 1,429,519 1,568,421
2,817,833 3,835,298 4,402,506
22,628 35,515 35,515
5,646 53,500 53,500
14,764 20,000 20,000
2,211,137 1,510,000 1,510,000
5,271 38,855 23,855
2,259,446 1,657,870 1,642,870
25,000 0 0
21,633 39,000 42,000
TOTAL EXPENDITURES $ 5,123,912 5,532,168 6,087,376
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 4,993,198 7,075,000 7,125,000
4,181,865 3,580,000 3,580,000
TOTAL REVENUES $ 9,175,063 10,655,000 10,705,000
COMMUNITY DEVELOPMENT - BUILDING
DIVISION SUMMARY
General Licenses & Permits
General Service Charges
Total Regular
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
POSITIONS
REVENUES
Interfund Expenditures
EXPENDITURES
Salaries
Wages
Addition of 0.37 Executive Assistant position.
Addition of a Senior Permit Technician and a Plan Check Examiner. 4-61
NOTES
(This page intentionally left blank)
4-62
BUD/OC-CS FY2023-24
COMMUNITY SERVICES DEPARTMENT
FISCAL YEAR 2023-24 POSITION TOTALS: 93.0 Full-Time
3.25 Regular Part-Time
PERFORMING ARTS
1 Performing Arts Manager
(Theresa Yvonne)
1 Performing Arts Supervisor
1 Performing Arts
Coordinator
Marketing Services
1 Performing Arts Supervisor
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 Senior Administrative
Assistant
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
10 Parks Maint. Worker I/II
FORESTRY AND ROADWAY
LANDSCAPE
1 Forestry and Roadway
Manager (Vacant)
1 Office Assistant
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 Administrative Assistant
Youth Development
(Preschool, Elementary, Teens)
1 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
3 Recreation Coordinator
1 Parks Maintenance
Worker III
Contract Classes, Volunteers,
Front Desk,
Marketing/Sponsorships
0.7 Recreation Supervisor
0.8 Recreation Coordinator
1 Program Assistant
1 Office Assistant
Facilities
0.05 Parks Supervisor
0.75 Senior Recreation
Coordinator
ADMINISTRATION
1 Senior Management Analyst
1 Open Space Planner
1 Executive Assistant
COMMUNITY SERVICES DIRECTOR
(John R. Marchant)
1 Assistant Community Services Director (Brenda Sylvia )
SHORELINE GOLF LINKS AND
MICHAELS RESTAURANT
0.1 Parks Supervisor
SHORELINE
1 Shoreline Manager
(Brady Ruebusch)
0.85 Parks Supervisor
1 Senior Administrative
Assistant
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
1 Assistant Community Services Director (Vacant)
4-63
COMMUNITY SERVICES
DEPARTMENT SUMMARY
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 strengthen 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 commercial 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, roadway 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) 4-64
COMMUNITY SERVICES
DEPARTMENT SUMMARY
• 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 rentals at the Community Center, Senior Center, The View Teen Center, Mountain View Sports Pavilion, Whisman Spor ts 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 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Developed and adopted the Shoreline Wildlife Management Plan to ensure the protection of habitat for wildlife within Shoreline at Mountain View and other ecologically important areas in the North Bayshore area.
• Completed the Shoreline Sailing Lake Improvement Project, which included establishing erosion control, replacing the dock, buil ding a kayak launch and installing a sediment barrier/pier, in conjunction with the Public Works Department.
• Completed phase one of creating additional pollinator habitat to expand biodiversity at Shoreline at Mountain View and began phase two, utilizing a grant and volunteer support to perform the project.
• Completed construction and hosted a grand opening for Pyramid Park, in conjunction with the Public Works Department.
• Supported the design of the Middlefield Park Master Plan and North Bayshore M aster Plan, in conjunction with the Community Development and Public Works Departments.
• Implemented adjustments to citywide irrigation practices in response to the 2021 irrigation audit findings and ongoing drought conditions.
4-65
COMMUNITY SERVICES
DEPARTMENT SUMMARY
• Supported the purchase of multiple properties Citywide to be developed into new parks, in conjunction with the Public Works Department.
• Implemented a Pickleball Pilot program at Rengstorff Park by adding six pickleball courts with blended lines to tennis courts three and four, with designated times for pickleball and tennis play.
• Responded to a high volume of tree related issues caused by multiple winter storms, including ensuring safety of roadways by clearing fallen trees and debris, and maintaining damaged or fallen street, median and park trees.
• Registered a record number of participants for Recreation classes and camps, receiving the highest enrollment and revenue for each season to date.
• Collaborated with the non -profit organization Canopy to host Arbor Day activities at Pioneer Park including a Mayor’s tree planting.
• Transformed the previous Thursday Night Live series into an 18-week Concert on the Plaza series to provide further activation of Civic Center Plaza.
• Implemented and expanded citywide Speci al Events including Monster Bash, Community Tree Lighting Celebration, KidStock, Concerts on the Plaza, and Outdoor Movie Nights, and brought back July 4th Fireworks at Shoreline Amphitheatre.
• Continued to coordinate and support the closure of the 100 through 300 blocks of Castro Street , interim improvements, and outdoor design guidelines in conjunction with the Public Works, Community Development, Fire and Police Departments.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Develop a Parks and Recreation Strategic Plan to increase access to parks and open space throughout the City, assess community needs and current programming, and review and identify funding strategies for future parks and open space needs, in conjunction with the Public Works and Community Development Departments.
• Develop a citywide Biodiversity Strategy to define biodiversity requirements for landscaping in Mountain View, in conjunction with the Community Development and Public Works Departments.
• Incorporate the goals and objectives of the Community Tree Master Plan into a new citywide Biodiversity Strategy and Urban Forest Plan which will include a review of existing policies, ordinances and guidelines for planning and development.
• Develop a Dark Skies ordinance in conjunction with the Public Works and Community Development departments.
• Revitalize Gateway Park in conjunction with the Public Works department.
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department. 4-66
COMMUNITY SERVICES
DEPARTMENT SUMMARY
• Review and update the Shoreline Regional Park Community Shoreline Area Plan in conjunction with the Community Development and Public Works Departments, City Attorney’s Office, and City Manager’s Office.
• Support the completion of improvements to parks and facilities, including Cuesta Park and Sylvan Park, in conjunction with the 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, in conjunction with Community Development and Public Works Departments.
• 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, in conjunction with Public Works Department.
• Support the construction and completion of the Rengstorff Park Aquatic s Center Replacement Project, in conjunction with the Public Works Department and prepare for a grand opening and operations of the new facility.
• Review the Home Company Program at the Mountain View Center for the Performing Arts and bring forward suggested changes to the program from the Performing Arts Committee to City Council. • 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
• Support the design of the Middlefield Park Master Plan and North Bayshore Master Plan, 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 Mall can be designed and constructed, in conjunction with the Public Works, Community Development, and Police Departments.
• Renovate greenside bunkers at Shoreline Golf Links to reshape, line, and add new sand to improve course playability.
• 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.
• Support the Pickleball Court Preliminary Study and Design process, in conjunction with the Public Works Department
• Continue supporting the implementation of the recommendations from the Matrix Consulting Group study on enhancements to the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Public Works, Fire, Community Development, Finance and Administrative Services, and Information Technology Departments and City Attorney’s Office.
4-67
COMMUNITY SERVICES
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Administration:
1. Number of open space acres per
1,000/population:
Including North Bayshore Area 13.5 13.5 >3 13.5 >3
Excluding North Bayshore Area 2.7(A) 2.8(A) >3 2.8(A) >3 Center for the Performing Arts:
2. Number of use days(B) 79(C) 376 >240 214 >300
3. Number of performances 77(C) 396 >195 217 >300
4. Percentage of clients surveyed who rate
the theatre experience as “very good” or
“outstanding”
100%
97%
>90%
100%
>90%
5. Percentage of patrons surveyed who say
they enjoyed their experience at the
MVCPA
N/A(D)
N/A(D)
>90%
N/A(D)
>90%
Shoreline:
6. Number of Rengstorff House rentals 22 (C) 454 >350 155 >350 Shoreline Golf Links:
7. Number of paid rounds of golf 79,355 82,223 >78,256 38,774 >79,108
8. Number of tournament rounds 4,657(C) 5,197 >5,125 2,674 >5,125
9. Number of memberships 508(C) 679 >740 321 >528
Forestry:
10. Average maintenance cost per landscaped
median acre
$13,157
$11,222
<$14,000
$4,297(E)
<$14,000
11. Number of trees planted 180(C) 461 >256 43 >256
12. Number of trees trimmed 2,668 3,135 >2,700 1,499 >2,700 Parks and Open Space:
13. Average maintenance cost per park acre
(not including Shoreline at Mountain
View)
$23,769(F)
$23,022(F)
<$25,000
$19,047(G)
<$25,000
14. Average water consumption per park acre 749 units 610 units <850 units 457 units <850 units Recreation:
15. Percentage of class registrations
completed online (net, not including golf,
tennis, drop-in or lap swim)
89%
88%
>70%
86%
>70%
16. Number of participants registered in
Recreation classes
6,834(C)
8,709
>7,000
7,902
>8,500
17. Number of facility rental bookings/hours:
Community Center 5,930(C) 9,472 >6,000 3,254 >6,000
Senior Center 130(C) 1,289 >750 377 >750
Adobe Building 0(C) 594 >400 753 >700
Gyms 479(C) 3,961 >2,200 2,500 >5,000
Athletic Fields 21,323(C) 29,053 >25,000 14,709 >30,000
18. Barbecue Rentals 2,408(C) 9,372 >6,000 6,232 >6,500
19. Annual Citywide volunteer hours 7,845(C) 22,213 >15,000 17,506 >30,000 4-68
COMMUNITY SERVICES
DEPARTMENT SUMMARY
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
20. Number of Lap Swim participants 22,550(C) 25,693 >20,000 14,042 >25,000
21. Number of swim lesson participants 242(C) 1,994 >1,500(H) 2,170 >1,800
22. Number of meals served through the
Senior Center Nutrition Program
46,307
53,640
>30,000
18,800
>30,000
23. Number of summer camp participants 174(C) 1,045 >>1,200 1,950 >1,800
24. Number of preschool participants 36(C) 48 >40 49 >40
25. Number of participants in contract classes 1,872(C) 4,290 >3,200 3,035 >4,000
26. Number of attendees participating at teen
programs and events
812(C)
6,102
>4,000
3,251
>5,000
27. Number of permits and use notifications
for events
16(C)
144
>60
90 >125
_________________________
(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.
(D) 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. (E) Forestry Division shifted operations in FY22-23 to include new contract and less City staff leading to initial savings in maintenance. Staff will monitor to determine continued costs as operations ramp up with contractor. (F) 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.
(G) Parks and Open Space Division shifted operations in FY22 -23 to include new staffing model for Downtown maintenance. Parks performance measures and maintenance operations will be evaluated through Parks and Recreation Strategic Plan process.
(H) Target adjusted due to Rengstorff Park Pool being closed for construction from winter 2022 through summer 2023.
4-69
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 2 *4
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 3 *2 3
1 1 1
4 4 5 *5
1 1 1
5 5 4 *5
5 5 5
0.75 0 *3 0
5 6 *3 7 *4
1 1 1
1 1 1
4 4 4
12 12 12
24 24 26 *6
Supervising Parks and Open Space Worker 1 1 1 Parks and Open Space Worker I/II 2 2 2
1 1 1
Open Space Planner 0 0 1 *4
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 91.25 96.25
46.05 46.04 55.84
TOTAL POSITIONS 136.55 *1 137.29 152.09
*1
*2
*3
*4
*5
*6
Tree Trimmer I/II
Administrative Assistant
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
Executive Assistant
Senior Administrative Assistant
Addition of an Assistant Community Services Director, Recreation Coordinator, and Open Space Planner.
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
DEPARTMENT SUMMARY
Assistant Community Services Director
Performing Arts Coordinator
Recreation Supervisor
Senior Recreation Coordinator
Volunteer Coordinator
Midyear addition of two Parks Maintenance Worker I/II positions.
Addition of a 0.50 FTE Performing Arts Supervisor position.
Reclassification of a Recreation Coordinator position to Parks Supervisor.
Forestry Coordinator
Reclassification of the Volunteer Coordinator position to Recreation Coordinator and addition of 0.25 FTE.
Recreation Leader II
Wildlife Preservation Coordinator
TOTAL PART-TIME HOURLY
TOTAL REGULAR
Recreation Specialist
4-70
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 896,154 1,095,533 1,724,727
1,754,808 1,948,058 2,021,461
1,802,408 2,067,374 2,183,232
Shoreline Golf Links/Restaurant 3,308,181 3,638,701 4,236,800 3,438,869 2,903,538 2,923,863
6,898,636 10,018,358 10,617,866
5,821,540 6,946,027 8,494,410
TOTAL EXPENDITURES $ 23,920,597 28,617,589 32,202,359
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 15,244,683 18,572,666 20,656,528
8,068,482 9,344,923 10,920,831
113,470 116,000 0
493,963 584,000 625,000
TOTAL EXPENDITURES $ 23,920,597 28,617,589 32,202,359
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 16,501,409 20,107,686 22,701,182
197,615 10,000 150,000
3,308,181 3,638,701 4,236,800
3,913,393 4,861,202 5,114,377
TOTAL FUNDING $ 23,920,597 28,617,589 32,202,359
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,550 3,000 3,000
800,735 938,600 985,150
1,015,107 0 0
184,200 134,000 75,000
2,126,729 1,846,700 2,448,700
3,026,299 2,981,000 3,120,500
757,026 1,404,000 1,808,800
305,517 258,400 349,600
758,134 562,600 688,600
55,000 55,000 114,000
TOTAL REVENUES $ 9,031,297 8,183,300 9,593,350
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
Interfund Revenue Transfers
Rents & Leases
Local Intergovernmental Revenue
Recreation Service Charges
Golf Course Service Charges
General Service Charges
Miscellaneous Revenue
Restaurant Revenue
Federal Intergovernmental Revenue
Community Services Administration
Performing Arts
Shoreline
DEPARTMENT DIVISIONS
Salaries Wages and Benefits
Recreation
EXPENDITURE SUMMARY
Forestry and Roadway Landscape
Parks and Open Space
DEPARTMENT SUMMARY
COMMUNITY SERVICES
4-71
COMMUNITY SERVICES—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—COMMUNITY SERVICES DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the management of the Community Services Department. Th e Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
MAJOR DIVISION CHANGES
• General Operating Fund:
Assistant Community Services Director (1.0 FTE): $321,600
Provides funding for one Assistant Community Services Director position. The position will oversee the Recreation and Performing Arts Divisions, assist with special projects, and serve as liaison to the Parks and Recreation Commission.
Open Space Planner Position (0.85 FTE): $191,900
Provides funding for one Open Space Planner position. The position will work on projects relating to the environment, recreation, landscape, and parks. The remaining 0.15 FTE is located in the Shoreline Regional Park Community Fund.
Employee Wellness and Team Building: $18,700
Provides new funding for employee wellness and team building events.
• Shoreline Regional Park Community Fund:
Open Space Planner Position (0.15 FTE): $33,900
Provides funding for the Shoreline Regional Park Community Fund’s portion of the Open Space Planner position described in the General Operating Fund section above.
4-72
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
3.80 3.80 5.80 *1
TOTAL POSITIONS 3.80 3.80 5.80
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 591,364 667,777 1,068,870
283,845 323,603 533,054
875,208 991,380 1,601,924
8,215 7,183 25,833
0 250 250
9,266 81,735 81,735
3,465 14,985 14,985
20,946 104,153 122,803
TOTAL EXPENDITURES $ 896,154 1,095,533 1,724,727
TOTAL PERSONNEL
Materials and Supplies
Addition of an Assistant Community Services Director and Open Space Planner.
COMMUNITY SERVICES - ADMINISTRATION
EXPENDITURES
Salaries
Benefits
POSITIONS
Total Regular
DIVISION SUMMARY
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-73
COMMUNITY SERVICES—PERFORMING ARTS
DIVISION SUMMARY
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 pe rformances with a mix of community and regional artists. The Center provides a well-maintained and well-equipped facility; technical service support; computerized ticket sales operation; marketing and publication support; house management; and a volunteer usher corps for all performances.
