ATT 1 - Fiscal Year 2024-25 Recommended Budget — Mountain View City Council, June 11, 2024 (part 2 of 3)

HOUSING

DEPARTMENT SUMMARY
E
xisting Performance/Workload Measures
2021-22
Actual
2022-23
Actual*
2023-24
Target
2023-24
6 Months
Affordable Housing:

1. Number of households served by CDBG
public service programs.

New For
FY23-24 6,113 3,000

2. Number of deed-restricted affordable
housing units (BMR and NOFA units)
approved.**
New For
FY23-24 173 74
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 1,386

4. Number of community members staff
connected with through Rent
Stabilization Program outreach efforts
such as events, workshops, and
trainings.

N
ew For
FY23-24 5,000 1,814
__________________________________
* T he Performance Measures for the newly established Housing Department , previously the Housing an d Ne
ighborhood Services Division in the Community Development Department, have been redesigned to better align with the Department’s initiatives.
** Based the City’s Evelyn project and three BMR pipeline projects. *** Response to all intake requests to the division.

NEW PERFORMANCE/WORKLOAD MEASURES
As noted earlier, the City engaged a consultant to collaborate with departments to review and re -design the Performance Measures to provide meaningful measures with a direct connection to the department functions. As a result, new and revised measures have been implemented, with tracking to begin in Fiscal Year 2024-25.

T
he City of Mountain View utilizes performance and workload measures to demonstrate the effectiveness and efficiency of City operations, as well as the staff effort required to provide programs and services. Each department has a series of performance and workload measures that serve to provide City management, the City Council, and the community with timely and relevant information on departmental operations.

I
n many cases, a measure will have both a workload and a performance component, as workload may be a factor that drives performance. When this is the case, it is important that these measures are presented together to ensure that the performance outcome is shown in the proper context. All performance measures include a target, and that target is based on the budgeted resources provided to that particular function at the expected level of service demand. Over time, the workload and performance results can be utilized to evaluate operational performance and inform decisions about how budget resources should be allocated. 4-162
Table of Contents

HOUSING

DEPARTMENT SUMMARY
In limited cases, measures will be defined as informational. Informational measures are those that are neither a function of workload nor p erformance but were determined to be important enough to department operations to include with the other measures.

Performance <100%
2 Affordable
Housing
Number of households served by CDBG
public service programs. Performance 6,113
3 Affordable
Housing
Number of deed-restricted affordable
housing units (BMR and NOFA units)
approved.1
Informational 574
4 Rent
Stabilization
Number of community members assisted
through the Rent Stabilization program,
concerning CSFRA, MHRSO, TRAO, Help
Center, MVMP (email, phone, and in
person).2
Performance 2,000
5 Rent
Stabilization
Number of community members staff
connected with through Rent Stabilization
Program outreach efforts, workshops, and
trainings.

Performance 5,000
6 Rent
Stabilization
Percentage of properties in compliance
with annual registration requirements.3 Informational 75% 7 Rent
Stabilization
Percentage of properties in compliance
with annual fee payment requirements.3 Informational 90% __________________________________
1 2024-25 target based on the City’s three affordable housing and two BMR pipeline projects. 2 Response to all intake requests to the division. Acronyms: CSFRA - Community Stabilization and Fair Rent Act, MHRSO - Mobile Home Rent Stabilization Ordinance, TRAO - Tenant Relocation Assistance Ordinance, MVMP - Mountain View Mediation Program.
3 Reported per calendar year.
4-163
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
0 1 *1 1
Affordable Housing Manager 0 1 *1 1 *3
Rent Stabilization Coordinator 0 0 1 *4
0 1 *1 0 *4
0 2 *1/2 2
0 1 *1 2 *5
0 1 *1 1
0 1 *1 2 *6
0 3.50 *1 3.50
0 2 *1 2
0 1 *1 1
0 14.50 16.50
TOTAL POSITIONS 0 14.50 16.50
*1
*2
*3
*4
*5
*6
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 0 155,912
0 54,095,729 33,491,521
0 2,307,999 2,410,544
TOTAL EXPENDITURES $ 0 56,403,728 36,057,977
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 3,259,431 3,939,619
0 53,072,297 32,069,508
0 72,000 48,850
TOTAL EXPENDITURES $ 0 56,403,728 36,057,977

HOUSING

DEPARTMENT SUMMARY
Project Manager

POSITIONS
Housing Director
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 position.

TOTAL REGULAR
Housing Officer
Analyst I/II
Senior Administrative Assistant
Office Assistant
Administration
Addition of a Senior Management Analyst position.

Midyear title change from Housing & Neighborhood Services Manager to Affordable Housing Manager.

Capital Outlay
Midyear addition of a Housing Officer position.

Midyear reclassification of the Project Manager position to Rent Stabilization Coordinator.

Rent Stabilization

EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
4-164
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 656,711 693,065
0 53,770 47,701
0 25,641,174 21,792,172
0 25,424,976 9,669,669
0 9,362 0
0 0 525,058
0 1,850,456 2,126,974
0 311,451 283,570
0 2,455,828 895,000
0 0 24,768
TOTAL FUNDING $ 0 56,403,728 36,057,977
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 896,408 895,000
0 1,940,040 2,012,500
0 450,000 0
TOTAL REVENUES $ 0 3,286,448 2,907,500
Shoreline Regional Park Community

HOUSING

DEPARTMENT SUMMARY
General Operating
Housing Trust

FUNDING SOURCES
Rental Housing Impact
Miscellaneous Revenue

REVENUE SUMMARY
General Service Charges
CSFRA/Rental Housing Committee
General Non-Operating
Housing Impact
Federal Intergovernmental Revenue
MHRSO/Rental Housing Committee
Below-Market-Rate Housing
Grants
4-165
Table of Contents
HOUSING—ADMINISTRATION

DIVISION SUMMARY
DIVISION MANAGER—HOUSING DIRECTOR
D

IVISION OVERVIEW
T
he Administration Division provides support to the Affordable Housing Division related to special projects; the budget; agreements, invoices, and procurement; and training and onboarding staff. The Division also supports various Departmentwide activities , including legislation and requests for information from other City departments and offices.
4-166
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
0 0 0.60 *1
TOTAL POSITIONS 0 0 0.60
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 0 96,957
0 0 50,790
0 0 147,747
0 0 8,165
0 0 8,165
TOTAL EXPENDITURES $ 0 0 155,912 *1
*1 New Division created for FY2024-25.

TOTAL SUPPLIES AND SERVICES
Materials and Supplies

HOUSING - ADMINISTRATION

DIVISION SUMMARY

POSITIONS
Total Regular
Transferred 0.10 Housing Director position and 0.5 Analyst I/II positions from the Affordable Housing Division.

EXPENDITURES
Salaries
Benefits

TOTAL PERSONNEL
4-167
Table of Contents
HOUSING— AFFORDABLE HOUSING

DIVISION SUMMARY
DIVISION MANAGER— AFFORDABLE HOUSING MANAGER
D

IVISION OVERVIEW
The Affordable Housing Division administers various housing programs to advance the Council Strategic Priorities including:
• F
inancing 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.

T
he 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.

T
he 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.
4-168
Table of Contents
HOUSING— AFFORDABLE HOUSING

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Neighborhood Grant Program $ 40,000 $ 10,000 $ 50,000 Provides additional funding for the Council
Neighborhoods Committees (CNC) Neighborhood
Grant Program.

Below Market Rate (BMR) Fund:
1020 Terra Bella Ave Development (Rebudget
Balance) $ - $ 11,094,400 $ 11,094,400
Rebudgets the balance of funding approved
midyear for 1020 Terra Bella Ave affordable
housing project.
1012 Linda Vista Ave (Rebudget Balance) $ - $ 8,398,600 $ 8,398,600 Rebudgets the balance of funding approved
midyear for 1012 Linda Vista Ave affordable
housing project.

Lot 12 (Rebudget Balance) $ - $ 255,100 $ 255,100 Rebudgets the balance of funding approved for
the Lot 12 housing project
La Avenida Affordable Development (Rebudget
Balance) $ - $ 209,400 $ 209,400
Rebudgets the balance of funding approved
midyear for Avenida affordable housing
development project.
4-169
Table of Contents
HOUSING— AFFORDABLE HOUSING

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Website Redesign (Limited-Period) $ - $ 125,000 $ 125,000 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.

Consulting Services—Affordable Housing (Limited-
Period) $ - $ 70,000 $ 70,000
Provides funding for external consulting services
to support the implementation of Housing and
Neighborhood Services Division programs.

Software Subscription (Limited-Period) $ - $ 68,000 $ 68,000 Provides funding to continue usage of grant and
portfolio management software utilized for work
related to Housing, Public Services, and
Neighborhoods.

Community Outreach - Affordable Housing
Programs (Limited-Period) $ - $ 40,000 $ 40,000
Provides funding to facilitate community outreach
for feedback regarding housing policies,
programs, and strategies.

Training and Professional Development (Limited-
Period) $ - $ 20,000 $ 20,000
Provides funding for the training and professional
development of Housing staff.
4-170
Table of Contents
HOUSING— AFFORDABLE HOUSING

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
General Housing Fund:

Homelessness Program $ - $ 250,000 $ 250,000 Provides funding to continue the City's programs
related to homelessness.

Community Ownership Action Plan (Limited-
Period) $ - $ 125,000 $ 125,000
Provides funding to engage a consultant to
develop a community ownership action plan for
the City.

Housing Impact Fund:
96 W. El Camino Real Development (Rebudget
Balance) $ - $ 7,067,700 $ 7,067,700
Rebudgets the balance of funding approved for
the 96 W. El Camino Real affordable housing
project.

Lot 12 (Rebudget Balance) $ - $ 1,950,000 $ 1,950,000 Rebudgets the balance of funding approved for
the Lot 12 housing project
Note: Limited-period items do not show original budget due to their one-time nature. 4-171
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
0 7.60 8 *1
TOTAL POSITIONS 0 7.60 8
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 1,157,839 1,351,394
0 20,000 20,000
0 591,793 746,774
0 1,769,632 2,118,168
0 45,570 56,770
0 16,065 16,000
0 3,022,726 1,470,066
0 49,241,736 29,830,517
0 52,326,097 31,373,353
TOTAL EXPENDITURES $ 0 54,095,729 33,491,521
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 896,408 895,000
0 450,000 0
$ 0 1,346,408 895,000 TOTAL REVENUES

DIVISION SUMMARY

HOUSING - AFFORDABLE HOUSING

EXPENDITURES
Salaries
Wages

POSITIONS
Total Regular
Benefits

TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Transferred 0.10 Housing Director position and 0.5 Analyst I/II positions to the Administration Division. Addition of a Senior Management Analyst position.

Miscellaneous Revenue
Professional/Technical Services
Other Expenses

TOTAL SUPPLIES AND SERVICES

REVENUES
Federal Intergovernmental Revenue
4-172
Table of Contents
HOUSING— RENT STABILIZATION

DIVISION SUMMARY
DIVISION MANAGER—RENT STABILIZATION MANAGER
D

IVISION 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:
• St
abilize rents
• Provide eviction protections
• Ensure a fair rate of return on investment for landlords S
taff 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 Help Center, the Tenant Relocation Assistance Ordinance (TRAO), and the Mountain View Mediation Program. 4-173
Table of Contents
HOUSING— RENT STABILIZATION

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
CSFRA/Rental Housing Committee (RHC) Fund:

Senior Management Analyst Position (1.0 FTE) $ - $ 247,500 $ 247,500 Provides funding for one Senior Management
Analyst position. This position will oversee
compliance provisions within the Rent
Stabilization Division and supervise staff.
4-174
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
0 6.90 7.90 *1
TOTAL POSITIONS 0 6.90 7.90
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 933,239 1,038,505
0 50,000 95,000
0 506,560 540,199
0 1,489,799 1,673,704
0 193,700 123,500
0 44,000 51,000
0 1,000 1,000
0 499,500 501,990
0 8,000 10,500
0 746,200 687,990
0 72,000 48,850
TOTAL EXPENDITURES $ 0 2,307,999 2,410,544
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 1,940,040 2,012,500
TOTAL REVENUES $ 0 1,940,040 2,012,500

HOUSING - RENT STABILIZATION

POSITIONS
Total Regular

DIVISION SUMMARY
General Service Charges

REVENUES
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses

TOTAL SUPPLIES AND SERVICES
Capital Outlay
Midyear addition of a Housing Officer position.

TOTAL PERSONNEL

EXPENDITURES
Materials and Supplies
Benefits
Salaries
Wages
4-175
Table of Contents
NOTES
(This page intentionally left blank)
4-176
Table of Contents
BUD/OC-HR FY2023-24

HUMAN RESOURCES DEPARTMENT

HUMAN RESOURCES DIRECTOR
(Maxine Gullo)
FISCAL YEAR 2024-25 POSITION TOTALS: 11.0 Full-Time

2.0 Limited-Period
1 Human Resources Manager
3 Senior Human Resources Analyst
4 Human Resources Analyst I/II
2 Human Resources Technician
1 Human Resources Technician
(Limited-Period)
1 Administrative Assistant
(Limited-Period)
4-177
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
DEPARTMENT MANAGER—HUMAN RESOURCES DIRECTOR
DE

PARTMENT 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
T
he 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.

PERFORMANCE MEASURE UPDATE
As
part of the Fiscal Year 2024- 25 budget development, the City engaged a consultant to collaborate with departments to review and re- design the Performance Measures to provide meaningful measures with a direct connection to the department functions. As a result, two sets of measures are presented in this document: the existing set to give the result for last fiscal year’s measures and a new set for Fiscal Year 2024 -25 and forward.

P
erformance measures are related to Department Functions. If a Department Function has a measure tied to it, it will be noted in the parenthesis with an “NM” for the new set. (e.g., NM 1, 2, 3).

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. (NM 1) • O
rient all new employees to the City and conduct interv iews with all employees who separate from City service. (NM 4, 5)
• M
anage 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. (NM 2, 3a, 3c)
• D
evelop and maintain infrastructure for administering effective personnel/employee relations functions . (
NM 2)
• P
lan, 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. (NM 7, 8, 9) • C
ontinue employee engagement efforts, including coordinating employee events and supporting recognition programs.
4-178
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
• 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. (NM 3)
• E
valuate, 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. • M
anage and administer the City’s comprehensive benefits program for employees and retirees, including the wellness program. (NM 6, 10)
• O
versee the City’s leave and performance management programs. • L
ead workplace wellness by offering a variety of programs, activities, and incentive opportunities that allow for a person alized and unique approach to individual physical and mental health, while simultaneousl y f
ostering community support, engagement, and achievements. • M
anage and coordinate the City’s grievance and appeals process and assist departments with all disciplinar y a
ctions.
• C
oordinate with the Finance and Administrative Services Department to process accurate personnel information for payroll, budgeting, and reporting purposes. • P
artner with department leaders for strategic workforce planning, including: recruitment activities to attract a
nd 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.
• C
ontinue to inform and engage City staff in collaboration with the Communications Division, including staff briefs, intranet, and other forms of communication.

FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • C
ompleted contract negotiations and brought finalized successor agreements with all bargaining groups and resolutions regarding unrepresented employees to City Council for adoption. • D
eveloped, implemented, and supported a work plan to maximize employee engagement and renewe d w
orkplace culture in response to employee feedback, including updating the City’s Telecommuting Policy. • A
dopted and implemented a 457 Roth plan and 401(a) plan benefit prov iding employees with additional options to reach their retirement and financial wellness goals. • I
mplemented and administered a new paid parental leave pilot program in conjunction with the Finance a nd A
dministrative Services Department.
• I
mplemented a new applicant tracking system to improve the candidate and new employee experience. 4-179
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
• Provided a strength assessment tool for 110 managers citywide that included facilitated sessions for each department and interdepartmental training on using the results to support teams. • R
elaunched the employee Fun Grant program to support employee events that foster and strengthe n c
oworker connections.
• C
onducted executive searches to appoint a Human Resources Director and Community Development Director.
• D
eveloped new and enhanced access to employee resources on the new intranet site in conjunction with the City Manager’s Office.
• E
xpanded and enhanced the annual Open Enrollment Benefits Fair with a new location and interactive stations for employees including vendor booths, wellness prizes, puppy visits and tacos. • P
rovided a Lead Worker Certificate program to 19 employees currently in, or preparing for, lead roles in the organization.
• C
omplied with new legislation by establishing a new Reproductive Loss Leave Policy, and updating polices for Hourly Sick Leave and Harassment, Discrimination, Abusive Conduct and Retaliation. • C
ompleted a CalPERS contract amendment to update employee cost -share contributions for unrepresente d s
worn PEPRA members.
• Organized a Mental Health First Aid training opportunity for City staff in conjunction with the City Manager’s Office.
• Complete development of the City’s Artificial Intelligence Appropriate Use Policy and Guidelines in conjunction with the Information Technology Departments, City Manager’s Office and City Attorney’s Office.

MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • I
mplement the terms of 2024 successor agreements with all bargaining groups and unrepresented employees. • L
everage new tools in the applicant tracking and onboarding systems to attract a diverse talent pool. • E
xplore additional avenues to prioritize work- life harmony in support of workforce retention a nd en
gagement.
• C
ustomize internal training opportunities to support effective organizational leadership practices. • E
xplore additional resources to support employee wellness with financial wellness and benefit offerings. • E
valuate and review the utilization and term s of the Paid Parental Leave Pilot Program to inform recommendations in FY 2025-26 for program terms.
4-180
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
• E
xpand resources for filling temporary staffing needs and execute agreements with temporary staffing agencies in conjunction with the Finance and Administrative Services Department. • L
aunch the application process for the Employee Homebuyer Program. • I
mplement a Roth 457 deferred compensation plan in conjunction with the Finance and Administrative Services Department.
• I
dentify 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.

Existing Performance/Workload Measures
__
______________________
(A) I ncludes voluntary separations for regular positions only.

1. Citywide employee turnover rate. (A) 9.5% 9.4% <10% 4.3%

2. Percentage of recruitments/vacant
positions filled by existing
pe
rsonnel (excludes promoting
within positions classified as I/II). 40
% 35
% >3
0% 39%

3. Percentage of new employee
orientations conducted within
s
even days of hire. 100
% 100% >9
8% 100%

4. Percentage of retirement planning
informational meetings conducted
with retiring employees.
97 % 9
7% >9
0% 93.
8%

5. Percentage of employee benefit
inquiries responded to within two
working days.
9 0% 9
8% >9
0% 97%
4-181
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
that the performance outcome is shown in the proper context. All performance measures include a target, and that target is based on the budgeted resources provided to that particular function at the expected level of service demand. Over time, the workload and performance results can be utilized to evaluate operational performance and inform decisions about how budget resources should be allocated.

I
n limited cases, measures will be defined as informational. Informational measures are those that are neither a function of workload nor performance but were determined to be important enough to department operations to include with the other measures.

Performance <100%
2 Departmental
Number of voluntary separations
(retirement & resignation) and overall
turnover rate for regular positions.

Workload
Performance <10%
3 Departmental
Number of recruitment appointments, not
including promotions for flexibly staffed
positions, and percent of:

Workload
a. Recruitments/vacant positions
filled with internal candidates Performance >30%
b. Recruitments in which eligibility
lists are delivered to the department in
accordance with established timeline.

Performance >90%
c. Retention of new hires in their first
year. Performance >90%
4 Departmental
Number of new employee benefit
orientation sessions and percent conducted
within three working days of hire.

Workload
Performance >98%
5 Departmental
Number of retirement planning meetings
conducted and percent of retiring
employees served.

Workload
Performance >90%
6 Departmental
Number of employee benefit inquiries and
percent responded to within two working
days.

Workload
Performance >98%
4-182
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Workload/
Performance
2024-25
Target
7 Departmental
Number of department led or organized in-
house trainings and: Workload
a. Percent of total trainings offered
with at least 75% of participants rating the
training as very good or excellent overall.

Performance >90%
b. Cumulative number of training
hours received by employees. Workload
8 Departmental
Number and percentage of total employees
participating in a department lead,
organized or sponsored training.

Workload
Performance >33%
9 Departmental
Percentage of legally mandated employee
trainings (ethics, harassment, mandated
reporter) completed as required.

Performance 100%
10 Departmental
Number and percentage of employees
participating in the voluntary Wellness
Incentive Program.

Workload
Performance >33%
4-183
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
M

AJOR DEPARTMENT CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Professional Development $ 300,425 $ 75,000 $ 375,425 Provides increased funding related to tuition and
professional development reimbursement of City
employees.

Reclassification of Human Resources Analyst I/II
to Senior Human Resources Analyst $ 227,700 $ 19,000 $ 246,700 Provides funding to reclassify one Human
Resources Analyst I/II position to a Senior Human
Resources Analyst. This position will assist with
staff supervision and distribution of program
management.

Applicant Tracking System $ 20,000 $ 12,500 $ 32,500 Provides increased funding to continue the
implementation of the new applicant tracking and
onboarding system.

Contract Services $ 10,000 $ 15,000 $ 25,000
Provides increased funding for membership to
Bay Area Employee Relations Service (BAERS). The
service provides a database to assist the
department with salary surveys and
reclassification studies.
4-184
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
General Non-Operating Fund:

Hourly Wages (Limited-Period) $ - $ 245,000 $ 245,000 Provides funding for hourly wages for hourly staff
including interns. Interns bring valuable
contributions to the City and generate passion for
public service by exposing students and recent
graduates to the public sector.

Citywide Succession Planning (Limited-Period) $ - $ 205,000 $ 205,000 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/Labor Negotiations Attorney
Services (Limited-Period) $ - $ 200,000 $ 200,000 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.

Human Resources Technician Position (1.0 FTE)
(Limited-Period) $ - $ 198,800 $ 198,800
Provides funding for a limited term 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.
4-185
Table of Contents

HUMAN RESOURCES

DEPARTMENT SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Administrative Assistant Position (1.0 FTE)
(Limited-Period) $ - $ 168,100 $ 168,100
Provides funding for a limited term Administrative
Assistant position. This position will provide office
administrative and clerical support.

Employee Homebuyer Program Implementation
(Limited-Period) $ - $ 35,000 $ 35,000
Provides funding for consultant services for loan
underwriting and legal review relating to the
Employee Homebuyer Program.

Recruitment Outreach Platform (Limited-Period) $ - $ 25,000 $ 25,000 Provides funding to continue to use LinkedIn to
serve as a platform for job postings and
recruitment outreach.

Employee Engagement Events (Limited-Period) $ - $ 5,000 $ 5,000 Provides funding for employee appreciation and
recognition events.

Note: Limited-period items do not show original budget due to their one-time nature. 4-186
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
Human Resources Manager 1 1 1
2 2 3 *4
4 5 *2 4 *4
2 2 2
10 11 11
TOTAL POSITIONS 10 *1 11 *3 11 *3
*1
*2
*3
*4
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,277,779 3,123,606 3,452,923
859,304 1,431,327 1,518,827
$ 3,137,083 4,554,933 4,971,750
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,867,946 3,672,933 3,875,850
262,900 868,000 1,081,900
6,237 14,000 14,000
$ 3,137,083 4,554,933 4,971,750
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 691 0 0
$ 691 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
Addition of one Human Resources Analyst I/II position.

DEPARTMENT SUMMARY
Senior Human Resources Analyst
Human Resources Analyst I/II

POSITIONS
Human Resources Director

TOTAL REGULAR
In addition there are the following limited-period positions: Human Resources Analyst I/II and Administrative Assistant.

In addition there are the following limited-period positions: Human Resources Technician and Administrative Assistant.

TOTAL EXPENDITURES

FUNDING SOURCES
General Non-Operating
General Operating
Reclassification of a Human Resources Analyst I/II position to Senior Human Resources Analyst.

TOTAL REVENUES
4-187
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,499,466 2,122,236 2,259,001
48,812 38,840 248,840
729,501 962,530 945,082
2,277,779 3,123,606 3,452,923
61,879 54,260 54,260
0 20,122 32,622
273 0 0
277,623 901,000 906,000
519,529 455,945 525,945
859,304 1,431,327 1,518,827
TOTAL EXPENDITURES $ 3,137,083 4,554,933 4,971,750
Benefits

TOTAL PERSONNEL
Materials and Supplies

EXPENDITURES
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses

TOTAL SUPPLIES AND SERVICES

HUMAN RESOURCES

DEPARTMENT SUMMARY
Wages
Salaries
4-188
Table of Contents
BUD/OC-IT FY2023-24

INFORMATION TECHNOLOGY DEPARTMENT
FISCAL YEAR 2024-25 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)
IT Operations Manager
IT Analyst I/II
4-189
Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
DEPARTMENT MANAGER—CIO/INFORMATION TECHNOLOGY DIRECTOR
DE

PARTMENT MISSION STATEMENT
T
o support and implement the use of technology to enhance customer service, efficiency, and advance the mission of the organization.

DEPARTMENT OVERVIEW
Th
e 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.

PERFORMANCE MEASURE UPDATE
As part of the Fiscal Year 2024- 25 budget development, the City engaged a consultant to collaborate with departments to rev iew and re -design the Performance Measures to provide meaningful measures with a direct connection to the department functions. As a result, two sets of measures are presented in this document: the existing set to give the result for last fiscal year’s measures and a revised set for Fiscal Year 2024-25 and forward.

P
erformance measures are related to Department Functions. If a Department Function has a measure tied to it, it will be noted in the parenthesis with an “NM” for the revised set. (e.g., NM 1, 2, 3).

P
erformance measures are related to Department Functions. If a Department Function has a measure tied to it, it will be noted in the parenthesis with an “NM” for the new set. (e.g., NM 1, 2, 3).

DEPARTMENT FUNCTIONS
• I
T Infrastructure Services: Manage and support the planning, implementation, operation, and maintenance of information technology, including wired and wireless networks, servers, end -user workstations, audio- visual equipment, and telephone systems. (NM 2, 3, 5)
• A
pplications: Assist departments in identifying business requirements and procurement of software applications. Responsible for implementing and supporting Enterprise applications, including on- premise, hosted, and software-as-a-service systems. (NM 6, 7, 8, 9) • G
IS: Manage the Geographic Information System (GIS) team to support departments by providing accurate, consistent, and comprehensive GIS data, GIS infrastructure, and GIS services. (NM 4) 4-190
Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
• IT Security: Safeguard the City against cybersecurity threats by protecting its data and network infrastructure.

This includes IT security training of best practices for City staff and monitoring of IT systems for possible cyber- attacks. (NM 10)
• A
dministration: Manage the procurement and budgeting for all City hardware, including servers, network equipment, audio-visual equipment, applications, end- user hardware, and operating system software. (NM 1 )
FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Completed the Paperless Permitting system rollout and launched a new Development Permits website in conjunction with the Community Development and Public Works Departments. • Installed and configured Zoom meeting systems in the following conference rooms: the Public Works Conference Room, the Library Program Room, the Atlantic Conference Room (MOC), the Bay View Conference Room, and the Walnut Conference Room (Community Center). • Implemented standardized procedures for hybrid public meetings and remote public participation for Council Advisory Bodies and Council Subcommittees in Council Chambers, Plaza, and Atrium Conference Rooms i n
c
onjunction with the City Attorney’s Office, City Manager’s Office, and City Clerk’s Office. • Designed and installed a Closed -Circuit Television System (CCTV) in the Police/Fire Administration Building and the Library.
• Completed an RFP and vendor selection for the Utility Billing System in conjunction with the Finance and Administrative Services and Public Works Departments and City Manager’s Office. • Migrated all personnel to Multi-Factor Authentication (MFA) security. • Replaced Core Network Switch upgrade in the Police/Fire Administration B uilding. • Completed the first phase of the Five-Year IT Strategic Plan. • Created a GIS solution to aid Public Utilities staff in meeting regulatory mandates for public and private water service line inventories, including meter, address, and parcel data; cre ated an iPad-enabled digital workflow for field staff; and created a randomized sampling method to meet statistical thresholds for analysis. • Developed a GIS Rent Stabilization Division platform for the public to understand the City’s rental market. • Completed network and telephone installation for 888 Villa Street offices to support a new office location for City staff.
• Replaced the City’s core data storage with a system with more capacity and better performance. 4-191Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
• Launched SolarAPP+ online to allow instantaneous automatic permit approvals for single -family residential photovoltaic (solar) installations in accordance with SB 379, launched in August 2023, in conjunction with the Finance and Administrative Services and Community Development Department s. • Began automating the Heritage and Street Tree Removal Application process through ProjectDox software on the City’s Development Permits webpage in conjunction with the Community Services and Community Development Departments.

MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • C
omplete Broadband Needs Assessment and Gap Analysis and present findings to the City Council in conjunction with the Public Workds Department and City Manager’s Office. • I
mplement a new Utility Billing System in conjunction with the Finance and Administrative Services and Public Works Departments and the City Manager’s Office.
• I
nstall and configure a second Internet circuit to ensure the city does not lose Internet access if our primar y I
nternet provider has an issue.
• Complete development of the City’s Artificial Intelligence Appropriate Use Policy and Guidelines in conjunction with the City Attorney’s Office, City Manager’s Office, and Human Resources Department. • Up
grade the City’s Laserfiche system, including storage systems that meet the California Trusted System requirements to allow departments to be “paperless” in conjunction with the City Clerk’s Office. • Suppor
t the acquisition and implementation of a citywide land management software system in conjunctio n w
ith the Community Development and Public Works Departments. • Support the acquisition and implementation of a citywide work order management software system in conjunction with the Community Services and Public Works Departments. • Implement a new Venue Management Software for the Mountain View Center for the Performing Arts, in conjunction with the Community Services Department.
• Continue implementing recommendations f rom the Development Review Study to make ongoing improvements to the development review process in conjunction with the Public Works, Fire, Communit y
D
evelopment, Finance and Administrative Services, and Community Services Departments and City Attorney’s Office.
• As part two of the Five- Year IT Strategic Plan, create an agency IT Governance Committee to review and prioritize enterprise-wide initiatives to enable departments to deploy and use new 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.
4-192
Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Information Technology:

1. Cost of Information Technology as a
percentage of total City department
expenditures. 2.9
% 2.6
% <3
% 2.
4%

2. Percentage of time the City’s website is
up. 98% 99%(A) Discontinued N/A

3. Percentage of IT Helpdesk tickets
responded to within SLA targets.(B)
96% 96% >93% 98%
________________________
(A) Beginning in FY 23-24, the City's Website will be vendor-hosted and dropped from the IT Performance Metrics. (B) 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).