4-74
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
8.50 9 *2 9
1.67 1.67 1.67
TOTAL POSITIONS 10.17 *1 10.67 10.67
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 861,416 1,015,336 1,051,375
171,676 164,876 169,196
541,263 592,599 625,643
1,574,356 1,772,811 1,846,214
18,418 39,397 39,397
25,595 71,700 71,700
266 450 450
42,174 51,800 51,800
5,587 11,900 11,900
92,040 175,247 175,247
88,412 0 0
TOTAL EXPENDITURES $ 1,754,808 1,948,058 2,021,461
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 336,590 387,200 424,500
1,015,107 0 0
190,562 167,900 241,100
226,883 154,100 281,100
TOTAL REVENUES $ 1,769,141 709,200 946,700
Salaries
Federal Intergovernmental Revenue
In addition there is a limited-period 0.50 FTE Communications Coordinator position.
Addition of 0.50 FTE Performing Arts Supervisor.
Wages
Benefits
TOTAL PERSONNEL
Other Expenses
Materials and Supplies
General Service Charges
Rents & Leases
Miscellaneous Revenue
COMMUNITY SERVICES - PERFORMING ARTS
POSITIONS
EXPENDITURES
Total Regular
Total Part-Time Hourly
DIVISION SUMMARY
Capital Outlay
Maintenance and Operations
Utilities
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
REVENUES
4-75
COMMUNITY SERVICES—SHORELINE
DIVISION SUMMARY
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:
Shoreline Park Improvements (limited-period): $75,000
Provides funding for Shoreline Regional Park Community improvements related to the 40 - year anniversary celebration.
Gas and Electricity Cost Increase: $7,100
Provides increased funding for higher gas and electricity costs.
ActiveNet Contract: $5,500
Provides increased funding for ActiveNet annual subscription fee as described in the General Operating Fund section above.
Reclassification of Recreation Supervisor to Parks Supervisor: $1,000
Provides funding to reclassify one Recreation Supervisor position to Parks Supervisor. The reclassification will better align the position with the responsibilities and department needs at Shoreline.
4-76
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
8.79 8.45 *1 8.45
3.48 3.31 *2 3.31
TOTAL POSITIONS 12.27 11.76 11.76
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 803,307 872,375 916,983
92,316 200,092 208,041
512,804 558,217 591,918
1,408,427 1,630,684 1,716,942
46,798 61,000 61,000
49,022 45,400 50,900
80,302 182,300 189,400
194,434 68,600 68,600
3,810 6,390 81,390
374,366 363,690 451,290
0 59,000 0
19,614 14,000 15,000
TOTAL EXPENDITURES $ 1,802,408 2,067,374 2,183,232
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 297,612 359,000 304,000
40 5,000 5,000
76,270 50,000 50,000
275 0 0
TOTAL REVENUES $ 374,197 414,000 359,000
EXPENDITURES
Wages
Materials and Supplies
Utilities
TOTAL PERSONNEL
General Service Charges
Miscellaneous Revenue
REVENUES
Rents & Leases
Recreation Service Charges
Salaries
Benefits
Maintenance and Operations
COMMUNITY SERVICES - SHORELINE
DIVISION SUMMARY
POSITIONS
Total Regular
Total Part-Time Hourly
Transfer of 0.35 FTE to the Parks and Open Space Division and addition of 0.01 FTE to a Recreation Coordinator position.
Transfer of hours to the Parks and Open Space Division.
Interfund Expenditures
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
4-77
COMMUNITY SERVICES—SHORELINE GOLF LINKS/RESTAURANT
DIVISION SUMMARY
DIVISION MANAGER—SHORELINE MANAGER
DIVISION OVERVIEW
Shoreline Golf Links is the City’s 18- hole golf course, open for 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 $124,500 increased revenue): $197,900
Provides increased funding for personnel -related costs ($170,650), incentive management fee ($36,250), materials and supplies ($6,700), and other operating costs ($1,100), offset by reductions to contracts ($16,700) and utilities ($100).
• Shoreline Restaurant Fund:
Net Operating Changes (offset by $404,400 increased revenue): $399,800
Provides increased funding for personnel -related costs ($ 211,600), other operating costs ($169,000), contracts ($21,900), and utilities ($1,650), offset by reductions to materials and supplies ($4,350).
4-78
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
0.30 0.30 0.30
TOTAL POSITIONS 0.30 0.30 0.30
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 60,646 65,226 69,636
31,831 34,078 35,058
92,477 99,304 104,694
194,225 233,795 236,192
153,887 203,320 197,403
678,267 699,645 736,591
1,766,244 1,857,107 2,281,129
423,080 532,830 678,791
3,215,704 3,526,697 4,130,106
0 11,700 0
0 1,000 2,000
TOTAL EXPENDITURES $ 3,308,181 3,638,701 4,236,800
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 3,026,299 2,981,000 3,120,500
757,026 1,404,000 1,808,800
51,393 20,000 0
TOTAL REVENUES $ 3,834,718 4,405,000 4,929,300
Miscellaneous Revenue
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
EXPENDITURES
Salaries
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
Benefits
Materials and Supplies
Other Expenses
4-79
COMMUNITY SERVICES—FORESTRY AND ROADWAY LANDSCAPE
DIVISION SUMMARY
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:
City Utility Cost Increase: $29,000
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments.
Gas and Electricity Cost Increase: $18,100
Provides increased funding for higher gas and electricity costs.
• Shoreline Regional Park Community Fund:
City Utility Cost Increase: $9,300
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments.
4-80
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 20 9 *1 9
Total Part-Time Hourly 1.05 0 *2 0
TOTAL POSITIONS 21.05 9 9
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,472,726 973,963 993,648
37,013 0 0
970,980 679,675 667,865
2,480,719 1,653,638 1,661,513
67,854 30,161 30,161
6,236 9,600 9,600
591,601 669,000 707,300
144,717 412,414 378,564
2,670 7,725 7,725
813,078 1,128,900 1,133,350
145,073 121,000 129,000
TOTAL EXPENDITURES $ 3,438,869 2,903,538 2,923,863
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,550 3,000 3,000
109,200 0 0
20,531 20,100 19,500
4,000 0 0
55,000 0 59,000
TOTAL REVENUES $ 191,281 23,100 81,500
Maintenance and Operations
Utilities
Professional/Technical Services
Interfund Revenue Transfers
REVENUES
Fines and Forfeitures
General Service Charges
Miscellaneous Revenue
DIVISION SUMMARY
COMMUNITY SERVICES - FORESTRY AND ROADWAY LANDSCAPE
POSITIONS
EXPENDITURES
Local Intergovernmental Revenue
TOTAL SUPPLIES AND SERVICES
Salaries
Wages
Benefits
TOTAL PERSONNEL
Interfund Expenditures
Other Expenses
Transfer of 11 positions to the Parks and Open Space Division.
Transfer of hours to the Parks and Open Space Division.
Materials and Supplies
4-81
COMMUNITY SERVICES—PARKS AND OPEN SPACE
DIVISION SUMMARY
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:
Castro Street Pedestrian Mall: $55,000
Provides new funding for pressure washing services for the Castro Street Pedestrian Mall.
Gopher Control: $20,000
Provides funding to continue gopher control services at City parks. The impact of gopher holes has led to concerns about the safety and usability of the turf.
City Utility Cost Increase: $9,400
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments.
Janitorial Services: $6,000
Provides increased funding for janitorial services for City facilities due to cost increase associated with the new janitorial services contract.
• Shoreline Regional Park Community Fund:
City Utility Cost Increase: $20,400
Provides increased funding for City utility services used by City departments based on usage and utility rate adjustments.
Janitorial Services: $2,800
Provides increased funding to continue daily cleaning services for park restrooms by the City’s janitorial provider due to cost increase from the new janitorial services contract.
Gas and Electricity Cost Increase: $1,700
Provides increased funding for higher gas and electricity costs. 4-82
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
30 41.35 *1 43.35 *3
4.14 5.35 *2 5.35
TOTAL POSITIONS 34.14 46.70 48.70
*1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,876,215 4,152,257 4,462,956
95,088 319,875 332,688
1,820,827 2,668,800 2,768,680
4,792,129 7,140,932 7,564,324
247,320 297,575 307,575
7,282 241,724 250,490
1,460,624 1,771,432 1,802,932
49,234 110,398 209,248
18,109 45,297 45,297
1,782,568 2,466,426 2,615,542
323,939 411,000 438,000
TOTAL EXPENDITURES $ 6,898,636 10,018,358 10,617,866
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
Local Intergovernmental Revenue $ 0 59,000 0
230,458 214,500 214,500
0 55,000 55,000
TOTAL REVENUES $ 230,458 328,500 269,500
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
Transfer of 11 positions from the Forestry and Roadway Landscape Division and 0.35 FTE from the Shoreline Division.
Miscellaneous Revenue
Interfund Expenditures
DIVISION SUMMARY
COMMUNITY SERVICES - PARKS AND OPEN SPACE
POSITIONS
REVENUES
Transfer of hours from the Forestry and Roadway Landscape Division and the Shoreline Division.
Midyear addition of two Parks Maintenance Worker I/II positions. 4-83
COMMUNITY SERVICES—RECREATION
DIVISION SUMMARY
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 te ens; 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:
Rengstorff Park Aquatics Center: $383,300
Provides new funding for hourly wages, operations, utilities, and supplies related to the new Rengstorff Park Aquatics Center. The total increase of $908,900 is offset by $525,600 in savings in wages and anticipated new revenue.
Recreation Coordinator Position (1.0 FTE): $175,300
Provides funding for one full-time Recreation Coordinator position. The position will support programs and operations at the new Rengstorff Park Aquatics Center.
Castro Street Pedestrian Mall: $38,500
Provides new funding for programming for the Castro Street Pedestrian Mall.
ActiveNet Contract: $34,500
Provides increased funding to continue usage of online software for class and camp registrations, facility reservations, memberships, and various other financial transactions.
Special Events: $24,700
Provides increased funding for special events such as the Multicultural Festival, Monster Bash, Tree Lighting, and Concerts on the Plaza. The total increase of $32,700 is offset by $8,000 in anticipated new revenue.
Gas and Electricity Cost Increase: $17,000
Provides increased funding for higher gas and electricity costs. 4-84
COMMUNITY SERVICES—RECREATION
DIVISION SUMMARY
Lunar New Year Event: $16,000
Provides new funding for advertising, event supplies and materials, contracted performances, and tent and outdoor stage for the annual Lunar New Year event.
Janitorial Services: $5,100
Provides increased funding for janitorial services for City facilities due to cost increase associated with the new janitorial services contract.
Reclassification of Office Assistant I hours to Office Assistant: $3,600
Provides funding to reclassify budgeted hours from Office Assistant I to Office Assistant. The Office Assistant I classification was eliminated in Fiscal Year 2022-23.
• General Non-Operating Fund:
Winter Holiday Event (limited-period): $150,000
Provides funding for holiday celebrations and enhanced decorations for the community.
4-85
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
19.11 19.35 *1 20.35 *2
35.71 35.71 45.51 *3
TOTAL POSITIONS 54.82 55.06 65.86
*1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,587,354 2,073,261 2,267,960
1,374,595 1,833,760 2,425,717
1,059,418 1,376,896 1,467,240
4,021,366 5,283,917 6,160,917
268,137 270,057 349,054
381,476 288,539 556,230
295,810 337,083 504,083
751,973 658,274 856,874
72,383 25,857 26,252
1,769,780 1,579,810 2,292,493
25,058 45,300 0
5,337 37,000 41,000
TOTAL EXPENDITURES $ 5,821,540 6,946,027 8,494,410
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 166,533 192,400 256,650
75,000 75,000 75,000
2,126,689 1,841,700 2,443,700
18,155 20,400 39,000
245,125 174,000 193,000
$ 2,631,502 2,303,500 3,007,350
Addition of hours for the Rengstorff Aquatics Center.
Capital Outlay
TOTAL SUPPLIES AND SERVICES
Other Expenses
COMMUNITY SERVICES - RECREATION
POSITIONS
Professional/Technical Services
DIVISION SUMMARY
Total Regular
Total Part-Time Hourly
EXPENDITURES
Benefits
Wages
Maintenance and Operations
Salaries
Utilities
Materials and Supplies
TOTAL PERSONNEL
Addition of a Recreation Coordinator position.
Addition of 0.24 FTE to a Recreation Coordinator position.
Interfund Expenditures
Recreation Service Charges
REVENUES
General Service Charges
TOTAL REVENUES
Miscellaneous Revenue
Local Intergovernmental Revenue
Rents & Leases
4-86
BUD/OC-FASD FY2023-24
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2023-24 POSITION TOTALS: 37.0 Full-Time
1.0 Regular Part-Time
1.0 Limited-Period
PURCHASING AND SUPPORT
SERVICES
1 Purchasing and Support
Services Manager
(Ann Mehta)
1 Senior Administrative
Assistant
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
0.3 Principal Financial
Analyst
Revenue
0.5 Principal Financial
Analyst
1 Financial Analyst I/II
1 Financial Analyst I/II
(Limited-Period)
2 Accounting Technician
2 Account Clerk I/II
2 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
(Sheryl Higa)
1 Analyst I/II
ADMINISTRATION
0.2 Principal Financial Analyst
1 Executive Assistant
FINANCE AND ADMINISTRATIVE SERVICES DIRECTOR
(Derek Rampone)
Assistant Finance and Administrative
Services Director
(Grace Zheng)
1 4-87
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
DEPARTMENT MISSION STATEMENT
Financial stewardship through collaboration, transparency, and quali ty service.
DEPARTMENT OVERVIEW
The Finance and Administrative Services Department is responsible for administration of the financial affairs and internal support activities of the City; provi ding 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, the department processes payroll, accounts receivable, utility billings, all City revenues, accounting entries, accounts payable, financial reporting, purchase orders, labor compliance, Council reports and other documents, and Wor kers’ Compensation and property loss claims. The department is also responsible for warehousing and central receiving, copying and printing, 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 speci al 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.
• Provide efficient and effective centralized purchasing services, as required by the City Charter and City Code, and maximum returns on the sale of surplus property. (M 10, 11) 4-88
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
• 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 insurance coverage for catastrophic loss. (M 15, 16, 17)
FISCAL YEAR 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Completed required reporting for the American Rescue Plan Fiscal Recovery Funds Program and assisted in allocating 2
nd year of funding.
• 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 numerous projects, including the Google Master Plan, Castro Pedestrian Mall project, property purchase and management lease agreement for 909/917 San Rafael and Water and Wastewater Rate Study, and the Public Safety Building financing strategies.
• Continued to maintain detailed supporting documentation for COVID-19-related expenditures and submitted claims for reimbursement to the Federal Emergency Management Agency (FEMA).
• Completed the RFP process and selected a new vendor for Space Planning services, in conjunction with the Public Works Department.
• Assisted in the transition of new City logo and font on City letterhead, reports, and other documents, in conjunction with the City Manager’s Office.
• Received the Government Finance Officers Association ’s Award for Excellence in Financial Report ing and Distinguished Budget Presentation Award.
• Refinanced the 2011 Shoreline Regional Park Community Revenue Bonds achieving budget savings.
• Received the National Procurement Institute’s Award for Excellence in Procurement.
• Assisted the C ity Manager’s Office to implement the City’s Wage Theft Ordinance in conjunction with the annual Business License Renewal process.
• Finished reviewing and analyzing all existing lease agreements of the City and successfully implemented 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 .
• Successfully integrated the Low Income Household Water Program (LIHWAP) into the City’s utility billing process, which allows customers to apply for one -time water and wastewater utility credits through a federally funded program.
4-89
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
• Successfully assisted the Housing Division to implement the Mobile Housing Rent Stabilization Ordinance Space Rental Fees.
• Added a new broker authorized to engage in investment transactions with the City.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Prepare a Citywide update to the Cost Allocation Plan and Master Fee Schedule, including fees related to the Development Services Fund.
• Explore the feasibility of a potential 2024 revenue measure in conjunction with the City Manager’s Office.
• Implement labor compliance software to track and ensure compliance with federal, state, and local prevailing wage requirements for payment requests on public projects submitted by City’s contractors.
• Complete RFP and begin implementation of new 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.
• Complete a RFP for Institutional Custody Services which include the settlement, safekeeping and reporting of the City’s investments.
• Research feasibility of obtaining more advantageous insurance pool options for general liability, property, and related insurance risk transfer.
• Assist Housing Department to close housing loan for 87 East Evelyn .
• Prepare the Request For Proposal to select City’s external auditor .
• Implement any financial system version upgrade.
• Assist Public Works Department for the upcoming Water, Wastewater, and Solid Waste Fee Study Projects.
• Continue supporting the implementation of the recommendations from the Matrix Consulting Group study on enhancements to the development review process, inclu ding streamlining process improvements and implementation of technology, in conjunction with the Public Works, Fire, Community Development, Community Services and Information Technology Departments and City Attorney’s Office.
• Assist the Human Resources Department in implementation of the Parental Leave Policy and the Employee Loan Program.
• Update Council Policies A-10 and A-11.
4-90
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Financial Management:
1. Accuracy of final budget numbers—
percentage of budget corrections
needed due to error.
0.1%
0.1%
<2%
0.5%
<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%
83.3%
>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.
0.03%
0.0%(A)
<2%
0.0%(A)
<2%
Accounting:
4. Percentage of correcting accounting
entries to total accounting entries.
4%
4%
<10%
3%
<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%
6. Cost of Accounts Payable processing as
a percentage of total dollars spent.
0.2%
0.2%
<1%
0.2%
Discontinued
7. Cost per payroll check issued (cost of
payroll operation to total paychecks
issued).
$30.60
$25.01
<$32.00
$26.13
Discontinued
8. Percentage of reissued payroll checks
due to errors versus total issued.(B)
0.0%
0.0%
<1%
0.0%
<1%
9. Payroll checks issued. 19,316 20,461 21,500 10,757 Discontinued Purchasing and Support Services:
10. Cost of procurement services as a
percentage of total dollars spent.
3%
2%
<5%
2%
Discontinued
11. Percentage of time purchase orders are
issued timely.
89%
93%
>89%
93%
>89%
12. Percentage of time City Council
documents are completed timely.
98%
100%
>90%
99%
>90%
13. Percentage of time non-City Council
documents are completed timely.
99%
100%
>90%
99%
>90%
14. Percentage of time Copy Center
documents are completed timely.
92%
99%
>90%
98%
>90%
Risk Management:
15. Percentage of Workers’ Compensation
program costs to total payroll.
2.1%
1.9%
<5%
Reported
Annually
Discontinued
4-91
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
16. Percentage of hours lost to
occupational injury compared to total
hours worked.
0.9%
1.1%
<2.5%
Reported
Annually
<2.5%
17. Percentage of dollars recovered
compared to expenditures paid to
repair damage to City property.
95%
89%
>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.”
4-92
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 2 *1 2
1 1 1
3 2 *1 2
2 1 *1 1
1 1 1
1 2 *2 2
1 2 *1 2
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 2 *3
1 1 1
36.50 37.50 38
0.30 0.30 0.30
TOTAL POSITIONS 36.80 37.80 38.30 *4
*1
*2
*3
*4
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,960,673 1,792,285 1,575,548
1,549,917 2,252,742 2,515,359
1,517,040 1,875,969 1,944,317
1,855,545 2,626,369 2,726,495
6,590,260 6,794,151 6,982,336
TOTAL EXPENDITURES $ 13,473,435 15,341,516 15,744,055
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.
Addition of 0.5 FTE Customer Service Representative.
In addition there is a limited-period Financial Analyst 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
Senior Administrative Assistant
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
4-93
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 5,970,736 7,859,096 7,977,885
7,466,270 7,400,420 7,728,170
22,973 47,000 0
13,456 35,000 38,000
TOTAL EXPENDITURES $ 13,473,435 15,341,516 15,744,055
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 6,054,636 7,878,336 8,129,568
560,968 370,727 130,000
5,000 32,500 62,500
637,348 764,653 944,937
3,044,123 2,592,500 2,592,500
26,856 127,250 127,250
3,144,504 3,575,550 3,757,300
$ 13,473,435 15,341,516 15,744,055
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
8,262 146,000 15,000
118,656 82,600 85,300
TOTAL REVENUES $ 126,917 228,600 100,300
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
4-94
FINANCE AND ADMINISTRATIVE SERVICES—ADMINISTRATION
DIVISION SUMMARY
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:
Memberships, Dues, and Filing Fees: $9,000
Provides increased funding for membership in Local Agency Formation Commission, League of California Cities, National League of Cities, and other memberships due to cost increases.
Employee Wellness and Team Building: $7,500
Provides new funding for employee wellness and team building events.
Reallocate Principal Financial Analyst Position: $(50,900)
Transfers a portion of the funding for a Principal Financial Analyst position in the Revenue section from the General Fund to the Utility Funds. The new allocation more accurately reflects the duties and responsibilities of the position as they relate to utility billing and revenue collection.
• General Non-Operating Fund:
Fee Study (limited-period): $100,000
Provides funding for an outside consultant to conduct a Citywide fee study.
Graphic Design Consultant (limited-period): $30,000
Provides funding for contract services of a graphic design and video consultant for budget document, Annual Comprehensive Financial Report, and other financial documents.
4-95
FINANCE AND ADMINISTRATIVE SERVICES—ADMINISTRATION
DIVISION SUMMARY
• Shoreline Regional Park Community Fund:
Consultant Services (limited-period): $30,000
Provides funding for consultant services to assist with financial analysis related to the Shoreline Regional Park Community.
4-96
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
3.50 3.45 *1 3.20 *2
TOTAL POSITIONS 3.50 3.45 3.20
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 758,761 884,972 689,097
37,864 0 20,000
466,354 368,053 340,691
1,262,979 1,253,025 1,049,788
41,548 17,310 24,810
284,074 325,100 295,100
372,072 196,850 205,850
697,694 539,260 525,760
TOTAL EXPENDITURES $ 1,960,673 1,792,285 1,575,548
Materials and Supplies
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATION
DIVISION SUMMARY
Wages
Benefits
TOTAL PERSONNEL
EXPENDITURES
POSITIONS
Total Regular
Salaries
Transfer of 0.05 Principal Financial Analyst to Financial Management Division.
Transfer of 0.25 Principal Financial Analyst to Financial Management Division. 4-97
FINANCE AND ADMINISTRATIVE SERVICES—FINANCIAL MANAGEMENT
DIVISION SUMMARY
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 requested. 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 budgeting system and produces periodic financial status reports, including periodic 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 and debt issues.
The Revenue Section processes billing and collection for the City’s water, wastewater, and solid waste utilities; business licenses; transient occupancy tax 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: $143,000
Provides increased funding for credit card merchant fees for utility bills. The increased cost is due to increased usage of online bill pay and higher utility bill amounts.
Customer Service Representative Position (0.5 FTE): $72,200
Provides funding to increase a Customer Service Representative position from half- time to full-time. The position provides front-line customer service support relating to Utility Billing, Business License Tax, and Transient Occupancy Tax (TOT), building and development permits, and other City revenues.
Reallocate Principal Financial Analyst Position: $50,900
Transfers a portion of the funding for a Principal Financial Analyst position in the Revenue section from the General Fund to the Water Fund. The new allocation more accurately reflects the duties and responsibilities of the position as they relate to utility billing and revenue collection.
Financial Analyst ($216,900 offset by charges to CIPs): $0
Provides funding to backfill the Financial Analyst position for the utility implementation project.
4-98
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
10 10.05 *1 10.80 *2
TOTAL POSITIONS 10 10.05 10.80 *3
*1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 727,355 1,100,482 1,190,475
4,845 0 0
414,561 604,630 634,254
1,146,761 1,705,112 1,824,729
66,027 89,580 86,130
5,100 3,500 5,600
315,390 446,550 585,050
1,639 8,000 13,850
388,157 547,630 690,630
14,999 0 0
TOTAL EXPENDITURES $ 1,549,917 2,252,742 2,515,359
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 8,262 146,000 15,000
TOTAL REVENUES $ 8,262 146,000 15,000
FINANCE AND ADMINISTRATIVE SERVICES - FINANCIAL MANAGEMENT
DIVISION SUMMARY
REVENUES
Total Regular
Professional/Technical Services
Other Expenses
Benefits
TOTAL PERSONNEL
POSITIONS
TOTAL SUPPLIES AND SERVICES
Capital Outlay
EXPENDITURES
General Service Charge
Transfer of 0.05 Principal Financial Analyst from the Administration Division.
Transfer of 0.25 Principal Financial Analyst from the Administration Division and addition of 0.5 FTE Customer Service Representative.
In addition, there is a limited-period Financial Analyst I/II position.
Salaries
Wages
Materials and Supplies
Maintenance and Operations
4-99
FINANCE AND ADMINISTRATIVE SERVICES—ACCOUNTING
DIVISION SUMMARY
DIVISION MANAGER—ACCOUNTING MANAGER
DIVISION OVERVIEW
The Accounting Division manages and maintains the general accounting and financial records of the City pursuant to federal, state, and city statutes in accordance with generally accepting accounting principles. This division is also primarily responsible for citywide accounting policies and procedures and coordinating the independent audit of the City’s financial records and preparation of the Annual Comprehensive Financial Report and othe r required State reports. The Accounts Payable Section of this division matches and reconciles all invoices, purchase requisitions, purchase orders, contracts, and agreements prior to processing payments for City obligations. The Payroll Section of this 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.
4-100
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
8 9 9
TOTAL POSITIONS 8 9 9
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 886,303 1,156,235 1,215,367
0 900 900
569,303 693,634 702,850
1,455,606 1,850,769 1,919,117
5,444 7,200 7,200
668 950 950
43,015 6,000 6,000
12,308 11,050 11,050
61,434 25,200 25,200
TOTAL EXPENDITURES $ 1,517,040 1,875,969 1,944,317
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 6,850 9,000 9,000
TOTAL REVENUES $ 6,850 9,000 9,000
Total Regular
DIVISION SUMMARY
Miscellaneous Revenue
EXPENDITURES
Salaries
FINANCE AND ADMINISTRATIVE SERVICES - ACCOUNTING
REVENUES
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
POSITIONS
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FINANCE AND ADMINISTRATIVE SERVICES—PURCHASING AND
SUPPORT SERVICES DIVISION SUMMARY
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 is suing requests for bids and proposals; vendor selection; procurement of equipment, supplies, and certain services; contract review; labor compliance; mail delivery; warehousing of operating inventories; central receiving; and sale of surplus property.
The Support Services Section provides building management, document processing, graphic design, printing, document reproduction, mail distribution, and other support services to City departments.
MAJOR DIVISION CHANGES
• General Operating Fund:
Labor Compliance Software: $16,500
Provides new funding for annual subscription for the new labor compliance and certified payroll tracking software.
4-102
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
13 13 13
0.30 0.30 0.30
TOTAL POSITIONS 13.30 13.30 13.30
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 959,853 1,465,364 1,551,487
69,306 22,160 30,899
507,065 874,795 907,559
1,536,223 2,362,319 2,489,945
25,384 50,050 50,050
3,670 44,200 60,700
201,127 6,200 6,200
67,710 81,600 81,600
297,892 182,050 198,550
7,974 47,000 0
13,456 35,000 38,000
TOTAL EXPENDITURES $ 1,855,545 2,626,369 2,726,495
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 33,802 38,300 41,000
TOTAL REVENUES $ 33,802 38,300 41,000
TOTAL SUPPLIES AND SERVICES
Capital Outlay
Interfund Expenditures
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
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
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FINANCE AND ADMINISTRATIVE SERVICES—RISK MANAGEMENT
DIVISION SUMMARY
DIVISION MANAGER—RISK MANAGER
DIVISION OVERVIEW
Risk Management is responsible for managing the City’s risk and exposure to loss related to the activities of its departments and employees. 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
• General Liability Insurance Fund:
Insurance Premiums: $356,750
Provides increased funding for cost increases related to the City’s excess liability insurance and property insurance.
Claims and Settlements: $(175,000)
Transfers $175,000 to the City Attorney’s Office for settlement of small claims within City Attorney or City Manager authority.
4-104
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
2 2 2
TOTAL POSITIONS 2 2 2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 434,677 517,705 529,280
17,384 1,500 1,500
117,104 168,666 163,526
569,166 687,871 694,306
484 6,000 6,000
165,581 245,950 245,950
5,855,029 5,854,330 6,036,080
6,021,094 6,106,280 6,288,030
TOTAL EXPENDITURES $ 6,590,260 6,794,151 6,982,336
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 78,004 35,300 35,300
TOTAL REVENUES $ 78,004 35,300 35,300
DIVISION SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES - RISK MANAGEMENT
Miscellaneous Revenue
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
REVENUES
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
POSITIONS
Total Regular
EXPENDITURES
Salaries
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NOTES
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BUD/OC-FD FY2023-24
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 2023-24 POSITION TOTALS: 88.5 Full-Time
0.5 Regular Part-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 (Carrie Sandahl)
Environmental Safety
1 Senior Hazardous Materials Specialist
2 Hazardous Materials Specialist
1 Environmental Safety Coordinator
1 Environmental and Safety Protection
Inspector
1 Water Environment Specialist
1 Administrative Assistant
0.5 Program Assistant
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
1 Systems Specialist
0.5 Executive Assistant*
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FIRE
DEPARTMENT SUMMARY
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 educ ation.
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 emergency 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 pollution 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 personnel 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.
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FIRE
DEPARTMENT SUMMARY
FISCAL YEAR 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• 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.
• 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.
• Received $38,700 grant from County of Santa Clara via the EMS Trust Fund for the purchase of LUCAS CPR systems to equip fire apparatus. LUCAS is a mechanical CPR system that enables the steady flow of oxygen and ensures that chest compressions continue without interruption, which allows first responders to focus on other life-saving tasks.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• 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.
• Develop and implement an integrated data management system to fulfill Fire and Envi ronmental Protection Division data management and reporting needs across multiple regulatory program disciplines, in conjunction with the Information Technology Department.
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FIRE
DEPARTMENT SUMMARY
• Negotiate location -based automatic aid agreements with Santa Clara County Fire Department when their Computer Aided Dispatch (CAD) is upgraded to a system compatible with Mountain View’s.
• Continue the process to upgrade the Computer Aided Dispatcher (CAD) system in conjunction with the Police Department.
• Enroll a team of nine members to attend Fire Suppression Training School to develop skills in structural firefighting.
• 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 Human Resources Department.
• Adopt the revised 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.
• Continue the planning and design of a new Public Safety Headquarters building in conjunction with the Police and Public Works Departments.
• Hire, train, develop, mentor and promote employees to keep up with retirements and attrition in the fire suppression division, inclusive of all ranks (Firefighter, Engineer, Captain, and Battalion Chief ).
• Continue to train and develop the fire department’s special operations teams (HazMat, USAR, Tactical Medics) to ensure “all-risk” readiness.
• Further enhance emergency medical system capabilities to include both personnel development and implementation of a fire department -based ground transport program under the County’s established guidelines.
• 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.
• Implement Zonehaven program to help prepare for, train, and execute live evacuations.
• Implement a revised Multi -Jurisdictional Hazard Mitigation Plan to assess different vulnerabilities in the community and identify mitigation actions the City can pursue to reduce damages after such an event.
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FIRE
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Suppression:
1. For prehospital medical emergencies,
rescues, and small fires:
• Turnout time of two minutes.* New for
FY21-22
100%
>90%
100%
>90%
• Travel time of four minutes for the
first-due unit.*
New for
FY21-22
42%(A)
>90%
36%(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
94%
>90%
90%
>90%
2. For building fires:
• Turnout time of two minutes.* New for
FY21-22
100%
>90%
100%
>90%
• Travel time of eight minutes for all
units.*
New for
FY21-22
100%
>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
100%
>90%
100%
>90%
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.
1,605
1,841
1,500
854
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 Internationa l (CFAI), Insurance Services Office (ISO), and Citygate’s recommended best practices.