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
New Performance/Workload Measures (NM)
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
1 Departmental
Percentage of actual expenditures to
budgeted expenditures for department
operations.

Performance <100%
2 Departmental
Percentage of uptime for the City's:
a. Critical servers Performance >99.9%
b. Internet connectivity from the
network Performance >99.9%
3 Departmental
Number of IT helpdesk tickets and
percent responded to during normal
business hours within:

Workload
a. One hour for issues prioritized as
critical (system down for multiple
business units or customers)
Performance >90%
b. Four hours for issues prioritized as
medium (system degraded for multiple
users)
Performance >90%
c. Eight hours for issues prioritized as
low (system degraded for one user) Performance >90%
4 Departmental
Number of Geographic Information
System requests and average time to
respond.

Workload
Performance < 8 hours
5 Departmental
Number of client devices supported:
a. Personal computers and laptops Workload
b. Voice over Internet Protocol (VoIP)
phones Workload
c. Mobile devices Workload
6 Departmental
Number of survey respondents and
percent rating Desktop Support Services
as good or excellent.

Informational
Performance >85%
7 Departmental
Number of survey respondents and
percent rating Application
Implementation Services as good or
excellent.

Informational
Performance >85%
8 Departmental Number or legacy or like systems
replaced, eliminated, or consolidated. Workload
4-194
Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
9 Departmental
Number of end-user application
implementations and upgrades underway
and number of applications in the queue.

Workload
Workload
10 Departmental
Number of devices supported with
malware software and percent with up-
to-date software.

Workload
Performance >99%
4-195
Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
M

AJOR DEPARTMENT CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Information Technology Services, Licenses, and
Software Renewals $ 91,300 $ 254,800 $ 346,100
Provides new and increased funding for the
annual services, licenses and software renewals
for Arctic Wolf, SmartNet, Envisio, and various
other software licenses.

General Non-Operating Fund:

IT Analyst I/II Position (1.0 FTE) (Limited-Period) $ - $ 247,500 $ 247,500 Provides funding for an IT Analyst I/II position.

This position will support projects related to
Geographic Information Systems (GIS).

Contract Services (Limited-Period) $ - $ 200,000 $ 200,000 Provides funding to engage a vendor to assist with
projects relating to enterprise and departmental
software systems, networking, and hardware
services.

Strategic Plan Update (Limited-Period) $ - $ 100,000 $ 100,000 Provides funding for the IT five-year strategic
plan. The strategic plan will define the City’s IT
vision and goals and create a strategic roadmap
for using information technology and technical
knowledge to reach those goals in alignment with
the City's priorities.
4-196
Table of Contents

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Internet and Telephone Services (Limited-Period) $ - $ 12,800 $ 12,800 Provides funding for internet and telephone
services for City offices.

Note: Limited-period items do not show original budget due to their one-time nature. 4-197
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
Assistant Information Technology Director 1 1 1
1 1 1
1 1 1
1 1 1
3 4 *2 4
3 4 *3 4
7 6 *2 6
1 1 1
1 1 1
3 3 3
1 1 1
24 25 25
TOTAL POSITIONS 24 *1 25 *1 25 *4
*1
*2
*3
*4
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 4,779,259 6,522,368 6,824,206
2,168,764 2,736,160 3,113,010
TOTAL EXPENDITURES $ 6,948,023 9,258,528 11,517,316
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 6,104,581 8,396,074 8,820,846
251,117 374,300 560,300
592,325 488,154 556,070
Equipment Replacement Reserve 0 0 1,580,100
$ 6,948,023 9,258,528 11,517,316
In addition there is a limited-period Systems Coordinator/Technician position.

Administrative Assistant
Reclassification of a Information Technology Analyst I/II position to Principal Information Technology Analyst.

General Operating
General Non-Operating
Water

TOTAL FUNDING

POSITIONS
CIO/Information Technology Director
Information Technology Analyst I/II
Principal Information Technology Analyst
Senior Information Technology Analyst
Information Technology Applications Manager
Senior Information Technology Technician
Information Technology Operations Manager
Supplies and Other Services

EXPENDITURE SUMMARY
In addition there is a limited-period Information Technology Analyst I/II position.

Systems Coordinator /Technician
Information Technology Technician I/II

TOTAL REGULAR
Salaries Wages and Benefits
Network Architect

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY

FUNDING SOURCES
Addition of a Senior Information Technology Analyst.
4-198
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 3,125,894 4,286,798 4,488,608
2,688 6,000 6,000
1,650,677 2,229,570 2,329,598
4,779,259 6,522,368 6,824,206
70,449 77,050 77,050
1,395,504 1,957,640 2,121,690
119,567 197,500 197,500
566,192 463,470 676,270
17,052 40,500 40,500
2,168,764 2,736,160 3,113,010
0 0 1,580,100
TOTAL EXPENDITURES $ 6,948,023 9,258,528 11,517,316
Maintenance and Operations
Utilities
Professional/Technical Services
Materials and Supplies

INFORMATION TECHNOLOGY

DEPARTMENT SUMMARY

TOTAL SUPPLIES AND SERVICES

TOTAL PERSONNEL

EXPENDITURES
Salaries
Wages
Benefits
Capital Outlay
Other Expenses
4-199
Table of Contents
NOTES
(This page intentionally left blank)
4-200
Table of Contents
BUD/OC-LB FY2024-25

LIBRARY DEPARTMENT
FISCAL YEAR 2024-25 POSITION TOTALS: 30.0 Full-Time

2.25 Regular Part-Time

1.5 Limited-Period

ADMINISTRATION
1 Analyst I/II
1 Executive Assistant
2 Librarian I/II
1 Senior Administrative Assistant

CUSTOMER EXPERIENCE

AND TECHNOLOGY
2 Library Manager
(Ann Collins) (Kyle Hval)
2 Senior Librarian
1 Library Customer Service
Supervisor

3.5 Librarian I/II

1.75 Senior Library Assistant
5 Library Assistant I/II

0.5 Library Technician
1 Security Services Guard
(Limited-Period

0.5 Library Assistant I/II
(Limited-Period)

LIBRARY DIRECTOR
(Tracy Gray)

YOUTH, BOOKMOBILE,

AND COLLECTIONS
1 Library Manager
(Tarri Ryan)
1 Senior Librarian

5.5 Librarian I/II
2 Senior Library Assistant
1 Assistant Library Director
(Melvyn Yabut)
4-201
Table of Contents

LIBRARY

DEPARTMENT SUMMARY
DEPARTMENT MANAGER—LIBRARY DIRECTOR
DE

PARTMENT 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 development, among others. The Library provides programs for all ages which aim to entertain, educate and celebrate the diversity of the community. The Library provides a welcoming, well -maintained and safe facility for customers to enjoy with comfortable seating, study tables, internet computers, 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 collection that is historically significant to Mountain View and Santa Clara County. Library materials and services are offered outside the facility through outreach to homebound customers and a bookmobile that makes stops at schools, corporate locations, senior facilities and other community locations.

P
erformance measures are related to Department Functions. If a Department Function has a measure tied to it, it will be noted in the parenthesis with an “NM” for the new set. (e.g., NM 1, 2, 3).

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. (NM 1, 3, 5, 6, 9b, 10) • P
rovide diverse and special collections, such as world languages, language learning, parenting and citizenship materials. (NM 1, 3, 5, 6, 9b, 10)
• P
rovide 24/7 access to digital resources, such as eBooks, audiobooks, digital magazines, streaming media, and d
atabases and resources that support skill -building, financial literacy, language learning and more. (NM 1, 3b)
• P
rovide access to materials in other libraries through a regional resource-sharing cooperative to enhance and e
xpand access to materials. (NM 1, 3)
4-202
Table of Contents

LIBRARY

DEPARTMENT SUMMARY
• P
rovide a welcoming, comfortable, well-maintained and safe facility and environment for all customers to use a
nd enjoy. Post information on policies and processes that govern conduct while in the facility and when using library services. (NM 1, 2, 8)
• P
rovide and maintain services in the facility, such as comfortable seating and study tables, study rooms, internet computers and free Wi-Fi. (NM 1, 2, 8)
• P
rovide information for borrowing library materials and using all of the library’s services and programs. (NM 1,
2, 3, 4, 7, 8, 9, 10, 11, 12)
• P
rovide appropriate informational, reference, readers advisory and technology assistance in person, online and via phone. (NM2, 8, 9, 10, 11)
• M
aintain a History Center that collects, preserves and displays materials and artifacts pertaining to Mountain V
iew’s history. Provide educational programs, assist in local history research and demonstrate how to use physical and digitized local history materials. (NM 1, 2, 3, 4, 12) • P
rovide additional access to library services through homebound and bookmobile services. (NM 1, 3, 4, 7, 9, 10)
• B
uild 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. (NM 2, 3, 4, 7, 11)
• Pr
ovide 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. (NM 4, 9)
• P
romote library services through vario us marketing efforts and outreach events to ensure that residents ar e a
ware of the breadth of library services and use of those services. (NM 9, 11, 12) • P
articipate 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. • P
rovide staff support to the Board of Library Trustees.
• R
eview, research, and update library technology systems and applications to improve usability and access to resources and services.
• R
eview and revise library policies when applicable.
• R
epresent the City at community events and functions.
4-203
Table of Contents

LIBRARY

DEPARTMENT SUMMARY
FISCAL YEAR 2023-24 ACCOMPLISHMENTS
• Unveiled the new all -electric bookmobile and implemented a new flexible service model with expanded stops at schools, parks and other community-wide locations, including all Mountain View Whisman School District elementary schools and the Mountain View Los Altos High School Distrcti Adult School. • Launched the Learners Program to help community members achieve life goals through reading. • Created a program to offer stipends to active students of the Library’s Career Online High School Program in support of workforce development.
• Established a partnership with the Mountain View Whisman School District afterschool program to run a library card drive.
• Completed a refresh of the Library’s History Center space and began the process to inventory and assess the collection and services.
• Added new Children’s Room furniture including sofas and tables for increased comfort and work areas. • Added bicycle repair kits to the circulating collection to increase access for community cyclists. • Received four Parks Pass Hiking Backpacks through a grant from the California State Library and the Southern California Library Cooperative to provide additional support for community members to explore the great outdoors.
• Provided access to a flexible, online learning environment in Career Online High School. resulting in seven high school diplomas at a graduation rate of 88%, high above the state -wide average of 55%. • H
osted a Fentanyl education and Narcan training workshop to the public in support of the County of Santa Clara’s Behavioral Health Services Department initiatives. • Offered Library programs to promote diversity, equity and inclusion, including author talks with topics such as African American History, First Nations History, Exploring Identity, The Power of Women, and The Power of Friendships, and Irish, Persian, Indian, First Nations and Russian dance and musical performances. • Offered lunch hour parenting programs with increased focus on mental health topics for parents a nd c
aregivers of teens.
• Expanded early literacy programs offerings to include sensory storytime, Chinese bilingual storytimes, baby storytimes, evening storytimes and math storytimes , and hosted Spanish bilingual storytimes in neighborhood parks alongside bookmobile services.
• Reduced the number of youth programs that require registration and moved to drop-in hours to increase a
ccessibility and best accommodate families' scheduling needs. • Increased Summer Reading Program participation to approximately 1,950 participants across all age groups, which represents 1 in 4 elementary school children in the district participating. • Launched a new online public catalog to help users browse the collection online, search for items a nd m
anage their library card accounts from anywhere.
4-204
Table of Contents

LIBRARY

DEPARTMENT SUMMARY
• Received $11,996 grant from the Pacific Library Partnership to purchase assisted listening devices to incorporate into the Library’s upgraded audio visual system in the first -floor program room.

MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEARS 2024-25
• Continue to maintain and develop processes to ensure services, programs, and collections promote diversity, equity, and inclusion within the community.
• C
omplete replacement of Library self- checkout stations and automated materials sorting system. • C ontinue building partnerships with local schools to provide student connect cards for K -12 students, improve students’ access to public libraries’ digital and physical collections, and strengthen student learning opportunities.
• A ssess Bookmobile stops and locations and expand outreach locations.

E
xisting Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months

1. Number of visits to the Library. 261,763 362,998 >350,000 165,463

2. Total circulation. 1,231,536 1,310,366 >1,200,000 668,430

3. Total electronic items circulated. 236,584 271,596 >260,000 157,309

4. Total physical items circulated. 994,952 1,038,770 >1,000,000 511,121

5. Total number of questions from library
customers answered by library staff in-
person, by phone or online. 15,
521 21,
627 >
15,000 9,
523

6. Total attendees at Library programs. 10,876(A) 25,243 >25,000 11,531

7. Percentage of library customers who
attended a library event who are
satisfied with library programming. 97% 97% >9
0% 99%

8. Average number of calendar days
between receipt of new item and
availability to check out.

8. 4 8.
4 <1
0 16.
9(B)

9. New book and media items processed. 20,281 17,015(B) >22,000 9,080(B)

10. Number of public computer sessions in
the Library. 17,829 25,014 >24,000 12,740
________________________
(A) The measures were affected by the Library closure due to the COVID-19 global pandemic starting in March 2020. (B) The measures were affected by the persistence of vacant positions. 4-205
Table of Contents

LIBRARY

DEPARTMENT SUMMARY

NEW PERFORMANCE/WORKLOAD MEASURES
As noted earlier, the City engaged a consultant to collaborate with departments to review and re- design the Performance Measures to provide meaningful measures with a direct connection to the department functions. As a result, new and revised measures have been implemented, with tracking to begin in F iscal Year 2024-25.

I
n limited cases, measures will be defined as informational. Informational measures are those that are neither a function of workload nor p erformance but were determined to be important enough to department operations to include with the other measures.

New Performance/Workload Measures (NM)
New
Measure
Number
(NM)
Responsible
Division/ Section Measure Workload/
Performance
2024-25
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 2 Departmental Total number of visits to the Library. Workload 3 Departmental
Total circulation: Workload
a. Physical items (number and percent of total) Workload b. Electronic items (number and percent of total) Workload 4 Departmental Total number of Library programs offered and patrons served.

Workload
Performance 20,000
5 Departmental Number of new items received and percent put into circulation within 10 days of receipt.

Workload
Performance 100%
6 Departmental Number of items returned and percent available for checkout within 1 business day.

Workload
Performance 100%
7 Departmental
Total Library cardholders. Workload
a . New cardholders added Workload
b. Percent change year -over-year Performance >5%
4-206
Table of Contents

LIBRARY

DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
8 Departmental Total hours the study rooms were in use and percent of time booked.

Workload
Workload
9 Departmental
Total hours of operation for the Bookmobile. Workload
a. Visitors served Workload
b. Materials circulated Workload
c. New Library cards issued from Bookmobile Workload
10 Departmental Number of deliveries to homebound clients and total items delivered.

Workload
Workload
11 Departmental Number of community events with Library representation and number of interactions.

Workload
Workload
12 Departmental Number of subscribers to monthly email newsletter and: Workload
Departmental a. Percent change year-over-year Performance 25% Departmental b. Percent of newsletters opened by recipents Performance >40% Departmental c. Average percent of communications from
government entities opened by recipients.

Informational 29%
Departmental
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.

Informational
Departmental Registered an average of 537 new digital library app users monthly.

Informational
Departmental Organized 47 author talks with 1,248 live attendees and 8,558 on-demand views for recorded programs.

Informational
Departmental Lent 271,596 eBooks and other digital library materials.

Informational
Departmental Offered 27 cultural programs through the Library with a total of 2,495 attendees.

Informational
4-207
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
Assistant Library Director 1 1 1
3 3 3
1 1 1
3 3 3

10.75 11 *1 11
Analyst I/II 1 1 1
1 1 1
Senior Administrative Assistant 0 0 1 *4

4.75 4.75 *2 3.75 *4

4.75 5.00 *1 5

0.50 0.50 0.50
TOTAL REGULAR 31.75 32.25 32.25
TOTAL PART-TIME HOURLY 12.78 12.78 12.37 *5
TOTAL POSITIONS 44.53 45.03 *3 44.62 *6
*1
*2
*3
*4
*5
*6
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,180,420 1,408,294 1,894,512
1,645,053 2,426,680 4,581,261
2,380,922 2,811,508 0
1,187,451 1,421,245 1,979,642
TOTAL EXPENDITURES $ 6,393,846 8,067,727 8,455,415
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 5,237,335 6,872,561 7,256,554
1,130,435 1,170,166 1,135,461
19,370 0 36,400
6,706 25,000 27,000
TOTAL EXPENDITURES $ 6,393,846 8,067,727 8,455,415
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 6,277,846 7,718,627 8,115,215
116,000 349,100 340,200
TOTAL FUNDING $ 6,393,846 8,067,727 8,455,415
Interfund Expenditures
General Non-Operating
Midyear reclassification of a Senior Library Assistant position to Senior Administrative Assistant.

In addition there are the following limited-period positions: 0.5 Library Assistant I/II and Lead Security Services Guard.

Salaries Wages and Benefits
Technology and Collections

FUNDING SOURCES
Supplies and Other Services
Youth, Bookmobile and Collections

EXPENDITURE SUMMARY
Library Technician

DEPARTMENT DIVISIONS
Capital Outlay
Library Customer Service Supervisor
Senior Library Assistant
Library Assistant I/II
Addition of 0.25 FTE Librarian I/II and 0.25 FTE Library Assistant I/II.

In addition there is a limited-period Lead Security Services Guard position.

Title change from Library Assistant III to Senior Library Assistant.

Reduction in hours.

Customer Experience and Technology
General Operating

LIBRARY
Library Administration
Senior Librarian
Executive Assistant

DEPARTMENT SUMMARY
Librarian I/II

POSITIONS
Library Director
Library Manager
4-208
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 7,468 5,000 5,000
10,368 10,000 10,000
56,726 0 0
TOTAL REVENUES $ 75,062 15,000 15,000
General Service Charges
Miscellaneous Revenue
Fines and Forfeitures

REVENUE SUMMARY

DEPARTMENT SUMMARY

LIBRARY
4-209
Table of Contents
LIBRARY—ADMINISTRATION

DIVISION SUMMARY
DIVISION MANAGER—LIBRARY DIRECTOR
D

IVISION OVERVIEW
Administration is responsible for the department’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, department-wide projects and improvements to the facility and services. The division oversees personnel, staff training, safety and sec urity, and emergency planning . The division oversees communications, social media, outreach, marketing and the department’s website.
4-210
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

Total Regular 4 5 *1 7 *2
TOTAL POSITIONS 4 5 7
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 579,233 789,386 1,060,154
18 0 0
244,581 352,502 487,952
823,832 1,141,888 1,548,106
39,892 51,078 77,889
83,479 74,167 99,167
3,810 7,000 4,500
121,157 84,050 84,050
88,880 50,111 44,400
337,218 266,406 310,006
19,370 0 36,400
TOTAL EXPENDITURES $ 1,180,420 1,408,294 1,894,512
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.

Fines and Forfeitures $ 1,480 0 0
500 0 0
10,368 10,000 10,000
48,661 0 0
TOTAL REVENUES $ 61,009 10,000 10,000
Professional/Technical Services
Wages

LIBRARY - ADMINISTRATION

EXPENDITURES
Salaries

POSITIONS

DIVISION SUMMARY
Transfer of Librarian I/II and Senior Administrative Assistant positions from the Technology & Collections Division.

Transfer of Librarian I/II position from the Youth, Bookmobile & Collections Division.

TOTAL SUPPLIES AND SERVICES
Miscellaneous Revenue
State Intergovernmental Revenue
General Service Charges
Materials and Supplies
Capital Outlay
Benefits

TOTAL PERSONNEL

REVENUES
Utilities
Maintenance and Operations
Other Expenses
4-211
Table of Contents
LIBRARY—CUSTOMER EXPERIENCE AND TECHNOLOGY

DIVISION SUMMARY
DIVISION MANAGER—LIBRARY MANAGER
D

IVISION OVERVIEW
Customer Experience and Technology oversees customer service, programs for adults and all age groups and most in-house library services. The division oversees the customer service staff responsible for assisting library customers via phone, online and in- person regarding general information and library account information. The division is responsible for issuing library cards, lending and tracking library materials loaned to the public 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 ho uses 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 t hat promote lifelong learning and community engagement , provides outreach to homebound customers and offers an adult learners program. The division 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 manages cataloging, physical processing and maintenance of most general collection materials and selection of materials for adults. 4-212
Table of Contents
LIBRARY—CUSTOMER EXPERIENCE AND TECHNOLOGY

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Library Services $ - $ 40,000 $ 40,000
Provides new funding for Customized Library
Services (CLS) to develop operational strategies
and tools to improve the customer experience at
the Library.

Subscription Services $ - $ 25,100 $ 25,100 Provides new funding for subscriptions to
LinkedIn and Coursera to provide Library
customers with resources to expand their
knowledge.

General Non-Operating Fund:

Lead Security Services Guard (1.0 FTE) (Limited-
Period) $ - $ 157,200 $ 157,200
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 for Library customers and employees.

Security Services (Limited-Period) $ - $ 100,200 $ 100,200 Provides funding for contract security services for
the Library.
4-213
Table of Contents
LIBRARY—CUSTOMER EXPERIENCE AND TECHNOLOGY

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Library Assistant I/II (0.5 FTE) (Limited-Period)
($82,800 offset by $40,000 in savings in wages) $ - $ 42,800 $ 42,800 Provides funding for a half-time Library I/II
position. This position will engage with the public
and assist with facilitating programs and other
public service needs.

Note: Limited-period items do not show original budget due to their one-time nature. 4-214
Table of Contents

LIBRARY - CUSTOMER EXPERIENCE AND TECHNOLOGY
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM. *
Total Regular 7.50 7.75 *1 15.75 *3
Total Part-Time Hourly 3.13 3.13 11.55 *4
TOTAL POSITIONS 10.63 10.88 *2 27.30 *5
*1
*2
*3
*4
*5
*
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 524,494 898,539 1,976,431
123,252 212,103 712,427
311,995 444,828 1,066,948
959,741 1,555,470 3,755,806
631,612 669,710 698,660
0 0 25,095
49,445 201,500 101,700
4,255 0 0
685,312 871,210 825,455
TOTAL EXPENDITURES $ 1,645,053 2,426,680 4,581,261 *1
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 0 5,000
200 0 0
TOTAL REVENUES $ 200 0 5,000 *1
*1 Transferred from the Technology & Collection Division.

DIVISION SUMMARY

REVENUES

POSITIONS
Salaries
Wages
Benefits
Transfer of Library Manager, Library Customer Service Supervisor, Senior Librarian, 0.5 Librarian I/II, Senior Library Assistant, 3 Library Assistant I/II, and 0.5 Library Technician positions from the Technology & Collections Division.

EXPENDITURES
Miscellaneous Revenue
Maintenance and Operations
Other Expenses
Professional/Technical Services
Fines and Forfeitures
Transferred hourly positions from the Technology & Collections Division and reduction of hours.

In addition there are the following limited-period positions: 0.5 Library Assistant I/II position and Lead Security Services Guard position.

In addition there is a limited-period Lead Security Services Guard position.

TOTAL SUPPLIES AND SERVICES
Materials and Supplies
Transferred budget from the Technology & Collection Division and Youth, Bookmobile & Collections Division.

The Technology and Collections Division was consolidated into the Customer Experience and Technology Division.

Addition of 0.25 FTE Library Assistant I/II position.

TOTAL PERSONNEL
4-215
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM. *
Total Regular 12 12 0 *1
Total Part-Time Hourly 8.82 8.82 0 *2
TOTAL POSITIONS 20.82 20.82 0
*1
*2
*
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,158,450 1,390,829 0
405,826 504,487 0
735,081 885,192 0
2,299,357 2,780,508 0
27,427 29,000 0
53,542 0 0
596 2,000 0
81,565 31,000 0
TOTAL EXPENDITURES $ 2,380,922 2,811,508 0 *1
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 5,988 5,000 0
115 0 0
$ 6,103 5,000 0 *1
*1
Fines and Forfeitures
Transferred to the Customer Experience & Technology Division.

Other Expenses
Professional/Technical Services
Transferred to the Customer Experience & Technology Division.

Miscellaneous Revenue

TOTAL REVENUES
Salaries

REVENUES
Materials and Supplies

TOTAL SUPPLIES AND SERVICES

TOTAL PERSONNEL
The Technology and Collections Division was consolidated into the Customer Experience and Technology Division.

LIBRARY - TECHNOLOGY AND COLLECTIONS

POSITIONS
Benefits

DIVISION SUMMARY
Transfer of Librarian I/II and Senior Administrative Assistant positions to the Administrative Division; Library Manager, Library Customer Service Supervisor , Senior Librarian, 0.5 Librarian I/II, Senior Library Assistant, 3 Library Assistant I/II, and 0.5 Library Technician positions to the Customer Experience & Technology Division; and Senior Librarian and Senior Library Assistant to the Youth, Bookmobile & Collections Division.

Transferred hourly positions to the Customer Experience & Technology Division.

Wages

EXPENDITURES
4-216
Table of Contents
LIBRARY—YOUTH, BOOKMOBILE AND COLLECTIONS

DIVISION SUMMARY
DIVISION MANAGER—LIBRARY MANAGER
D

IVISION OVERVIEW
Youth, Bookmobile and Collections 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 customers 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.

The division also oversees the timely return of library materials to the shelves and maintain s 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. 4-217
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

Total Regular 8 7.50 *1 9.50
Total Part-Time Hourly 0.83 0.83 0.82
TOTAL POSITIONS 9.08 8.33 10.32
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 684,328 871,425 1,135,208
77,846 85,751 90,043
392,231 437,519 727,391
1,154,405 1,394,695 1,952,642
1,393 1,550 0
5 0 0
24,942 0 0
26,340 1,550 0 *1
6,706 25,000 27,000
TOTAL EXPENDITURES $ 1,187,451 1,421,245 1,979,642
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 7,750 0 0
$ 7,750 0 0
Miscellaneous Revenue

TOTAL REVENUES

TOTAL SUPPLIES AND SERVICES
Interfund Expenditures
Transferred to the Customer Experience & Technology Division.

Utilities

REVENUES

TOTAL PERSONNEL

DIVISION SUMMARY
Other Expenses
Transfer of Senior Librarian I/II and Senior Library Assistant positions from the Technology & Collections Division.

LIBRARY - YOUTH, BOOKMOBILE AND COLLECTIONS
Materials and Supplies

POSITIONS

EXPENDITURES
Salaries
Wages
Benefits
Transfer of Librarian I/II position to the Administration Division and addition of 0.25 FTE Librarian I/II position. 4-218
Table of Contents
BUD/OC-PD FY2024-25

POLICE DEPARTMENT

PUBLIC SAFETY SUPPORT SERVICES
1 Police Captain (Scott Nelson)
1 Public Safety Support Services
Manager (Jennifer Copeland)
Management and Fiscal Services
1 Senior Management Analyst
1 Analyst I/II
1 Administrative Aide
Emergency Communications
1 Emergency Communications Manager
1 Public Safety Dispatcher Coordinator
4 Public Safety Dispatcher III
10 Public Safety Dispatcher II
Public Safety Systems
1 Senior Systems Specialist
1 Systems Specialist
1 IT Analyst I/II
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 (Wahed Magee)
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 2024-25 POSITION TOTALS: 144.0 Full-Time

0.5 Regular Part-Time
* The three Police Officer overhire positions are funded at 50 %.

POLICE CHIEF
(Michael Canfield)

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
4-219
Table of Contents
POLICE

DEPARTMENT SUMMARY
DEPARTMENT MANAGER—POLICE CHIEF
DE

PARTMENT 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 peo ple, solving problems, 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, proactive crime prevention, celebrated 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.

P
erformance measures are related to Department Functions. If a Department Function has a measure tied to it, it will be noted in the parenthesis with an “NM” for the new set. (e.g., NM 1, 2, 3).

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 of the justice system, conducting investigations, and enforcing of the spirit of the law. (NM 1, 2, 3, 4, 5, 6, 7) • P
romote safety on the roadways through collaboration with other City staff, comprehensive and proactive education and enforcement initiatives that prevent fatal and injury traffic collisions. ( NM 5) • C
ontinue to enhance outreach and engagement programs with neighborhoods, schools, small businesses, corporations, community-based organizations, and other stakeholders to promote access, community safety, prevention of crime, and secure communitywide trust and support. • C
ontinually develop staff and implement solutions that enhance workplace and community safety, the ability to work effectively with people, and deliver fair and impartial results. (NM 11) 4-220
Table of Contents
POLICE

DEPARTMENT SUMMARY
• Maintain and implement programs that support underserved youth, create positivity, character development and the opportunity to develop strong relationships with the MVP D and reduce juvenile delinquency, underage and illegal substance abuse, and gang activity. • W
ork collaboratively with the community, City, and other criminal justice agencies to protect life, safeguard property, and enhance policing legitimacy and community support for the Police Department. ( NM 3, 4, 9) • P
rovide support services functions to fulfill responsibilities related to public safety systems, technologies, records, warrants, property and evidence, and document retention and sharing . (NM 10) • R
ecruit, retain, develop, and empower a broad range of talents at all levels of the organization who represent the diversity of the Mountain View community.
• P
rovide communication services for Police, Fire, medical emergencies, and contract agencies. ( NM 7, 8) • P
repare for, respond to, mitigate, and recover from all-hazard critical incidents and disasters.

FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Created and presented the first SRO annual report to the Public Safety Advisory Board, highlighting service achievements and growth areas.
• E
stablished the Youth Engagement Officer position to enhance MVPD’s youth engagement and expand youth programs through the Youth Services Unit.
• Implemented technology enabling officers in patrol vehicles to hear 9-1-1 calls in real-time, reducing response times and enhancing public safety.
• Developed and implemented the process for issuing new concealed firearms permits in conjunction with the City Attorney’s Office.
• Implemented an ordinance regulating firearms dealers citywide in conjunction with the City Attorney’s Office. • Developed preliminary plans for the new Public Safety Building in conjunction with the Public Works and Fire Departments.
• Enhanced department access and transparency, including performance and complaint data, through twice - yearly reports and new public dashboards in response to Public Safety Advisory Board recommendations. • Enhanced elementary school traffic safety strategies by conducting 30 days of Safe Routes bicycle and vehicle enforcement including targeted support at the beginning of the school year in conjunction with the Public Works Department.
• Received $102,000 in California State Office of Traffic Safety Grant funds to address drunk driving and other traffic safety measures.
4-221
Table of Contents
POLICE

DEPARTMENT SUMMARY
• Received a $25,000 grant from El Camino Hospital, a $10,000 grant from the Mountain View Kiwanis Club, and a $500 grant from Los Altos Kiwanis Club to help support the MVPD Dreams & Futures summer enrichment program for underserved youth.
• Re
ceived $9,300 in Federal Bulletproof Vest grant funding. • Re
ceived $12,000 from the Santa Clara County Public Health Department for tobacco enforcement operations with retailers in the City of Mountain View.

MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • S
upport the holistic citywide review of street parking regulations in conjunction with Public Works. • C
reate and implement a department training plan designed to support professional development and organizational succession preparation, including an expansion of the MVPD Leadership Program to include management positions.
• I
mplement new technology to support efficient crime prevention and interdiction. • Update the Emergency Communications Center process and procedures manuals to expand hiring opportunities and support continuity of operations.
• Continue upgrades to the Computer Aided Dispatcher (CAD) system in conjunction with the Fire Department. • D
evelop layout and usage schematics for the new Public Safety Building in conjunction with the Public Works and Fire Departments.
• C
ontinue the Ph.D. Research Fellow analysis of Stop Data and apply Racial Identity Profiling Act data set.

Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Field Operations:

1. Sustain a violent crime rate below the
rate most recently reported by the
C
alifornia Department of Justice for
Santa Clara County. 221 323(A) <
358 154

2. Sustain a property crime rate below the
rate most recently reported by the
C
alifornia Department of Justice for
Santa Clara County. 2,
731(B) 3,
000(A) <
2,216 1,
196
4-222
Table of Contents
POLICE

DEPARTMENT SUMMARY
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months

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. 171 175 <
300 37

4. Maintain an average response time
(dispatch to on-scene) of five minutes or
less to emergency (Priority 0) calls for
service.

2. 5 3.
56 <5 2.
75 Special Operations:

5. Engagement rate for Twitter and
Facebook social media accounts is 2.5%
and 6.0% respectively.
(C) 10.
2% 7.
2%(D) 2.
5%, 6.0% 4.
7%, 7.9%

6. Sustain a violent and property crime
clearance rate above the rate most
recently reported by the California
Department of Justice for Santa Clar
a
C
ounty. 27%(E) 37%(E) >

10.4% 32%(E)
Public Safety Support Services:

7. Answer incoming calls to 9-1-1 within
nine seconds. 97% 98% >95% 98%

8. Dispatch emergency (Priority 0) and
urgent (Priority 1) calls in under two
minutes.
94% 94% >9
5% 94%
_________________________
(A) In 2022, the Mountain View Police Department fully transitioned from UCR Summary Reporting (SRS) to National Incident Based Reporting System (NIBRS) reporting. The transition allowed for more detailed characteristics to be reported to the FBI regarding criminal incidents, including: broad array of offenses, type and amount of property lost, demographic information about victims/offenders/persons arrested, and t
ype of weapons used. Under UCR, only the highest criminal offense that occurred on one incident would be reported to the FBI. NIBRS will allow for all the offenses within an incident to be reported. With the reporting of more criminal offense per case, this raised the total number of reported offenses that hav e
o
ccurred in the city of Mountain View. This change is due to us now reporting through NIBRS. (B) 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-crowdin g
p
olicies.
(C) P erformance measure updated from "Continue an opt -in growth of 10% per year across digital media platforms." The social media performance measure was updated because an opt in growth rate of >10% is no longer sustainable since we are unable to measure Twitter any longer due to changes made on the platform by Elon Musk that prevents users from seeing this data. (D) G rowth 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. (E) T he 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. 4-223
Table of Contents
POLICE

DEPARTMENT SUMMARY

New Performance/Workload Measures (NM)
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
1 Departmental Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 2 Field
Operations
Sustain a violent crime rate below the Countywide
rate:
a. Number of violent crimes Workload
b. Rate of violent crimes in Mountain View
per 100,000 population Performance < SCC
Rate
c. R ate of violent crimes in Santa C lara
County (SCC) per 100,000 population Informational 393
3 Support
Operations
Sustain a violent crime clearance rate below the
Countywide rate:
a. Number of violent crimes cleared Workload
b. Mountain View clearance rate Performance < SCC
Rate
c. Santa Clara County clearance rate Informational 41.7 4-224
Table of Contents
POLICE

DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
4 Field
Operations
Sustain a property crime rate below the
Countywide rate:
a. Number of property crimes Workload
b. Rate of property crimes in Mountain View
per 100,000 population Performance < SCC
Rate
c. Rate of property crimes in Santa Clara
County per 100,000 population Informational 2,540
5 Field
Operations
Sustain a fatal and injury traffic collision rate
below the Countywide rate:
a. Number of fatal and injury traffic collisions Workload b. Rate of fatal and injury traffic collisions in
Mountain View per 100,000 population Performance < SCC
Rate
c. Rate of fatal and injury traffic collisions in
Santa Clara County per 100,000 population Informational 340 d. Number of directed traffic enforcement
operations in Mountain View Workload
6 Field
Operations
Number of priority 0 (highest priority) calls and
percent of those calls where an officer arrives on-
scene within 5 minutes.

Workload
Performance 90%
7 Emergency
Comms.

Center
Number of incoming 9-1-1 calls and percent
answered within nine seconds (National
Emergency Number Association standard is 15
seconds).

Workload
Performance 95%
8 Youth
Services Unit
Number of youth participants in outreach
programs. Workload
9 Neighborhood
and Events
Services
Total number of community engagement events
participated in by Police Department personnel. Workload 10 Records Total number of public records act requests
received and total time spent on responses.

Workload
Workload
11 Support
Services
Division
Mental health/crisis intervention calls as a percent
of total incidents. Workload
4-225
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

Police Chief 1 1 1
3 3 3
1 1 1
5 5 5
16 16 16
67 68 *2 68
3 3 3
1 1 1
1 1 1
1 1 1
Information Technology Analyst I/II 0 0 1 *4
1 1 1
1 1 1
2 2 1 *5
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
0 0 1 *5
1 1 1

0.50 0 *3 0
1 1 1

0.50 0.50 0.50
1 1 1

1.50 1.50 1.50

0.50 0 *3 0
TOTAL REGULAR 143.50 143.50 144.50
TOTAL PART-TIME HOURLY 3.05 3.05 3.05
TOTAL POSITIONS 146.55 *1 146.55 147.55
*1
*2
*3
*4
*5
Administrative Assistant
Office Assistant
In addition, there is a limited-period Police Officer-Community Outreach.

Senior Administrative Assistant
Addition of a Information Technology Analyst I/II position.

Senior Management Analyst
Community Services Officer
Analyst I/II
Addition of a Police Officer-Community Outreach.

Transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant to the Fire Department.

Executive Assistant
Property & Evidence Specialist
Police Assistant III
Police Records Supervisor
Emergency Communications Manager
Lead Police Records Specialist
Public Safety Dispatcher II
POLICE

POSITIONS
Police Captain
Police Lieutenant
Public Safety Dispatcher III
Program Assistant
Senior Systems Specialist
Police Officer
Crime Analyst
Systems Specialist
Police Sergeant
Midyear reclassification of a Public Safety Dispatcher Coordinator position to Senior Management Analyst.

DEPARTMENT SUMMARY
Public Safety Support Services Manager
Administrative Aide
Public Safety Dispatcher Coordinator
Police Officer (Overhire)
Police Media and Community Relations Coord.

Police Records Specialist
4-226
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,534,804 1,674,828 4,025,605
23,692,979 27,197,231 28,812,373
11,843,376 12,047,868 13,256,436
9,220,057 10,315,411 11,197,148
TOTAL EXPENDITURES $ 46,291,216 51,235,338 57,291,562
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 42,173,973 46,602,336 50,068,179
3,217,504 3,408,502 3,976,502
82,803 319,500 2,275,881
816,936 905,000 971,000
TOTAL EXPENDITURES $ 46,291,216 51,235,338 57,291,562
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 45,506,204 50,870,338 54,593,881
346,612 150,000 285,400
58,158 0 0
212,335 175,000 175,000
40,004 40,000 40,000
127,903 0 0
0 0 2,197,281
TOTAL FUNDING $ 46,291,216 51,235,338 57,291,562
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 85,925 207,000 75,000
488,809 374,000 424,000
209,793 261,500 235,000
242,916 205,000 205,000
13,247 0 0
214,036 194,000 189,000
1,626,895 1,327,700 1,354,100
TOTAL REVENUES $ 2,881,621 2,569,200 2,482,100
Supplies and Other Services

FUNDING SOURCES
Wastewater
Shoreline Regional Park Community
POLICE
Capital Outlay
Public Safety Support Services

EXPENDITURE SUMMARY

REVENUE SUMMARY
Interfund Expenditures
Police Asset Forfeitures
Supplemental Law Enforcement Services
General Operating
General Non-Operating
Equipment Replacement Reserve
General Licenses & Permits
Fines & Forfeitures
Local Intergovernmental Revenue
General Service Charges
Miscellaneous Revenue
Federal Intergovernmental Revenue
State Intergovernmental Revenue
Salaries Wages and Benefits

DEPARTMENT SUMMARY

DEPARTMENT DIVISIONS
Special Operations
Field Operations
Police Administration
4-227
Table of Contents
POLICE—ADMINISTRATION

DIVISION SUMMARY
DIVISION MANAGER—POLICE CHIEF
D

IVISION 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 . This division also covers the management and Fiscal Services, which is responsible for providing appropriate, accurate, and effective fiscal analyses and administrative support for the Police and Fire Departments 4-228
Table of Contents
POLICE—ADMINISTRATION

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Mental Health Software $ - $ 20,000 $ 20,000 Provides new funding for subscription to Cordico,
an application that provides police officers with
mental health education and resources.

Note: Limited-period items do not show original budget due to their one-time nature. 4-229
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

Total Regular 4 4 4
Total Part-Time Hourly 0.57 0.57 0.57
TOTAL POSITIONS 4.57 4.57 4.57
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 752,768 872,619 918,798
111,094 47,819 49,238
502,083 584,840 668,738
1,365,945 1,505,278 1,636,774
24,923 40,450 40,450
1,856 0 20,000
78,906 57,500 57,500
41,115 48,600 48,600
146,800 146,550 166,550
0 0 2,197,281
22,059 23,000 25,000
TOTAL EXPENDITURES $ 1,534,804 1,674,828 4,025,605
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 82,823 75,000 75,000
81,475 77,000 77,000
40,020 45,000 45,000
TOTAL REVENUES $ 204,318 197,000 197,000
General Licenses and Permits
Fines & Forfeitures

TOTAL SUPPLIES AND SERVICES
Materials and Supplies
Capital Outlay
Interfund Expenditures

REVENUES

POSITIONS
Professional/Technical Services

TOTAL PERSONNEL
Other Expenses
General Service Charges
Maintenance and Operations

DIVISION SUMMARY

POLICE - ADMINISTRATION

EXPENDITURES
Salaries
Wages
Benefits
4-230
Table of Contents
POLICE—FIELD OPERATIONS

DIVISION SUMMARY
DIVISION MANAGER—FIELD OPERATIONS CAPTAIN
D

IVISION 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.
4-231
Table of Contents
POLICE—FIELD OPERATIONS

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Silicon Valley Animal Control Authority (SVACA)
Contract $ 515,700 $ 18,100 $ 533,800
Provides increased funding for cost increases
related to the animal services contract with
SVACA.

Crossing Guard Services $ 389,500 $ 41,400 $ 430,900 Provides increased funding for crossing guard
contract services for Mountain View schools.

General Non-Operating Fund:

Police Equipment (Limited-Period) $ - $ 269,800 $ 269,800 Provides funding for protective equipment for
Police Officers.

Scanner Maintenance (Limited-Period) $ - $ 15,600 $ 15,600 Provides funding for maintenance, technical
support, and licensing for a 3D scanner for
Forensics.

Note: Limited-period items do not show original budget due to their one-time nature. 4-232
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

Total Regular 71.50 72.50 *1 72.50
Total Part-Time Hourly 1.17 1.17 1.17
TOTAL POSITIONS 72.67 73.67 73.67
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 13,020,909 14,443,489 14,865,073
228,885 93,031 95,930
8,654,388 10,720,454 11,436,613
21,904,182 25,256,974 26,397,616
150,655 37,700 307,500
26,477 21,150 36,750
403 0 0
812,509 1,022,697 1,082,197
133,399 144,710 144,710
1,123,443 1,226,257 1,571,157
63,381 0 78,600
601,973 714,000 765,000
TOTAL EXPENDITURES $ 23,692,979 27,197,231 28,812,373
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 132,000 0
407,334 297,000 347,000
3,289 0 0
242,916 205,000 205,000
140,357 120,000 115,000
147,270 21,000 21,000
TOTAL REVENUES $ 941,166 775,000 688,000
Utilities
State Intergovernmental Revenue
Local Intergovernmental Revenue
Miscellaneous Revenue
Capital Outlay
Professional/Technical Services
Interfund Expenditures
General Service Charges

POLICE - FIELD OPERATIONS
Salaries
Wages
Benefits

TOTAL PERSONNEL
General Licenses and Permits

POSITIONS
Materials and Supplies
Other Expenses

TOTAL SUPPLIES AND SERVICES

DIVISION SUMMARY
Addition of a Police Officer-Community Outreach.

REVENUES
Fines & Forfeitures

EXPENDITURES
Maintenance and Operations
4-233
Table of Contents
POLICE—SPECIAL OPERATIONS

DIVISION SUMMARY
DIVISION MANAGER—SPECIAL OPERATIONS CAPTAIN
D

IVISION 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.
4-234
Table of Contents
POLICE—SPECIAL OPERATIONS

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Software Subscription $ - $ 8,100 $ 8,100
Provides new funding for Nighthawk software,
which assists the Police Department in solving
cases.

Note: Limited-period items do not show original budget due to their one-time nature. 4-235
Table of Contents
2022-23 2023-24 2024-25
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 30.45
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 6,679,523 6,609,379 7,202,081
200,271 93,310 94,419
4,155,550 4,509,434 5,254,091
11,035,344 11,212,123 12,550,591
209,959 142,153 142,153
44,115 42,685 50,785
3,486 3,200 3,200
209,218 196,325 196,325
150,094 292,382 142,382
616,872 676,745 534,845
191,160 159,000 171,000
TOTAL EXPENDITURES $ 11,843,376 12,047,868 13,256,436
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 206,504 261,500 235,000
13,247 0 0
944,690 781,000 781,000
TOTAL REVENUES $ 1,164,441 1,042,500 1,016,000

DIVISION SUMMARY
Wages
Miscellaneous Revenue
Other Expenses

TOTAL SUPPLIES AND SERVICES

POLICE - SPECIAL OPERATIONS

POSITIONS
Local Intergovernmental Revenue
Maintenance and Operations

REVENUES
Benefits

TOTAL PERSONNEL
Interfund Expenditures
Professional/Technical Services
In addition there is a limited-period Police Officer-Community Outreach Position.

EXPENDITURES
Materials and Supplies
Federal Intergovernmental Revenue
Salaries
Utilities
4-236
Table of Contents
POLICE—PUBLIC SAFETY SUPPORT SERVICES

DIVISION SUMMARY
DIVISION MANAGER—PUBLIC SAFETY SUPPORT SERVICES CAPTAIN D

IVISION OVERVIEW
The Public Safety Support Services Division is responsible for providing essential administrative and technical services to the Police and Fire Departments. Within this department is the Emergency Communications Center, which answers 9-1-1 and nonemergency 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.

T
his division also houses community engagement and public information, tracking all major communi ty policing actions, coordinating and implementing crime-prevention activities, and relaying public information by maintaining open communications and relationships with local media personnel. 4-237
Table of Contents
POLICE—PUBLIC SAFETY SUPPORT SERVICES

DIVISION SUMMARY
MAJ

OR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Body Cameras and Tasers $ 87,500 $ 320,000 $ 407,500 Provides increased funding for the vendor
agreement for Officer-worn body cameras,
Tasers, and video storage of body camera
footage. The increased cost includes upgraded
software and additional storage for video.

IT Analyst I/II (1.0 FTE) $ - $ 247,500 $ 247,500 Provides funding for an IT Analyst I/II position.

This position will implement, maintain, and
support various systems and programs for the
department.

Fingerprinting Services $ 75,000 $ 25,000 $ 100,000 Provides increased funding for Cal ID, a Santa
Clara County program that provides fingerprinting
comparison and identification services.

Note: Limited-period items do not show original budget due to their one-time nature. 4-238
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
38 37 *1 38 *2

0.86 0.86 0.86

38.86 37.86 38.86
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 4,952,593 5,408,175 5,894,991
160,061 90,281 94,790
2,755,848 3,129,505 3,493,417
7,868,502 8,627,961 9,483,198
167,450 132,340 132,340
645,964 738,146 1,093,146
225,984 297,970 297,970
186,502 100,840 125,840
104,489 89,654 54,654
1,330,389 1,358,950 1,703,950
19,422 319,500 0
1,744 9,000 10,000
TOTAL EXPENDITURES $ 9,220,057 10,315,411 11,197,148
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 3,102 0 0
33,659 29,000 29,000
534,935 525,700 552,100
$ 571,696 554,700 581,100
Miscellaneous Revenue

DIVISION SUMMARY
Other Expenses
Maintenance and Operations

TOTAL PERSONNEL
General Licenses & Permits
Professional/Technical Services
Interfund Expenditures

TOTAL REVENUES

POSITIONS

REVENUES
General Service Charges

POLICE - PUBLIC SAFETY SUPPORT SERVICES

TOTAL POSITIONS

EXPENDITURES
Total Regular
Total Part-Time Hourly
Transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant to the Fire Department.

Addition of a Information Technology Analyst I/II position.

TOTAL SUPPLIES AND SERVICES
Salaries
Utilities
Capital Outlay
Materials and Supplies
Wages
Benefits
4-239
Table of Contents
NOTES
(This page intentionally left blank)
4-240
Table of Contents
BUD/OC-PW FY2024-25

PUBLIC WORKS DEPARTMENT

TRANSPORTATION AND

BUSINESS SERVICES
1 Assistant Public Works Director
(Vacant)
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
4 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
4 Senior Civil Engineer
2 Junior/Assistant/Associate Engineer
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
1 Facilities Contract Coordinator
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

PUBLIC WORKS DIRECTOR
(Dawn Cameron)
FISCAL YEAR 2024-25 POSITION TOTALS: 148.0 Full-Time

1.0 Limited-Period
* This position also acts in the capacity of City Engineer. 1 Executive Assistant
4-241
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
DEPARTMENT MANAGER—PUBLIC WORKS DIRECTOR
DE

PARTMENT MISSION STATEMENT
Plan, design, review, construct, operate, maintain, and improve the City’s infrastructure, facilities, utilities, fleet, property, and equipment.

EPARTMENT OVERVIEW
The Public Works Department plans, designs, reviews, constructs, operates, maintains, and improves the City’s infrastructure, facilities, utilities, fleet, property, and equipment; administers the City’s Solid Waste Management, Real Estate Management, and Public Works Grant programs; provides traffic engineering and transportation planning services; and permits private developments in the public right -of-way.

PERFORMANCE MEASURE UPDATE
As
part of the Fiscal Year 2024- 25 budget development, the City engage d a consultant to collaborate with departments to review and re- design the Performance Measures to provide meaningful measures with a direct connection to the department functions. As a result, two sets of measures are presented in this document: the existing set to give the result for last fiscal year’s measures and a new set for Fiscal Year 2024 -25 and forward.

P
erformance measures are related to Department Functions. If a Department Function has a measure tied to it, it will be noted in the parenthesis with an “NM” for the new set. (e.g., NM 1, 2, 3).

DEPARTMENT FUNCTIONS
• R
epresent the City’s interest in local and regional public works studies and projects and encourage the highest design and environmental quality in public and private improvements. • M
anage the Department’s annual operating expenditures within the budget guidelines. (NM 1) • P
rovide excepti onal customer service to fulfill the community’s needs and expectations through all Public W
orks division through the City’s Ask Mountain View portal. (NM 2) • M
anage the City’s participation in the National Flood Insurance Program. • M
anage the acquisition, lease, licensing and disposal of City real property. • M
eet State-mandated solid waste landfill diversion goals by maximizing commercial and residential recycling and reducing organic waste disposal. (NM 5)
• Re
present the City in matters relating to, and provide for, solid waste collection, processing and disposal. • M
anage and implement the City’s annual Capital Improvement Program (CIP). ( NM 3) • E
nsure the design and construction of programmed capital projects remain on schedule and within budget. (NM 3, 10, 11)
4-242
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
• Review, evaluate, and regulate private and public development and construction in the public right-of-way in conformance with the City’s General Plan, ordinances, and policies. ( NM 13, 14) • R
eview maps and plans of proposed private developments and assist developers, consultants, engineers, and the public in complying with the City’s conditions of approval for private developments. ( NM 13, 14) • M
anage the processing of private developments, utility company projects, and encroachment and excavation permits. (NM 12, 14)
• P
rovide for safe, efficient, and convenient circulation of vehicle, bicycle, and pedestrian traffic within the community.
• C
ontinue to implement bicycle and pedestrian mobility improvements that are low -cost and easily implementable. (NM 4)
• A
dminister the Mountain View Community Shuttle Service that provides connections between residential neighborhoods and key destinations free of charge. (NM 6) • O
rganize and implement a Safe Routes to Schools Program in coordination with the school districts. (NM 9) • A
dminister the City’s Transportation Demand Management program requirements for development projects to ensure compliance with program provisions.
• R
epresent the City in regional transportation issues and congestion management planning and continue to monitor regional tr ansportation projects and coordinate with local, regional, and State transportation agencies.
• M
aintain traffic-related records, conduct surveys, and perform studies as necessary for the analysis of traffic problems and develop and implement mitigation measures when appropriate. • M
aintain public streets, sidewalks, parking lots, streetlight systems, and traffic- control measures, includin g t
raffic signals. (NM 10, 15, 24, 25, 26)
• M
aintain and improve the City’s facilities to ensure that they are safe, functional and aesthetically pleasing for employee and public use. (NM 7)
• P
rocure and maintain the City’s vehicle and equipment fleet. (NM 8) • M
anage occupational safety programs and practices in the Public Works and Community Services Departments.
• O
perate and maintain the City’s wastewater collection and discharge system. ( NM 16, 17) • O
perate and maintain the City’s storm drain collection and pump station system. • O
perate and maintain the City’s potable water supply and distribution system. ( NM 18, 19, 20) • M
onitor water quality and ensure compliance with all regulations. ( NM 19, 20) 4-243
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
• Manage the City’s water purchases and consumption to meet State water conservation goals and water supply contract minimum purchase requirements.
• M
anage and coordinate recycled water supply with the City of Palo Alto. Operate and maintain the City’s recycled water and distribution system and manage the recycled water program to improve water quality, maximize water use, expand the City’s distribution system, and participate in efforts to develop a regional distribution system. (NM 21)
• C
ontinue providing landscaping selection assistance, irrigation Best Management Practices guidance, and on site support to recycled water system customers.
• O
perate and maintain the landfill cap, gas, and leachate collection systems, gas wells, flare station, and landfill gas-fueled gas-fueled microturbines. (NM 22)
• M
anage shopping cart collection and graffiti abatement activities. (NM 23) FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Developed a Community Workforce Agreement in conjunction with the City Manager’s Office and City Attorney’s Office.
• Implemented the new and expanded Safe Routes to School Program, including training to all 12 schools in the Mountain View Whisman School District plus one school in the Los Altos School District, and added 6 new crossing guards to key locations in conjunction with the Police Department. • C
onducted an existing conditions assessment and a map- based survey for the Active Transportation Plan that received 655 unique responses.
• C
onducted existing conditions analysis and presented to the Council Transportation Committee for input to develop the Transportation Demand Management Ordinance. • Completed analysis and identified priority corridors and intersections for the Vision Zero Action Plan and Local Road Safety Plan.
• Implemented the outdoor patio license program and executed over 40 patio licenses. • Began data collection and selected a consultant for the Citywide Travel Demand Model Update. • Began conducting a holistic citywide review of parking regulations in conjuncti on with the Police Department.
• B
egan reviewing and updating the Shoreline Community Shoreline Area Plan in conjunction with the Community Development and Community Services Departments, City Attorney’s Office, and City Manager’s Office.
• Developed and impl emented strategies for enhancing the Downtown area, including a newsletter, performances, interim infrastructure for the Castro Pedestrian Mall, and new furniture, banners, and 4-244
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
passive recreational equipment in conjunction with the Community Services and Community Development Departments, City Attorney’s Office, and City Manager’s Office. • Completed construction of the following capital projects: Leong Avenue and Fairchild Drive pavement resurfacing, Park Avenue and Sonia Way street reconstruction, SB -1 Street pavement resurfacing, Rengstorff A
quatics Center, Fayette Park, Shoreline Maintenance Storage Building, Colony Street pedestrian/bicycle connection to Permanente Creek trail, Fire Station #4 modifications, Police Fire Training facility, Recyclin g C
enter Building Improvements, Computer History Museum phase of the Northbound Shoreline/101 Off-Ramp Realignment, Sidewalk and Curb Repairs, Sylvan Park Trellis and Volleyball Court, Cuesta Park Fitness Court, Miramonte Water and Sewer Main Replacement Project, El Camino Real and Castro Street Sewer Replacement, Annual Water Main Replacement, Water and Sewer Main through 1001 N. Shoreline Blv d (
partnering with the developer), and Street Lane Line and Legend Repainting. • Began construction of the following capital projects: Miramonte Avenue pavement resurfacing and bicycle improvements, Traffic Signal Replacement at Shoreline Blvd and Latham Ave., Magical Bridge All -Inclusive Playground, CDD Reception Area Remodel, Evelyn Park, Water and Sewer Main Crossing 101 - Shoreline Blvd, Sleeper Avenue Bridge Repair at Stevens Creek, San Antonio Sewer Phase II Project, Miramonte Pump Station Improvements, and Miramonte Reservoir Fence Replacement. • Completed Solid Waste, Water and Waste water cost -of-service stud ies and implemented adjusted rates based on the analysis's results.
• Developed and implemented an SB 1383 enforcement plan for all customers not compliant with mandator y
c
omposting per state requirements.
• Met Mountain View’s state -mandated procurement target of 6,625 tons of organic waste products (e.g., compost and mulch).
• Completed the Fleet Electrification Plan.
• Acquired 3 parcels of land (appro ximately 2 acres) to develop new parks in the Monte Loma and Terra Bella neighborhoods.
• Acquired 87 E Evelyn from the VTA for a future affordable housing development. • Completed the Surplus Land Act process for Lot C in North Bayshore. • Began the recycled water reservoir siting study.
• Supported design review of joint -use open space and street frontages at the new school site in San Antonio Center in conjunction with the Community Services Department, Community Development Department, and the Los Altos School District.
• P
repared and obtained Council approval of a Development Agreement for the 701 West Evelyn Avenue office building, which will provide funding for additional Downtown parking in conjunction with the Communit y D
evelopment Department and City Attorney’s Office.
• Updated residential construction permit review processes citywide to align with AB 2234 in conjunction with the Community Development and Fire Departments.
4-245
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
• Implemented process and technology improvements aligning with the Development Review Study recommendations, including:
o Completed the Paperless Permitting System rollout in conjunction with the Community Development and Information Technology Departments.
o Launched a new Development Permits website to make it easier for th e public to find permit information, typical permit review timeframes, submittal requirements, and allow online permit submissions in conjunction with the Community Services, Community Development, and Information Technology Departments and City Manager’s Office. • Hosted biannual developer meetings to discuss current city -led policy projects and ongoing/upcoming City process improvements in conjunction with the Community Development Department. • Completed a Cost -Sharing Memorandum of Agreement with the California State Coastal Conservancy for erosion protection work at the levee along Pond A2W at Shoreline Park as part of the sea level rise capital improvement program.
• Se
cured $336,000 in Measure B Education funds, $347,000 in Transportation Development Act Article 3 funds, $160,000 in Measure B Planning funds, and $40,000 in Metropolitan Transportation Commission Technical Assistance funds for the Safe Routes to School, Miramonte Avenue Phase 1 (Castro to Cuesta), Miramonte Avenue Phase 2 Study (El Camino to Castro and Cuesta to City limit), and Evelyn Bikeway Study respectively. • Launched an update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for Cit y
f
acilities, communications, and programs in conjunction with the City Attorney’s Office and City Manager’s Office.
• Completed an RFP and vendor selection for the Utility Billing System in conjunction with the City Manager’s Office and Finance and Administrative Services and Information Technology Departments.