4-111
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
4 4 4
1 *1 1 *1 1 *1
1 1 1
0 1 *3 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 *2 22 *2 22
3 2 *3 2
Environmental Safety Coordinator 1 1 1
Environmental & Safety Protection Inspector 1 1 1 1 1 1
1 1 1
Senior Management Analyst 0 1 *4 1
0 0 1 *5
1 0 *4 0
0.50 0.50 0.50
0 0 0.50 *6
0 0 1 *5/6
TOTAL REGULAR 86.50 86.50 89
TOTAL POSITIONS 86.50 86.50 89
*1
*2
*3
*4
*5
*6
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,397,457 1,470,108 1,812,856
27,706,275 28,198,668 31,082,622
3,177,315 4,150,383 4,576,252
TOTAL EXPENDITURES $ 32,281,048 33,819,159 37,471,730
Office of Emergency Services Coordinator
Fire Engineer/HM
Firefighter/HM
Fire Marshal
Fire Protection Engineer
Water Environment Specialist
Building Inspector I/II
Senior Haz Mat Specialist
Public Education/Fire Safety Specialist
Deputy Fire Marshal
Firefighter/Paramedic
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.
DEPARTMENT DIVISIONS
Reclassification of a Haz Mat Specialist position to Senior Haz Mat Specialist.
Addition of an Systems Specialist and 0.5 FTE Office Assistant.
Executive Assistant
Authorization of 27 Paramedics includes Engineer, Engineer/HM, and Firefighter/HM levels.
Administrative Assistant
Program Assistant
Fire Administration
FIRE
POSITIONS
Fire Chief
Deputy Fire Chief
Battalion Chief
Transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant from the Police Department.
DEPARTMENT SUMMARY
Fire Captain
Fire Captain/HM
Analyst I/II
Systems Specialist
Fire Engineer
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2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 30,367,670 31,670,849 34,405,623
1,011,999 1,504,310 1,947,307
370,750 72,000 511,800
530,629 572,000 607,000
TOTAL EXPENDITURES $ 32,281,048 33,819,159 37,471,730
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 29,214,051 30,044,576 33,064,131
537,842 519,100 946,300
804,986 904,067 908,748
111,963 173,178 179,178
1,612,206 2,178,238 2,373,373
TOTAL FUNDING $ 32,281,048 33,819,159 37,471,730
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 799,021 541,000 541,000
10,314 1,000 1,000
263,385 236,300 241,400
2,000,409 380,700 381,300
TOTAL REVENUES $ 3,103,813 1,159,000 1,164,700
EXPENDITURE SUMMARY
Salaries Wages and Benefits
FIRE
DEPARTMENT SUMMARY
Supplies and Other Services
Capital Outlay
Interfund Expenditures
FUNDING SOURCES
General Operating
General Non-Operating
Shoreline Regional Park Community
General Service Charges
Miscellaneous Revenue
Wastewater
REVENUE SUMMARY
General Licenses & Permits
Fines and Forfeitures
Building/Development Services
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FIRE—ADMINISTRATION
DIVISION SUMMARY
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:
Systems Specialist Position (1.0 FTE): $221,300
Provides funding for one Systems Specialist position. The position will provide maintenance and support for technology programs in the Fire Department.
Employee Wellness and Team Building: $17,300
Provides new funding for employee wellness and team building events.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 3.50 3.50 4.50 *1
TOTAL POSITIONS 3.50 3.50 4.50
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED ADOPTED
$ 872,215 881,977 1,067,289
475,509 521,157 660,293
1,347,724 1,403,134 1,727,582
27,884 39,744 57,044
835 1,300 1,300
13,600 0 0
7,416 8,930 8,930
49,734 49,974 67,274
0 17,000 18,000
TOTAL EXPENDITURES $ 1,397,457 1,470,108 1,812,856
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
155 0 0
TOTAL REVENUES $ 155 0 0
Miscellaneous Revenue
Maintenance and Operations
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
REVENUES
Interfund Expenditures
Professional/Technical Services
Other Expenses
FIRE - ADMINISTRATION
Materials and Supplies
EXPENDITURES
POSITIONS
DIVISION SUMMARY
Addition of a Systems Specialist.
Salaries
Benefits
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FIRE—SUPPRESSION
DIVISION SUMMARY
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 maintenance as well as ongoing training activities. Paramedic Firefighters are assigned to every Fire station.
The Personnel and Training Section plans, schedules, and provides 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: $793,300
Provides increased funding for overtime in the Suppression Division relating to minimum staffing requirements and workers compensation backfill.
Contract Services: $33,100
Provides new and increased funding for background investigation services, scheduling and accountability software, emergency alert system annual maintenance, and document archiving services.
Special Materials and Supplies: $31,000
Provides increased funding for training supplies, janitorial supplies, firefighting foa m, and self-contained breathing apparatus (SCBA) valve service.
Satellite Phone Annual Subscription: $20,000
Provides new funding for satellite phone service for City staff to maintain communications during a disaster or emergency.
Promotional Recruitment Exams: $6,100
Provides increased funding for promotional recruitment exams for Fire Engineer, Fire Captain, and Battalion Chief positions.
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FIRE—SUPPRESSION
DIVISION SUMMARY
Automated External Defibrillator (AED) Testing: $(5,500)
Transfers $5,500 of existing funding to the Public Works Department for the annual inspection and testing of AEDs in all City facilities.
• General Non-Operating Fund:
Firefighter Recruit Academy (limited-period): $414,100
Provides funding for Firefighter recruits to attend the Firefighter Academy. The funding includes personnel costs, supplies and equipment, and overtime for in -house instructors.
Personal Protective Equipment Compliance (limited-period): $229,300
Provides funding for updating firefighters’ personal protective equipment (PPE) to be compliant with new laws.
Medical Specialist Training (limited-period): $37,800
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.
EOC Satellite Phones (limited-period): $30,000
Provides funding to purchase satellite phones for City key staff in order to maintain and improve communications during a disaster or emergency.
Fire Department 150th Anniversary Celebration (limited-period): $20,000
Provides funding for awards and recognition to honor the 150 year anniversary of the City’s Fire Department.
LUCAS CPR Maintenance (limited-period): $19,200
Provides funding for maintenance for LUCAS CPR devices used by the department.
EOC Portable Generators (limited-period): $10,600
Provides funding to purchase portable generators to provide electricity at the five fire stations throughout the City for r esidents for powering essential electronic devices during power outages.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 69 69 69
TOTAL POSITIONS 69 69 69
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 17,705,529 16,892,137 18,260,972
8,431,552 9,655,373 10,243,517
26,137,081 26,547,510 28,504,489
308,583 483,179 852,599
64,377 87,778 123,858
107,774 151,270 171,270
129,761 195,930 227,605
90,481 159,001 159,001
700,976 1,077,158 1,534,333
370,750 72,000 511,800
497,468 502,000 532,000
TOTAL EXPENDITURES $ 27,706,275 28,198,668 31,082,622
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 30,685 0 0
1,990,835 *1 361,700 362,300
TOTAL REVENUES $ 2,021,520 361,700 362,300
*1
Local Intergovernmental Revenue
DIVISION SUMMARY
Miscellaneous Revenue
TOTAL SUPPLIES AND SERVICES
FIRE - SUPPRESSION
Interfund Expenditures
Salaries
POSITIONS
Materials and Supplies
Capital Outlay
EXPENDITURES
Utilities
Benefits
Maintenance and Operations
Includes reimbursements for fire strike team deployments.
TOTAL PERSONNEL
REVENUES
Professional/Technical Services
Other Expenses
4-118
FIRE—FIRE AND ENVIRONMENTAL PROTECTION
DIVISION SUMMARY
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
• General Operating Fund:
Reclassification of Office Assistant to Administrative Assistant (0.5 FTE): $85,600
Provides funding to reclassify one half -time Office Assistant position to full -time Administrative Assistant. The position provides administrative support to the Fire and Environmental Safety Division.
Reallocate Office Assistant Position (0.5 FTE): $74,600
Reallocates the funding for one half -time Office Assistant position f rom the Police Department to Fire Department.
• General Non-Operating Fund:
Data Management System Replacement (limited-period): $55,000
Provides funding to replace the existing data management system utilized by the Fire and Environmental Protection Division.
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FIRE—FIRE AND ENVIRONMENTAL PROTECTION
DIVISION SUMMARY
• Development Services Fund:
Strong Motion Instrumentation Program (SMIP) (rebudget balance): $30,300
Rebudgets the balance of funding available for SMIP funds to be used for a Community Emergency Response Team (CERT) grant program.
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.
• Wastewater Fund:
Reallocate Program Assistant Position (0.5 FTE): $87,800
Reallocates one half -time Program Assistant position from the Police Department to Fire Department.
Silicon Valley Urban Runoff Pollution Prevention Program (SCVURPPP): $14,500
Provides increased funding for the City’s portion of the Silicon Valley Urban Runoff Pollution Prevention Program annual budget.
Overtime: $11,900
Provides increased funding for overtime for Hazardous Materials, Liquid Waste, and Storm Water services.
Permit Fees: $3,600
Provides increased funding for National Pollutant Discharge Elimination System permit fees.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
14 14 15.5 *1
TOTAL POSITIONS 14 14 15.5
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,846,254 2,389,108 2,648,957
1,036,611 1,331,097 1,524,595
2,882,865 3,720,205 4,173,552
15,440 23,515 23,575
245 3,375 3,375
5,373 4,800 4,800
214,313 281,700 299,800
25,919 63,788 14,150
261,290 377,178 345,700
33,161 53,000 57,000
TOTAL EXPENDITURES $ 3,177,315 4,150,383 4,576,252
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 799,021 541,000 541,000
10,314 1,000 1,000
263,385 236,300 241,400
9,419 19,000 19,000
TOTAL REVENUES $ 1,082,138 797,300 802,400
General Service Charges
Miscellaneous Revenue
Interfund Expenditures
Other Expenses
Professional/Technical Services
FIRE - FIRE AND ENVIRONMENTAL PROTECTION
General Licenses & Permits
Fines and Forfeitures
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
Benefits
TOTAL PERSONNEL
Addition of 0.5 FTE Office Assistant, and transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant from the Police Department.
POSITIONS
Salaries
Materials and Supplies
Maintenance and Operations
Utilities
Total Regular
EXPENDITURES
REVENUES
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NOTES
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4-122
BUD/OC-HS FY2023-24
HOUSING DEPARTMENT
HOUSING DIRECTOR
Administration
0.5 Analyst I/II
AFFORDABLE HOUSING
1 Housing and Neighborhood Services Manager
(Micaela Hellman-Tincher)
2 Senior Housing Officer
1 Housing Officer
1 Housing Specialist I/II
1 Senior Administrative Assistant
FISCAL YEAR 2023-24 POSITION TOTALS: 14.5 Full-Time
RENT STABILIZATION
1 Project Manager
(Anky van Deursen)
Community Stabilization and Fair Rent Act
(CSFRA)
1 Senior Management Analyst
2 Analyst I/II
1 Senior Administrative Assistant
1 Office Assistant
Mobile Home Rent Stabilization Ordinance
(MHRSO)
1 Analyst I/II
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HOUSING
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—HOUSING DIRECTOR
DEPARTMENT MISSION STATEMENT
The Housing Department advances diverse, inclusive, and equitable communities by developing and implementing a wide range of housing policies and programs related to affordable housing, rent stabilization, and tenant protection.
DEPARTMENT OVERVIEW
The Housing Department is composed of two Divisions: the Affordable Housing Division and the Rent Stabilization Division. In addition to implementing a wide range of existing programs, the Department develops new housing policies and programs to respond to evolving community needs and in alignment with City Council Strategic Priorities and City values, including creating a Community for All, facilitating Intentional Development and Housing Options, and advancing the City’s Race, Equity and Inclusion Initiative. The Department values engagement with stakeholders and the community, including those with limited English proficiency and multi -cultural perspectives, and seeks to reduce barriers and increase access to housing opportunities and resources through intent ional program design, education, outreach, and translation/interpretation services. The Department collaborates with external groups and organizations, including community groups, non- profits, developers, other public sector agencies, and private and philanthropic organizations, whenever possible to advance the Department’s mission. The housing programs seek to contribute to complete communities and building social capital within and between neighborhoods.
DEPARTMENT FUNCTIONS
• Administer affordable housing programs, including the Below -Market-Rate (BMR) program, funding of new affordable housing projects through the City’s affordable housing NOFA program, and facilitating affordable housing development on City -owned sites through a Request for Qualific ation (RFQ)/Request for Proposals (RFP) process, and implementation of Council policies aimed at increasing affordable housing and responding to displacement. (M 3, 4)
• Develop affordable housing policies and programs to implement Council Strategic Pri orities to support a community for all; and to increase the quantity, affordability, and diversity of affordable housing. Implement programs related to displacement response, tenant protections, and homeless response.
• Provide staff support to the Rental Housing Committee (RHC), the Council Notice of Funding Availability (NOFA) Review Committee, and the Council Neighborhoods Committee (CNC] and neighborhood grant program.
• I mplement the City’s rent stabilization and tenant protection programs, including the Community Stabilization and Fair Rent Act and the Mobile Home Rent Stabilization Ordinance, the Tenant Relocation Assistance Ordinance, the MV Mediation Program, and the Housing and Eviction Help Center, and provide education and outreach to tenants and landlords.
• Implement the City ’s federal Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) programs, including the allocation of funding , compliance and monitoring, and development and implementation of fair housing plans, in accordance with Federal regulations. Monitor and apply for other funding opportunities, including federal, State, and other sources. (M 3)
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HOUSING
DEPARTMENT SUMMARY
• Develop affordable housing policies and programs to advance the City’s Race, Equity, and Inclusion Initiative.
• Provide support to the City’ s intergovernmental relations function, such as analysis of State and federal housing legislation, supporting legislative advocacy efforts, and other related activities.
• Provide outreach to the community related to the development of affordable housi ng projects, policies, and/or programs; education; and efforts to reduce barriers and increase to access to housing resources.
Incorporate interpretation/translation services to facilitate participation across all members of the community, including the multi-cultural communities and those with limited English proficiency.
• Work with external organizations across sectors – including the public sector, private sector, non-profits, community-based organizations, and philanthropy – to advance housing initiatives such as funding partnerships and implementing affordable housing initiatives.
• Collaborate with other City departments and offices to advance housing efforts, such as with the Community Development Department, the City Manager’s Office, and Human Resources.
FISCAL YEAR 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Worked with the County of Santa Clara and Home First Services to support a parking license agreement for the use of lot 7 as a Cold Weather Shelter located at 748 Mercy Street.
• Appropriated funds for affordable housing developments at 1020 Terra Bella, 1012 Linda Vista, and 96 W. El Camino Real, comprising over 240 units of affordable housing.
• Approved the 1020 Terra Bella Avenue affordable housing development (Alta Housing) and 1265 Montecito Avenue affordable housing development (Charities Housing).
• Initiated the purchase of the Santa Clara Valley Transportation Authority Evelyn site and began the process to select affordable housing development partner.
• Continued housing and eviction prevention outreach efforts to help Mountain View residents access information about rental assistance, tenant rights, below-market-rate housing, and affordable housing.
• Developed a Displacement Response Strategy.
• Issued building permits to redevelop the Crestview Hotel into permanent affordable housin g and supported the beginning of construction.
• Received federal funding allocation for $750,000 led by Congresswoman Anna Eshoo’s office.
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HOUSING
DEPARTMENT SUMMARY
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Support development of a comprehensive Homelessness Response Strategy that includes housing, services, and an expenditure and funding plan in conjunction with the City Manager’s Office.
• Develop a strategy to facilitate low- and middle-income home ownership.
• Implement displacement response strategies based on Council direction, including adopting local replacement requirements, development of an acquisition/preservation strategy, and other related efforts.
• Facilitate the development of affordable housing at the Santa Clara Valley Transportation Authority (VTA) Evelyn Avenue Site by completing negotiations for a lease disposition, development, and loan agreement (LDDLA) and beginning the planning/entitlement process.
• Support the development of the City’s affordable housing pipeline, including the 1020 Terra Bella, 1012 Linda Vista, 96 W. El Camino, and Crestview sites.
• Complete Below-Market-Rate Program Three-Year review.
• Seek new funding partnerships, and new funding opportunities, to support affordable housing pipeline.
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Affordable Housing:
1. Number of households served by CDBG
public service programs.
New For
FY23-24 6,113
2. Number of deed-restricted affordable
housing units (BMR and NOFA units)
approved.*
New For
FY23-24 173
Rent Stabilization:
3. Number of community members
assisted through the Rent Stabilization
Program, concerning CSFRA, MHRSO,
TRAO, Help Center, and MVMP (email,
phone, and in person).**
New For
FY23-24 2,000
4. Number of community members staff
connected with through Rent
Stabilization Program outreach efforts
such as events, workshops, and
trainings.