PUBLIC WORKS

DEPARTMENT SUMMARY
• Begin work on the Stevens Creek Trail extension.
• Continue to implement the new and expanded Safe Routes to School program, in partnership with the school districts, schools, parents, and students.
• Complete a holistic citywide review of parking regulations. • Support the completion of the Biodiversity Plan and Urban Forestry Plan (biodiversity requirements and Community Tree Master Plan) in conjunction with the Community Services Department and City Manager’s Office.
• S
upport the development of a Parks and Recreation Strategic Plan in conjunction with the Community Services and Community Development Departments.
• Support the development of a Moffett Boulevard Precise Plan in conjunction with the Community Development Department.
• Continue implementing strategies for a vibrant downtown, including the Castro Pedestrian Mall in conjunction with the Community Development and Community Services Departments and City Manager’s Office.
• Complete the review of and update the Shoreli ne Regional Park Community Shoreline Area Plan in conjunction with the Community Development and Community Services Departments, City Attorney’s Office, and City Manager’s Office.
• Support the development of the Climate Change and Resiliency strategy update (transitioning from SAP-4) in conjunction with the City Manager’s Office.
• Work with Caltrain and VTA on the Final Design for both the Transit Center (Castro Street) and Rengstorff Grade Separation projects and with MTC and VTA to apply for Federal and State grant funding for the projects.
• Begin development of a citywide Dark Skies Ordinance in conjunction with the Community Services and Community Development Departments.
• Consider the revitalization of Gateway Park in conjunction with the Public Works and Community Development departments.
• Complete construction of the following capital projects: Miramonte Avenue pavement resurfacing and bicycle improvements, Traffic Signal Replacements at Shoreline Blvd/Latham Ave. and Rengstorff Ave/Latham Ave., CDD Reception Area Remodel, Evelyn Park, Villa-Chiquita Park, Water and Sewer Main Crossing 101 - Shoreline Blvd, Sleeper Avenue Bridge Repair at Stevens Creek, San Antonio Sewer Phase II Project, Miramonte Pump Station Improvements, Miramonte Reservoir Fence Replacement, Magical Bridge All - Inclusive Playground, Rengstorff Park Maintenance and Tennis Buildings Replacement, Stierlin Road Bicycle and Pedestrian Improvements, California Complete Streets Pilot Project, Grant Road and Sleeper Avenue Intersection improvements, pavement resurfacing of various City streets, sidewalk and curb repairs, and Community Shuttles charging station
• Begin construction of the following projects: Shoreline Boulevard transit lane and utility improvements, including protected bi keways; U.S. 101/Shoreline Boulevard Off -Ramp realignment; Plymouth Street/Space 4-247
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
Park Way realignment; Shoreline Boulevard Pathway; Shoreline Boathouse Expansion; East Whisman Transit Oriented Development (TOD) Phase 2; and replacement of two existing bridges at the Shoreline Golf Links. • Begin design of a new park on San Rafael Avenue (909 and 917 San Rafael Avenue) in conjunction with the Community Services Department and El Monte Corridor and El Monte/El Camino Intersection Improvements, M
iddlefield Road Complete Streets Project and Moffett Boulevard Complete Streets Project . • Develop layout and usage schematics for the new Public Safety Building in conjunction with the Police a nd F
ire Departments.
• Support interagency collaboration on climate resilience and Sea Level Rise in conjunction with the City Manager’s Office.
• Identify opportunities to purchase property for new parks in conjunction with the Community Services Department.
• Complete the update to the City’s Americans with Disabilities Act (ADA) assess ment and transition plan for City facilities, communications, and programs in conjunction with the City Attorney’s Office and City Manager’s Office.
• C
omplete a siting study and begin design for a new recycled water storage reservoir in the North Bayshore Area.
• 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 the Community Development and Community Services Departments. • Implement a new Utility Billing System in conjunction with the City Manager’s Office and the Finance and Administrative Services and Information Technology Departments. • Support the acquisition and implementation of a citywide land management software system in conjunctio n w
ith the Community Development and Information Technology Departments. • Support the acquisition and implementation of a citywide work order management software system in conjunction with the Community Services and Information Technology Departments. • Continue implementing recommendations from the Development Review Study to make ongoing improvements to the development review process in conjunction with the Information Technology, Fire, Community Development, Finance and Administrative Services, and Community Services Departments and City Attorney’s Office.
• Support the Pickleball Court Preliminary Study, Design and Construction process in conjunction with the Community Services Department.
• Acquire property for the Rengstorff Grade Separation project, Plymouth Street Realignment project, and Shoreline 101 off-ramp project.
• Support the advancement of various projects listed in the Shoreline Wildlife Management Plan including the Water Control Improvement Project (23 -44) as it pertains to the Sailing Lake Island in conjunction with the Community Services Department.
4-248
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Transportation and Business Services:

1. Pounds of disposed waste per person per
day. 3.1 2.7 <7.8 2.5

2. Percentage of Facilities Section work orders
completed in 30 days or fewer. 87%(A) 89%(A) >90% 91%

3. Percentage of Fleet Section work orders
completed in 30 days or fewer. 95% 96% >95% 96%

4. Percentage of time frontline fleet units are
available (Public Services and Community
Services field vehicles). 97% 97% >95% 95%
Engineering:

5. Percentage of construction projects
completed with less than 10% time increase
over the original contract award. 91% 100% >85% 100%

6. For capital improvement projects, the
percentage of time the low bid is within
25% of the Engineer’s Estimate. 80% 75% >75% 80%

7. Percentage of time all tentative maps and
private development applications are
reviewed within the departmental standard
review time. 92% 87%(B) >80% 96%(J)

8. Percentage of time building plans are
reviewed within the departmental standard
review time. 90%(C) 87%(D) >80% 95%(K)

9. Pavement Condition Index (PCI) for asphalt
(Metropolitan Transportation Commission
rating scale of 0-100, 70-100 being good to
excellent). 72(E) 72(F) >75 70(L)
Public Services:

10. Number of feet of sewer mains cleaned. 782,677 801,193 >500,000 529,056

11. Total number of sanitary sewer overflows. 1 0 <6 0

12. Total number of water main breaks. 8(G) 13(H) <6 3(M)

13. Total number of water quality reportable
events. 0 1(I) 0 0

14. Total number of air and/or water quality
reportable events at the closed landfills. 0 0 0 0
(A) B elow target due to reliance on outside vendors to complete a portion of requests. (B) Four hundred sixty- two (462) out of 527 excavation permits and 169 out of 199 planning commentaries were reviewed within the standard time. The increase in review time was due to staff resources for Fiscal Year 2022- 23 not being fully filled and new staff needing to be trained on processes. (C) Five hundred eighty (580) out of 644 building plans were reviewed within the standard time. (
D) Five hundred twelve (512) out of 590 building plans were reviewed within the standard time. The increase in review time was due to staff resources for Fiscal Year 2022 -23 not being fully filled, new staff needing to b e t
rained on processes, and time for staff to become familiar with the implementation of ProjectDox, the new permit processing.
4-249
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
(E) T he MTC hired a new consulting firm to assess the City’s PCI in FY20 -21 (different firm than the 2 previous assessments). The firm has completed and certified the recent assessment and determined the PCI is higher than the previous assessments. The City still strives to reach a PCI target of 75 and since FY19- 20 has continued to allocate more funding to street reconstruction and resurfacing projects. (F) T he condition of the asphalt is reassessed approximately every two years, with the next anticipated reassessment in late 2023, with results in early 2024. Staff is working towards the backlog of pavement projects, where the upcoming paving projects in 2023 include Leong Avenue and Fairchild Drive, Park Avenue and Sonia Way, Castro Street, Velarde Street, Pamela Drive and other residential streets. (G) F ive of the eight were "beam breaks" attributed to ground movement, two were due to holes in the main due to aging infrastructure, and one was a gate valve failure. (H) Six of the thirteen were “beam breaks” caused by ground movement. Five were holes in water main due to aging infrastructure to be replaced in upcoming CIPs. One was caused by construction work in the area disturbing the ground causing separation between two pipe styles. The final was caused by a contractor boring a hole through our main.
(I) One positive bacti sample was due to a sampling error; repeat samples were collected including the City owned wells and all came back negative. There was no adverse effect to the drinking water system and the water system stayed in compliance with State and Federal health guidelines (initial sample on 9/13 and repeated on 9/15). (
J) Two hundred forty four (244) out of 251 excavation permits and 75 out of 81 planning commentaries were reviewed
within the standard time.
(K) T hree hundred forty one (341) out of 358 building pl ans were reviewed within the standard time. (L) T he condition of the asphalt is reassessed approximately every two years, with the next anticipated reassessment in late 2023, with results in early 2024. Staff is working towards reducing the backlog of pav ement projects, through streamlining the consultant selection process and combining projects with similar funding or adjacencies. Planned work in 2024 includes Miramonte Avenue, California Street, Velardi, Doverton, Katrina, Pamela, and Bay.
(M) All three main break were " beam breaks" caused by ground movement.

NEW PERFORMANCE/WORKLOAD MEASURES
A
s noted earlier, the City engaged a consultant to collaborate with departments to review and re -design the Performance Measures to provide meaningful measures with a direct connection to the department functions. As a result, new and revised measures have been implemented, with tracking to begin in Fiscal Year 2024-25.

PUBLIC WORKS

Performance <100%
2 Departmental
Number of Ask Mountain View queries
received and percent receiving an initial
response within 3 business days:
a. Traffic Engineering Workload
Performance 85%
b. Streets Workload
Performance 85%
c. Bicycle/Pedestrian Workload
Performance 85%
d. Other Workload
Performance 85%
3 Departmental
Number of active Public Works Capital
Improvement Projects. Workload
a. Average number of capital projects
per full-time equivalent capital
project manager
Workload
b. Percent of capital projects exceeding
$10 million Workload
c. Ratio of new projects added to
existing projects closed out Performance 1:1
4 Departmental
Cumulative miles of bicycle facilities
provided and maintained, measured at the
end of fiscal year:
a. Class I (Bike Path) Workload
b. Class II (Bike Lane) Workload
c. Class III (Bike Route) Workload
d. Class IV (Protected/Separated
Bikeway) Workload
4-251
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
5 Solid Waste Citywide waste diversion rate (Goal of 90% Zero Waste by 2030). Performance 85%
6 Transportation
Community Shuttle ridership:
a. Average weekday riders Informational
b. Annual riders Informational
c. Riders per service hour Informational
d. Cost per rider Informational
7 Facilities
Number of work orders received by
Facilities and percent responded to within
30 days.

Workload
Performance 90%
8 Fleet Number of work orders received by Fleet
and percent responded to within 30 days.

Workload
Performance 90%
9 Transportation
Number of bicycle and pedestrian safety
education events and number of students
educated.

Performance 12 events
Performance 3,500
students
10 Civil
Infrastructure
Number of road miles repaved and average
Citywide Pavement Condition Index score.

Workload
Performance PCI 70
11 Construction
Number of construction projects awarded
and percent of time approved bid is within
25% of engineer's estimate.

Workload
Performance >75%
12 Land
Development
Number of excavation permits issued and
percent reviewed within standard
timelines.

Workload
Performance 80%
13 Land
Development
Number of planning application reviews
and percent reviewed within standard
timelines.

Workload
Performance 90%
14 Land
Development
Number of building plans reviewed and
percent reviewed within standard
timelines.

Workload
Performance 80%
15 Traffic
Number of traffic signals and percent
receiving preventive maintenance or
upgrades.

Workload
Performance 95%
4-252
Table of Contents

PUBLIC WORKS

DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
16 Wastewater Number of sanitary sewer spills. Workload 17 Wastewater Length of sanitary sewer system inspected or cleaned annually. Performance >18 miles
18 Water Number of water main breaks. Workload
19 Water Number of water quality tests performed. Workload 20 Water
Percent of water quality tests in compliance
with water quality standards in water
system.

Informational
21 Water
Average daily recycled water delivery,
calculated in millions of gallons a day (mgd),
and its percentage of total water supply.

Informational
Informational
22 Engineering &
Environmental
Compliance
Number of air and water quality tests
performed and percent in compliance with
regulatory standards at the City's closed
landfill.

Workload
Performance 85%
23 Water
Resources
Number of graffiti abatement requests on
City property or right-of-way and percent
abated within 5 business days.

Workload
Performance 90%
24 Streets
Number of potholes/minor street
maintenance requests and percent repaired
within 5 business days.

Workload
Performance 85%
25 Streets Number of raised sidewalk complaints and
percent addressed within 5 business days.

Workload
Performance 85%
26 Streets
Number of City streetlight maintenance or
repair requests and percent completed
within 5 business days.

Workload
Performance 85%
4-253
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
4 4 4
1 1 1
12 13 *2 14 *5
4 4 4
3 4 *3 4
1 1 1
1 1 1
1 1 1
1 1 1
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
19 19 19
4 4 *3 4
1 1 1
2 2 2
1 1 1
1 1 1
1 1 1
1 1 1
3 3 3
2 2 2
Senior Postclosure Environmental Systems Tech 2 2 2
Street Lighting Technician 1 1 1
Engineering Assistant I/II 1 1 1
Heavy Equipment Specialist 1 1 1
91 93 94
Utility Systems Specialist
Senior Water System Operator
Senior Public Works Inspector
Water Operations Specialist

SUBTOTAL REGULAR
Water Quality Technician
Utilities Systems Supervisor
Postclosure Supervisor
Principal Project Manager
Water Superintendent
Water Resources Manager
Senior Management Analyst
Water Supervisor
Facilities Maintenance Supervisor
Wastewater Supervisor
Senior Information Technology Analyst

PUBLIC WORKS

POSITIONS
Public Works Director
Assistant Public Works Director

DEPARTMENT SUMMARY
Facilities Contract Coordinator
Jr/Asst/Associate Engineer (Civil)
Analyst I/II
Equipment Maintenance Supervisor
Postclosure Environmental Systems Specialist
Fleet and Facilities Manager
Utilities Services Manager
Streets and Landfill Closure Manager
Utilities Electrician
Transportation Manager
Solid Waste Program Manager
Streets Supervisor
Safety and Training Administrator
Traffic Engineer
Real Property Program Administrator
Principal Civil Engineer
Senior Civil Engineer
Senior Project Manager
Transportation Planner
Senior Utilities Systems Technician
4-254
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
91 93 94
Water Resources Technician 1 0 *3 0
1 1 1
2 2 2
1 1 1
2 2 2
2 2 2
2 2 2
2 2 2
4 4 4
1 1 1
3 3 3
4 4 4
2 2 2
3 3 3
6 6 6
2 2 2
5 5 5
1 1 1
1 1 1
3 3 3
1 1 1
2 2 2
4 4 4
146 147 148

1.12 1.12 1.12
TOTAL POSITIONS 147.12 *1 148.12 *4 149.12 *6 *1
*2
*3
*4
*5
*6
Wastewater Utility Worker I/II
Streets Maintenance Worker I/II
Streetsweeper Operator
Streets Maintenance Worker III
Public Works Inspector I/II

POSITIONS CONTINUED
Balance Forward
Facilities Maintenance III
Cross-Connection Cntrl Specialist
Equipment Mechanic I/II
Public Services Technician
In addition there are the following limited-period positions: two Senior Civil Engineers (for the duration of the Google Reimbursement Agreement), a Senior Civil Engineer position, and a Facilities Maintenance Worker I/II position (funded by the Sustainability CIP through FY 2022-23).

TOTAL REGULAR
Program Assistant
Administrative Aide
Reclassification of a Water Resources Technician position to Analyst I/II and an Analyst I/II position to Transportation Planner.

Executive Assistant
Administrative Assistant
In addition there is a limited-period Facilities Maintenance Worker I/II position.

In addition there are the following limited-period positions: Senior Civil Engineer position and Facilities Maintenance Worker I/II position.

Addition of a Senior Civil Engineer position.

DEPARTMENT SUMMARY

PUBLIC WORKS
Equipment Service Worker

TOTAL PART-TIME HOURLY
Senior Administrative Assistant
Heavy Equipment Operator
Water Utility Worker III
Water Utility Worker I/II
Wastewater Utility Worker III
Addition of a Senior Civil Engineer position.

Facilities Maintenance I/II
Equipment Mechanic III
Utilities Inspector/Locator
4-255
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,259,032 1,447,210 1,520,383
20,716,210 28,140,706 38,942,566
8,696,768 10,016,468 10,876,251
47,489,205 66,707,921 71,624,160
TOTAL EXPENDITURES $ 78,161,215 106,312,305 122,963,360 2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 25,172,621 31,112,179 34,072,896
51,772,266 73,463,126 79,450,464
117,541 630,000 8,243,000
1,098,787 1,107,000 1,197,000
TOTAL EXPENDITURES $ 78,161,215 106,312,305 122,963,360 2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 12,534,637 14,723,653 16,706,599
329,088 330,100 806,500
Development Services 5,216,110 5,396,810 5,451,766
1,233,893 1,694,522 2,140,952
27,011,783 36,862,596 39,711,486
15,177,069 23,627,676 24,735,415
13,819,185 20,518,676 22,383,853
2,839,450 3,158,272 11,026,789
TOTAL FUNDING $ 78,161,215 106,312,305 122,963,360

EXPENDITURE SUMMARY
Transportation and Business
Engineering

DEPARTMENT DIVISIONS
Public Works Administration

PUBLIC WORKS

DEPARTMENT SUMMARY
Solid Waste
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
General Non-Operating
General Operating
Shoreline Regional Park Community
Equipment Maintenance and Replacement
Interfund Expenditures

FUNDING SOURCES
Public Services
Water
Wastewater
4-256
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 883,803 985,000 1,021,000
194,035 135,000 135,000
1,284,052 1,257,000 1,131,980
33,910,917 *1 36,499,000 *4 41,919,000 *6
29,045,359 *2 30,335,000 *3 32,662,900 *7
978,683 *1 1,020,000 *4 1,414,000 *6
15,476,787 *3 15,559,000 *5 18,245,000 *8
1,225,312 539,000 529,000
2,966,682 3,359,000 3,625,000
53,400 53,400 53,400
TOTAL REVENUE $ 86,019,030 89,741,400 100,736,280
*1
*2
*3
*4
*5
*6
*7
*8

REVENUE SUMMARY
General Licenses & Permits

DEPARTMENT SUMMARY

PUBLIC WORKS
Includes rate restructuring, a 10.5% increase for residential carts, 9.25% increase for multi-family and commercial services, and 9% increase for debris box services.

State Intergovernmental Revenue
Water Service Charges
Refuse Service Charges
Wastewater Service Charges
Includes rate increase of 7%.

Includes rate increase of 8%.

Interfund Revenue Transfers
Recycled Water Charges
Equipment Maintenance Charges
Miscellaneous Revenue
Includes rate increase of 12% for average cost of water and meter rates and 5% for recycled water.

Includes rate increase of 6%.

General Service Charges
Includes rate increase of 8% for average cost of water and meter rates and 5% for recycled water.

Includes rate restructuring and overall 6% revenue increase for water and meter rates, and 16.5% for recylcled water.

Includes rate restructuring and overall 3% revenue increase. 4-257
Table of Contents
PUBLIC WORKS—ADMINISTRATION

DIVISION SUMMARY
DIVISION MANAGER—PUBLIC WORKS DIRECTOR
D

IVISION OVERVIEW
Administration is responsible for management of the Department. This Division provides leadership, policy development, administrative and technical support, career development, and training opportunities. 4-258
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

3.50 3.50 3.50
TOTAL POSITIONS 3.50 3.50 3.50
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 845,137 922,378 984,916
384,867 442,812 473,447
1,230,004 1,365,190 1,458,363
15,173 52,990 52,990
1,200 850 850
0 345 345
4,500 2,500 2,500
8,155 5,335 5,335
29,028 62,020 62,020
0 20,000 0
TOTAL EXPENDITURES $ 1,259,032 1,447,210 1,520,383
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Capital Outlay

TOTAL SUPPLIES AND SERVICES
Other Expenses

DIVISION SUMMARY

PUBLIC WORKS - ADMINISTRATION

POSITIONS
Total Regular

TOTAL PERSONNEL

EXPENDITURES
Salaries
Benefits
4-259
Table of Contents
PUBLIC WORKS—TRANSPORTATION AND BUSINESS SERVICES

DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT PUBLIC WORKS DIRECTOR

DIVISION OVERVIEW
T
ransportation Management reviews, analyzes, and evaluates City and regional transportation issues, studies, programs, and policies that impact the City, developing recommendations for improvements. Transportation Management is the liaison and advocate for City positions with County, regional, and State agencies involved in transportation planning and provides support to the Council Transportation Committee and Bicyc le/Pedestrian Advisory Committee. Th e Section is also responsible for developing, updating, and promoting City programs, policies, and projects to improve pedestrian and bicycle mobility. Other responsibilities include contract management, and grant applications and monitoring.

Re
al Property Management manages appraisals, sales, and acquisitions of City property. Other responsibilities include preparation of park in-lieu fees and license agreements, property management and contract administration.

S
olid Waste Management develops and implements residential/commercial waste reduction and recycling programs and manages the City’s waste collection, waste disposal and SMaRT Station recycling contracts.

F
leet Services provides safe, reliable, economical, and high-quality vehicles and equipment to City departments. This program performs vehicle and equipment services to comply with environmental and safety regulations, minimize operational and ownership costs, and maximize safety and equipment life. Fleet Services also maintains the City’s inventory of alternative-fuel vehicles.

Fa
cilities provides safe, clean, and reliable facilities for employees and their clients. The program maintains, inspects, and improves buildings to comply with environmental and safety regulations, minimize operational and ownership costs, and maximize building life.
4-260
Table of Contents
PUBLIC WORKS—TRANSPORTATION AND BUSINESS SERVICES

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Gas and Electricity Cost Increase $ 1,808,700 $ 446,000 $ 2,254,700 Provides increased funding for higher gas and
electricity costs.

Janitorial Services $ 1,997,802 $ 50,700 $ 2,048,502 Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.

Reallocation of Property Management Services $ 30,000 $ (30,000) $ - Reallocates funding for property management
services from the Public Works Department
General Operating Fund to Non-Department
Property Management Reserve. The service
assists with the leasing and rent revenue
associated with the City's residential properties.

General Non-Operating Fund:

Citywide Facilities Testing and Monitoring
(Limited-Period) $ - $ 220,000 $ 220,000
Provides funding for increased cost of testing
alarms, sprinklers, and other related facilities in
City facilities.
4-261
Table of Contents
PUBLIC WORKS—TRANSPORTATION AND BUSINESS SERVICES

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Hourly Staff to Support the Transportation Section
(Limited-Period) $ - $ 50,000 $ 50,000
Provides funding for hourly staff to support the
Transportation Section with the increased volume
of transportation issues.

Facilities Maintenance Worker I/II (1.0 FTE)
(Limited-Period) ($140,500 offset by charges to
CIPs) $ - $ 44,500 $ 44,500
Provides funding for a Facilities Maintenance
Worker I/II position to aid in building
maintenance due to increased square footage.

Intern Wages (Limited-Period) $ - $ 15,000 $ 15,000 Provides funding for hourly wages for summer
interns to support the Real Property Section.

Equipment Maintenance and Replacement Fund:

Parts and Supplies for Fleet Section $ 227,800 $ 80,000 $ 307,800 Provides increased funding for parts and supplies
in the Fleet Section due to increased cost of
materials.

Hourly Staff to Support the Fleet Section (Limited-
Period) $ - $ 25,000 $ 25,000
Provides continued funding for hourly staff to
continue supporting the Fleet Section. The
additional resources will allow for an on-site
fabricator to perform on-site metal work to create
and repair vehicle and equipment components.
4-262
Table of Contents
PUBLIC WORKS—TRANSPORTATION AND BUSINESS SERVICES

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Trailer Refurbishment for Fleet Section (Limited-
Period) $ - $ 20,000 $ 20,000
Provides funding for Fleet Section to refurbish
two trailers located in the Parks Section in the
Community Services Department.

Solid Waste Fund:

Household Hazardous Waste County Program $ 40,000 $ 68,000 $ 108,000 Provides increased funding to continue
participation in the County's Household
Hazardous Waste Program.

Note: Limited-period items do not show original budget due to their one-time nature. 4-263
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

32.90 32.90 32.90

0.62 0.62 0.62
TOTAL POSITIONS 33.52 *1 33.52 *2 33.52 *2 *1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 3,478,503 4,264,148 4,858,182
105,052 121,581 149,408
1,869,817 2,380,792 2,789,767
5,453,372 6,766,521 7,797,357
218,786 181,125 181,125
2,868,336 3,204,274 3,334,974
11,391,350 16,865,186 18,708,510
464,215 680,700 938,700
229,727 338,900 268,900
15,172,414 21,270,185 23,432,209
14,500 10,000 7,608,000
75,924 94,000 105,000
TOTAL EXPENDITURES $ 20,716,210 28,140,706 38,942,566

DIVISION SUMMARY

PUBLIC WORKS - TRANSPORTATION AND BUSINESS SERVICES
Benefits
Utilities

TOTAL SUPPLIES AND SERVICES

POSITIONS
Total Part-Time Hourly
Total Regular

EXPENDITURES
Maintenance and Operations
Salaries

TOTAL PERSONNEL
Materials and Supplies
Other Expenses
Professional/Technical Services
In addition there is a limited-period Facilities Maintenance Worker I/II position (funded by the Sustainability CIP through FY 2022- 23) In addition there is a limited-period Facilities Maintenance Worker I/II position.

Interfund Expenditures
Capital Outlay
Wages
4-264
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 194,035 135,000 135,000
175 0 0
15,476,787 *1 15,559,000 *2 18,245,000 *3
49,902 9,000 9,000
2,966,682 3,359,000 3,625,000
21,000 21,000 21,000
TOTAL REVENUES $ 18,708,581 19,083,000 22,035,000
*1
*2
*3
Includes rate increase of 6%.

Includes rate increase of 7%.

REVENUES
Miscellaneous Revenue
Interfund Revenue Transfers
Equipment Maintenance Charges
Includes rate restructuring, a 10.5% increase for residential carts, 9.25% increase for multi-family and commercial services, and 9% increase for debris box services.

Refuse Service Charges
General Service Charges
State Intergovernmental Revenue

PUBLIC WORKS - TRANSPORTATION AND BUSINESS SERVICES

DIVISION SUMMARY
4-265
Table of Contents
PUBLIC WORKS—ENGINEERING

DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT PUBLIC WORKS DIRECTOR
D

IVISION OVERVIEW
Construction Engineering performs inspections for compliance with plans, specifications, regulations, ordinances, and policies pertaining to capital projects and private developments/improvements in the public right-of-way.

C
ivil Infrastructure Engineering plans, directs, and coordinates the design and management of capital improvement projects focused on improvements in the City’s street right -of-way, including preparing or reviewing engineering studies, surveys, designs, specifications, and contract documents. Improvements include complete street facilities, pavement rehabilitation, sidewalks, pathways, traffic signals, grade separations and bridges.

P
arks and Building s Section plans, direct s, and coordinate s the design and management of capital improvement projects focused on parks and facilities on City owned property, including preparing or reviewing studies, surveys, designs, specifications, and contract documents . Improvements include new parks and new or renovated building facilities.

T
raffic Engineering plans, designs, and implements traffic operational improvements for the safe and convenient movement and circulation of vehicles, bicycles, and pedestrians within the City. Traffic Engineering also maintains traffic-related records, such as accidents, counts, and speeds, and conducts surveys and studies necessary to analyze traffic situations.

L
and Development Engineering establishes development conditions for approval and reviews the accuracy and completeness of private development plans, specifications, plats, maps, property descriptions, and engineering calculations submitted for City approval. Land Development Engineering also assists developers, consultants, engineers, and the public in complying with Public Works Department conditions. 4-266
Table of Contents
PUBLIC WORKS—ENGINEERING

DIVISION SUMMARY
M

AJOR DIVISION CH ANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Reallocation of a Facilities Contract Coordinator
Position (1.0 FTE) $ - $ 223,900 $ 223,900
Reallocates funding for a Facilities Contract
Coordinator position from the Public Services
Division to the Engineering Division in the Public
Works Department.

Gas and Electricity Cost Increase $ 95,000 $ 23,000 $ 118,000 Provides increased funding for higher gas and
electricity costs.

General Non-Operating Fund:

Hourly Staff to Support the Traffic Section
(Limited-Period) $ - $ 180,000 $ 180,000
Provides funding for hourly staff to support the
Traffic Section. The section relies on hourly
employees to meet workload and development
review timeline requirements.

Maintenance and Repairs in Traffic Section $ - $ 132,000 $ 132,000 Provides funding for increased contractor costs
for traffic signal maintenance and repair and
other traffic related infrastructure.
4-267
Table of Contents
PUBLIC WORKS—ENGINEERING

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Development Services Fund:

Consultants to Support Construction Section
(Limited-Period) $ - $ 400,000 $ 400,000
Provides funding for consultants to support the
Construction Section. Additional resources are
necessary to process the additional workload
created by the high level of activity.

Consultants to Support Land Development
Section (Limited-Period) $ - $ 200,000 $ 200,000 Provides funding for consultants to support the
Land Development Section. Additional resources
are necessary to process the additional workload
created by the high level of activity.

Consultants to Support Traffic Engineering Section
(Limited-Period) $ - $ 182,000 $ 182,000
Provides continued funding for consultants to
support the Traffic Engineering Section.

Additional resources are necessary to process the
additional workload created by the high level of
activity.

Hourly Staff to Support the Land Development
Section (Limited-Period) $ - $ 130,000 $ 130,000 Provides continued funding for hourly staff to
support the Land Development Section. The
section relies on hourly employees to meet
workload and development review timeline
requirements.

Note: Limited-period items do not show original budget due to their one-time nature. 4-268
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.

40.60 41.60 *2 42.60 *2
TOTAL POSITIONS 40.60 *1 41.60 42.60
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ - *1 (2,921,500) (2,921,500)
3,898,709 7,220,590 7,708,115
303,279 370,800 370,800
1,982,107 3,592,198 3,968,456
6,184,095 8,262,088 9,125,871
34,366 23,995 23,995
102,314 87,540 87,540
93,936 101,000 130,000
316,673 540,600 672,600
1,842,769 965,245 797,245
2,390,058 1,718,380 1,711,380
103,041 0 0
19,574 36,000 39,000
TOTAL EXPENDITURES $ 8,696,768 10,016,468 10,876,251
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 883,803 985,000 1,021,000
1,283,877 1,257,000 1,131,980
118,635 10,000 0
TOTAL REVENUES $ 2,286,315 2,252,000 2,152,980
Wages
Other Expenses
Professional/Technical Services

EXPENDITURES
Labor Chargeback
Salaries
Benefits
Materials and Supplies

TOTAL PERSONNEL
Maintenance and Operations
In addition there are two limited-period Senior Civil Engineer positions (for the duration of the Google Reimbursement Agreement).

PUBLIC WORKS - ENGINEERING

POSITIONS

DIVISION SUMMARY
Addition of a Senior Civil Engineer position.