New For
FY23-24 5,000
* Based the City’s Evelyn project and three BMR pipeline projects. ** Response to all intake requests to the division.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
0 0 1 *1
0 0 1 *1
0 0 1 *1
0 0 2 *1/2
0 0 1 *1
0 0 1 *1
0 0 1 *1
0 0 3.50 *1
0 0 2 *1
0 0 1 *1
0 0 14.50
TOTAL POSITIONS 0 0 14.50
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 55,086,178
0 0 2,116,907
TOTAL EXPENDITURES $ 0 0 57,203,085
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 3,210,004
0 0 53,921,081
0 0 72,000
TOTAL EXPENDITURES $ 0 0 57,203,085
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 649,269
0 0 53,770
0 0 25,641,013
0 0 25,398,740
0 0 888,000
0 0 1,805,456
0 0 311,451
0 0 2,455,386
TOTAL FUNDING $ 0 0 57,203,085
HOUSING
DEPARTMENT SUMMARY
Project Manager
POSITIONS
Housing Director
Housing & Neighborhood Srvcs Manager
Senior Housing Officer
Housing Specialist I/II
Senior Management Analyst
DEPARTMENT DIVISIONS
Affordable Housing
Transfer of 13.5 positions from the Community Development Department - Housing and Neighborhood Services Division.
Addition of a Senior Housing Officer.
TOTAL REGULAR
Housing Officer
Analyst I/II
Senior Administrative Assistant
Office Assistant
Rent Stabilization
FUNDING SOURCES
Rental Housing Impact
Grants
Capital Outlay
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
General Operating
CSFRA/Rental Housing Committee
General Non-Operating
Housing Impact
MHRSO/Rental Housing Committee
Below-Market-Rate Housing
4-127
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 896,408
0 0 1,940,040
0 0 450,000
TOTAL REVENUES $ 0 0 3,286,448
Miscellaneous Revenue
REVENUE SUMMARY
General Service Charges
HOUSING
DEPARTMENT SUMMARY
Federal Intergovernmental Revenue
4-128
HOUSING— AFFORDABLE HOUSING
DIVISION SUMMARY
DIVISION MANAGER— HOUSING & NEIGHBORHOOD SERVICES MANAGER
DIVISION OVERVIEW
The Affordable Housing Division administers various housing programs to advance the Council Strategic Priorities including:
• Financing affordable housing developments
• Below-Market-Rate (BMR) Housing Program
• Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) federal funding program allocated to the City by the U.S. Department of Housing and Urban Development (HUD) • Other State and federal housing programs.
The Division works closely with other City departments and offices to implement the housing programs, such as with the Community Development Department on residential developments, the City Manager’s Office to respond to homelessness, and Human Resources on homebuyer programs.
The Division also develops new policies and programs to respond to the community’s affordable housing needs. The Division also staffs the Council Neighborhoods Committee, which implements the neighborhood grant programs and holds neighborhood meetings throughout the City to facilitate community engagement and information sharing, and the Notice of Funding Availability (NOFA) Committee, which makes funding recommendations to the City Council for affordable housing developments.
MAJOR DIVISION CHANGES
• General Operating Fund:
Software Subscription (limited-period): $6,000
Provides funding to continue d usage of grant and portfolio management software utilized for work related to Housing, Public Services, and Neighborhoods. Split with General Operating Fund (GOF), Below Market Rate (BMR) Fund, and Community Development Block Grant (CDBG) Fund.
General Supplies: $5,000
Provides new funding for administrative costs and supplies for the Housing Department.
Employee Wellness and Team Building: $2,700
Provides new funding for employee wellness and team building events.
• Below Market Rate (BMR) Fund:
1020 Terra Bella Ave Development (rebudget balance): $13,495,100
Rebudgets the balance of funding approved midyear for 1020 Terra Bella Ave affordable housing project.
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HOUSING— AFFORDABLE HOUSING
DIVISION SUMMARY
1012 Linda Vista Ave Development (rebudget balance): $9,998,600
Rebudgets the balance of funding approved midyear for 1012 Linda Vista Ave affordable housing project.
Lot 12 Predevelopment (rebudget balance): $255,500
Rebudgets the balance of funding approved for the predevelopment of Lot 12.
La Avenida Affordable Development (rebudget balance): $211,500
Rebudgets the balance of funding approved midyear for Avenida affordable housing development project.
Consulting Services—Affordable Housing (limited-period): $135,000
Provides funding for external consulting services to support the implementation of Housing and Neighborhood Services Division programs.
Senior Housing Officer Position (0.5 FTE): $124,950
Provides funding for one Senior Housing Officer position. This position will support increased workload due to project complexity and new housing laws. The remaining 0.5 FTE is funded through the Housing Impact Fund.
Website Redesign (limited-period): $100,000
Provides funding for a website redesign to make the City’s housing services more usable for the general public seeking information and services relating to housing or safety- net supports.
Legal Services—Affordable Housing: $85,000
Provides increased funding for legal services to comply with new housing laws.
Software Subscription (limited-period): $45,400
Provides funding to continue usage of grant and portfolio management software utilized for work related to Housing, Public Services, and Neighborhoods. Split with General Operating Fund (GOF), Below Market Rate (BMR) Fund, and Community Development Block Grant (CDBG) Fund.
Community Outreach - Affordable Housing Programs (limited-period): $40,000
Provides funding to facilitate community outreach for feedback regarding housing policies, programs, and strategies.
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HOUSING— AFFORDABLE HOUSING
DIVISION SUMMARY
Language Services—Affordable Housing: $20,000
Provides new funding for translation and interpretation services related to the City’s Multicultural Engagement Program.
Training and Professional Development (limited-period): $20,000
Provides funding for the training and professional development of Housing staff.
• Housing Impact Fund:
Montecito Avenue Development (rebudget balance): $14,832,400
Rebudgets the balance of funding approved for the Montecito Avenue affordable housing project.
96 W. El Camino Real Development (rebudget balance): $7,998,800
Rebudgets the balance of funding approved for the 96 W. El Camino Real affordable housing project.
Lot 12 (rebudget balance): $1,950,000
Rebudgets the balance of funding approved for the Lot 12 housing project.
Senior Housing Officer Position (0.5 FTE): $124,950
Provides funding for the Housing Impact Fund’s portion of the Senior Housing Officer position described in the BMR Housing Fund above.
Consulting Services—Affordable Housing: $20,000
Provides funding for external consulting to provide financial and economic analysis relating to affordable housing proposals.
• Rental Housing Impact Fund:
Crestview Hotel Housing Project (rebudget balance): $888,000
Rebudgets the balance of funding approved for the Crestview hotel housing project.
• Community Development Block Grant (CDBG) Fund:
Software Subscription (limited-period): $28,600
Provides funding to continue usage of grant and portfolio management software utilized for work related to Housing, Public Services, and Neighborhoods. Split with General Operating Fund (GOF), Below Market Rate (BMR) Fund, and Community Development Block Grant (CDBG) Fund.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
0 0 7.60
TOTAL POSITIONS 0 0 7.60
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 1,257,964
0 0 20,000
0 0 625,633
0 0 1,903,597
0 0 53,270
0 0 16,065
0 0 0
0 0 3,022,726
0 0 50,090,520
0 0 53,182,581
TOTAL EXPENDITURES $ 0 0 55,086,178
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
0 0 896,408
0 0 450,000
$ 0 0 1,346,408 TOTAL REVENUES
DIVISION SUMMARY
HOUSING - AFFORDABLE HOUSING
EXPENDITURES
Salaries
Wages
POSITIONS
Total Regular
Utilities
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Miscellaneous Revenue
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
REVENUES
Federal Intergovernmental Revenue
4-132
HOUSING— RENT STABILIZATION
DIVISION SUMMARY
DIVISION MANAGER—PROJECT MANAGER
DIVISION OVERVIEW
The Rent Stabilization Division implements the Community Stabilization and Fair Rent Act (CSFRA), a voter approved measure (Measure V, 2016), and the Mobile Home Rent Stabilization Ordinance (MHRSO), which was passed by the City Council in 2021. These programs align with the Council Strategic Priorities, particularly advancing a Community for All, and the City’s Race, Equity, and Inclusion initiative. Staff work with tenants, landlords, and Mobile Home Park owners and residents to achieve the three main goals of the CSFRA and the MHRSO:
• Stabilize rents
• Provide eviction protections
• Ensure a fair rate of return on investment for landlords
Staff support the Rental Housing Committee (RHC), an “integral part of the government of the City” but which exercises “its powers and duties independent from the City Council, City Manager, and City Attorney.” The RHC administers the CSFRA as well as the MHRSO. The Division also implements the City’s Housing and Eviction Help Center, the Tenant Relocation Assistance Ordinance (TRAO), and the Mountain View Mediation Program.
MAJOR DIVISION CHANGES
• CSFRA/Rental Housing Committee (RHC) Fund:
Net Miscellaneous Expenses: $67,200
Provides funding for operating expenses as recommended by the RHC on May 22, 2023.
• MHRSO/Rental Housing Committee (RHC) Fund:
Net Miscellaneous Expenses: $15,200
Provides funding for operating expenses as recommended by the RHC on May 22, 2023.
4-133
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
0 0 6.90
TOTAL POSITIONS 0 0 6.90
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 840,862
0 0 5,000
0 0 460,545
0 0 1,306,407
0 0 186,000
0 0 44,000
0 0 499,500
0 0 8,000
0 0 738,500
0 0 72,000
TOTAL EXPENDITURES $ 0 0 2,116,907
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 0 1,940,040
TOTAL REVENUES $ 0 0 1,940,040
TOTAL PERSONNEL
EXPENDITURES
Materials and Supplies
Benefits
Salaries
Wages
General Service Charges
REVENUES
Maintenance and Operations
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
HOUSING - RENT STABILIZATION
POSITIONS
Total Regular
DIVISION SUMMARY
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BUD/OC-HR FY2023-24
HUMAN RESOURCES DEPARTMENT
HUMAN RESOURCES DIRECTOR
(Sue C. Rush)
FISCAL YEAR 2023-24 POSITION TOTALS: 11.0 Full-Time
2.0 Limited-Period
1 Human Resources Manager
2 Senior Human Resources Analyst
5 Human Resources Analyst I/II
2 Human Resources Technician
1 Human Resources Technician
(Limited-Period)
1 Administrative Assistant
(Limited-Period)
4-135
HUMAN RESOURCES
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—HUMAN RESOURCES DIRECTOR
DEPARTMENT MISSION STATEMENT
To attract, retain, and develop highly qualified employees who exemplify 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 provide strategic assistance and support to City departments, employees, and prospective employees.
DEPARTMENT FUNCTIONS
• Manage the Human Resources Department, including day-to-day functions and organization-wide 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 C ity service. (M 3, 4)
• Manage and maintain positive employee/labor relations with unrepresented and represented employee groups through negotiations and administration 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, including 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)
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HUMAN RESOURCES
DEPARTMENT SUMMARY
• 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 Communi cations Division, including staff briefs, CityNet, Virtual Employee Town Hall, and other forms of communication.
FISCAL YEAR 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Planned, coordinated and oversaw CO VID-19 recovery efforts for the City workforce and facilities in conjunction with the City Manager’s Office and Public Works Department.
• Implemented 2022 labor contract negotiation terms, including processing compensation changes, finalizing contract language and executing final agreements.
• Developed a paid parental leave program for employees to launch in FY 23 -24.
• Enhanced the City’s coaching program to support employee development for current and future leadership roles in the organization.
• Expanded the City’s training program, including delivery of a Leadership Development Program to a new cohort, updating the policy for employees participating in Leadership Mountain View, and partnering with the Police and Fire Departments to develop and deliver new safety training to employees .
• Conducted the biannual employee engagement survey. Based on employee feedback, developed and implemented programs and plans to maximize employee engagement and renew workplace culture in recovery from pandemic operational impacts, in conjunction with the City Manager’s Office.
• Identified and implemented 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.
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HUMAN RESOURCES
DEPARTMENT SUMMARY
• Continued several initiatives of the City’s Succession Plan, including providing executive coaching, updating workforce retirement projections, utilizing overhires for knowledge transfer, and conducting 20 budget request studies to support department operational needs and succession planning efforts.
• Conducted executive searches to appoint new Assistant City Manager, Assistant Community Development Director, Finance and Administrative Services Director and Police Chief.
• Implemented enhanced employee assistance program resources to support the well-being of employees and their families.
• Completed a CalPERS contract amendment to update employee cost -share contributions for represented sworn PEPRA members, including execution of sideletters with labor groups.
• Updated City policies, to include polices for City’s COVID- 19 Workplace Prevention and Safety, Catastrophic Leave, Telecommuting, Bereavement Leave and Employee Homebuyer Program.
• Ensured compliance with ongoing updates to County and State regulations related to COVID-19 and engaged with labor groups on working condition impacts.
• Planned, organized and implemented the first Career Exploration Day for local high school students to introduce employment paths in local government.
• Worked collaboratively wi th departments, including Public Works, to improve facilities for employees, such as the Police Sleeping Quarters and City Hall lactation room.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• Engage in contract negotiations and adopt successor agreements with all bargaining groups and unrepresented employees and bring forward finalized agreements to City Council for adoption before current contracts expire.
• Develop, implement and support a workplan in response to employee feedback and in commitment to maximizing employee engagement and renewing workplace culture.
• 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.
• Adopt and implement a 457 Roth plan and 401(a) plan benefit providing employees with additional options to reach their retirement and financial wellness goals.
• Implement and administer a new paid parental leave policy, in collaboration with the Finance and Administrative Services Department.
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HUMAN RESOURCES
DEPARTMENT SUMMARY
• Explore recruitment best practices and implement robust onboarding practices to improve the candidate and new employee experience.
• Support department leaders in building resilient, effective, and healthy teams with focused support and strength assessments.
• Identify and implement recruitment and succession planning initiatives in conjunction with the Police Department.
• Establish resources to launch and support the Employee Homebuyer Program and explore additional affordable housing options for employees in coordination with the Housing Department.
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
Human Resources Analyst I/II Position (1.0 FTE): $216,300
Provides funding to convert one limited -period Human Resources Analyst I/II position to ongoing. The position is needed to assist with increased workload and recruiting backlog in the Human Resources department.
Employee Relations Legal Counsel: $65,000
Provides new funding for legal counsel for unanticipated regulatory requirements, complex personnel matters, and other unforeseen matters that require special expertise.
Facilitator for Council Appointees: $40,000
Provides new funding for consultant assistance for council appointees’ annual evaluations.
Recruitment Advertising and Marketing: $36,500
Provides new funding for continued engagement and advertising on the LinkedIn and Government Jobs platforms.
Employee Homebuyer Program Administration: $25,000
Provides increased funding for external resources to administer and support the Employee Homebuyer Program.
Management Forum: $25,000
Provides new funding for periodic team building and training activities for City management staff.
Applicant Tracking System: $20,000
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HUMAN RESOURCES
DEPARTMENT SUMMARY
Provides increased funding for a new vendor for the applicant tracking system and recruitment record keeping.
Employee Appreciation and Holiday Lunch Events: $10,800
Provides increased funding in anticipation of higher headcount and increased vendor costs for employee appreciation and holiday lunch events.
Employee Wellness and Team Building: $2,500
Provides new funding for employee wellness and team building events.
• General Non-Operating Fund:
Human Resources Technician Position (1.0 FTE) (limited-period): $188,600
Provides funding for a Human Resources Technician position. This position will perform varied paraprofessional and technical duties related to recruitment, position classification and compensation, benefit administration, and other program areas.
Administrative Assistant Position (1.0 FTE) (limited-period): $159,400
Provides funding for an Administrative Assistant position. This position will provide office administrative and clerical support.
Employee Relations/Labor Negotiations Attorney Services (limited-period): $150,000
Provides funding for labor negotiation services and support implementation of any new agreement terms that require legal advice. Also, provides funding for legal advice on general employee relation matters.
Citywide Succession Planning (limited-period): $145,000
Provides 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 Consultants (limited-period): $140,000
Provides funding for outside consultants to support investigations and class/compensation surveys.
Intern Wages (limited-period): $35,000
Provides funding for hourly wages for interns. Interns bring valuable contributions to the City and generate passion for public service by exposing students and recent graduates to the public sector.