Total Regular
Capital Outlay
Interfund Expenditures
Utilities

TOTAL SUPPLIES AND SERVICES

REVENUES
Miscellaneous Revenue
General Service Charges
General Licenses & Permits
Actual Labor Chargeback is accounted for net of salaries. 4-269
Table of Contents
PUBLIC WORKS—PUBLIC SERVICES

DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT PUBLIC WORKS DIRECTOR
D

IVISION OVERVIEW
Safety and Administration manages the occupational safety program for the Public Works and Community Services Departments, including accident and illness prevention, workplace safety training, and emergency response planning. Administration manages customer service programs, including graffiti abatement and abandoned shopping cart retrieval.

Engineering and Environmental Compliance is responsible for the design and permitting of all landfill postclosure systems and meeting regulatory guidelines for landfill maintenance. This section also administers planning, design and construction of utility capital improvement projects and reviews development projects impact to City utiliti es.

Recently, a new position has been added to manage the City’s sea level rise capital program and regional collaboration efforts.

Utilities Maintenance manages the City’s water , recycled water, wastewater, and stormwater systems. The Water Operation installs, operates, and maintains the equipment and facilities to distribute approximately 7 million gallons of water per day to approximately 18,000 customers in the Mountain View service area. The Water Operation also operates and maintains the City’s re cycled water system. Water Distribution also manages the City’s water and recycled water supply contracts with regional wholesalers and implements water conservation efforts. The Wastewater Operation installs, operates, and maintains the sanitary sewer and storm drain systems. Sanitary sewer activities include installing sewer laterals, cleanouts, and connections; clearing sewer blockages; televised inspections of the sewer pipelines, and pumping sewage to the Palo Alto Regional Water Quality Control Pl ant.

Storm drain activities include cleaning storm lines and catch basins, maintaining City retention basins, and operating pump stations.

The Streets and Landfill Postclosure Maintenance Section maintains and repairs the City’s improved and unimproved streets, sidewalks, curbs and gutters, bikeways, public parking lots, and parking lots at City facilities. Street Maintenance also maintains the striping and markings on streets, curbs, and public parking lots; and installs, maintains, and repairs City str eet signs and streetlights. Landfill Maintenance operates the Flare Station, microturbines, and leachate and gas extraction system, and maintains the landfill cap. They also monitor and sample air and groundwater to meet landfill postclosure regulatory requirements. 4-270
Table of Contents
PUBLIC WORKS—PUBLIC SERVICES

DIVISION SUMMARY
M

AJOR DIVISION CHANGES
Original
Amount Change
Recom.

Budget
General Operating Fund:

Gas and Electricity Cost Increase $ 357,400 $ 88,000 $ 445,400 Provides increased funding for higher gas and
electricity costs.

Reallocation of a Facilities Contract Coordinator
Position (1.0 FTE) $ 212,700 $ (212,700) $ - Reallocates funding for a Facilities Contract
Coordinator position from the Public Services
Division to the Engineering Division in the Public
Works Department. Funding is split between
General Operating Fund and Shoreline Regional
Park Community Fund.

General Non-Operating Fund:

Program for Sidewalk Ramping, Grinding, and
Inspecting (Limited-Period) $ - $ 150,000 $ 150,000 Provides funding to hire hourly seasonal workers
to continue performing sidewalk ramping and
grinding operations, including bimonthly sidewalk
inspections to target areas needing repair.

Equipment Rentals in Street Section (Limited-
Period) $ - $ 15,000 $ 15,000
Provides funding for rental equipment in the
Street Section due to aging excavators and street
sweepers requiring additional service.
4-271
Table of Contents
PUBLIC WORKS—PUBLIC SERVICES

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Shoreline Regional Park Community Fund:

Hourly Staff to Support Engineering and
Environmental Compliance Section (Limited-
Period) $ - $ 60,000 $ 60,000
Provides funding for hourly staff to support
capital improvement projects relating to flood
management and sea level rise.

Senior Civil Engineer (1.0 FTE) ($237,800 offset by
charges to CIPs) $ - $ 60,000 $ 60,000
Provides funding for a Senior Civil Engineer
position. This position will manage capital
improvement projects relating to flood control
management and sea level rise.

Hourly Staff to Support Engineering and
Environmental Compliance Section (Limited-
Period) $ - $ 30,000 $ 30,000
Provides funding for hourly staff to support the
Engineering and Environment Compliance
Section. Funding is split between Shoreline
Regional Park Community Fund, Water Fund, and
Wastewater Fund.

Gas and Electricity Cost Increase $ 72,000 $ 17,000 $ 89,000 Provides increased funding for higher gas and
electricity costs.
4-272
Table of Contents
PUBLIC WORKS—PUBLIC SERVICES

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Reallocation of a Facilities Contract Coordinator
Position (1.0 FTE) $ 11,200 $ (11,200) $ - Reallocates funding for a Facilities Contract
Coordinator position from the Public Services
Division to the Engineering Division in the Public
Works Department. Split with General Operating
Fund and Shoreline Regional Park Community
Fund.

Solid Waste Fund:

Hazardous Waste Disposal (Limited-Period) $ - $ 65,000 $ 65,000 Provides funding to contract vendor to dispose
and treat hazardous waste spilled into the public
storm drain system.

Equipment Rentals in Landfill Section (Limited-
Period) $ - $ 50,000 $ 50,000
Provides funding for rental equipment in the
Landfill Section due to frequent construction
projects and emergency repairs.

Gas and Electricity Cost Increase $ 94,000 $ 23,000 $ 117,000 Provides increased funding for higher gas and
electricity costs.

DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.

Budget
Wastewater Fund:

Gas and Electricity Cost Increase $ 146,900 $ 37,000 $ 183,900 Provides increased funding for higher gas and
electricity costs.

Hourly Staff to Support Engineering and
Environmental Compliance Section (Limited-
Period) $ - $ 15,000 $ 15,000
Provides funding for hourly staff to support the
Engineering and Environment Compliance
Section. Funding is split between Shoreline
Regional Park Community Fund, Water Fund, and
Wastewater Fund.

Water Fund:

Gas and Electricity Cost Increase $ 213,400 $ 24,000 $ 237,400 Provides increased funding for higher gas and
electricity costs.

Note: Limited-period items do not show original budget due to their one-time nature. 4-274
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
69 69 69

0.50 0.50 0.50
TOTAL POSITIONS 69.50 *1 69.50 69.50
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 7,788,728 9,159,387 9,641,164
196,865 160,694 222,235
4,319,557 5,398,299 5,827,906
12,305,150 14,718,380 15,691,305
856,532 715,260 715,260
80,885 43,690 43,690
31,410,970 47,349,813 50,962,127
1,218,012 1,845,603 1,935,603
614,367 458,175 588,175
34,180,766 50,412,541 54,244,855
0 600,000 635,000
1,003,289 977,000 1,053,000
TOTAL EXPENDITURES $ 47,489,205 66,707,921 71,624,160
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 33,910,917 *1 36,499,000 *3 41,919,000 *5
29,045,359 *2 30,335,000 *4 32,662,900 *6
978,683 *1 1,020,000 *3 1,414,000 *5
1,056,775 520,000 520,000
32,400 32,400 32,400
TOTAL REVENUES $ 65,024,134 68,406,400 76,548,300
*1
*2
*3
*4
*5
*6

REVENUES
Includes rate increase of 12% for average cost of water and meter rates and 5% for recycled water.

Includes rate increase of 8%.

Includes rate increase of 6%.

Includes rate increase of 8% for average cost of water and meter rates and 5% for recycled water.

Water Service Charges
Includes rate restructuring and overall 6% revenue increase for water and meter rates, and 16.5% for recylcled water.

Includes rate restructuring and overall 3% revenue increase.

DIVISION SUMMARY
Utilities
Materials and Supplies
Salaries
Other Expenses

TOTAL SUPPLIES AND SERVICES
Professional/Technical Services
Wages
Benefits

TOTAL PERSONNEL

PUBLIC WORKS - PUBLIC SERVICES
Interfund Revenue Transfers
Miscellaneous Revenue
Capital Outlay
Recycled Water Charges
Wastewater Service Charges

POSITIONS
Maintenance and Operations
Total Regular
Total Part-Time Hourly

EXPENDITURES
In addition there is a limited-period Senior Civil Engineer position.

Interfund Expenditures
4-275
Table of Contents
NOTES
(This page intentionally left blank)
4-276
Table of Contents

FUND SCHEDULES
Table of Contents

CITY OF MOUNTAIN VIEW

FUND STRUCTURE OUTLINE AND DESCRIPTION OF FUNDS
The ﬁnanc
ial operations of the City are organized into funds. A fund is deﬁned as a ﬁscal and accounting entity with a self-balancing set of accounts, segregated for the purpose of carrying on speciﬁc activities, or complying with special regulations, restrictions, or limitations. The following provides a description of all accounting funds used by the City, including those for which a budget is not adopted.

GOVERNM

ENTAL FUNDS
The measurement focus for governmental funds is on current spendable resources, and as such, the balance sheets for these types of funds include only current assets and current liabilities. Governmental funds are accounted for on a modiﬁed accrual basis; thus, revenues are recognized when measurable and available, and expenditures are recorded when the liability is incurred.

GENERAL FU
ND
General
Operating Fund (GOF) (101000): The GOF is used to account for all ﬁnancial resources necessary to carry out basic governmental activities and services of the City that are not accounted for in another fund. The GOF supports core community services, such as public safety (Police and Fire), Parks, Recreation, Library, some Planning, Public Works, Sustainability, and all City Administration support functions, including City Attorney, City Clerk, City Manager, Finance and Administrative Services, Human Resources, and Information Technology.

De
velopment Services (101102): This subfund is s eparated from the GOF in order to facilitate better tracking and accounting of all development related activities. This allows for an eﬀective way to match revenues and expenditures related to private development activity and provide support to sustain services throughout the ﬂuctuations of development and economic cycles.

Gen
eral Fund Reserves (101103-101141):

General Non -Operating Fund (GNOF) (101103): Accounts for the limited -period revenues and expenditures of the General Fund.

G
eneral Fund Reserve (101105): This reserve is to be funded at a level between 20.0% to 25.0% of General Operating Fund budgeted expenditures, net of budget savings, and shall be used: (1) for City Council- approved expenditures not appropriated during the annual budget process; (2) to cover unanticipated revenue shortfalls; (3) in situations of extreme physical or ﬁnancial emergency (with the approval of the City Council); (4) to generate ongoing investment earnings; and (5) as a funding source for interfund loans and other loans or advances from the General Fund as approved by the City Council. Such loans and advances should accrue interest earnings for the General Operating Fund and include principal repayment to the extent possible.

B
udget Contingency Reserve (101104 ): This reserve provides one-time ﬁnancial resources during uncertain economic conditions. This reserve may be used for such things as: the transitioning of positions to be eliminated, the phasing out of certain expenditures, smoothing of employee beneﬁt changes, or anticipated or unanticipated revenue declines, as approved by the City Council. 5-1
Table of Contents

CITY OF MOUNTAIN VIEW

FUND STRUCTURE OUTLINE AND DESCRIPTION OF FUNDS
Earned Lease Revenue Reserve (101110): This reserve accumulates the rent from the ground lease of a portion of the City’s Charleston East property to Google LLC (Google). Google prepaid $30.0 million as rent for the initial approximately 52-year lease term. The intent is for this reserve to accumulate the rent, as it is earned, to fund one-time expenses of the City.

P
roperty Management Reserve (101111 ): This reserve provides a source of funds for obligations which could arise from the City’s leasing of property, including legal services, certain responsibilities identiﬁed in land leases, environmental testing, or other costs normally incurred by a lessor.

G
raham School Site Maintenance Reserve (101114): This reserve funds maintenance obligations, per the agreement with the school district, of the Graham Sports Complex, including the playing ﬁelds at Graham Middle School beneath which the City has a reservoir.

T
ransportation Reserve (101120): This reserve is to be used for major priority transportation projects to mitigate traﬃc congestion, improve infrastructure, and meet the needs of the City, as authorized by the City Council.

C
apital Improvement Reserve (101122) : This reserve is t o be funded with a minimum balance goal of $5,000,000 and shall be used for the funding of unanticipated priority capital improvement projects authorized by the City Council. To the extent possible, General Operating Fund carryovers remaining from the end of the ﬁscal year, not designated for other reserve purposes, may be applied to this reserve.

O
pen Space Acquisition Reserve (101123): This reserve is for acquiring open space to meet the needs of the City and as authorized by the City Council. Proceeds from excess City-owned properties shall fund this Reserve as directed by the City Council.

S
trategic Property Acquisition Reserve (SPAR) (101125): This reserve was established to set aside speciﬁc funds for the City for the acquisition of strategic property(ies).

C
hild Care Commitment Reserve (101128 ): This reserve accounts for the repayment to the Packard Foundation for the ﬁnancing of the Child -Care C e nter. The ﬁnal lease payment was made in 201 6. On December 6, 2016, Council approved using up to $100,000 per ﬁscal year for low-income subsidies. It is anticipated that Fiscal Year 2024-25 will be the last year to provide child care subsidy per the reserve balance.

C
ompensated Absences (101131): This reserve accounts for the disbursements of accrued vacation and sick leave or other accrued leave balances to terminated or retired employees, as applicable. This Reserve shall be funded at a minimum of 80.0% of the accrued liabilities of the City for compensated absences such as vacation and vested sick leave.

P
arental Leave Reserve (101133) : This reserve accounts for parental leave used, up to 320 hours or equivalent to eight weeks of paid leave, to all beneﬁtted employees for each qualifying event.

E
mployee Loan Program Reserve (101137 ): This reserve provides a source of funds for the employee homebuyer and relocation assistance programs administered by Council Policy D-13. 5-2
Table of Contents

CITY OF MOUNTAIN VIEW

FUND STRUCTURE OUTLINE AND DESCRIPTION OF FUNDS
Minor Estate Trust (101141) : This reserve was established in 2016, based on a $400,000 endowment donation from the Minor Trust. The endowment allows the Library Director to spend 75% of the annual interest earned on Library materials and programs.

PECIAL REVENUE FUNDS
Special revenue funds are used to account for the proceeds from speciﬁc revenue sources that are legally or contractually restricted to expenditures for speciﬁc purposes.

Gas Tax (
201*): Accounts for gas tax revenue received from the State and expended for construction and maintenance of City streets.

O
ther Streets & Tran sportation (202*) : Accounts for fees that voters approved to collect from vehicle registration account fees to fund local road improvements and repairs, and enhance transit, highways, expressways and active transportation.

C
onstruction/Conveyance Tax (204000) : Accounts for revenue from taxes collected on real property transferred in the City. These revenues are used for acquisition, improvements, maintenance, expansion or implementation of the Capital Improvement Program.

P
ublic Beneﬁt In Lieu (206000-206004): Accounts for revenues collected from developers in-lieu of providing improvements necessitated by their development.

O
ther Transportation Developer Fees (206010, 206020 ): Accounts for developer fees for transportation improvements related to new development. Funds can be used for transportation capital improvement projects.

H
ousing (207*): Comprised primarily of Below -Market-Rate (BMR) subfund, Housing Impact Fee subfund, Rental Housing Impact fee subfund, General Housing subfund and other miscellaneous housing grant subfunds. Expenditures are for operations related to developing aﬀordable housing, managing the City’s BMR housing program, and for capital and special project that produce new aﬀordable housing for the City.

C
ommunity Stabilization and Fair Rent Act (CSFRA) (208000): Accounts for activities related to stabilize rents and provide just cause eviction protections for certain rental units in the City.

M
obile Home Rent Stabilization Ordinance (MHRSO) (209000): Accounts for the activities related to stabilize rents and protect the rights for both the mobile home residents and mobile park owners in the City.

S
uccessor Housing Agency (210001): Accounts for the activities related to the housing assets assumed by the City as Housing Successor to the former Revitalization Authority. The activities are governed by California redevelopment law and must be used to provide housing for people with low and moderate incomes.

S
horeline Golf Links Fund (213*): Accounts for revenues at Shoreline Golf Links and expenses related from the golf course and restaurant operations.

D
owntown Beneﬁt Assessment Districts (214*): Accounts for revenue received from oﬀ-street parking, fees paid in-lieu of providing parking in the District and for annual ad valorem rate and direct assessments levied against the property owners within the parking district. 5-3
Table of Contents

CITY OF MOUNTAIN VIEW

FUND STRUCTURE OUTLINE AND DESCRIPTION OF FUNDS
General Special Purpose (215*): Accounts for fees paid for replacement trees and the State mandate Certiﬁed Access Specialist (CASp) training program.

Supplemental Law E nforcement Services (221000): Accounts for funds from a state grant to counties and cities which is restricted to funding additional front-line law enforcement activities.

Housing Grant (222*): Accounts for housing grants received, including Community Development Block Grants, Home Investment Partnership Act Grants, and other Housing related grants.

Cable Television (231001): Accounts for Public, Education and Government (PEG) fees collected by the cable providers and restricted for PEG channel support. The City passes a portion of these funds through to a third party to provide public, governmental and educational access television services.

Shoreline Regional Park Community (258*): Accounts for property tax revenues on properties within the Shoreline Community and expenses related to Shoreline community.

CAPITAL PROJECTS
Capital projects funds are used to account for ﬁnancial resources used for the acquisition or construction of major capital facilities (other than those ﬁnanced by proprietary funds).

Storm Drain Construction (412000): Accounts for revenues derived from oﬀ-site drainage fees that can only be used for storm drain projects in the Capital Improvements Program.

Park Land Dedication (413000): Accounts for revenues derived from fees on residential subdivisions that can only be used for park and recreation projects.

PROPRIETARY (ENTERPRISE AND INTERNAL SERVICE) FUNDS:

Proprietary (Enterprise and Internal Servic e) Funds are used to account for operations that are ﬁnanced and operated in a manner similar to private business enterprises, in that goods and services are provided to the general public (external users) or other City departments (internal users), and the costs (expenses, including depreciation) are ﬁnanced or recovered primarily through fees and service charges charged directly to the users of the goods and services. Proprietary funds use the accrual basis of accounting.

ENTERPRISE FUNDS
Enterprise funds are used to report activities for which service charges or fees are charged to external users.

Enterprise funds are ﬁnanced and operated in a manner similar to private sector enterprises.

Water (601*): Accounts for the revenues and expenses related to the administration, operation, maintenance, capital outlay, and ﬁnancing and related debt service required to supply, distribute and meter water to customers in the City . The City has agreements with the San Francisco Public utilities Commission and the Santa Clara Valley Water District for the supply of wholesale water.

Wastewater (602*): Accounts for the revenues and expenses related to the administration, operation, maintenance, capital outlay, and ﬁnancing and related debt service required to provide wastewater services to customers in the City. The City has an agreement with the City of Palo Alto to purchase treatment capacity at the Palo Alto Regional Water Quality Control Plan (Treatment Plant). 5-4
Table of Contents

CITY OF MOUNTAIN VIEW

FUND STRUCTURE OUTLINE AND DESCRIPTION OF FUNDS
Solid Waste Management (610*): Accounts for the revenues and expenses related to administration, disposal services, recycling operations, other solid waste operations, capital outlay and certain costs related to maintenance of the closed landﬁll sites. Collection operations are provided by an outside private contractor.

The City has an agreement with the City of Sunnyvale for disposal transfer capacity at the Sunnyvale materials and Recovery Transfer (SMaRT) Station.

NTERNAL SERVICE FUNDS
Internal service funds are used to report activities for which service charges or fees are charged to internal users. These funds are used to account for the ﬁnancing of goods or services provided by one City department to other City departments on a cost reimbursement basis.

Equipme
nt Maintenance & Replacement (701*): Accounts for equipment maintenance services provided to other funds and the replacement of certain equipment.

Wo
rkers’ Compensation Self-Insurance (751000): Accounts for the City’s self-insurance program for workers’ compensation beneﬁts and for the administration of safety and loss prevention programs.

Un
employment Self-Insurance (752000): Accounts for the City’s unemployment self-insurance program.

Li
ability Insurance (754000): Accounts for the City’s general liability self-insurance and property insurance programs.

Re
tirees’ Health Insurance (756000): Accounts for the health plan contributions for retirees of the City and the funds set aside for future retirees’ beneﬁts.

Em
ployee Beneﬁts Self-Insurance (759000): Accounts for the City’s self-insurance vision and other beneﬁts for City employees.
5-5
Table of Contents

BEGINNING TOTAL DEBT

BALANCE REVENUES AVAILABLE EXPENDITURES SERVICE

GENERAL FUND
General Operating $ 0 184,143,980 184,143,980 172,034,166 0 Development Services 9,936,665 11,035,120 20,971,785 17,319,441 0 General Fund Reserves 160,486,889 23,287,371 183,774,260 22,311,026 0 TOTAL $ 170,423,554 218,466,471 388,890,025 211,664,633 0

SPECIAL REVENUE
Gas Tax $ 3,530,167 4,733,500 8,263,667 0 0
Other Streets & Transportation 709,653 659,000 1,368,653 50,000 0 Construction/Conveyance Tax 6,429,724 6,243,000 12,672,724 0 0 Public Benefit In Lieu 18,056,811 1,485,000 19,541,811 0 0 Other Transportation Developer Fees 3,655,696 160,000 3,815,696 0 0 Housing 95,857,385 3,427,000 99,284,385 37,552,914 0
CSFRA/Rental Housing Committee 1,326,002 1,729,900 3,055,902 2,340,764 0 Mobile Home Rent Stabilization Ordinance 424,316 323,600 747,916 319,200 0 Successor Housing Agency 1,423,188 39,000 1,462,188 1,000,000 0 Shoreline Golf Links/Restaurant 80,393 4,707,500 4,787,893 4,453,737 0 Downtown Benefit Assessment Districts 23,760,272 2,468,700 26,228,972 627,214 0 General Special Purpose 263,308 61,000 324,308 131,177 0 Supplemental Law Enforcement Services 0 175,000 175,000 175,000 0 Housing Grant 1,365,236 1,645,000 3,010,236 1,645,000 0 Cable Television 731,756 145,000 876,756 195,000 0
Shoreline Regional Park Community 107,813,748 81,834,500 189,648,248 36,352,287 5,828,732 TOTAL $ 265,427,655 109,836,700 375,264,355 84,842,293 5,828,732

CAPITAL PROJECTS
Storm Drain Construction $ 275,496 42,000 317,496 0 0
Park Land Dedication 49,342,378 2,685,400 52,027,778 0 0 TOTAL $ 49,617,874 2,727,400 52,345,274 0 0

ENTERPRISE
Water $ 38,098,337 45,867,600 83,965,937 48,314,767 633,975 Wastewater 50,089,741 34,447,100 84,536,841 32,467,802 851,899 Solid Waste Management 19,575,687 18,837,000 38,412,687 23,930,093 0 TOTAL $ 107,763,765 99,151,700 206,915,465 104,712,662 1,485,874

INTERNAL SERVICE
Equipment Maintanence & Replacement $ 29,184,007 6,575,000 35,759,007 15,757,880 0 Workers' Compensation Self- Insurance 13,190,611 2,987,000 16,177,611 4,406,500 0 Unemployment Self- Insurance 638,973 17,000 655,973 27,250 0 Liability Insurance 4,122,901 5,911,900 10,034,801 6,911,900 0 Retirees' Health Insurance 341,593 6,716,360 7,057,953 6,716,360 0 Employee Benefits Self- Insurance 510,662 71,500 582,162 114,500 0 TOTAL $ 47,988,747 22,278,760 70,267,507 33,934,390 0
GRAND TOTAL $ 641,221,595 452,461,031 1,093,682,626 435,153,978 7,314,606 RECOMMENDED FISCAL YEAR 2024-25 BUDGET - FUND GROUP SUMMARIES 5-6
Table of Contents

CAPITAL INTERFUND TOTAL ENDING

PROJECTS TRANSFERS EXPENDITURES OTHER BALANCE

GENERAL FUND
General Operating $ 0 11,799,300 183,833,466 0 310,514
Development Services 0 135,400 17,454,841 (10,338,292) (6,821,348) General Fund Reserves 6,962,000 12,028,896 41,301,922 (45,701,107) 96,771,231 TOTAL $ 6,962,000 23,963,596 242,590,229 (56,039,399) 90,260,397

SPECIAL REVENUE
Gas Tax $ 4,268,000 1,387,500 5,655,500 0 2,608,167
Other Streets & Transportation (100,000) 0 (50,000) 0 1,418,653 Construction/Conveyance Tax 10,593,000 0 10,593,000 0 2,079,724 Public Benefit In Lieu 1,500,000 0 1,500,000 0 18,041,811 Other Transportation Developer Fees 0 0 0 0 3,815,696
Housing 0 4,600 37,557,514 (11,681,441) 50,045,430
CSFRA/Rental Housing Committee 0 4,900 2,345,664 (469,133) 241,105 Mobile Home Rent Stabilization Ordinance 0 300 319,500 (63,900) 364,516 Successor Housing Agency 0 0 1,000,000 0 462,188
Shoreline Golf Links/Restaurant 0 78,200 4,531,937 0 255,956 Downtown Benefit Assessment Districts 0 108,600 735,814 (9,551,395) 15,941,763 General Special Purpose 0 0 131,177 0 193,131
Supplemental Law Enforcement Services 0 0 175,000 0 0
Housing Grant 0 0 1,645,000 0 1,365,236
Cable Television 0 0 195,000 0 681,756
Shoreline Regional Park Community 17,466,000 327,400 59,974,419 (51,441,517) 78,232,312 TOTAL $ 33,727,000 1,911,500 126,309,525 (73,207,386) 175,747,444

CAPITAL PROJECTS
Storm Drain Construction $ 261,000 0 261,000 0 56,496
Park Land Dedication 1,800,000 0 1,800,000 (5,592,547) 44,635,231 TOTAL $ 2,061,000 0 2,061,000 (5,592,547) 44,691,727

ENTERPRISE
Water $ 1,845,000 347,700 51,141,442 (23,262,607) 9,561,888 Wastewater 16,792,000 142,500 50,254,201 (26,362,782) 7,919,858 Solid Waste Management 300,000 104,300 24,334,393 (4,502,598) 9,575,696 TOTAL $ 18,937,000 594,500 125,730,036 (54,127,987) 27,057,442

INTERNAL SERVICE
Equipment Maintanence & Replacement $ 0 22,700 15,780,580 (13,169,193) 6,809,234 Workers' Compensation Self- Insurance 0 0 4,406,500 (11,527,975) 243,136 Unemployment Self- Insurance 0 0 27,250 0 628,723
Liability Insurance 0 0 6,911,900 (1,470,862) 1,652,039 Retirees' Health Insurance 0 0 6,716,360 0 341,593
Employee Benefits Self- Insurance 0 0 114,500 0 467,662 TOTAL $ 0 22,700 33,957,090 (26,168,030) 10,142,387
GRAND TOTAL $ 61,687,000 26,492,296 530,647,880 (215,135,349) 347,899,397 RECOMMENDED FISCAL YEAR 2024-25 BUDGET - FUND GROUP SUMMARIES (continued) 5-7
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Property Taxes $ 70,873,872 74,558,000 74,344,073 78,063,000 Sales Tax 25,346,202 25,137,000 24,488,000 24,478,000
Other Local Taxes 25,189,250 22,933,000 23,544,000 23,676,000 Use of Money & Property 27,090,680 28,154,750 28,664,270 30,048,000 Licenses, Permits & Franchise Fees/
Fines & Forfeitures 6,415,756 6,738,350 6,709,736 6,767,150 Intergovernmental 862,247 738,500 905,764 727,000
Charges for Services 3,449,993 3,440,200 3,254,900 3,385,800 Miscellaneous Revenue 3,617,773 2,429,600 3,189,497 2,206,400 Interfund Revenues & Transfers 19,143,966 16,716,580 16,712,480 14,792,630 Total 181, 989,739 180,845,980 181,812,720 184,143,980
Expenditures and Uses of Funds:

Operations:

Salaries and Benefits 116,646,929 137,449,085 127,161,078 149,057,780 Supplies and Services 21,546,221 25,178,051 26,085,736 28,135,896 Capital Outlay 259,136 746,000 1,114,003 270,500
Capital Projects 0 650,200 650,200 0
Self Insurance 2,664,300 2,614,550 2,614,550 3,069,990
Transfer to Housing Fund 625,584 536,000 576,000 543,000 Transfer to Budget Contingency Reserve 3,874,784 3,949,100 4,097,672 4,126,500 Transfer to Transportation Reserve 4,596,674 3,880,000 4,200,000 3,936,000 Transfer to Capital Improvement Reserve 1,678,000 1,741,000 1,741,000 1,809,000 Transfer to Equip Replace Reserve 2,381,680 2,286,360 2,286,360 1,384,800 Projected Operating Budget Savings 0 (6,500,000) 0 (8,500,000) Total 154, 273,308 172,530,346 170,526,599 183,833,466
Revenues and Sources Over (Under)
Expenditures and Uses 27,716,431 8,315,634 11,286,121 310,514 Transfer to General Non-Oper Fund (16,770,308) 0 0 0
Transfer to General Fund Reserve (1) (1,600,000) (3,000,000) (3,000,000) 0 Transfer to Transportation Reserve 0 0 (1,000,000) 0
Transfer to Capital Improvement Reserve (4,000,000) 0 0 0 Transfer to SPAR (3,000,000) 0 0 0
Transfer to Budget Contingency Fund (1,000,000) 0 0 0
Transfer to Liability Fund (1,000,000) 0 (1,000,000) 0
Transfer to Open Space Acquisition Reserve 0 0 (3,000,000) 0 Transfer to Parental Leave 0 0 (1,000,000) 0
Change in Assets, Liabilities and
Reserve for Enc, Grants & Donations (346,123) 0 0 0
Beginning Balance, July 1 0 0 0 0
Ending Balance, June 30 (2)
$ 0 5,315,634 2,286,121 310,514
(1)
(2) Balance less any reserves for encumbrances, grants, donations, and changes in assets and liabilities, is transferred to various reserves after the end of the fiscal year.

The General Operating Fund accounts for the operations of the City which are not recorded in other funds.

GENERAL OPERATING FUND
Statement of Revenues, Expenditures and Balances
Funding to bring the GOF Reserve to above the minimum 20% and into the range of 20%-25% of net adopted expenditures. 5-8
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 516,207 424,000 376,400 376,400
Licenses & Permits 5,635,082 8,125,100 4,275,330 4,289,900 Charges for Services 5,630,339 5,842,000 3,747,380 3,783,320 Land Use Documents 1,079,803 800,000 585,500 585,500
Other Revenues 117,894 10,000 7,870 0
Transfer from General Non-Op Fund 0 0 3,100,000 2,000,000 Total 12, 979,325 15,201,100 12,092,480 11,035,120
Expenditures and Uses of Funds:

Operations 17,748,066 17,764,540 15,155,013 19,310,051
Capital Projects 515,000 0 1,510,000 0
General Fund Administration 1,885,200 1,904,100 0 0
Self Insurance 293,480 457,450 457,450 509,390
Transfer to Comp Absences Res 223,000 85,000 85,000 79,000 Transfer to Equip Replace Res 114,820 120,120 120,120 56,400 Budget Savings 0 (2,500,000) 0 (2,500,000)
Total 20, 779,566 17,831,210 17,327,583 17,454,841
Revenues and Sources Over (Under)
Expenditures and Uses (7,800,241) (2,630,110) (5,235,103) (6,419,721) Beginning Balance, July 1 22,972,009 15,171,768 15,171,768 9,936,665 Reserve for Land Use Documents (10,677,292) (11,477,292) (9,752,792) (10,338,292) Ending Balance, June 30 $ 4,494,476 1,064,366 183,873 (6,821,348) All development related activities are consolidated into the Development Services Fund to more accurately align all development related revenues and expenditures. The City Council has committed the revenues generated from these permits and charges to fund these expenditures.

GENERAL FUND: DEVELOPMENT SERVICES
Statement of Revenues, Expenditures and Balances
5-9
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 207,246 245,900 269,000 307,000
2103 Funds1 683,501 748,000 741,000 742,000
2105 Funds2 477,389 495,000 504,000 519,000
2106 Funds3 284,901 292,000 300,000 309,000
2107 Funds3 650,602 661,000 690,000 709,000
2107.5 Funds4 7,500 7,500 7,500 7,500
Road Repair & Acct. Act 20175 1,865,602 2,073,000 2,060,000 2,140,000 Capital Projects Refunds 0 0 200,000 0
Total 4,176,741 4,522,400 4,771,500 4,733,500
Expenditures and Uses of Funds:

Capital Projects 2,144,000 2,968,000 2,968,000 4,268,000 Transfer to General Oper Fund 1,360,200 1,373,800 1,373,800 1,387,500 Total 3,504,200 4,341,800 4,341,800 5,655,500
Revenues and Sources Over (Under)
Expenditures and Uses 672,541 180,600 429,700 (922,000) Beginning Balance, July 1 2,427,926 3,100,467 3,100,467 3,530,167 Ending Balance, June 30 $ 3,100,467 3,281,067 3,530,167 2,608,167

1. Section 2103 Funds: Expenditure of apportioned funds may be made for any street purpose (including debt service). Funds are apportioned to the City based on population.

2. Section 2105 Funds: Expenditure of apportioned funds may be made for any street purpose and funds are apportioned to the City on a per capita basis.

3. Section 2106 and 2107 Funds: Expenditure of apportioned funds may be made for any street purpose. This includes construction, purchase of right-of-way, or maintenance. Funds are apportioned as follows: (a) 2106: $4,800 fixed amount and a per capita distribution; (b) 2107: a per capita distribution and interest earnings.

4. Section 2107.5 Funds-Engineering: Funds are required to be used exclusively for engineering and administrative costs associated with streets and roads. The amount of $7,500 is apportioned to the City based on population.

5. Road Repair and Accountability Act (RRAA) 2017: SB 1 is an increase in diesel excise and sales taxes, gasoline excise tax, the assessment of an annual Transportation Improvement fee based on the value of the vehicle and an annual $100 Zero Emissions Vehicle fee.

Revenues received are restricted for specific purposes as prescribed by law; primarily road construction, maintenance/repair of roads, highways, bridges and culverts, improvement of public transportation, trade corridors, and infrastructure promoting walking and bicycling, reduction of congestion on major corridors, and certain administrative costs. All expenditures are audited by the State Controller's Office and RRAA expenditures are to be reported to the California Transportation Commission.

GAS TAX FUND
Statement of Revenues, Expenditures and Balances
5-10
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 78,910 92,900 95,000 109,000
Vehicle Registration Fees 483,594 500,000 619,482 500,000 VTA 2016 Measure B 202,948 2,233,000 738,197 50,000
Total 765,452 2,825,900 1,452,679 659,000
Expenditures and Uses of Funds:

Operations 105,868 100,000 171,048 50,000
Capital Projects 776,602 2,761,000 1,076,795 (100,000)
Total 882,470 2,861,000 1,247,843 (50,000)
Revenues and Sources Over (Under)
Expenditures and Uses (117,018) (35,100) 204,836 709,000 Beginning Balance, July 1 621,835 504,817 504,817 709,653 Ending Balance, June 30 $ 504,817 469,717 709,653 1,418,653 In November 2010 Santa Clara County voters approved a measure to increase the Vehicle Registration Fee (VRF) by $10.00 annually for transportation related projects. These funds will be managed by the Santa Clara County Valley Transportation Authority (VTA) and allocated based on city population and County of Santa Clara road and expressway lane mileage.

In November 2016 Santa Clara County voters approved Measure B, a 30 year half-cent countywide sales tax to enhance transit, highways, expressways and active transportation (bicycles, pedestrians and complete streets). Eligible projects include BART Silicon Valley Phase II, Caltrain Corridor Capacity Improvements and grade separations, and bicycle and pedestrian improvements. The amount of revenue budgeted reflects funding for approved projects. However, funds are received on a reimbursement basis.

OTHER STREETS & TRANSPORTATION FUND
Statement of Revenues, Expenditures and Balances
5-11
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Real Property Conveyance Tax $ 4,092,228 5,000,000 4,800,000 5,000,000 Construction Tax - Other 11,624 4,000 16,928 10,000
Investment Earnings 900,590 1,127,000 1,084,000 1,233,000 Capital Projects Refunds 623,622 0 0 0
Total 5,628,064 6,131,000 5,900,928 6,243,000
Expenditures and Uses of Funds:

Capital Projects 14,754,242 6,375,000 6,675,000 10,593,000 Total 14,754,242 6,375,000 6,675,000 10,593,000
Revenues and Sources Over (Under)
Expenditures and Uses (9,126,178) (244,000) (774,072) (4,350,000) Beginning Balance, July 1 16,329,974 7,203,796 7,203,796 6,429,724 Ending Balance, June 30 $ 7,203,796 6,959,796 6,429,724 2,079,724 The Construction Tax and Real Property Conveyance Tax Fund revenues are derived from fees authorized by Mountain View City Code, Sections 29.56 and 29.63 respectively. When a transfer of ownership occurs the Real Property Conveyance Tax is assessed at $1.65 for each $500 or fraction thereof of real property value located in the City. All revenues of this fund are restricted for implementation of the City's Capital Improvement Program, including servicing bonds issued in connection with said improvements.

CONSTRUCTION/CONVEYANCE TAX FUND
Statement of Revenues, Expenditures and Balances
5-12
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 1,170,599 1,304,300 1,333,000 1,485,000 PB In Lieu Contributions* 1,538,972 0 500,000 0
Capital Projects Refunds 3,943,889 0 0 0
Total 6, 653,460 1,304,300 1,833,000 1,485,000
Expenditures and Uses of Funds:

Expenditures 0 2,500,000 2,400,000 0
Capital Projects 7,230,000 17,126,000 17,126,000 1,500,000 Total 7,230,000 19,626,000 19,526,000 1,500,000
Revenues and Sources Over (Under)
Expenditures and Uses (576,540) (18,321,700) (17,693,000) (15,000) Beginning Balance, July 1 36,326,351 35,749,811 35,749,811 18,056,811 Ending Balance, June 30 $ 35,749,811 17,428,111 18,056,811 18,041,811 A developer may be required to provide public benefits, such as area improvements or affordable housing, as a result of their development project. A developer may pay a fee in lieu of providing these public benefits which will then be used by the City to provide improvements in the general area of the development as approved by the City Council. The Public Benefit in Lieu Fund accounts for this activity.
* As revenues are dependent upon the level and type of development, future contribution revenues are not projected or budgeted in advance.

PUBLIC BENEFIT IN LIEU FUND
Statement of Revenues, Expenditures and Balances
5-13
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 124,849 143,900 140,000 160,000
Citywide Transportation Impact Fees* 1,089,604 0 68,055 0 Total 1,214,453 143,900 208,055 160,000
Expenditures and Uses of Funds:

Capital Projects 0 0 0 0
Total 0 0 0 0
Revenues and Sources Over (Under)
Expenditures and Uses 1,214,453 143,900 208,055 160,000 Beginning Balance, July 1 2,233,188 3,447,641 3,447,641 3,655,696 Ending Balance, June 30 $ 3,447,641 3,591,541 3,655,696 3,815,696 As authorized by Mountain View City Code, Chapter 36, Article XVI, Division 8 (Code), a developer may apply for a Transit (T) Overlay Zone and a Transit-Oriented Development (TOD) permit to increase the development density. A condition of the permit would require the provision of certain transit related improvements. A developer may pay the City in-lieu of providing these improvements. The TOD permits were removed from the Code with the adoption of the East Whisman Precise Plan.

In accordance with the Mitigation Fee Act and the Nexus Study, the Citywide Transportation Impact Fee was adopted by the City Council on September 11, 2018 and became effective November 24, 2018. This fee charges new development the fair-share cost of transportation improvements needed to mitigate the transportation impacts created by that development.

On September 25, 2018, the City Council adopted an ordinance to add Chapter 43 to the Mountain View City Code to enact a Transportation Impact Fee on citywide development.
* As revenues are dependent upon the conditions described above, future impact fee revenues are not projected or budgeted in advance.

OTHER TRANSPORTATION DEVELOPER FEES FUND
Statement of Revenues, Expenditures and Balances
5-14
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 2,264,892 2,719,200 3,441,115 2,734,000 BMR Housing in Lieu Fees* 4,554,207 0 3,805,467 0
Housing Impact Fees* 5,000,000 0 24,185 0
Transfer from General Oper Fund 625,584 536,000 576,000 543,000 Other Revenue 151,401 150,000 260,233 150,000
Loan Repayments 35,724 0 1,101,500
Capital Projects Refunds 1,606,272 0 0 0
Total 14,238,080 3,405,200 9,208,500 3,427,000
Expenditures and Uses of Funds:

Operations 1,371,228 3,400,791 2,085,903 3,605,928
Loan-950 W El Camino Real 4,713,796 0 0 0
Loan-1100 La Avenida 3,983,189 210,707 10,730,183 209,357 Loan-Lot 12 465,190 2,205,148 0 2,205,148
Loan-1265 Montecito Ave 666,077 14,857,525 3,757,694 0
Loan-1020 Terra Bella Ave 0 13,494,602 0 13,494,448
Loan-1012 Linda Vista Ave 0 9,998,647 0 9,998,647
Loan-96 W El Camino Real 0 7,998,075 0 7,997,716
Loan-901 E El Camino Real 0 9,362 878,638 0
Self Insurance 18,630 24,850 24,850 41,670
Retirees' Health Unfunded Liability 0 0 0 0
Transfer to Comp Absences Res 4,000 1,000 1,000 3,000
Transfer to Equip Replace Res 3,210 3,080 3,080 1,600
Total 11,225,320 52,203,787 17,481,348 37,557,514
Revenues and Sources Over (Under)
Expenditures and Uses 3,012,759 (48,798,587) (8,272,847) (34,130,514) Beginning Balance, July 1 101,117,473 104,130,232 104,130,232 95,857,385 Reserved for Low-Mod Housing** (60,971,823) (12,197,757) (45,586,756) (11,681,441) Ending Balance, June 30 $ 43,158,409 43,133,888 50,270,629 50,045,430 As authorized by Mountain View City Code section 36.40.10 the Below-Market-Rate (BMR) Housing Program requires that

15.0% of all new residential units or parcels within a development be affordable to low and moderate income households.

As an alternative mitigation to providing units onsite, a developer may pay a fee in-lieu of providing these units which will then be used to provide affordable housing approved by the City Council. These revenues are restricted for expenditures related to the provision of low and moderate income housing. The City contracts with the HouseKeys, Inc for administrative support for this program.

In accordance with the Mountain View City Code section 36.40.65, the Housing Impact Program requires a fee to be imposed on all nonresidential developments. Expenditures are restricted for increasing and improving the supply of very low to moderate income housing and rental housing.
* As revenues are dependent upon the type and timing of development, future fee revenues are not projected or budgeted in advance. ** Represents the balance of funds committed by City Council for Notice of Funding Availability (NOFA) Projects taking into account funds expended, encumbered, and budgeted.

HOUSING FUND
Statement of Revenues, Expenditures and Balances
5-15
Table of Contents
Audited Adopted(1) Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 29,397 27,100 28,000 33,000
Charges for Services 1,496,653 1,614,600 1,426,100 1,696,900 Total 1,526,050 1,641,700 1,454,100 1,729,900
Expenditures and Uses of Funds:

Operations 1,218,889 1,850,456 1,480,885 2,126,974
General Fund Administration 253,150 155,380 155,380 164,770 Self Insurance 28,220 45,180 45,180 49,020
Transfer to Comp Absences Res 10,000 5,000 5,000 3,000
Transfer to Equip Replace Res 4,990 5,820 5,820 1,900
Total 1,515,249 2,061,836 1,692,265 2,345,664
Revenues and Sources Over (Under)
Expenditures and Uses 10,801 (420,136) (238,165) (615,764) Beginning Balance, July 1 1,553,366 1,564,167 1,564,167 1,326,002 Reserve/Rebudget Items (320,000) (412,367) (338,453) (469,133) Ending Balance, June 30 $ 1,244,167 731,664 987,549 241,105 On November 8, 2016 the residents of the City of Mountain View voted to adopt Measure V, also known as the Community Stabilization and Fair Rent Act (CSFRA), to stabilize rents and provide just cause eviction protections for certain rental units in Mountain View. The CSFRA created an entirely new program in the City of Mountain View and requires dedicated resources for its development, implementation, and administration. Section 1709(d) of the CSFRA empowers the RHC to establish a budget for the reasonable and necessary implementation of the provisions of the CSFRA, and Section 1709(j) requires the RHC to finance its reasonable and necessary expenses as necessary to ensure implementation of the CSFRA by charging landlords an annual Rental Housing Fee. (1) Reflects the budget as adopted by the RHC on June 12, 2023.

RENTAL HOUSING COMMITTEE (RHC) FUND

COMMUNITY STABILIZATION AND FAIR RENT ACT (CSFRA)/
Statement of Revenues, Expenditures and Balances
5-16
Table of Contents
Audited Adopted(1) Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 9,258 11,200 7,000 8,000
Space Rental Fees 346,910 339,000 339,000 315,600
Total 356,168 350,200 346,000 323,600
Expenditures and Uses of Funds:

Operations 215,586 311,451 222,072 283,570
General Fund Administration 44,310 26,900 26,900 27,460 Self Insurance 5,700 7,530 7,530 8,170
Transfer to Equip Replace Res 1,000 1,030 1,030 300
Total 266,596 346,911 257,532 319,500
Revenues and Sources Over (Under)
Expenditures and Uses 89,572 3,289 88,468 4, 100
Beginning Balance, July 1 246,276 335,848 335,848 424,316 Reserve/Rebudget Items 0 (13,876) (10,301) (63,900)
Ending Balance, June 30 $ 335,848 325,261 414,015 364,516 (1) Reflects the budget as adopted by the RHC on June 12, 2023.

On September 28, 2021, the City Council adopted an Ordinance enacting the Mobile Home Rent Stabilization Ordinance (MHRSO). This ordinance went into effect on October 28, 2021. The MHRSO creates a second rent stabilization program in the City comparable to the Community Stabilization and Fair Rent Act (CSFRA). The MRHSO in Section 46.9(8) assigns the Rental Housing Committee (RHC) powers to administer the MHRSO by establishing a budget for reasonable and necessary expenses and recouping these costs by charging space rental fee to Mobile Home Owners.

MOBILE HOME RENT STABILIZATION ORDINANCE (MHRSO)
Statement of Revenues, Expenditures and Balances
5-17
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 115,654 7,200 35,000 39,000
Total 115,654 7,200 35,000 39,000
Expenditures and Uses of Funds:

Expenditures 0 1,000,000 0 1,000,000
Total 0 1,000,000 0 1,000,000
Revenues and Sources Over (Under)
Expenditures and Uses 115,654 (992,800) 35,000 (961,000) Beginning Balance, July 1 1,272,534 1,388,188 1,388,188 1,423,188 Reserved for Low-Mod Housing* (1,000,000) 0 (1,000,000) 0 Ending Balance, June 30 $ 388,188 395,388 423,188 462,188 Effective February 1, 2012 all California redevelopment agencies, including the Mountain View Revitalization Authority (Authority), were dissolved pursuant to the Dissolution Act. On January 10, 2012 the City Council adopted resolution 17668 expressing the intent to serve as the Successor Housing Agency of the Authority pursuant to Health and Safety Code sections 34171(j), 34173 and 34176. The housing assets (e.g. long-term loans and bonds) were transferred to the Successor Housing Agency. Effective January 1, 2014, SB 341 required housing successors to follow new expenditure and accounting rules. If a housing successor has fulfilled all replacement, affordable housing production, and monitoring, database compilation and web site publication requirements, it may spend up to $250,000 annually on homelessness prevention and rapid rehousing services.
* Represents the reservation of funds by City Council at the May 19, 2020 Council meeting for a low- and moderate-income housing project.

SUCCESSOR HOUSING AGENCY FUND
Statement of Revenues, Expenditures and Balances
5-18
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Golf Course Revenue $ 2,959,604 3,120,500 3,168,523 3,159,500 Restaurant Revenue 1,237,625 1,808,800 1,278,410 1,548,000 Total Golf 4,197,229 4,929,300 4,446,933 4,707,500
Expenditures and Uses of Funds:

Golf Operations 2,179,499 2,454,313 2,349,068 2,744,547 Restaurant Operations 1,548,416 1,662,487 1,584,446 1,474,830 Management Fee to Touchstone 151,031 120,000 120,000 120,000 General Fund Administration 109,700 110,800 110,300 111,900 Self Insurance 1,700 2,260 1,980 2,460
Transfer to Equip Replace Res 230,360 172,820 172,820 78,200 Total 4,220,706 4,522,680 4,338,614 4,531,937
Revenues and Sources Over (Under)
Expenditures and Uses (23,477) 406,620 108,319 175,563
Transfer to General Operating Fund 0 (150,000) (150,000) 0 Beginning Balance, July 1 145,551 122,074 122,074 80,393 Ending Balance, June 30* $ 122,074 378,694 80,393 255,956 Shoreline Golf Links/Michaels at Shoreline Restaurant includes revenues and expenditures related to the operation of the golf course and restaurant. Effective January 8, 2012 the City entered into an Operating Management Agreement with Touchstone Golf, LLC. On 10/23/18, City Council approved amending the operating agreement with Touchstone to include management of Michaels at Shoreline Restaurant. The amended operating agreement began January 1, 2019. * Balance remaining for cash and encumbrances set aside for Touchstone future operations and contingencies.

SHORELINE GOLF LINKS/MICHAELS AT SHORELINE RESTAURANT
Statement of Revenues, Expenditures and Balances
5-19
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Property Taxes $ 1,176,255 1,142,600 1,327,492 1,327,
100
Permit Revenues 289,597 300,000 205,883 250,000
Investment Earnings 262,214 319,900 345,400 392,000
Invest Earn on In-Lieu Parking Fees 187,413 237,400 234,000 266,000 Homeowner's Tax Exemption 2,806 3,000 3,093 3,000
Maintenance Assessment District 157,609 158,600 158,000 158,600 In-Lieu Parking Fees 61,228 0 0 0
Business Improvement Districts 44,798 44,000 43,998 52,000 Other Revenues 19,570 20,000 26,801 20,000
Total 2, 201,490 2,225,500 2,344,667 2,468,700
Expenditures and Uses of Funds:

Operations 307,544 482,724 429,474 523,204
Business Improvement Districts 44,798 44,000 43,998 52,000 Capital Projects from Parking In-Lieu Fees 1,000,000 0 0 0 General Fund Administration 45,700 46,200 46,200 46,700 Self Insurance 1,980 2,640 2,640 5,310
Transfer to General Oper Fund 108,400 108,400 108,400 108,400 Transfer to Compensated Absences Res 3,000 1,000 1,000 0 Transfer to Equip Replace Res 360 340 340 200
Total 1, 511,782 685,304 632,052 735,814
Revenues and Sources Over (Under)
Expenditures and Uses 689,708 1,540,196 1,712,615 1,732,886 Beginning Balance, July 1 21,357,949 22,047,657 22,047,657 23,760,272 Reserve for Future Parking Maint (562,500) (600,000) (600,000) (637,500) Reserve for Future Parking (In-Lieu
Parking Fees) (8,413,895) (1) (8,651,295) (1) (8,647,895) (1) (8,913,895) (1) Ending Balance, June 30 $ 13,071,262 (1) 14,336,558 (1) 14,512,377 (1) 15,941,763 (1) The Parking District (District) is a maintenance assessment district in the downtown Castro Street area created to provide and maintain parking lots and structures. In addition to property taxes and permit revenues, an annual assessment is levied on properties in the District. The Mountain View City Code requires that as a condition of approval for any development within the District, the developer or owner shall provide the required off-street parking, pay the in-lieu parking fee or a combination of both. These funds are restricted for the construction of new parking spaces, are designated for the Hope St development and are accounted for in the Reserve for Future Parking.

The Business Improvement Areas (BIA's) were created for specific areas of the downtown and are an assessment to the business owners based on the type and size of the business. These funds are utilized for staffing dedicated to the promotion and support of downtown businesses.

The Reserve for Future Parking Maintenance was recommended in a previous Parking Study for long term maintenance and improvements of the parking structures and lots not funded in the operating budget (e.g. janitorial services, elevator maintenance, etc.). The District increases by $37,500 annually and it is anticipated these funds will be utilized when major improvements are needed (e.g. steam cleaning the entire parking structure, repaving a parking lot, replacing signage inside the parking structure, etc.).
(1) $13.5 million committed to the Hope Street Parking Structure Project. Any shortfall will come out of the June 30 ending balance.

DOWNTOWN BENEFIT ASSESSSMENT DISTRICTS FUND
Statement of Revenues, Expenditures and Balances
5-20
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 12,556 15,900 9,700 11,000
CASp Fee 15,453 0 13,000 0
Fines & Forfeitures 0 0 750 0
Charges for Services 9,000 50,000 750 50,000
Total 37,009 65,900 24,200 61,000
Expenditures and Uses of Funds:

Expenditures 41,551 126,778 20,500 131,177
Total 41,551 126,778 20,500 131,177
Revenues and Sources Over (Under)
Expenditures and Uses (4,542) (60,878) 3,700 (70,177)
Beginning Balance, July 1 264,150 259,608 259,608 263,308 Ending Balance, June 30 $ 259,608 198,730 263,308 193,131 The General Special Purpose Fund was established to track and report funds used for specific purposes. This fund currently inclu the following:

The Community Tree Master Plan (CTMP) was adopted by City Council September 15, 2015 and includes objectives and strategies to improve and enhance the City’s urban forest and canopy over the following 15 years and to respond to environmental and safety issues that can impact community trees and wildlife habitat. The CTMP established implementation measures to achieve the objectives, including establishing a Tree Mitigation Fund and a Tree Replacement fee. For any trees that cannot be replaced on site, the fee will be assessed to provide funding for tree planting at other sites within the community.

Assembly Bill 1379 amended Section 4467 of the government code (previously amended by Senate Bill 1186) and requires an additional $4 fee to be paid by any applicant of a Business License beginning January 1, 2018. The fee will be used to increase disability access and compliance with construction-related accessibility requirements and help support the Certified Access Specialist (CASp) program.

GENERAL SPECIAL PURPOSE FUND
Statement of Revenues, Expenditures and Balances
5-21
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

COPs Grant $ 212,335 175,000 241,583 175,000
Total 212,335 175,000 241,583 175,000
Expenditures and Uses of Funds:

Operations 212,335 175,000 241,583 175,000
Total 212,335 175,000 241,583 175,000
Revenues and Sources Over (Under)
Expenditures and Uses 0 0 0 0
Beginning Balance, July 1 0 0 0 0
Ending Balance, June 30 $ 0 0 0 0
The Supplemental Law Enforcement Services Fund accounts for revenues received via a state grant to counties and cities which is restricted for funding additional front-line law enforcement services.

SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND
Statement of Revenues, Expenditures and Balances
5-22
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 435,196 0 193,564 0
CDBG Program 338,242 610,539 2,388,408 610,000
Home Program 62,599 285,869 22,556 285,000
Other Grants 0 750,000 0 750,000
Loan Repayments 857,483 450,000 1,193,787 0
Total 1,693,520 2,096,408 3,798,315 1,645,000
Expenditures and Uses of Funds:

Operations 439,799 3,205,828 794,457 895,000
Loans 375,101 0 4,835,632 750,000
Total 814,900 3,205,828 5,630,089 1,645,000
Revenues and Sources Over (Under)
Expenditures and Uses 878,620 (1,109,420) (1,831,774) 0 Reprogrammed Revenue 0 (2,087,590) 0 0
Beginning Balance, July 1 2,318,390 3,197,010 3,197,010 1,365,236 Ending Balance, June 30 $ 3,197,010 0 1,365,236 1,365,236 The Housing Grant Fund accounts for housing grants received, including Community Development Block Grants, Home Investment Partnership Act Grants, and other Housing related grants.

HOUSING GRANT FUND
Statement of Revenues, Expenditures and Balances
5-23
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

PEG Fees $ 169,004 170,000 154,000 145,000
Total 169,004 170,000 154,000 145,000
Expenditures and Uses of Funds:

Expenditures 174,162 195,000 217,235 195,000
Total 174,162 195,000 217,235 195,000
Revenues and Sources Over (Under)
Expenditures and Uses (5,158) (25,000) (63,235) (50,000) Beginning Balance, July 1 800,149 794,991 794,991 731,756 Ending Balance, June 30 $ 794,991 769,991 731,756 681,756 Ordinance No. 4.08, adopted on May 13, 2008 amended Chapter 37 of the Mountain View City Code relating to Cable Television franchise regulations in its entirety. Public, Education and Government (PEG) fees collected by the cable providers are restricted for PEG channel support and are not for general use by the City. The City passes a portion of these funds through to the non-profit KMVT for government and public access television services per contractual agreement.

CABLE TELEVISION FUND
Statement of Revenues, Expenditures and Balances
5-24
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Property Taxes $ 62,947,361 64,557,300 71,105,000 77,121,500 Investment Earnings 2,850,815 3,272,100 3,806,600 4,309,000 Invest Earn on Dev Imp Fees 577,013 0 643,000 0
Rents & Leases 296,699 304,000 348,200 304,000
Other Revenues 136,286 95,000 111,800 100,000
Capital Projects Refunds 415,517 0 0 0
Bond Proceeds and Interest 948,136 0 3,000,000 0
Total 68,171,827 68,228,400 79,014,600 81,834,500
Expenditures and Uses of Funds:

Operations 5,990,125 7,896,114 6,198,262 9,246,907
Intergovernmental Payments 14,314,839 15,382,000 16,955,483 18,707,000 Capital Projects 22,143,500 7,482,000 8,419,000 17,466,000 Capital Projects from Fees 385,000 14,627,000 14,627,000 0 General Fund Administration 7,957,800 8,037,400 8,037,400 8,117,800 Water Fund Administration 65,700 66,400 66,400 67,100
2011 Revenue Bonds 696,525 0 0 0
2018 Revenue Bonds 3,983,230 3,983,324 3,900,000 3,983,577 2022 Refund Bonds 199,638 2,163,938 2,163,000 1,845,155 Self Insurance 140,360 191,870 191,870 213,480
Transfer to Comp Absences Res 140,000 55,000 55,000 48,000 Transfer to Equip Replace Res 140,140 139,630 139,630 79,400 Transfer to Liability Fund 0 0 0 200,000
Total 56,156,857 60,024,676 60,753,045 59,974,419
Revenues and Sources Over (Under)
Expenditures and Uses 12,014,970 8,203,724 18,261,555 21,860,081 Beginning Balance, July 1 77,537,223 89,552,193 89,552,193 107,813,748 Reserve (5,400,000) (5,600,000) (5,600,000) (6,000,000) Site Contamination Reserve (5,000,000) (5,000,000) (5,000,000) (5,000,000) Reserve for Bond Proceeds (959,709) (959,709) (3,959,709) (3,959,709) Reserve for Landfill (11,000,000) (12,000,000) (12,000,000) (13,000,000) Reserve for Sea Level Rise (15,000,000) (16,500,000) (16,500,000) (22,500,000) Reserve for Dev Impact Fees (14,965,808) (338,808) (981,808) (981,808) Ending Balance, June 30 $ 37,226,676 57,357,400 63,772,231 78,232,312 The Mountain View Shoreline Regional Park Community (Shoreline Community) Special District was formed in 1969. Tax increment derived on the difference between the frozen base year value (in 1977) and the current fiscal year assessed value and other revenues generated from the activities of the Shoreline Community are to be utilized to develop and support the Shoreline Community and surrounding North Bayshore Area. Reserves are for general purposes, a catastrophic landfill event, funding sea level rise infrastructure improvements, and tracking of development impact fees.