Employee Homebuyer Program Implementation (limited-period): $30,000 4-140
HUMAN RESOURCES
DEPARTMENT SUMMARY
Provides funding for consultant services for loan underwriting and legal review relating to the Employee Homebuyer Program.
Recruitment Outreach Platform (limited-period): $15,000
Provides funding for a pilot program to use LinkedIn to serve as a platform for job postings and recruitment outreach.
Employee Engagement Events (limited-period): $5,000
Provides funding for employee appreciation and recognition events.
PERFORMANCE/WORKLOAD MEASURES
________________________
(A) Includes voluntary separations for regular positions only.
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
1. Citywide employee turnover rate. (A) 8% 9.5% <10% 5.5% <10%
2. Percentage of recruitments/vacant
positions filled by existing
personnel (excludes promoting
within positions classified as I/II).
38%
40%
>30%
39%
>30%
3. Percentage of new employee
orientations conducted within
seven days of hire.
100%
100%
>98%
100%
>98%
4. Percentage of retirement planning
informational meetings conducted
with retiring employees.
95%
97%
>90%
94%
>90%
5. Percentage of employee benefit
inquiries responded to within two
working days.
97%
90%
>90%
97%
>90%
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
Human Resources Manager 0 1 *2 1
3 2 *2 2
2 4 *3 5 *6
2 2 2
Administrative Assistant 0.25 0 *4 0
8.25 10 11
TOTAL POSITIONS 8.25 *1 10 *5 11 *7
*1
*2
*3
*4
*5
*6
*7
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,996,773 2,799,905 3,094,897
1,175,159 1,161,502 1,431,327
$ 3,171,932 3,961,407 4,526,224
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,552,211 3,087,207 3,644,224
616,510 860,200 868,000
3,211 14,000 14,000
$ 3,171,932 3,961,407 4,526,224
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 813 0 0
$ 813 0 0
HUMAN RESOURCES
Miscellaneous Revenue
Employee Benefits
TOTAL FUNDING
REVENUE SUMMARY
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
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
POSITIONS
Human Resources Director
TOTAL REGULAR
In addition there is a limited-period Human Resources Analyst I/II position.
Addition of two Human Resources Analyst I/II positions.
TOTAL EXPENDITURES
FUNDING SOURCES
General Non-Operating
General Operating
Moved 0.25 Administrative Assistant position to the City Manager's Office.
In addition there are the following limited-period positions: Human Resources Analyst I/II and Administrative Assistant.
Addition of one Human Resources Analyst I/II position.
In addition there are the following limited-period positions: Human Resources Technician and Administrative Assistant.
TOTAL REVENUES
4-142
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,325,938 1,926,788 2,120,289
38,416 68,840 38,840
632,420 804,277 935,768
1,996,773 2,799,905 3,094,897
57,734 51,760 54,260
0 122 20,122
239 0 0
479,129 519,500 901,000
638,057 590,120 455,945
1,175,159 1,161,502 1,431,327
TOTAL EXPENDITURES $ 3,171,932 3,961,407 4,526,224
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Salaries
Benefits
TOTAL PERSONNEL
Materials and Supplies
EXPENDITURES
HUMAN RESOURCES
DEPARTMENT SUMMARY
Wages
4-143
NOTES
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4-144
BUD/OC-IT FY2023-24
INFORMATION TECHNOLOGY DEPARTMENT
FISCAL YEAR 2023-24 POSITION TOTALS: 25.0 Full-Time
1.0 Limited-Period
CIO/INFORMATION TECHNOLOGY DIRECTOR
(Roger Jensen)
Administration
1 Administrative Assistant
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 Senior IT Analyst
2 IT Analyst
1 Assistant IT Director
(Benny Hsieh)
Networking
1 Network Architect
1 Senior IT Analyst
1 IT Analyst I/II
TELCO
1 IT Analyst I/II
GIS
2 Principal IT Analyst
1 Systems Coordinator/Tech.
1 Systems Coordinator/Tech.
(Limited-Period)
4-145
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
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, computer equipment maintenance, software selection, vendor management, and website development and support.
DEPARTMENT FUNCTIONS
• Manage and support the planning, implementation, operation, and maintenance of information technology, providing a reliable Citywide 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 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Supported a redesign of the City’s public website in conjunction with the City Manager’s Office.
• Upgraded Council Chambers to support In-person/Remote hybrid meetings.
• Add ed Zoom Room functionality to the Atrium and Plaza Conference Rooms to enable hybrid mee tings for Council subcommittees and City advisory bodies
• Updated staff conference rooms with new audio-visual systems and Zoom Room capabilities to enable hybrid staff meetings.
• Implemented a second network circuit for redundant internet connectivity.
• Replaced audio-visual equipment at the Adobe Building to provide an enhanced viewing and listening experience with improved ease of use.
• Implemented a cybersecurity monitoring system, including new hardware and software.
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
• Completed 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.
• Completed migration of City employee computer users from desktop PCs and virtual desktop infrastructure (VDI) systems to laptop computers.
w
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Strategic Roadmap Action Plan Projects)
• Expand access to broadband across communities in conjunction with the City Manager’s Office and Public Works Department.
• Support the implementation of a paperless permitting system in conjunction with the Community Development and Public Works Departments.
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• Support upgrades to the Computer -Automated Dispatch (CAD) system in conjunction with the Fire Department and Police Department.
• Support the acquisition and implementation of a citywide land management software system in conjunction with the Public Works Department.
• Continue to upgrade public meeting rooms and conference rooms citywide to enable “hybrid” (in-person and remote) meetings.
• Continue supporting the implementation of the recommendations from the Matrix Consulting Group study on enhancements to the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Public Works, Fire, Community Development, Finance and Administrative Services, and Community Services Departments and City Attorney’s Office.
• Implement standardized procedures for hybrid public meetings and remote public participation for Council Advisory Bodies and Council Subcommittees in conjunction with the City Attorney’s Office, City Manager’s Office, and Information Technology.
• 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.
• Support research of feasibility of replacing utility billing and business license systems.
• Complete migration of all Staff to Multi Factor Authentication (MFA).
• Complete Information Technology Five Year Strategic Plan.
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
MAJOR DEPARTMENT CHANGES
• General Operating Fund:
Information Technology Services, Licenses, and Software Renewals: $386,200
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.
Senior Information Technology Analyst Position (1.0 FTE): $255,100
Provides funding for one Senior Information Technology Analyst position. The position will support critical networking projects and cyber-security.
Reclassification of Information Technology Analyst I/II to Principal Information Technology Analyst: $30,700
Provides funding to reclassify one Information Technology Analyst I/II position to Principal Information Technology Analyst in the Geographic Information System (GIS) section to assist with organizing the section for succession planning.
Employee Wellness and Team Building: $4,800
Provides new funding for employee wellness and team building events.
• General Non-Operating Fund:
Systems Coordinator Position (limited-period): $183,600
Provides funding for a Systems Coordinator position to support Geographic Information System (GIS) related projects.
Laserfiche Upgrade (limited-period): $65,200
Provides funding to upgrade the electronic document scanning and content management platform used by the City (Laserfiche).
Envisio Software (limited-period): $15,000
Provides continued funding for a software system to better track City Council goals and other projects.
Events Management System Replacement (limited-period): $10,500
Provides funding to replace the current events management and scheduling software utilized by The Center for Performing Arts (Artifax).
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Information Technology:
1. Cost of Information Technology as a
percentage of total City department
expenditures.
2.7%
2.9%
<3%
2.7%
<3%
2. Percentage of time the City’s website is
up.
99%
98%
>98%
98%
>98%
3. Percentage of IT Helpdesk tickets
responded to within SLA targets.(A) 96% 96%
>90% 96%
>93%
________________________
(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). 4-149
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 1
Assistant Information Technology Director 0 1 *2 1 1 0 *2 0
1 1 1
1 1 1
0 1 *3 1
2 3 *4 4 *6
3 3 *3/4 4 *7
6 7 *5 6 *6
1 1 1
2 1 *5 1
3 3 3
1 1 1
22 24 25
TOTAL POSITIONS 22 *1 24 *1 25 *1
*1
*2
*3
*4
*5
*6
*7
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 4,373,623 5,949,474 6,525,417
2,093,388 2,411,460 2,636,160
TOTAL EXPENDITURES $ 6,467,011 8,360,934 9,161,577
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 5,527,287 7,421,144 8,399,123
391,625 257,000 274,300
548,100 682,790 488,154
$ 6,467,011 8,360,934 9,161,577
FUNDING SOURCES
Administrative Assistant
Addition of a Senior Information Technology Analyst.
Reclassification of a Information Technology Analyst I/II position to Principal Information Technology Analyst.
Midyear reclassification of the Information Technology Manager position to Assistant Information Technology Director.
Addition of a Network Architect and a Senior Information Technology Analyst.
General Operating
General Non-Operating
Water
TOTAL FUNDING
Senior Information Technology Technician
Information Technology Operations Manager
Supplies and Other Services
EXPENDITURE SUMMARY
System Coordinator /Technician
Information Technology Technician I/II
TOTAL REGULAR
Salaries Wages and Benefits
Network Architect
In addition there is a limited-period Systems Coordinator/Technician position.
Reclassification of a System Coordinator/Technician position to Information Technology Analyst I/II.
Reclassification of a Senior Information Technology Analyst position to Principal Information Technology Analyst.
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
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 2,825,482 3,858,269 4,287,812
0 6,000 6,000
1,548,141 2,085,205 2,231,605
4,373,623 5,949,474 6,525,417
77,749 72,250 77,050
1,333,627 1,553,740 1,957,640
103,932 197,500 197,500
557,182 547,470 363,470
20,898 40,500 40,500
2,093,388 2,411,460 2,636,160
TOTAL EXPENDITURES $ 6,467,011 8,360,934 9,161,577
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
Benefits
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
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NOTES
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BUD/OC-LB FY2023-24
LIBRARY DEPARTMENT
FISCAL YEAR 2023-24 POSITION TOTALS: 30.0 Full-Time
2.25 Regular Part-Time
1.0 Limited-Period
ADMINISTRATION
1 Analyst I/II
1 Executive Assistant
1 Librarian I/II
ADULT AND CUSTOMER
EXPERIENCE
1 Library Manager
(Vacant)
1 Senior Librarian
1 Library Customer Service
Supervisor
3 Librarian I/II
1.75 Senior Library Assistant
5 Library Assistant I/II
1 Security Services Guard
(Limited-Period
LIBRARY DIRECTOR
(Tracy Gray)
TECHNOLOGY AND COLLECTIONS
1 Library Manager
(Laura Shea-Clark)
1 Senior Librarian
2.5 Librarian I/II
2 Senior Library Assistant
0.5 Library Technician
YOUTH AND BOOKMOBILE
1 Library Manager
(Tarri Ryan)
1 Senior Librarian
4.5 Librarian I/II
1 Senior Library Assistant
1 Assistant Library Director
(Melvyn Yabut)
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LIBRARY
DEPARTMENT SUMMARY
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 use of the facility for the community to connect, create and learn. The Library provides reference and readers’ advisory services, and technology assistance in person, online 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, audiobooks, databases, streaming media, and access to sites that promote information literacy, digital literacy, financial literacy, and workforce d evelopment, 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 s eating, study tables, internet computers, Wi-Fi 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 facility also features the History Center, which houses a coll ection 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 bookmobile 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, language learning, parenting and citizenship materials. (M 1, 2, 4, 8,9)
• Provide 24/7 access to digital resources, such as eBooks, 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 welcoming, 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 services in the facility, such as comfortable seating and study tables, study rooms, internet computers and free Wi-Fi. (M1, 10)
• Provide information for borrowing library materials and using all of the library’s services and programs. (M 1, 2, 3, 4)
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LIBRARY
DEPARTMENT SUMMARY
• Provide appropriate informational, reference, readers advisory and technology assistance in person, online 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 bookmobile services. (M 2,3, 4, 5, 9)
• Build partnerships with local schools to provide library tours, school visits and student digital library cards for K-12 students with the goal of expanding students’ access to public libraries’ digital and physical collections. (M 1, 2, 3, 4, 5, 6)
• Provide current, relevant , innovative and free library programs and events for all ages to meet community needs and interests in areas such as education, literacy, technology, culture, diversity and entertainment to support lifelong learning. (M, 6, 7)
• Promote library services through various marketing efforts and outreach events to ensure that residents are aware of the breadth of library services and use of 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 Board of Library 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 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Relaunched the Bookmobile in October 2022 to bring Library services to schools and other areas of the community that may have barriers to accessing the Main Library.
• Established the Adult Learners Program to provide adult literacy assistance to help co mmunity members achieve life goals through reading.
• Celebrated the graduation of two more students from the Library’s Career Online High School program.
• Implemented 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.
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LIBRARY
DEPARTMENT SUMMARY
• Collaborated with the worldwide The Human Library ©, which created a safe space for dialogue where topics are discussed openly between human books and their readers. Implemented a local program of human books to represent groups in our society that are often subjected to prejudice, stigmatization or discri mination because of their lifestyle, diagnosis, belief, disability, social status, or ethnic origin.
• Launched the Online Author Series bringing talks with best -selling authors and renowned thought leaders covering a wide range of topics to the Library through a virtual platform.
• Expanded library card registration to the second- floor information desk to make it easier for the public to access collections and services.
• Expanded the Student Connect Card program by issuing digital cards to students at Saint Francis High School.
• Acted as an application hub support center for the launch of the City’s Elevate MV pilot program. Provided space and technology for staff from the City Manager’s Office to aid with the program application process.
• Provided access to free 24/7 online tutoring through a pilot program led by the California State Library. The program was announced by Governor Gavin Newsome and will provide K -12 homework help and adult skill - building resources for every Californian.
• R eceived grant funding from the California State Library to provide free books and other materials in support of the Library and summer reading at free lunch locations around the City.
• Hosted students from local schools for Library class visits to learn about library services and promote a love of reading in the community. Streamlined the process for requesting a school visit by adding a tour request form for youth on the Library’s website.
• Launched New York Times Cooking and New York Times Games as new digital resources with support from the Friends of the Mountain View Library.
• Introduced a Lucky Day collection on the Library’s Libby eBook platform to reduce wait times and allow quicker access to hot titles as eBooks or eAudiobooks.
• Redesigned the Mountain View Public Library cards to align with the City’s new brand identity.
• Implemented a new closed -circuit TV system, in collaboration with the Information Technology Department and Mountain View Police Department.
• Worked with Information Technology Department to streamline the process of printing for the public.
• Added additional professional development resources in partnership with the California State Library to provide support for job searching and career readiness.
• Received Staff Development funds from the Pacific Library Partnership to host a virtual workshop on Discovering Hidden Stories in Data for Library staff from around the Bay Area.
• Introduced Sensory Storytimes to support children with sensory processing an d/or autism.
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LIBRARY
DEPARTMENT SUMMARY
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• Implement the new all-electric bookmobile vehicle into service and adjust bookmobile operations to fit with new vehicle service model.
• Conduct an inventory and assessment of History Center collection and services.
• Reconfigure second floor spaces to provide more tables and seating for the public.
• Continue to maintain and develop processes to ensure services, programs, and collections promote diversity, equity, and inclusion within the community.
• Complete replacement of Library self-checkout stations and automated materials sorting system.
• Continue building partnerships with local schools to provide student connect cards for K-12 students, improve students’ access to public libraries’ digital a nd physical collections, and strengthen student learning opportunities.
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LIBRARY
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
1. Number of visits to the Library. 74,328(A) 261,763 >250,000 175,379 >350,000
2. Total circulation. 741,871(A) 1,231,536 >1,200,000 643,427 >1,200,000
3. Total electronic items circulated. New for
FY21-22
236,584
>230,000
132,187
>260,000
4. Total physical items circulated. New for
FY21-22
994,952
>980,000
511,240
>1,000,000
5. Total questions answered. New for
FY21-22
15,521
>15,000
7,194
>15,000
6. Total attendees at Library programs. 16,207(A) 10,876(A) >15,000 19,920(B) >25,000
7. Satisfaction rate for Library programs. 97% 97% >90% 97% >90%
8. Average number of calendar days
between receipt of new item and
availability to check out.
7 8.4
<10
6.5 <10
9. New book and media items processed. 19,333(A) 20,281 >22,000 8,673 >22,000
10. Number of public computer sessions in
the Library.
924(A)
17,829
>16,000
12,432
>24,000
________________________
(A) The measures were affected by the Library closure due to the COVID-19 global pandemic starting in March 2020. (B) Include attendance for live in -person, live virtual, and view of recorded programs. The Library launched a new Online Author Series of program with regular recorded programs now being made available for the community to attend on their own schedule.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
1 1 *1 1
Assistant Library Director 0 1 *2 1
3 3 *3 3
1 1 1
3 3 3
10.75 10.75 11 *4
Analyst I/II 1 1 1
1 1 1
4.75 4.75 4.75 *5
4.75 4.75 5 *4
0.50 0.50 0.50
TOTAL REGULAR 30.75 31.75 32.25
TOTAL PART-TIME HOURLY 12.78 12.78 12.78
TOTAL POSITIONS 43.53 44.53 45.03 *6
*1
*2
*3
*4
*5
*6
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 796,107 1,285,463 1,450,279
1,712,798 2,144,025 2,426,680
2,313,208 2,596,389 2,825,561
1,024,940 1,586,917 1,441,930
TOTAL EXPENDITURES $ 5,847,053 7,612,794 8,144,450
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 4,878,056 6,521,328 6,949,284
956,142 1,036,466 1,170,166
635 32,000 0
12,220 23,000 25,000
TOTAL EXPENDITURES $ 5,847,053 7,612,794 8,144,450
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 5,827,053 7,496,794 7,795,350
20,000 116,000 349,100
TOTAL FUNDING $ 5,847,053 7,612,794 8,144,450
Title change from Library Assistant III to Senior Library Assistant.
General Non-Operating
Salaries Wages and Benefits
Technology and Collections
FUNDING SOURCES
Supplies and Other Services
Youth and Bookmobile
EXPENDITURE SUMMARY
Library Technician
DEPARTMENT DIVISIONS
Library Customer Service Supervisor
Senior Library Assistant
Library Assistant I/II
Title change from Library Services Director to Library Director.
Title change from Library Services Manager to Library Manager.
Addition of Assistant Library Director.
Addition of 0.25 FTE Librarian I/II and 0.25 FTE Library Assistant I/II.
In addition there is a limited-period Security Guard position.
Capital Outlay
Interfund Expenditures
Adult and Customer Experience
General Operating
LIBRARY
Library Administration
Senior Librarian
Executive Assistant
DEPARTMENT SUMMARY
Librarian I/II
POSITIONS
Library Director
Library Manager
4-159
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 5,489 5,000 5,000
7,536 10,000 10,000
164,014 0 0
TOTAL REVENUES $ 177,039 15,000 15,000
General Service Charges
Miscellaneous Revenue
Fines and Forfeitures
LIBRARY
REVENUE SUMMARY
DEPARTMENT SUMMARY
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LIBRARY—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—LIBRARY DIRECTOR
DIVISION OVERVIEW
Administration is responsible for the d epartment’s organizational structure, strategic planning, goal setting and future services planning. The division is responsible for stakeholder relations and is the liaison to the Board of Library Trustees, the California State Library and regional library consortiums and committees. The division manages the department’s budget planning and analysis, grant and donation funding, contracts and Memorandums of Understanding (MOU). The division oversees d epartment policies, d epartment-wide projects and improvements to the facility and services. The division oversees personnel, staff training, safety and security, and emergency planning . The division oversees communications, social media, outreach and marketing and the department’s website.
MAJOR DIVISION CHANGES
• General Operating Fund:
Employee Wellness and Team Building: $6,400
Provides new funding for employee wellness and team building events.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 3 4 *1 5 *2
TOTAL POSITIONS 3 4 5
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 391,262 655,282 802,175
7,430 0 0
171,661 324,273 381,698
570,354 979,555 1,183,873
42,025 30,530 51,078
69,857 74,167 74,167
3,798 7,000 7,000
48,400 116,000 84,050
61,039 46,211 50,111
225,119 273,908 266,406
635 32,000 0
TOTAL EXPENDITURES $ 796,107 1,285,463 1,450,279
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
Fines and Forfeitures $ 790 0 0
7,536 10,000 10,000
62,039 0 0
TOTAL REVENUES $ 70,365 10,000 10,000
TOTAL PERSONNEL
Capital Outlay
TOTAL SUPPLIES AND SERVICES
Materials and Supplies
LIBRARY - ADMINISTRATION
EXPENDITURES
Salaries
POSITIONS
DIVISION SUMMARY
Addition of Assistant Library Director.
Professional/Technical Services
Utilities
Transfer of Librarian I/II from the Youth and Outreach division.
REVENUES
Maintenance and Operations
Other Expenses
Wages
Miscellaneous Revenue
General Service Charges
Benefits
4-162
LIBRARY— ADULT AND CUSTOMER EXPERIENCE
DIVISION SUMMARY
DIVISION MANAGER—LIBRARY MANAGER
DIVISION OVERVIEW
Adult and Customer Experience oversees customer service, programs for adults and all age groups and most in- house library services . The division oversees the c ustomer service staff responsible for assisting library customers via phone, online and in-person regarding general information and library account information. Customer Service is responsible for issuing library cards, lending and tracking library materials loaned to the publ ic and assisting customers with using the automated check-out and check-in systems. The division oversees the staff responsible for coordinating the second -floor services, which includes public computers, printing services, a Seed Library, group study rooms, and a History Center that houses materials with historical significance to Mountain View. Staff at the information desk on the second floor provide s reference assistance, readers’ advisory and help with the use of resources offered by the library. Staff assists customers with the Digital Library, which gives customers 24/7 access to materials such as e Books, audiobooks, streaming media, digital databases , and resources that support skill - building, financial literacy, language learning and more. The division hosts events and programs that promote lifelong learning and community engagement , provides outreach to homebound customers and offers an adult learners program.
MAJOR DIVISION CHANGES
• General Operating Fund:
Digital Library Collection: $43,300
Provides increased funding for expansion of eBooks and other digital resources.
Library Assistant I/II Position (0.25 FTE): $39,300
Provides funding to increase a Library Assistant I/II position from three-quarter time to full-time. The additional hours will help the Library maintain adequate staffing levels.
• General Non-Operating Fund:
Security Services (limited-period): $200,000
Provides funding for contract security services for the Library.
Security Guard (limited-period): $149,100
Provides funding for a Security Services Guard position. This position will work with Library staff, administration, contracted security guards, and customers to ensure maximum safety and security to Library customers and employees.
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LIBRARY - ADULT AND CUSTOMER EXPERIENCE
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 7.25 7.50 *1 7.75 *2
Total Part-Time Hourly 3.13 3.13 3.13
TOTAL POSITIONS 10.38 10.63 10.88
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 639,655 813,570 898,539
92,553 203,938 212,103
331,437 479,057 444,828
1,063,645 1,496,565 1,555,470
643,885 642,060 669,710
800 1,500 201,500
4,468 3,900 0
649,153 647,460 871,210
TOTAL EXPENDITURES $ 1,712,798 2,144,025 2,426,680
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 430 0 0
TOTAL REVENUES $ 430 0 0
Transfer of 0.25 Librarian I/II from the Youth and Outreach Division.
TOTAL PERSONNEL
DIVISION SUMMARY
REVENUES
EXPENDITURES
Materials and Supplies
Other Expenses
Professional/Technical Services
Addition of 0.25 FTE Library Assistant I/II position.
TOTAL SUPPLIES AND SERVICES
Miscellaneous Revenue
POSITIONS
Salaries
Wages
Benefits
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LIBRARY—TECHNOLOGY AND COLLECTIONS
DIVISION SUMMARY
DIVISION MANAGER—LIBRARY MANAGER
DIVISION OVERVIEW
Technology and Collections provides technology support and maintenance of the library’s integrated library system, the library catalog, automated check-in and check-out systems, public computer maintenance, and other software and hardware maintenance and upgrades . The division manage s selecting, purchasing, cataloging, physical processing and maintenance of most general collection materials. The division oversees the timely return of library materials to the shelves and maintains the orderliness of the library’s materials collection. The division is responsible for the Link+ service, a consortium of regional academic and public libraries which provides access to materials not found in the library’s collection.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 11.50 *1 12 *2 12
Total Part-Time Hourly 8.82 8.82 8.82
TOTAL POSITIONS 20.32 20.82 20.82
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,117,148 1,221,405 1,400,101
389,952 485,056 504,487
729,805 784,230 889,973
2,236,904 2,490,691 2,794,561
25,068 39,648 29,000
122 0 0
49,565 64,050 0
1,549 2,000 2,000
76,304 105,698 31,000
TOTAL EXPENDITURES $ 2,313,208 2,596,389 2,825,561
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 4,699 5,000 5,000
45 0 0
$ 4,745 5,000 5,000
TOTAL SUPPLIES AND SERVICES
Fines and Forfeitures
EXPENDITURES
Salaries
Other Expenses
Professional/Technical Services
Maintenance and Operations
Transfer of 0.75 Library Assistant I/II to the Adult and Virtual Division.
Wages
TOTAL PERSONNEL
Miscellaneous Revenue
TOTAL REVENUES
REVENUES
Materials and Supplies
LIBRARY - TECHNOLOGY AND COLLECTIONS
POSITIONS
Benefits
DIVISION SUMMARY
Transfer of 0.5 Librarian I/II position from the Youth and Outreach Division. 4-166
LIBRARY—YOUTH AND BOOKMOBILE
DIVISION SUMMARY
DIVISION MANAGER—LIBRARY MANAGER
DIVISION OVERVIEW
Youth and Bookmobile plans and maintains developmentally-appropriate library programs and spaces and oversees a collection of a wide variety of materials and resources, including multilingual collections, for ages 0 through 18, families and educators. The division provides reference and readers’ advisory services , promotes, encourages, and supports literacy education, and conducts educational and mission-focused programs. The division oversees school and educational services such as library tours, classroom outreach and the student digital library card. The bookmobile provides community- based library services for cu stomers of all ages who live, work and learn in Mountain View. The bookmobile furthers the visibility and accessibility of library services in the community and supports the diverse communities of Mountain View with relevant materials, resources and learni ng opportunities.
4-167
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 9 8.25 *1 7.50 *2
Total Part-Time Hourly 0.83 0.83 0.83
TOTAL POSITIONS 9.83 9.08 8.33
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 595,794 894,592 868,227
39,619 82,449 85,751
371,742 577,476 461,402
1,007,154 1,554,517 1,415,380
3,243 9,400 1,550
2 0 0
2,321 0 0
5,566 9,400 1,550
12,220 23,000 25,000
TOTAL EXPENDITURES $ 1,024,940 1,586,917 1,441,930
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 101,500 0 0
$ 101,500 0 0
Miscellaneous Revenue
TOTAL REVENUES
TOTAL SUPPLIES AND SERVICES
Interfund Expenditures
Utilities
REVENUES
TOTAL PERSONNEL
DIVISION SUMMARY
Other Expenses
Transfer of Librarian I/II position to the Administration Division and addition of 0.25 FTE Librarian I/II position.
LIBRARY - YOUTH AND BOOKMOBILE
Materials and Supplies
POSITIONS
EXPENDITURES
Salaries
Wages
Benefits
Transfer of 0.25 Librarian I/II to the Adult and Digital Division and 0.5 Librarian I/II to the Support and Customer Service Division. 4-168
BUD/OC-PD FY2023-24
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
1 Administrative Aide
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 Systems Specialist
1 Systems Specialist
Records/Court Liaison
1 Police Records Supervisor
2 Lead Police Records Specialist
8 Police Records Specialist
SPECIAL OPERATIONS
1 Police Captain (Saul Jaeger)
Investigative Services
1 Police Lieutenant
1 Police Officer
1 Crime Analyst
Crime Suppression Unit
1 Police Sergeant
5 Police Officer
1 Community Services Officer
Person Crimes
1 Police Sergeant
5 Police Officer
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 (Scott Nelson)
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 5-7
1 Police Lieutenant
3 Police Sergeant
19 Police Officer
Neighborhood and Event Services
1 Police Sergeant
2 Police Officer
1.5 Community Services Officer
Youth Services
1 Police Sergeant
3 Police Officer
FISCAL YEAR 2023-24 POSITION TOTALS: 143.0 Full-Time
0.5 Regular Part-Time
* The three Police Officer overhire positions are funded at 50%.
POLICE CHIEF
(Max Bosel, Interim)
ADMINISTRATION
0.5 Executive Assistant
1.5 Administrative Assistant
1 Senior Administrative Assistant
1 Police Media and Community Relations Coordinator
Professional Standards
1 Police Sergeant
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POLICE
DEPARTMENT SUMMARY
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 assistance, 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, small 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.
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POLICE
DEPARTMENT SUMMARY
• 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 2022-23 ACCOMPLISHMENTS
(Items in bold are tied to Fiscal Years 2021-22 and 2022-23 Strategic Roadmap Action Plan Projects)
• Supported the launch of a county pilot mobile mental health crisis response TRUST program and collaborated with North County cities to enhance the program through earmark funding, in conjunction with the City Manager’s Office.
• 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 peopl e, places, and events.
• Took new investigative steps in 5 and closed 1 unsolved and cold case homicides.
• Continued implementing collection of Racial Identity Profile Act (RIPA) data in compliance with State Assembly Bill 953 and working with the Public Safety Advisory Board on approaches to enhance public access to the data, in conjunction with the City Manager’s Office.
• Developed a Memoranda of Understanding with school districts and a procedure manual related to the School Resource Officer program, in conjunction with the City Manager’s Office.
• Continued partner ship 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.
• Received $100,000 in California State Office of Traffic Safety Grant to address drunk driving and other traffic safety measures.
• Received $25,000 grant from El Camino Hospital to help support the MVPD Dreams & Futures summe r enrichment program for underserved youth.
• Received $14,000 in from Bullet Proof Vest grant.
• Received $9,750 from Santa Clara County Public Health Department for tobacco enforcement operations with retailers in the City of Mountain View.
• Received $58,000 from Board of State and Community Corrections for a two -year Officer Wellness and Mental Health Program.
• Implemented the departments first Internal Sergeant Leadership Development Program to help better prepare officers for a future Sergeant position. Eight officers participated in and completed the program. 4-171
POLICE
DEPARTMENT SUMMARY
• Implemented a new closed-circuit TV system for the Police/Fire Administration Building, in conjunction with the Information Technology and Fire Departments.
• Worked with a UC Berkeley postdoctoral fellow to examine effective and academically sound methods to gauge comm unity sentiment about public safety in Mountain View and the Mountain View Police Department.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2023-24 AND 2024-25
(Items in bold are tied to potential Fiscal Years 2023-24 and 2024-25 Council Work Plan Projects)
• Develop an ordinance to ban vaping sales citywide in conjunction with the City Attorney’s Office.
• Support the preparation of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department.
• 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.
• Expand engagement and outreach to Hispanic, Chinese, and faith- based organizations through multilingual outreach events and communications.
• 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 Mall can be designed and constructed, in conjunction with the Public Works, Community Development, and Community Services Departments.
• Continue the process to upgrade the Computer Aided Dispatcher (CAD) system in conjunction with the Fire Department.
•
Continue building an adaptive organizational culture focused on excellence, providing compassionate police services to the community.
• Continue the planning and design of a new Public Safety Headquarters building in conjunction with the Fire and Public Works Departments.
• Implement community -based technology and collaborate with neighborhoods and businesses to improve community safety and prevent crime.
• Examine enhancing elementary school traffic safety strategies in collaboration with the Public Works Department and the Mountain View Whisman School District.
• Identify and implement recruitment and succession planning initiatives in conjunction with the Human Resources Department.
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POLICE
DEPARTMENT SUMMARY
• Enhance access and transparency to feedback mechanisms, such as performance complaint data, use of force incidents, internal affairs investigations, officer -involved collisions, and Racial Identity Profiling Act data as informed by recommendations from the Public Safety Advisory Board.
• Continue the Ph.D. Research Fellow analysis of Stop Data and apply Racial Identity Profiling Act data set, in conjunction with the City Manager’s Office.
PERFORMANCE/WORKLOAD MEASURES
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Field Operations:
1. Sustain a violent crime rate below the
rate most recently reported by the
California Department of Justice for
Santa Clara County.
178 221 <317 131 <358
2. Sustain a property crime rate below the
rate most recently reported by the
California Department of Justice for
Santa Clara County.