Assessed values are as follows (in thousands):

Total Assessed Value Frozen Base Tax Increment Value
Actual 2022-23 $5,897,519 $33,888 $5,863,631
Actual 2023-24 $6,673,961 $33,888 $6,640,073
Recommended 2024-25 $7,360,918 $33,888 $7,327,029

SHORELINE REGIONAL PARK COMMUNITY FUND
Statement of Revenues, Expenditures and Balances
5-25
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 22,627 29,000 28,000 32,000
Existing Facilities & Front Footage 0 10,000 14,500 10,000 Capital Projects Refunds 3,120 0 0 0
Total 25,747 39,000 42,500 42,000
Expenditures and Uses of Funds:

Capital Projects 33,000 234,000 234,000 261,000
Total 33,000 234,000 234,000 261,000
Revenues and Sources Over (Under)
Expenditures and Uses (7,253) (195,000) (191,500) (219,000) Beginning Balance, July 1 474,249 466,996 466,996 275,496 Ending Balance, June 30 $ 466,996 271,996 275,496 56,496 The Storm Drain Construction Fund revenues are derived from off-site drainage fees authorized by Mountain View Code Section 28.51. These revenues are restricted for storm drain projects in the Capital Improvement Program.

STORM DRAIN CONSTRUCTION FUND
Statement of Revenues, Expenditures and Balances
5-26
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 2,211,096 3,061,000 2,186,000 2,481,000 Construction Fees* 16,234,560 0 1,024,300 0
Rents & Leases 325,861 198,700 605,700 204,400
Capital Projects Refunds 630,374 0 0 0
Total 19,401,891 3,259,700 3,816,000 2,685,400
Expenditures and Uses of Funds:

Capital Projects 30,637,310 8,000,000 8,154,000 1,800,000 Total 30,637,310 8,000,000 8,154,000 1,800,000
Revenues and Sources Over (Under)
Expenditures and Uses (11,235,419) (4,740,300) (4,338,000) 885,400 Beginning Balance, July 1 64,915,797 53,680,378 53,680,378 49,342,378 Committed for Future CIP's** (5,592,547) (5,592,547) (5,592,547) (5,592,547) Ending Balance, June 30 $ 48,087,831 43,347,531 43,749,831 44,635,231 The Park Land Dedication Fund revenues are derived from fees authorized by Chapter 41 of the Mountain View City Code.

These revenues are restricted for expenditures for park and recreation projects. Effective in Fiscal Year 1997-98, fees are approved and committed by City Council after receipt.
* As this fee is dependent upon subdivision and single lot development, future construction fee revenues are not projected or budgeted in advance.
** The Five-Year CIP identifies future projects which funds have not yet been committed, and are not included in this amount.

PARK LAND DEDICATION FUND
Statement of Revenues, Expenditures and Balances
5-27
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 993,135 975,600 1,147,481 1,200,500 Invest Earn on Cap/Dev Imp Fees 466,517 0 494,235 0
Intergovernmental 2,587 0 4,221 0
Water Sales 33,910,917 36,499,000 39,546,680 41,919,000 Recycled Water Sales 978,683 1,020,000 1,414,150 1,414,000 Capacity/Development Impact Fees 1,741,315 0 1,268,311 0 Other Revenues 2,620,473 500,000 1,138,600 500,000
Interfund Revenues 817,600 825,800 825,800 834,100
Transfer from the GNOF 311,255 0 0 0
Total 41,842,482 39,820,400 45,839,478 45,867,600
Expenses and Uses of Funds:

Operations 9,798,230 11,218,908 10,503,194 11,872,324
Water Purchased 18,891,688 27,218,779 27,177,963 29,601,723 Capital Projects 10,277,000 5,779,000 5,779,000 3,457,000 Capital Projects from Fees 5,318,000 3,677,000 3,677,000 (1,612,000) General Fund Administration 1,463,870 1,473,070 1,473,070 1,482,370 Depreciation 4,733,632 4,650,000 4,733,700 4,734,000
2004 Water Revenue Bonds 626,883 630,575 630,575 633,975 Recycled Water System Loan Repymt 300,000 300,000 300,000 300,000 Self Insurance 213,620 298,940 298,940 324,350
Transfer to Graham School Site Maint Res 220,000 220,000 220,000 220,000 Transfer to Equip Replace Res 217,880 218,680 218,680 127,700 Total 52,060,803 55,684,952 55,012,122 51,141,442
Revenues and Sources Over (Under)
Expenses and Uses (10,218,321) (15,864,552) (9,172,644) (5,273,842) Net Change In Non Current Assets 8,569,900 4,650,000 4,733,700 4,734,000 Beginning Balance, July 1 44,185,702 42,537,281 42,537,281 38,098,337 Reserve for Capacity/Dev Impact Fees (8,945,444) (5,268,444) (7,030,990) (8,642,990) Reserve for Minimum Water Purchase (5,000,000) (5,000,000) (5,000,000) (5,000,000) Reserve (12,611,664) (13,449,844) (13,449,844) (14,353,617) Ending Balance, June 30 $ 15,980,173 7,604,441 12,617,503 9,561,888 The Water Fund accounts for the cost, operation and maintenance of all facilities required to supply, distribute and meter the water used by consumers in the City's service area. Separate reserves are used to account for the capacity and development impact fees collected to fund capital projects and for the required minimum water purchase. A general Reserve is used for emergencies, contingencies and rate stabilization.

WATER FUND
Statement of Revenues, Expenses and Balances
5-28
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Hazardous Materials Permits $ 817,298 500,000 694,573 500,000 Investment Earnings 916,755 857,200 1,120,430 1,250,200 Invest Earn on Cap/Dev Imp Fees 340,153 0 408,411 0
Intergovernmental 1,039 0 2,585 0
Wastewater Charges 29,045,359 30,335,000 31,711,539 32,662,900 Capacity/Development Impact Fees 4,651,674 0 574,015 0
Loan Proceeds and Interest 32,659 0 4,206 0
Other Revenues 3,128,480 34,000 82,000 34,000
Capital Projects Refunds 0 0 3,910,000 0
Interfund Revenues and Transfers 211,288 0 0 0
Total 39,144,705 31,726,200 38,507,759 34,447,100
Expenses and Uses of Funds:

Operations 5,622,049 7,227,485 6,305,659 7,378,428
Water Quality Control Plant 11,418,222 18,894,564 15,854,682 19,822,634 Capital Projects 4,398,500 3,937,000 3,937,000 9,304,000 Capital Projects from Fees 3,019,000 6,508,000 7,591,000 7,488,000 General Fund Administration 1,260,330 1,269,830 1,269,830 1,279,430 Water Fund Administration 367,000 370,700 370,700 374,400 Depreciation 3,424,921 2,993,000 3,425,000 3,425,000
2018 Bank Loan 850,530 852,361 852,361 851,899
Self Insurance 128,110 176,960 176,960 187,910
Transfer to Equip Replace Res 253,180 253,930 253,930 142,500 Transfer to Self Insurance 250,000 0 210,000 0
Total 30,991,842 42,483,830 40,247,122 50,254,201
Revenues and Sources Over (Under)
Expenses and Uses 8,152,863 (10,757,630) (1,739,363) (15,807,101) Net Change In Non Current Assets 1,006,479 2,993,000 3,425,000 3,425,000 Beginning Balance, July 1 39,244,762 48,404,104 48,404,104 50,089,741 Reserve for Capacity/Dev Impact Fees (12,340,044) (5,832,044) (9,641,470) (2,153,470) Reserve for Treatment Plant (18,039,415) (16,356,628) (19,345,116) (17,226,182) Reserve for Loan Proceeds (475,348) (475,348) (479,554) (479,554) Reserve (9,070,162) (9,530,617) (9,530,617) (9,928,576) Ending Balance, June 30 $ 8,479,135 8,444,837 11,092,984 7,919,858 The Wastewater Fund accounts for the operation and maintenance of all facilities, including Mountain View's share of operation costs of the Palo Alto Regional Water Quality Control Plant (Treatment Plant), required to transport and process wastewater. Chapter 35 of the Mountain View City Code authorizes the collection of a wastewater service charge. The fund has several reserves, one accounts for the capacity and development impact fees collected to fund capital projects.

The Reserve for Treatment Plant is for long term capital costs, and includes Treatment Plant obligations encumbered but not yet spent. The Reserve for Loan Proceeds are related to debt financing. A general reserve is used for emergencies, contingencies and rate stabilization.

WASTEWATER FUND
Statement of Revenues, Expenses and Balances
5-29
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 360,319 373,700 438,932 449,000
Intergovernmental 194,035 135,000 144,338 135,000
Waste Disposal Charges 15,476,787 15,559,000 15,797,914 18,245,000 Other Revenues 22,016 8,000 9,308 8,000
Transfer from GNOF 223,430 0 0 0
City Revenues 16,276,587 16,075,700 16,390,492 18,837,000 Recology Revenues 18,790,827 20,919,000 19,550,394 21,334,000 Total 35,067,414 36,994,700 35,940,886 40,171,000
Expenses and Uses of Funds:

Operations 4,462,702 5,724,190 5,059,190 6,334,843
Disposal 9,422,431 14,921,486 9,038,692 16,145,010
Capital Projects 318,000 320,000 491,000 300,000
General Fund Administration 555,100 560,700 560,700 566,300 Water Fund Administration 344,500 347,900 347,900 351,400 Depreciation 400,680 430,000 400,700 401,000
Self Insurance 83,530 121,230 121,230 131,540
Transfer to Equip Replace Res 177,580 178,980 178,980 104,300 City Expenditures 15,764,523 22,604,486 16,198,392 24,334,393 Payments to Recology 18,790,827 20,919,000 19,550,394 21,334,000 Total 34,555,350 43,523,486 35,748,786 45,668,393
Revenues and Sources Over (Under)
Expenses and Uses 512,064 (6,528,786) 192,100 (5,497,393) Net Change In Non Current Assets 533,391 430,000 400,700 401,000 Beginning Balance, July 1 17,937,432 18,982,887 18,982,887 19,575,687 Reserve for Future Facility Equipment (2,640,000) 0 (4,000,000) 0 Reserve (4,435,828) (4,451,122) (4,451,122) (4,903,598) Ending Balance, June 30 $ 11,907,059 8,432,979 11,124,565 9,575,696 The Solid Waste Management Fund accounts for the collection, transportation, recycling and disposal services of the City. It also funds two of the City's landfill post closure maintenance activities. Revenues for payments to Recology are included for informational purposes only, a budget is not adopted for Recology. The Reserve for Future Facility Equipment was established in Fiscal Year 2017-18 for potential future obligations for facility equipment. A general reserve is used for emergencies, contingencies, rate stabilization and required Financial Assurance Mechanisms (FAMs) if applicable.

SOLID WASTE MANAGEMENT FUND
Statement of Revenues, Expenses and Balances
5-30
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 680,751 857,700 830,300 950,000
Interfund Service Charges 2,966,682 3,359,000 3,359,000 3,625,000 Other Revenues 180,126 0 100,654 0
Capital Projects Refunds 3,737 0 0 0
Transfer from General Oper Fund 2,381,680 2,286,360 2,286,360 1,384,800 Transfer from Other General Funds 114,820 120,120 120,120 56,400 Transfer from Other Funds 1,070,420 1,015,720 1,015,720 558,800 Total 7,398,216 7,638,900 7,712,154 6,575,000
Expenses and Uses of Funds:

Operations 2,864,450 3,183,272 3,080,143 3,428,789
Equipment Purchases 1,724,159 9,090,200 4,134,188 12,210,281 Capital Projects 0 1,532,300 1,532,300 0
Water Fund Administration 40,400 40,800 40,800 41,200
Self Insurance 53,620 71,540 71,540 77,610
Transfer to Equip Replace Res 41,720 41,410 41,410 22,700 Total 4,724,349 13,959,522 8,900,381 15,780,580
Revenues and Sources Over (Under)
Expenses and Uses 2,673,867 (6,320,622) (1,188,227) (9,205,580) Net Change In Non Current Assets 0 11,000 0 11,000
Beginning Balance, July 1 27,698,367 30,372,234 30,372,234 29,184,007 Reserve for Equipment Replacement (30,189,062) (23,847,762) (22,440,474) (13,180,193) Ending Balance, June 30 $ 183,172 214,850 6,743,533 6,809,234 The purpose of this fund is to account for centralized fleet maintenance costs and to charge a proportionate share to all funds utilizing maintenance services. In addition, this fund accounts for certain equipment replacement requirements of the City.

EQUIPMENT MAINTENANCE AND REPLACEMENT FUND
Statement of Revenues, Expenses and Balances
5-31
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 256,935 322,900 316,000 360,000
Interfund Service Charges 2,271,485 2,100,000 2,019,000 2,627,000 Other Revenues 28,636 0 0 0
Total 2,557,056 2,422,900 2,335,000 2,987,000
Expens
es and Uses of Funds:

Operating Expenses 2,029,034 2,592,500 2,474,372 4,406,500 Total 2,029,034 2,592,500 2,474,372 4,406,500
Revenues and Sources Over (Under)
Expenses and Uses 528,022 (169,600) (139,372) (1,419,500) Beginning Balance, July 1 12,801,961 13,329,983 13,329,983 13,190,611 Reserve for Future Claims (10,116,869) (10,116,869) (11,533,000) (11,527,975) Ending Balance, June 30 $ 3,213,114 3,043,514 1,657,611 243,136 The City implemented a self-insurance program for Workers' Compensation benefits on September 7, 1975 as authorized by Council Resolution No. 10581. This program provides for State mandated insurance benefits (salary and medical costs) for employees who are injured on the job.

This fund accounts for current operating expenditures, future costs of previously incurred injury claims and reserves for catastrophic losses. This fund also provides for the administration of safety and loss prevention programs throughout the City to reduce the probability of incurring future catastrophic claims against the City. The City is self-insured for $750,000 and has purchased Workers Compensation Excess Insurance above this limit.

WORKERS' COMPENSATION SELF-INSURANCE FUND
Statement of Revenues, Expenses and Balances
5-32
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 11,017 13,600 15,000 17,000
Interfund Service Charges 54,618 23,000 59,000 0
Total 65,635 36,600 74,000 17,000
Expenses and Uses of Funds:

Expenditures 18,075 127,250 4,843 27,250
Total 18,075 127,250 4,843 27,250
Revenues and Sources Over (Under)
Expenses and Uses 47,560 (90,650) 69,157 (10,250)
Beginning Balance, July 1 522,256 569,816 569,816 638,973 Ending Balance, June 30 $ 569,816 479,166 638,973 628,723 The City implemented a self-insurance program for unemployment benefits on March 13, 1978 as authorized by Council Resolution No. 11975. This program provides for State and Federal mandated unemployment insurance benefits for employees separated from service with the City.

UNEMPLOYMENT SELF-INSURANCE FUND
Statement of Revenues, Expenses and Balances
5-33
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 42,720 37,000 48,000 56,000
Other Revenues 22,033 35,300 3,468 35,000
Interfund Service Charges 3,633,250 5,015,000 5,015,000 5,620,900 Transfer from General Fund 1,000,000 0 1,000,000 0
Transfer from Wastewater Fund 250,000 0 210,000 0
Transfer from Shoreline Fund 0 0 0 200,000
Total 4,948,003 5,087,300 6,276,468 5,911,900
Expenses and Uses of Funds:

Expenditures 4,885,912 5,087,300 6,397,982 6,911,900
Total 4,885,912 5,087,300 6,397,982 6,911,900
Revenues and Sources Over (Under)
Expenses and Uses 62,091 0 (121,514) (1,000,000)
Beginning Balance, July 1 4,182,324 4,244,415 4,244,415 4,122,901 Reserve for Future Claims (1,225,718) (1,225,718) (1,367,674) (1,470,862) Ending Balance, June 30 $ 3,018,697 3,018,697 2,755,227 1,652,039 On August 11, 1980, Council approved a self-insurance program for liability insurance effective September 1, 1980. Existing provisions include claims approval authority to $100,000 and any claims exceeding $100,000 require City Council approval.

The City acts as its own agent and controls risk to limit liability loss exposure. The reserve shall be maintained at 70% confidence level for the project liabilities as determined by an actuarial valuation to be conducted at least once every three years (Financial and Budgetary Policy A-11). Other insurance such as property, flood, earthquake (essential buildings) and other coverages are not self-insured as the City purchases insurance policies.

LIABILITY INSURANCE FUND
Statement of Revenues, Expenses and Balances
5-34
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ (22,214) 0 (18,911) 0
Other Revenues 10,712 0 26,027 0
Interfund Service Charges 3,792,816 3,901,770 3,901,770 4,327,260 CERBT Withdrawal 1,694,857 2,007,480 2,100,000 2,389,100 Total 5,476,171 5,909,250 6,008,886 6,716,360
Expenses and Uses of Funds:

Expenditures 5,499,786 5,934,250 6,020,457 6,716,360
Total 5,499,786 5,934,250 6,020,457 6,716,360
Revenues and Sources Over (Under)
Expenses and Uses (23,615) (25,000) (11,571) 0
Beginning Balance, July 1 376,779 353,164 353,164 341,593 Ending Balance, June 30 $ 353,164 328,164 341,593 341,593 Balance in CERBT $ 155,193,798 153,186,318 165,165,907 162,776,807 This fund was established in Fiscal Year 1985-86 as a self-insurance fund to pay the health insurance premiums of employees retired from the City. Governmental Accounting Standards Board (GASB) issued Statement No. 45, which requires an actuarial valuation be performed bi-ennially to calculate the City's other post employment benefits (OPEB) liabilities. The City implemented GASB Statement No. 45 in Fiscal Year 2007-08 and has chosen to budget the Annual Required Contribution (ARC). 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 and enhances the note disclosures and required supplementary information about the City's OPEB liability. The most recent actuarial valuation estimated a liability of $163.7 million as of June 30, 2023.

On February 26, 2008 Council approved joining the California Employers Retiree Benefit Trust (CERBT), managed by the California Public Employees Retirement System (CalPERS) and the City began transferring funds in Fiscal Year 2008-09 and intends to, at a minimum, annually transfer the ARC less Retirees' Health premiums.

RETIREES' HEALTH INSURANCE FUND
Statement of Revenues, Expenses and Balances
5-35
Table of Contents
Audited Adopted Recom.

Actual Budget Estimated Budget
2022-23 2023-24 2023-24 2024-25
Revenues and Sources of Funds:

Investment Earnings $ 9,737 12,600 12,600 14,000
Interfund Service Charges 50,160 63,000 44,000 57,500
Total 59,897 75,600 56,600 71,500
Expenses and Uses of Funds:

Expenditures 43,028 114,500 45,400 114,500
Total 43,028 114,500 45,400 114,500
Revenues and Sources Over (Under)
Expenses and Uses 16,869 (38,900) 11,200 (43,000)
Beginning Balance, July 1 482,593 499,462 499,462 510,662 Ending Balance, June 30 $ 499,462 460,562 510,662 467,662 The Employee Benefits Self-Insurance Fund accounts for the City's self-insured vision and other miscellaneous benefits.

EMPLOYEE BENEFITS SELF-INSURANCE FUND
Statement of Revenues, Expenses and Balances
5-36
Table of Contents
Special Debt Capital Internal
General Revenue Service Projects Enterprise Service Reserve EXPENDITURES Fund Funds Funds Funds Funds Funds Funds TOTAL General Operating/
Development Services $2,000,000 543,000 0 0 0 1,441,200 9,950,500 $13,934,700 Special Revenue Funds 1,495,900 0 5, 828,732 33,727,000 0 361,600 54,000 41,467,232 Capital Projects Funds 0 0 0 2,061,000 0 0 0 2,061,000 Enterprise Funds 0 0 1, 485,874 18,937,000 0 374,500 220,000 21,017,374 Internal Service Funds 0 0 0 0 0 22, 700 0 22,700
Reserve Funds 0 0 0 6, 962,000 0 0 10,028,896 16,990,896 TOTAL $3,495,900 543,000 7,314,606 61,687,000 0 2,200,000 20,253,396 $95,493,902

REVENUES
RECOMMENDED 2024-25 BUDGET - SCHEDULE OF INTERFUND TRANSFERS 5-37
Table of Contents
Unassigned
Graham
General Non- Budget Earned Lease Property School
Operating General Fund Contingency Revenue Management Site Maint Fund Reserve Reserve Reserve Reserve Reserve
Revenues & Sources of Funds:

GOF Balance $ 310,514 0 0 0 0 0
Revenue 1,158,423 0 0 580,900 0 0
Transfers 0 2,500,000 4,126,500 0 0 220,000
Investment Earnings 0 0 0 822,941 0 0
Total 1,468,937 2,500,000 4,126,500 1,403,841 0 220,000 Expenditures & Uses of Funds:

Expenditures 11,143,555 0 0 0 100,000 250,000
CIP 0 0 1,500,000 0 0 0
Transfers 11,667,000 0 0 361,896 0 0
Total 22, 810,555 0 1,500,000 361,896 100,000 250,000
14,152,625
Revenues & Sources
Over (Under)
Expenditures & Uses (21,341,618) 2,500,000 2,626,500 1,041,945 (100,000) (30,000) Beginning Balance, July 1 36,005,542 34,375,533 23,331,317 6,142,407 1,577,106 585,345 Reserves (8,897,117) (2) 0 (22,449,229) (3) (4,165,389) (4) 0 0 Ending Balance, June 30 $ 5,766,807 36,875,533 3,508,588 3,018,963 (4) 1,477,106 555,345 31,695,897
(1)
• Restricted - Constraints on expenditures are externally imposed by creditors, grantors, or laws/regulations of other governments or by enabling legislation.
• Committed - Formal action by the City Council (Council) places the constraint on how the funds can be spent and may only be altered by the same type of Council action. Contractual obligations are included in this category. • Assigned - The City's intent to use funds for a specific purpose as expressed by Council or a delegated authority. • Unassigned - This is the residual classification for the General Fund. (2) The reserved amount includes $1.0 million for the Public Safety Building Project and $1.2 million possible repayment of Excess ERAF and encumbered funds.
(3) The reserved amount represents the revenue received from the Ameswell rents and transfers from the General Fund to set aside for the future Public Safety Building.
(4) The reserved amount represents the balance of earned rent at the end of the fiscal year. City Council approved up to $6.0 million may be used for the Mountain View Employee Homebuyer Program through FY 2029-30 and approved an additional funding of $2.0 million in FY 2023-24 Adopted Budget. $2.4 million of the $8.0 million was loaned out of the Earned Lease Revenue Reserve prior to FY 2023- 24 resulting in available funding of $5.6 million, which was transferred to the Employee Loan Program Reserve. $400,000 loan was repaid in FY 2023-24 and is being transferred to the Employee Loan Program Reserve in FY 2024-25.

RECOMMENDED 2024-25 BUDGET - GENERAL FUND RESERVES (1)
Statement of Revenues, Expenditures and Balances
Committed
Governmental fund balances are reported based on the reporting hierarchy established by GASB Statement No. 54 (Fund Balance Reporting and Governmental Fund Type Definitions) that is based on the extent to which the City is bound to honor constraints on the specific purpose for which amounts in a fund can be spent. 5-38
Table of Contents
Strategic
Capital Open Space Property Child Care
Transportation Improvement Acquisition Acquisition Commitment Compensated Reserve Reserve Reserve Reserve Reserve Absences (2)
Revenues & Sources of Funds:

GOF Balance 0 0 0 0 0 0
Revenue 0 53,317 0 107,880 0 0
Transfers 3,936,000 6,809,000 0 0 0 1,300,000
Investment Earnings 0 0 0 0 0
Total 3,936,000 6,862,317 0 107,880 0 1,300,000
Expenditures & Uses of Funds:

Expenditures 3,500,000 0 0 219,500 100,000 0
CIP 0 5,462,000 0 0 0 0
Transfers 0 0 0 0 0 0
Total 3, 500,000 5,462,000 0 219,500 100,000 0
Revenues & Sources
Over (Under)
Expenditures & Uses 436,000 1,400,317 0 (111,620) (100,000) 1,300,000 Beginning Balance, July 1 5,537,292 14,027,096 6,455,956 17,574,508 119,511 7,704,951 Rese
rves 0 (9,763,604) (3) 0 0 0 0
Ending Balance, June 30 5,973,292 5,663,809 6,455,956 17,462,888 19,511 9,004,951 17,574,508 8,802,093
(1)
• Restricted - Constraints on expenditures are externally imposed by creditors, grantors, or laws/regulations of other governments or by enabling legislation.
• Committed - Formal action by the City Council (Council) places the constraint on how the funds can be spent and may only be altered by the same type of Council action. Contractual obligations are included in this category. • Assigned - The City's intent to use funds for a specific purpose as expressed by Council or a delegated authority. • Unassigned - This is the residual classification for the General Fund. (2) Appropriations for Compensated Absences Reserve are on an as needed basis up to the amount of the balance. (3)
Governmental fund balances are reported based on the reporting hierarchy established by GASB Statement No. 54 (Fund Balance Reporting and Governmental Fund Type Definitions) that is based on the extent to which the City is bound to honor constraints on the specific purpose for which amounts in a fund can be spent.

Committed
RECOMMENDED 2024-25 BUDGET - GENERAL FUND RESERVES (1)
Statement of Revenues, Expenditures and Balances (continued) Comprised of a $5.0 million reserve policy balance, $2.8 million prepaid lease for the Downtown Family Housing project, and $2.0 million for potential debt service on the Public Safety Building. 5-39
Table of Contents
Parental Employee
Leave Loan Program Minor Estate
Reserve Reserve Trust
Revenues & Sources of Funds:

GOF Balance 0 0 0
Revenue 0 0 0
Transfers 1,000,000 361,896 0
Investment Earnings 0 0 0
Total 1,000,000 361,896 0
Expenditures & Uses of Funds:

Expenditures 1,000,000 5,984,771 13,200
CIP 0 0 0
Transfers 0 0 0
Total 1, 000,000 5,984,771 13,200
Revenues & Sources
Over (Under)
Expenditures & Uses 0 (5,622,875) (13,200)
Beginning Balance, July 1 988,482 5,622,875 438,968
Reserves 0 0 (425,768) (2)
Ending Balance, June 30 988,482 0 0
(1)
• Restricted - Constraints on expenditures are externally imposed by creditors, grantors, or laws/regulations of other governments or by enabling legislation.
• Committed - Formal action by the City Council (Council) places the constraint on how the funds can be spent and may only be altered by the same type of Council action. Contractual obligations are included in this category. • Assigned - The City's intent to use funds for a specific purpose as expressed by Council or a delegated authority. • Unassigned - This is the residual classification for the General Fund. (2) Minor Estate Trust Fund was established in 2016 when the Minor family donated $400,000 endowment from the Minor Estate that allows the Library Director to spend up to 75% of the annual interest earned for augmenting library collections and programs.

Please refer to Miscellaneous Information Section, Financial & Budgetary Policy for information on the reserve requirements Governmental fund balances are reported based on the reporting hierarchy established by GASB Statement No. 54 (Fund Balance Reporting and Governmental Fund Type Definitions) that is based on the extent to which the City is bound to honor constraints on the specific purpose for which amounts in a fund can be spent.

RECOMMENDED 2024-25 BUDGET - GENERAL FUND RESERVES (1)
Statement of Revenues, Expenditures and Balances (continued) Committed
5-40
Table of Contents

CAPITAL

IMPROVEMENT

PROJECTS
Table of Contents
6-1
R
ECOMMENDED FISCAL YEAR 2024-25

CAPITAL IMPROVEMENT PROGRAM
C
apital Improvement Program (CIP) projects include, but are not limited to, facilities, mobility- related infrastructure, park development/rehabilitation, and utilities projects. These projects are usually multi-year and, thus, extend beyond the annual budget.

T
he emphasis for the Fiscal Year2024-25 CIP is on the:
• R
eview, refinement and funding of Fiscal Year 2024-25 projects identified in the Five-Year CIP adopted by the City Council for Fiscal Year 2023-24.

Ad
opted Fiscal Years 2023-24 through 2027-28 CIP:
https://www.mountainview.gov/home/showpublisheddocument/7777/638320177254000000 • I
dentification and funding of additional new projects for Fiscal Year s 2024-25 as well as amendments to active projects given anticipated financial and staffing resources that:
o Su
pport and implement City Council Strategic Priorities and work plan projects; o E
nhance public and personnel safety;
o Co
mply with regulatory requirements;
o M
aintain City facilities in a state of good repair;
o P
rovide local match or cost-share to secure grants or other funding; o I
mprove the City’s Pavement Conditions Index (PCI) rating (including integration of bicycle and pedestrian improvements);
o Be
nefit and/or do not burden communities of color and/or low-income residents.

T
he CIP is funded from a variety of sources. Some funding sources, such as the C apital Improvement Reserve and Construction/Conveyance Tax (C/C Tax) Funds, have no restrictions on their use. Other CIP funding sources must be used for specific purposes (e.g., Water Fund— water system infrastructure and maintenance; Wastewater Fund —sewer system infrastructure and maintenance; Shoreline Regional Park Community (Shoreline Community) Fund—projects that facilitate development in the City's North Bayshore Area and/or support Shoreline Regional Park operations; and Gas Tax Fund—design and construction of roadway improvements).

T
here are two spending types for projects: nondiscretionary and discretionary. Nondiscretionary projects are primarily annual and periodic infrastructure maintenance projects to preserve the City’s significant investment in its infrastructure and facilities, and projects required for Table of Contents
6-2
regulatory compliance. While Council can alter funding, these projects are generally approved with changes on a consistent cycle (annual or biennial) with small inflationary adjustments.

Discretionary projects are those that do not fit the nondiscretionary description and require approval of the City Council.

T
he Fiscal Year 2024-25 CIP is balanced and maintains all fund reserves as required by Council policy. There are no additional annual future operations and maintenance (O&M) costs associated with the Fiscal Year 2024-25 CIP which means there are either none or departments are able to absorb the costs.

Pr
ojects included in the Fiscal Year 2024-25 Proposed CIP are listed on the following pages in three separate categories: (1) Non-Discretionary, (2) Discretionary, and (3) Amendments to Existing Projects.

Th
ese projects were discussed at the April 9, 2024 CIP Study Session and the following pages include changes as directed by City Council at th ese meetings. The Parks and Recreation Commission (PRC) and the Bicycle/Pedestrian Advisory Committee (B/PAC) also reviewed these projects and were supportive of the projects and the proposed scheduling.