1,542 2,731(A) <2,258 1,334 <2,216
3. Sustain a fatal and injury traffic collision
rate that is below the rate most recently
reported by the California Highway Patrol
for Santa Clara County. 140 171 <398 94.2 <300
4. Maintain an average response time
(dispatch to on-scene) of five minutes or
less to emergency (Priority 0) calls for
service.
2.8 2.5 <5 4.11 <5
Special Operations:
5. Continue an opt-in growth of 20% per
year across digital media platforms. 9.9% 10.2% >10% 6.4%(B) >10%
6. Sustain a violent and property crime
clearance rate above the rate most
recently reported by the California
Department of Justice for Santa Clara
County.
18% 27%(C) >11% 41% >10.4%
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POLICE
DEPARTMENT SUMMARY
2020-21
Actual
2021-22
Actual
2022-23
Target
2022-23
6 Months
2023-24
Target
Public Safety Support Services:
7. Answer incoming calls to 9-1-1 within
nine seconds. 98% 97% >95% 98% >95%
8. Dispatch emergency (Priority 0) and
urgent (Priority 1) calls in under two
minutes. 96% 94% >95% 93% >95%
_________________________
(A) The regional trend across the Bay Area is a higher property crime rate due to zero bail policies. Subjects booked for property crimes are immediately released with no bail due to COVID -19 and anti-crowding policies. (B) Growth rate did not meet target due to Twitter losing a massive number of followers following Elon Musk’s purchase of the platform, along with additional adjustments of followers on the Facebook side. (C) The Police Department began using a new Records Management System in January 2022. It is more accurate than the previous system and reported clearance rates are higher.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Police Chief 1 1 1
Deputy Police Chief 1 0 *2 0
2 3 *2 3
1 1 1
4 5 *2 5
17 16 *2 16
67 67 68 *4
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
4 4 4
10 10 10
1 1 1
2 2 2
8 8 8
7.50 7.50 7.50
1 1 1
1 1 1
1 1 1
0.50 0.50 0 *5
1 1 1
0.50 0.50 0.50
1 1 1
1.50 1.50 1.50
0.50 0.50 0 *5
TOTAL REGULAR 143.50 143.50 143.50
TOTAL PART-TIME HOURLY 3.05 3.05 3.05
TOTAL POSITIONS 146.55 *1 146.55 *3 146.55
*1
*2
*3
*4
*5
Police Sergeant
DEPARTMENT SUMMARY
Public Safety Support Services Manager
Administrative Aide
Public Safety Dispatcher Coordinator
Police Officer (Overhire)
Police Media and Community Relations Coord.
Transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant to the Fire Department.
POLICE
POSITIONS
Police Captain
Police Lieutenant
Public Safety Dispatcher III
Program Assistant
Senior Systems Specialist
Police Officer
Crime Analyst
Systems Specialist
Executive Assistant
Police Records Specialist
Property & Evidence Specialist
Police Assistant III
Police Records Supervisor
Emergency Communications Manager
Lead Police Records Specialist
Public Safety Dispatcher II
Senior Administrative Assistant
Community Services Officer
Analyst I/II
Reclassification of the Deputy Police Chief position to Police Captain and a Police Sergeant position to Police Lieutenant.
In addition, there is a limited-period Police Officer-Community Outreach.
Administrative Assistant
Office Assistant
In addition there is a Senior Systems Specialist Overhire for 3 months, and a limited-period Police Officer-Community Outreach.
Addition of a Police Officer-Community Outreach.
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2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 1,818,539 1,578,492 1,661,802
22,559,440 25,438,521 27,173,024
11,592,251 11,553,849 12,105,424
8,132,044 9,903,164 10,113,496
TOTAL EXPENDITURES $ 44,102,275 48,474,026 51,053,746
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 40,138,853 44,635,461 46,660,744
2,991,374 2,882,562 3,408,502
166,824 102,003 79,500
805,224 854,000 905,000
TOTAL EXPENDITURES $ 44,102,275 48,474,026 51,053,746
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 43,288,625 47,682,903 50,688,746
401,370 422,403 150,000
26,037 0 0
203,460 175,000 175,000
39,678 40,000 40,000
143,104 153,720 0
TOTAL FUNDING $ 44,102,275 48,474,026 51,053,746
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 81,559 219,000 207,000
288,500 231,000 374,000
349,211 249,000 261,500
241,523 205,000 205,000
4,367 0 0
184,612 209,600 194,000
1,236,428 939,400 1,327,700
TOTAL REVENUES $ 2,386,199 2,053,000 2,569,200
DEPARTMENT DIVISIONS
Special Operations
Field Operations
Police Administration
Salaries Wages and Benefits
DEPARTMENT SUMMARY
General Licenses & Permits
Fines & Forfeitures
Local Intergovernmental Revenue
General Service Charges
Miscellaneous Revenue
Federal Intergovernmental Revenue
State Intergovernmental Revenue
REVENUE SUMMARY
Interfund Expenditures
Police Asset Forfeitures
Supplemental Law Enforcement Services
General Operating
General Non-Operating
Supplies and Other Services
FUNDING SOURCES
Wastewater
Shoreline Regional Park Community
POLICE
Capital Outlay
Public Safety Support Services
EXPENDITURE SUMMARY
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POLICE—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—POLICE CHIEF
DIVISION OVERVIEW
Administration is responsible for managing the Police Department. This Division is responsible for maintaining the integrity of the Department and investigating all complaints against Police employees, tracking all major community policing actions, coordinating and implementing crime-prevention activities, crime analysis, fiscal management, and relaying public information by maintaining open communications and relationships with local media pe rsonnel.
MAJOR DIVISION CHANGES
• General Operating Fund:
Employee Wellness and Team Building: $28,400
Provides new funding for employee wellness and team building events.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 5 4 *1 4
Total Part-Time Hourly 0.57 0.57 0.57
TOTAL POSITIONS 5.57 4.57 4.57
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 993,452 844,599 872,619
18,744 46,723 47,819
660,486 557,520 571,814
1,672,682 1,448,842 1,492,252
39,339 12,050 40,450
906 0 0
50,489 57,500 57,500
41,287 39,100 48,600
132,021 108,650 146,550
13,836 21,000 23,000
TOTAL EXPENDITURES $ 1,818,539 1,578,492 1,661,802
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 80,856 72,000 75,000
85,730 75,000 77,000
24,082 60,000 45,000
30 0 0
TOTAL REVENUES $ 190,698 207,000 197,000
POSITIONS
Reclassified the Deputy Police Chief position to Police Captain and moved to Support Services Division.
Professional/Technical Services
Other Expenses
DIVISION SUMMARY
General Licenses and Permits
Fines & Forfeitures
General Service Charges
Maintenance and Operations
POLICE - ADMINISTRATION
EXPENDITURES
Salaries
Wages
Benefits
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
REVENUES
Materials and Supplies
Interfund Expenditures
Miscellaneous Revenue
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POLICE—FIELD OPERATIONS
DIVISION SUMMARY
DIVISION MANAGER—FIELD OPERATIONS CAPTAIN
DIVISION OVERVIEW
The Field Operations Division is responsible for providing all uniform police services to the community. The Division’s primary function includes responding to criminal activity and calls for service in an effective and timely manner and providing crime suppression and prevention acti vities. Within this Division resides Patrol; Traffic Safety; Youth Services, which provides school resources, juvenile diversion, and gang- suppression activities; and Neighborhood and Event Services, which provides outreach and coordinated community safety services to unhoused and residents living in vehicles. In addition, this Division is responsible for coordinating Canine, SWAT, Crisis Negotiations, Bicycle Patrol, and the Field Training Officer programs.
MAJOR DIVISION CHANGES
• General Operating Fund:
Crossing Guard Services: $223,600
Provides increased funding for additional crossing guard contract services for Mountain View schools.
Silicon Valley Animal Control Authority (SVACA) Contract: $11,700
Provides increased funding for inflationary cost increases related to the animal s ervices contract with SVACA.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 71.50 71.50 72.50 *2
Total Part-Time Hourly 1.17 1.17 1.17
TOTAL POSITIONS 72.67 *1 72.67 73.67
*1
*2
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 12,615,596 13,724,835 14,443,489
142,631 90,794 93,031
8,076,712 9,935,195 10,696,247
20,834,939 23,750,824 25,232,767
146,706 37,700 37,700
28,546 21,150 21,150
292 0 0
714,652 841,137 1,022,697
162,112 111,710 144,710
1,052,308 1,011,697 1,226,257
64,052 0 0
608,142 676,000 714,000
TOTAL EXPENDITURES $ 22,559,440 25,438,521 27,173,024
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 0 147,000 132,000
202,770 156,000 297,000
2,135 0 0
241,353 205,000 205,000
135,636 120,600 120,000
154,953 21,000 21,000
TOTAL REVENUES $ 736,847 649,600 775,000
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
In addition there are is a 0.50 FTE Community Services Officer (CSO) overhire position and two limited-period Police Officer Trainee positions at 25 percent funding.
REVENUES
Fines & Forfeitures
EXPENDITURES
Maintenance and Operations
POLICE - FIELD OPERATIONS
Salaries
Wages
Benefits
TOTAL PERSONNEL
General Licenses and Permits
POSITIONS
Materials and Supplies
Addition of a Police Officer-Community Outreach.
Other Expenses
Utilities
State Intergovernmental Revenue
Local Intergovernmental Revenue
Miscellaneous Revenue
Capital Outlay
Professional/Technical Services
Interfund Expenditures
General Service Charges
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POLICE—SPECIAL OPERATIONS
DIVISION SUMMARY
DIVISION MANAGER—SPECIAL OPERATIONS CAPTAIN
DIVISION OVERVIEW
The Special Operations Division is responsible for reducing and solving crime through prevention, intervention, investigation, and suppression activities; supporting patrol; providing Police services for special events; coordinating personnel and functions; coordinating victim services; and providing technical support services. Within this Division resides Investigations, which includes: Crime Suppression, which addresses narcotic, vice, burglary, fraud, and auto theft; Cyber Crimes, which addresses high- tech crimes and digital forensics; and Person Crimes, which addresses violent crimes, sexual predators, crimes against children, and missing persons. Also residing in this division is Special Services, which includes Operational Services, which manages special events, permits, and reserve officers; Personnel Services, which manages training, personnel recruitment and selection, and professional development; and Property and Evidence, which is responsible for the collection and safekeeping of property and evidence taken into department custody.
MAJOR DIVISION CHANGES
• General Operating Fund:
Police Officer Position (1.0 FTE) - Community Outreach: $332,400
Provides funding to convert a limited-period Police Officer position to ongoing. This position focuses on improving the effectiveness of the Police Department’s handling of community concerns and issues related to vulnerable populations, including the homeless and mentally ill, and works in close coordination with staff in the City Manager’s Office.
Event Overtime: $(36,000)
Provides funding for overtime services for Shoreline Amphitheatre events. Event overtime is reimbursed to the City with an administrative fee, resulting in net savings to the General Fund.
• General Non-Operating Fund:
Training and Career Development (limited-period): $150,000
Provides funding for training capacity and resources, which encompasses mandated and essential training requirements for sworn and non- sworn assignments in patrol, investigations, and support services.
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2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
Total Regular 30 30 30
Total Part-Time Hourly 0.45 0.45 0.45
TOTAL POSITIONS 30.45 *1 30.45 *1 30.45
*1
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 6,482,974 6,527,321 6,641,111
141,198 92,454 93,310
3,991,998 4,307,918 4,535,258
10,616,170 10,927,693 11,269,679
133,294 142,153 142,153
58,652 24,635 42,685
3,107 2,000 3,200
263,894 194,325 196,325
244,874 114,043 292,382
703,821 477,156 676,745
89,704 0 0
182,555 149,000 159,000
TOTAL EXPENDITURES $ 11,592,251 11,553,849 12,105,424
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 347,075 249,000 261,500
4,367 0 0
684,372 505,000 781,000
TOTAL REVENUES $ 1,035,814 754,000 1,042,500
Capital Outlay
In addition there is a limited-period Police Officer-Community Outreach Position.
EXPENDITURES
Materials and Supplies
Federal Intergovernmental Revenue
Salaries
Utilities
POLICE - SPECIAL OPERATIONS
POSITIONS
Local Intergovernmental Revenue
Maintenance and Operations
REVENUES
Benefits
TOTAL PERSONNEL
Interfund Expenditures
Professional/Technical Services
DIVISION SUMMARY
Wages
Miscellaneous Revenue
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-182
POLICE—PUBLIC SAFETY SUPPORT SERVICES
DIVISION SUMMARY
DIVISION MANAGER—PUBLIC SAFETY SUPPORT SERVICES CAPTAIN
DIVISION OVERVIEW
The Public Safety Support Services Division is responsible for providing essential administrative and technical services to the Police and Fire Departments. Within this Division reside Management and Fiscal Services, which is responsible for providing appropriate, accurate, and effective fiscal analyses and administrative support for the Police and Fire Departments; Emergency Communications, which answers 9 -1-1 and nonem ergency calls for public safety, dispatching the most appropriate response of Police, Fire, or ambulances and emergency medical dispatch services; Public Safety Systems, which manages the City’s various radio systems; and Records, which is responsible for record- keeping activities, such as data processing, and collecting records and statistical information and processing arrest warrants.
MAJOR DIVISION CHANGES
• General Operating Fund:
Public Safety Systems Support: $52,000
Provides increased funding for software maintenance and technical support for the shared records management system with the cities of Palo Alto and Los Altos.
Live911 Support and Maintenance: $8,300
Provides new funding for support and maintenance of Live911 technology. Live911 technology allows first responders in the field to monitor the location and audio of 911 emergency calls.
Reallocate Office Assistant Position (0.5 FTE): ($74,600)
Reallocates the funding for one half -time Office Assistant position from the Police Department to Fire Department.
• Wastewater Fund:
Reallocate Office Assistant Position (0.5 FTE): $(87,800)
Reallocates one half -time Program Assistant position from the Police Department to Fire Department.
4-183
2021-22 2022-23 2023-24
ADJUSTED ADOPTED RECOM.
37 38 *2 37 *3
0.86 0.86 0.86
37.86 *1 38.86 37.86
*1
*2
*3
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 4,417,584 5,297,042 5,441,942
250,109 86,806 90,281
2,347,370 3,124,254 3,133,823
7,015,062 8,508,102 8,666,046
134,512 95,801 132,340
502,006 844,470 738,146
272,478 179,668 297,970
105,706 101,040 100,840
88,522 64,080 89,654
1,103,224 1,285,059 1,358,950
13,067 102,003 79,500
691 8,000 9,000
TOTAL EXPENDITURES $ 8,132,044 9,903,164 10,113,496
2021-22 2022-23 2023-24
ACTUAL ADOPTED RECOM.
$ 703 0 0
170 0 0
24,894 29,000 29,000
397,073 413,400 525,700
$ 422,840 442,400 554,700
TOTAL SUPPLIES AND SERVICES
Salaries
Utilities
Capital Outlay
Materials and Supplies
Wages
Benefits
POLICE - PUBLIC SAFETY SUPPORT SERVICES
TOTAL POSITIONS
EXPENDITURES
Total Regular
Total Part-Time Hourly
In addition there is a Senior Systems Specialist Overhire for 3 months.
Transferred a Police Captain position from the Administration Division.
Transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant to the Fire Department.
TOTAL REVENUES
POSITIONS
REVENUES
General Service Charges
Miscellaneous Revenue
DIVISION SUMMARY
Other Expenses
Maintenance and Operations
State Intergovernmental Revenue
TOTAL PERSONNEL
General Licenses & Permits
Professional/Technical Services
Interfund Expenditures
4-184
BUD/OC-PW FY2023-24
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 Senior Administrative Assistant
0.5 Program Assistant
1 Administrative Assistant
Transportation Management
1 Transportation Manager
3 Transportation Planner
1 Transportation Planner**
Property Management
1 Real Property Program Administrator
1 Analyst I/II
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 Senior Administrative Assistant
3 Administrative Assistant
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 Analyst I/II
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
Civil Infrastructure
1 Principal Civil Engineer
2 Senior Civil Engineer
5 Junior/Assistant/Associate Engineer
Parks and Buildings
1 Principal Project Manager
1 Senior Civil Engineer
4 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
6 Junior/Assistant/Associate Engineer
1 Engineering Assistant I/II