Table of Contents
(in thousands of dollars)
Proj. Budget
No. Non-Discretionary Projects 2024-25
25-01 Annual Street Maintenance 2,153$
25-02 Concrete Sidewalk/Curb Repairs 821
25-03 SB-1 Streets Project 2,000
25-04 Biennial Installation of ADA Curb Ramps 81
25-05 Public Services Street Section Maintenance 578
25-06 Water System Improvements and Recycled Water System Improvements 778 25-07 Wastewater System Improvements 199
25-08 Annual Water Main/Service Line Replacement 3,200
25-09 Annual Sanitary Sewer Main Replacement 2,002
25-10 Shoreline Landfill Gas, Cap and Leachate Maintenance 506 25-11 Shoreline Infrastructure Maintenance 184
25-12 Facilities Maintenance Plan 989
25-13 Planned and Emergency Facilities Projects 695
25-14 Annual New Energy Conservation Measures 118
25-15 Biennial ADA Improvements to City Facilities 109
25-16 Annual Traffic Infrastructure Maintenance/NTMP Improvements 714 25-17 Annual Parks Renovations/Improvements 284
25-18 Forestry Maintenance Program and Street Tree Replanting 534 25-19 Biennial Good Neighbor Fence Replacements 44
25-20 Biennial Tennis Court Resurfacing 102
25-21 Biennial Turf and Bunker Improvements 338
25-22 Developer Reimbursements 140
25-23 Maintenance Agreement for JPB/VTA Transit Center 69 25-24 North Bayshore Semi-Annual Traffic Counts 182
25-25 Annual Regional Public Safety 180
25-26 Annual Real Estate Technical and Legal Services 104 25-27 Annual Capital Improvement Program Development 78 Total: Non-Discretionary Projects 17,182$
Reccommended FY 2024-25 Non-Discretionary Projects
6-3
Table of Contents
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
Recommended Non-Discretionary Projects
(in thousands of dollars)
Project 25-01
Annual Street Maintenance
Annual roadway pavement maintenance including
application of various pavement treatments (fog seal, slurry seal and overlay), adjustment of utilities and monuments, and installation of pavement markers and traffic lines.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual O&M
Costs:
25-01
Measure B 2010 Vehicle License Fee (VLF) $ 749
Total 2,153$
2024-25
Construction/Conveyance Tax 724$
Measure B 2016 Sales Tax $ 680
Project 25-02
Concrete Sidewalk/Curb Repairs
Replace deteriorated sidewalks and repair concrete curbs, gutters, and sidewalks displaced by street tree growth, and/or failure of City-owned utilities.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual O&M
Costs:
25-02
2024-25
25-03
2024-25
Senate Bill-1 Road Repair and Accountability Act 2,000$ Total 2,000$
Construction/Conveyance Tax 821$
Total 821$
Project 25-03
SB-1 Streets Project
A Streets Project for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system. Project can be used towards complete streets
projects, traffic signals, and drainage projects.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual O&M
Costs:

Projects 25-04
Biennial Installation of ADA Curb Ramps
install ADA-compliant curb ramps throughout the City.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual O&M
Costs:
25-04
2024-25
Construction/Conveyance Tax 81$
Total 81$
6-4
Table of Contents
Recommended Non-Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
25-05
2024-25
Construction/Conveyance Tax $ 521
Shoreline Community 57$
Project 25-05
Public Services Street Section Maintenance
This project funds the pole replacement preventative
maintenance program (which is designed to replace poles based on a 40-year life cycle) as well as the street sign and pavement markings replacement and maintenance. In fiscal year 2024-25 $110,000 of ongoing funds was added to this annual project for supply cost rise.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual O&M
Costs:

Yes
25-06
2024-25
Water (Includes Water Capacity Fees) 778$
Total 578$
Project 25-06
Water System Improvements and Recycled Water System
Improvements
Scheduled replacement of water and recycled water system components and minor unscheduled improvements to the
City's water system.

Sponsor Department: Public Works
Category: Utilities
Additional Annual O&M
Costs: None Prevailing
Wage?
Total 778$
Project 25-07
Wastewater System Improvements
Unscheduled improvements/repairs to the City's
wastewater collection and pumping system.

Sponsor Department: Public Works
Category: Utilities
Additional Annual O&M
Costs:
25-07
Additional Annual O&M
Costs:
25-08
2024-25
Water (Includes Water Capacity Fees) 3,200$
2024-25
Wastewater (Includes Sewer Capacity Fees) 199$
Total 199$
Project 25-08
Annual Water Main/Service Line Replacement
Replace corroded and/or undersized water main pipes on
various streets. The replacements include water services, fire hydrants and saddle replacements.

Sponsor Department: Public Works
Category: Utilities
Total 3,200$
6-5
Table of Contents
Recommended Non-Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
Project 25-09
Annual Sanitary Sewer Main Replacement
Repair and replace storm and sanitary sewer pipes,
manholes and systems identified by the City's annual line televising program.

Sponsor Department: Public Works
Category: Utilities
Additional Annual O&M
Costs:
25-09
Additional Annual O&M
Costs:
25-10
2024-25
Shoreline Community 92$
2024-25
Wastewater (Includes Sewer Capacity Fees) 2,002$
Total 2,002$
Project 25-10
Shoreline Landfill Gas, Cap and Leachate Maintenance
Annual repairs and improvements to large components of
the landfill gas and leachate system. Regulatory mandates of the Bay Area Air Quality Management District and the Regional Water Quality Control Board require the City to protect the integrity of the landfill cap and prevent surface emissions by regrading, filling, recompacting, and making other improvements. In fiscal year 2024-25 $180,000 of
ongoing funds was added to this annual project for supply and rental equipment cost rise.

Sponsor Department: Public Works
Category: Regulatory Requirements
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 114$ Solid Waste 300$
Total 506$
Project 25-11
Shoreline Infrastructure Maintenance
Maintenance of water lines, sewer lines, storm drainage system, and water system supplying the sailing lake.

Sponsor Department: Public Works
Category: Utilities
Additional Annual O&M
Costs:
25-11
Additional Annual O&M
Costs:
25-12
2024-25
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 812$ 2024-25
Shoreline Community 184$
Total 184$
Project 25-12
Facilities Maintenance Plan
Repair, replace, or maintain City facilities (HVAC, roofs, carpets, plumbing, painting, etc.).

Starting in 2024-25 add $100k for Child Care Center every 5 years (create subproject 02 with $100k).

Sponsor Department: Public Works
Category: Facilities
Shoreline Community 177$
Total 989$
6-6
Table of Contents
Recommended Non-Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
25-13
2024-25
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 556$ Shoreline Community 139$
Project 25-13
Planned and Emergency Facilities Projects
Emergency and Planned Facilities Projects that are currently not covered by xx-12, but are vital to the City's
infrastructure.

Sponsor Department: Public Works
Category: Facilities
Additional Annual O&M
Costs:
2024-25
Construction/Conveyance Tax 95$
Shoreline Community 23$
Total 118$
Total 695$
Project 25-14
Annual New Energy Conservation Measures
Fund energy conservation efforts in City facilities.

Sponsor Department: Public Works
Category: Facilities
Additional Annual O&M
Costs:
25-14
Projects 25-15
Biennial ADA Improvements to City Facilities
Continuation of efforts to implement ADA improvements at City facilities.

Sponsor Department: Public Works
Category: Facilities
Additional Annual O&M
Costs:
25-15
2024-25
25-16
2024-25
Construction/Conveyance Tax 643$
Shoreline Community 71$
Construction/Conveyance Tax 109$
Total 109$
Project 25-16
Annual Traffic Infrastructure Maintenance/NTMP
Improvements
Funding for traffic calming devices on neighborhood, local, and residential streets in conformance with the
Neighborhood Traffic Management Program, as well as
annual bicycle counts and contracts with consultants
regarding improving traffic flow. Replace traffic signal controllers, traffic detector loops, back-up batteries, LED signal lights and radar speed signs.

Sponsor Department: Public Works
Category: Traffic, Parking & Transportation
Additional Annual O&M
Costs:

Total 714$
6-7
Table of Contents
Recommended Non-Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
Project 25-17
Annual Parks Renovations/Improvements
Annual Repairs and Improvements to City parks.

Sponsor Department: Community Services
Category: Parks and Recreation
Additional Annual O&M
Costs:
25-17
Additional Annual O&M
Costs:
25-18
2024-25
Construction/Conveyance Tax 534$
2024-25
Construction/Conveyance Tax 284$
Total 284$
Project 25-18
Forestry Maintenance Program and Street Tree Replanting Contract to prune, remove, stump, purchase and plant
approximately 800 to 1,000 medium to large trees within the City. Maintain trees damaged by freezing, disease, drought and other natural causes.

Sponsor Department: Community Services
Category: Parks and Recreation
Total 534$
Projects 25-19
Biennial Good Neighbor Fence (GNF) Replacements
Funding to replace fencing between City parks and private property.

Sponsor Department: Community Services
Category: Parks and Recreation
Additional Annual O&M
Costs:
25-19
Additional Annual O&M
Costs:
25-20
2024-25
Construction/Conveyance Tax 102$
2024-25
Construction/Conveyance Tax 44$
Total 44$
Projects 25-20
Biennial Tennis Court Resurfacing
Periodic routine resurfacing of tennis courts at the
following parks: Cuesta, Rengstorff, Cooper, Stevenson, Sylvan and Whisman.

Sponsor Department: Community Services
Category: Parks and Recreation
Total 102$
6-8
Table of Contents
Recommended Non-Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? No
Funding Sources
Projects 25-21
Biennial Turf and Bunker Improvements
Biennial CIP for turf and bunker improvements that are
needed from continued settling of the landfill and wildlife habituating on and around the golf course.

Sponsor Department: Community Services
Category: Parks and Recreation
Additional Annual O&M
Costs:
25-21
2024-25
Shoreline Community 338$
Total 338$
Project 25-22
Developer Reimbursements
Construction of street and utility improvements concurrent with private development. Adjacent properties benefiting from street and utility improvements will be required to reimburse the City for the improvements.

Sponsor Department: Public Works
Category: Miscellaneous
Water (Includes Water Capacity Fees) 35$
Wastewater (Includes Sewer Capacity Fees) 35$
Storm Drain Construction 35$
Additional Annual O&M
Costs:
25-22
2024-25
Construction/Conveyance Tax 35$
Total 140$
Project 25-23
Maintenance Agreement for JPB/VTA Transit Center
Reimbursement of City expenses by Joint Powers Board and Valley Transit Authority.

Sponsor Department: Public Works
Category: Miscellaneous
Additional Annual O&M
Costs:
25-23
Additional Annual O&M
Costs:
25-24
2024-25
Shoreline Community 182$
2024-25
Other (Reimbursement) 69$
Total 69$
Project 25-24
North Bayshore Semi-Annual Traffic Counts
Perform traffic counts in the North Bayshore area to
support the Transportation Demand Management (TDM)
goals.

Sponsor Department: Community Development
Category: Traffic, Parking & Transportation
Total 182$
6-9
Table of Contents
Recommended Non-Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? No
Funding Sources
None Prevailing
Wage? No
Funding Sources
None Prevailing
Wage? No
Funding Sources
Project 25-25
Annual Regional Public Safety
Conversion of the City’s Public Safety radio infrastructure in support of the Silicon Valley Regional Interoperability Authority’s (SVRIA’s) Regional Communications System
(RCS) project. Annual Project needed through 2030-31.

Sponsor Department: Police
Category: Miscellaneous
Additional Annual O&M
Costs:
25-25
Additional Annual O&M
Costs:
25-26
2024-25
Shoreline Communtiy 24$
2024-25
Construction/Conveyance Tax 180$
Total 180$
Project 25-26
Annual Real Estate Technical and Legal Services
Funding for appraisals, environmental reports, surveys, and lease preparation/review services for City real Estate
activity.

Sponsor Department: Public Works
Category: Miscellaneous
Construction/Conveyance Tax 80$
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 26$ Total 78$
Water (Includes Water Capacity Fees) 26$
Wastewater (Includes Sewer Capacity Fees) 26$
Total 104$
Project 25-27
Capital Improvement Program Development
This project funds staff time associated with preparation of the annual CIP.

Sponsor Department: Public Works
Category: Miscellaneous
Additional Annual O&M
Costs:
25-27
2024-25
6-10
Table of Contents
Project No. Discretionary Projects Budget
25-28 Street Reconstruction 1,000
25-29 Active Transportation Improvements 1,000
25-30 ECR/Castro Protected Intersection and Castro Bikeway Imp (Yosemite/High School) and ECR, Design
1,200
25-31 2024/25 City Bridges and Culverts Structural Inspection and Repairs 371 25-32 Cross Culvert Removal and Storm Drain Extensions 489 25-33 Shoreline Landfill Master Plan Study Update 720
25-34 Park Impact Fee Nexus Study 120
25-35 Shoreline Coastal Habitat Restoration, Planning and Design 1,200 25-36 Watershed Management On-Call 250
25-37 Monta Loma Playground Renovations, Design and Construction 330 25-38 Eagle Park Pool Improvements 1,800
Total: Discretionary Projects 8,480$
Recommended FY 2024-25 Discretionary Projects
(in thousands of dollars)
6-11
Table of Contents
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
25-30
2024-25
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 1,200$ Total 1,200$
Project 25-29
Active Transportation Improvements
This project will enhance intersections to improve
pedestrian and/or bicycle safety at various locations
including safe routes to schools. Depending on location of improvements, project scope may include curb ramps,
curb, gutter, sidewalk, median refuge islands, raised
crosswalks, bulb-outs, rectangular rapid-flashing beacons (RRFBs), in-roadway warning lights, LED-enhanced signs, traffic signal modifications, roadway lighting, signs, striping, etc. In Fiscal Year 2024-25, funding will be provided for the installation of raised curbs up to 2-foot wide within the 9- foot bikeways on Middlefield in order to provide Class IV protected bikeways.

Sponsor Department: Public Works
Category: Traffic, Parking and Transportation
Additional Annual O&M
Costs:
25-29
2024-25
Construction/Conveyance Tax 1,000$
Total 1,000$
Recommended Discretionary Projects
(in thousands of dollars)
Project 25-28
Street Reconstruction Project
Scope of the project includes removal of existing roadway pavement and construction of new sidewalk, curb, gutter, roadway pavement, and storm drainage system.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual O&M
Costs:
25-28
2024-25
Construction/Conveyance Tax 250$
Measure B 2016 Sales Tax 750$
Total 1,000$
Project 25-30
ECR/Castro Protected Intersection and Castro Bikeway
Imp (Yosemite/High School) and ECR, Design
Design of protected intersection along El Camino Real at Castro Street. Design and construction of Class II bike lane & signs on Castro Street from ECR to Yosemite/High School Way and raised median on Castro at Yosemite/High School.

Sponsor Department: Public Works
Category: Traffic, Parking and Transportation
Additional Annual O&M
Costs:
6-12
Table of Contents
Recommended Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? No
Funding Sources
Total 489$
Total 720$
Storm Drain Construction 101$
Gas Tax 388$
Project 25-31
2024/25 City Bridges and Culverts Structural Inspection and Repairs
Funding for construction/repairs of deficiencies of City- owned vehicular and pedestrian bridges, culverts, tunnels and observation decks identified through the inspections by City consultant and/or Caltrans.

Sponsor Department: Public Works
Category: Regulatory Requirements
Additional Annual O&M
Costs:
25-31
2024-25
Streets and Sidewalks
Additional Annual O&M
Costs:
25-32
Total 371$
Project 25-32
Cross Culvert Removal and Storm Drain Extension
This project proposes to remove cross culverts at one
intersection a year. Project scope includes removal of cross culverts, construction of new curb ramps, curb, gutter, roadway pavement and storm drainage.

Sponsor Department: Public Works
Shoreline Community 150$
Category:
2024-25
Construction/Conveyance Tax 221$
2024-25
Shoreline Community 720$
Project 25-33
Shoreline Landfill Master Plan Study Update
The scope of work includes a review of the existing landfill infrastructure (landfill cover systems, landfill gas and leachate collection and control systems, etc.), existing and anticipated future landfill regulations, regulatory permits, landfill plans and reports, landfill gas collection data, groundwater and surface water monitoring programs and
data, operation and maintenance records, and other
information as needed to identify funding requirements
and deficiencies.

Sponsor Department: Public Works
Category: Regulatory Requirements
Additional Annual O&M
Costs:
25-33
6-13
Table of Contents
Recommended Discretionary Projects
(in thousands of dollars)
Funding Sources
None Prevailing
Wage? No
Funding Sources
None Prevailing
Wage? No
Funding Sources
125$
Project 25-35
Shoreline Coastal Habitat Restoration, Planning and
Design
This project will restore tidal marsh and wetland habitats at Mountain View slough and at the lower reach of the
Permanente Creek.

Sponsor Department: Public Works
Category:

Shoreline Community 1,200$
Total 1,200$
2024-25
Regulatory Requirements
Additional Annual O&M
Costs:
25-35
Project 25-36
Watershed Management On-Call
This project will provide engineering support on various tasks related to watershed management. It includes storm drain system condition assessment, site specific preliminary study such as storm drain connection mapping at El Camino Real, and other engineering and design supports as needed.

Sponsor Department: Public Works
Category: Regulatory Requirements
Additional Annual O&M
Costs:
25-36
2024-25
Storm Drain Construction 125$
Total 250$
Shoreline Community
None Prevailing
Wage? No
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 120$ Total 120$
25-34
2024-25
Project 25-34
Park Impact Fee Nexus Study
This project request is to hire a consultant to conduct a nexus study of parks and recreation development impact
fees as outlined in the City’s 2023-2031 Housing Element, program 1.8. Park Land Ordinance Update.

Sponsor Department: Community Services
Category: Parks and Recreation
Additional Annual O&M
Costs:
6-14
Table of Contents
Recommended Discretionary Projects
(in thousands of dollars)
None Prevailing
Wage? Yes
Funding Sources
None Prevailing
Wage? Yes
Funding Sources
25-37
Project 25-37
Monta Loma Playground Renovations, Construction
The project request is for renovations to the public
playground at Monta Loma elementary. Construction will
be dependent on outcomes from design and public input
process with the community, but will likely include pour in place replacement, addition of a shade structure, and
potential replacement of the playground. Other elements may be built dependent on feedback from the community.

Sponsor Department: Community Services
Category: Parks and Recreation
Additional Annual O&M
Costs:
2024-25
Total 330$
CIP Reserve (including At Risk Lease Evaluation and Parking Lot Sublease) 330$ Total 1,800$
25-38
2024-25
1,800$
Project 25-38
Eagle Park Pool Improvements
Eagle Park Pool Improvements include a full deck
replacement, replastering of the pool, new pool lights, removal of the 3M diving board and relocation of the 1M diving board.

Sponsor Department: Community Services
Category: Parks and Recreation
Additional Annual O&M
Costs:

Parkland
6-15
Table of Contents
(in thousands of dollars)
Project No. Amendments to Existing Projects
Budget
Change
11-18 IT Comp Projects-Permit Tracking 300$
15-18 IT Computer Projects 100
17-18 IT Computer Projects 100
18-43 Shoreline Blvd Interim Bus Lane 5,000
19-43 Upgrades to the Irrigation Pump Station, Phase 1, Construction 2,160 19-45 San Antonio Area Sewer Improvements 3,910
19-49 Cross Culvert Removal and Storm Drain Extensions 710 20-41 Water/Sewer Replacement at 101, Construction -
20-47 Calderon Bike Lane, Mercy to ECR 21
20-99 Sustainability Projects 1,500
21-33 IT Infrastructure & Telecommuting Support 100
21-37 Active Transportation Improvements -
21-38 El Monte Ave Improvements, D&C 2,400
21-50 City Buildings Workspace Study and Modifications 1,010 21-54 Shoreline Sea Level Rise Study Update 250
22-01 Annual Street Maint (Middlefield Road Comp Str) 30 22-02 Concrete Sidewalk and Curb Repairs 717
22-15 Biennial Intersection Traffic Signal System-Major Repl and Upgrades - 22-29 ECR Bike/Ped Improvements, Construction (2,400)
22-33 MOC-Confined Space Trench, Design and Construction 500 22-34 City Hall, HVAC GHG Offset, Phase II 125
22-35 Stevens Creek Trail Bridge Over Central Ave and Evelyn Deck Repairs (1,212) 22-42 Middlefield and Moffett Sewer Replacement, Design & Construction 9,690 23-03 SB-1 Streets Project 3,080
23-41 Shoreline PVC Landfill Gas Header Replacement, Construction 2,010 23-44 SRPC Water Control Improvements, Construction 2,000 24-03 SB-1 Streets Project 3,500
24-31 Fire Station No. 3 Study, Design and Construction - 24-33 Civic Center Phase III 91
24-34 Generator Project, Planning and Implementation 1,000 24-38 Underground Utilities at 1020 Terra Bella 1,750
24-43 Creek Assessment and Erosion Repair, Construction 1,500 Total: Amendments to Existing Projects $39,942
Recommended FY 2024-25 Amendments to Existing Projects
6-16
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Construction/Conveyance Tx
Water (Includes Water Capacity Fees)
Wastewater (Includes Sewer Capacity Fees)
Shoreline Community
Development Services
Other
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Water (Includes Water Capacity Fees)
Wastewater (Includes Sewer Capacity Fees)
Solid Waste
Shoreline Community
Development Services
Other
Total
210$ 100$ 310$
885$
33$ -$ 33$
220$ 25$
33$ 25$ 58$
33$ 25$ 58$
Project 15-18
Information Technology Computer Projects
Add $100,000 to 4151801: Work Order Management
System.

Sponsor Department: Information Technology and Communication Category: Information Technology and Communication
Additional Annual
O&M Costs: None Prevailing Wage
Project?
2,058$ 100$ 2,158$
18$ -$ 18$
885$ -$
245$
245$
No
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
148$ 25$ 173$
25$ 270$
239$ 25$ 264$
270$ -$ 270$
300$ 2,608$
Project 11-18
Information Technology Computer Projects (Permit
Tracking)
Add $300,000 to 4111801: Permit Tracking.

Sponsor Department: Information Technology and Communication Category: Information Technology and Communication
Additional Annual
O&M Costs: None Prevailing Wage
Project? No
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
405$ 150$ 555$
1,327$ -$ 1,327$
300$ -$ 300$
2,308$
6-17
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Water (Includes Water Capacity Fees)
Wastewater (Includes Sewer Capacity Fees)
Solid Waste
Shoreline Community
Development Services
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Water (Includes Water Capacity Fees)
NBS Water Development Impact fees
Wastewater (Includes Sewer Capacity Fees)
NBS Wastewater Development Impact Fees
Shoreline Community
Shoreline 2018 A BOND
Other
Total
297$ 50$ 347$
47$ 25$ 72$
13$ -$ 13$
73$
50$ 25$ 75$
Public Works
73$ -$
33$ -$ 33$
570$ 100$ 670$
57$ -$ 57$
22,401$ 5,000$ 27,401$
Project 18-43
Shoreline Bus Lane and Utility Improvements
Amendment allocates additional funds to account for
increased construction expenses as well as swapping
of funding sources.

Sponsor Department:
436$
Project 17-18
Information Technology Computer Projects
Add $100,000 to 4171804: Audio-Visual/Web
Conferencing Equipment.

Sponsor Department: Information Technology and Communication Category: Information Technology and Communication
Additional Annual
O&M Costs: None Prevailing Wage
Project? No
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Category: Traffic, Parking and Transportation
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
2,358$ 269$ 2,627$
269$ (269)$ -$
737$ 7,414$ 8,151$
145$ -$ 145$
1,000$ 1,436$
3,414$ (3,414)$ -$
13,997$ -$ 13,997$
1,045$ -$ 1,045$
6-18
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Water (Includes Water Capacity Fees)
Shoreline Community
Other
Total
Funding Sources
Wastewater (Includes Sewer Capacity Fees)
Shoreline Community
Total
Funding Sources
Construction/Conveyance Tax
Storm Drain
Wastewater (Includes Sewer Capacity Fees)
Total
937$ -$ 937$
358$ 2,160$ 2,518$
127$ -$ 127$
605$ 2,160$ 2,765$
120$ -$ 120$
Project 19-49
Cross Culvert Removal and Storm Drain Extension
Project combines the funding from 24-30: Cross
Culvert and Storm Drain Extension to maximize
efficiencies in design and construction.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
375$ -$ 375$
320$ 710$ 1,030$
1,760$
Sponsor Department: Public Works
Category: Utilities
Additional Annual
O&M Costs:
1,050$ 710$
Project 19-43
Upgrades to the Irrigation Pump Station, Phase 1,
Construction
Amendment adds funding for construction phase and
updates the title.

None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
3,780$ 3,910$ 7,690$
355$ -$ 355$
2,843$ 3,910$ 6,753$
Project 19-45
San Antonio Area Sewer Improvements
Project combines the funding from 24-40:

Sondgroth/Showers Sewer Alignment to maximize
efficiencies in design and construction.

Sponsor Department: Public Works
Category: Utilities
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
6-19
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Water (Includes Water Capacity Fees)
NBS Water Development Impact fees
Wastewater (Includes Sewer Capacity Fees)
NBS Wastewater Development Impact Fees
Wastewater Debt Proceeds
Shoreline
Total
Funding Sources
Measure P GF Transportation
Measure B 2016 Sales Tax
Total
Funding Sources
General Non Operating Fund
Other
Total
4,913$ -$ 4,913$
8,140$ -$ 8,140$
312$ 1,500$ 1,812$
8,452$ 1,500$ 9,952$
Project 20-99
Sustainability Projects
Transfer $1,500,000 from Budget Contingency
Reserve to serve as matching funds for grant
applications as well as investments in sustainability
measures that will result in energy or cost savings.

Create a new subproject 4209905.

Sponsor Department: City Manager/CDD/PW
Category: Miscellaneous
Additional Annual
O&M Costs: None Prevailing Wage
Project? TBD
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
2,334$ -$ 2,334$
19,778$ -$ 19,778$
430$ 21$ 451$
140$ -$ 140$
Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
570$ 21$ 591$
Project 20-41
Water & Sewer Replacement 101 at Two Locations,
Construction
Amendment replaces a portion of NBS Wastewater
Development Impact Fee with Wastewater Funds.

Sponsor Department: Public Works
Category: Utilities
3,430$
769$ (755)$ 14$
5,675$ -$ 5,675$
3,412$ -$ 3,412$
Project 20-47
Calderon Bike Lane, Mercy to ECR
Amendment adds Measure B funding to correct
accounting in order to reconcile CIP closure.

Sponsor Department: Public Works
Category: Traffic, Parking and Transportation
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Additional Annual
O&M Costs: None
2,675$ 755$
6-20
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Water (Includes Water Capacity Fees)
Wastewater (Includes Sewer Capacity Fees)
Shoreline Community
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Measure B 2016 Sales Tax
Measure P GF Transportation Reserve
Other
Total
-$ 800$ 800$
100$ 665$
70$ 25$ 95$
565$
2,200$
600$ -$ 600$
800$ (800)$ -$
None Prevailing Wage
Project? Yes
2,200$ -$
2,000$
5,600$
Project 21-37
Active Transportation Improvements, Shoreline Blvd
Pathway (Wright-Villa), Construction
Amendment swaps Measure B funding for
Construction Conveyance Tax funds.

Sponsor Department: Public Works
Category: Traffic, Parking and Transportation
Additional Annual
O&M Costs:

FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
-$ 5,600$
305$ -$ 305$
Project 21-33
IT Infrastructure and Telecommuting Support
Amendment adds $100,000 to 4213301.

Sponsor Department: Information Technology and Communication 25$ 105$
Category: Information Technology and Communication
Additional Annual
O&M Costs: None Prevailing Wage
Project? No
2,000$ -$
55$ 25$ 80$
55$ 25$ 80$
80$
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
6-21
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Measure B 2016 Sales Tax
El Camino Public Benefits
Other
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Development Services
Total
Funding Sources
Shoreline Community
Total 490$ 250$ 740$
490$ 250$ 740$
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Project 21-54
Shoreline Sea Level Rise Study Update
Funding to provide additional funding to support the
sea level rise capital improvement program
management, engineering support, regional agencies
collaboration, monitoring, and preparation for the
upcoming sea level rise planning requirements from
the California Senate Bill 272.

Public Works
Category: Regulatory Requirements
Additional Annual
O&M Costs: None Prevailing Wage
Project? No
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Sponsor Department:

Project 21-50
City Buildings Workspace Study and Modifications
Amendment adds construction phase to project
scope for office area renovations in City Hall and
other buildings.

Sponsor Department:
1,560$ -$ 1,560$
260$ 1,010$ 1,270$
-$ 2,400$
130$ 1,630$ (1,500)$
Project 21-38
El Monte Ave Improvements, Design & Construction
Transfer OBAG funding from 22-29: El Camino Bike
and Pedestrian Improvements and swap Measure B
funding with El Camino Public Benefits.
2,400$ 4,030$
-$ 1,500$ 1,500$
400$ -$ 400$
2,220$ 1,010$ 3,230$
1,630$
None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
2,400$
Public Works
Category: Facilities
Additional Annual
O&M Costs:

Sponsor Department: Public Works
Category: Traffic, Parking and Transportation
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
6-22
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Construction/Conveyance Tax
Gas Tax
Measure B 2016 Sales Tax
Measure B 2010 Vehicle License Fee (VLF)
Measure P GF Transportation Reserve
Shoreline Community
Other - OBAG Grant
Total
Funding Sources
Construction/Conveyance Tax
Total
Funding Sources
Construction/Conveyance Tax
Other
Total
393$ 717$ 1,110$
-$ 348$ 348$
1,000$ -$ 1,000$
1,000$ (348)$ 652$
11$
393$ 717$ 1,110$
954$ 30$ 984$
144$ -$
Project 22-15
Biennial Intersection Traffic Signal System-Major
Repl and Upgrades
Appropriate 570 S Rengstorff Development Funds and
reduce construction conveyance tax funds.

Sponsor Department: Public Works
Category: Traffic, Parking and Transportation
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Project 22-02
Concrete Sidewalk and Curb Repairs
Project combines the funding from 23-02: Concrete
Sidewalk and Curb Repairs to maximize efficiencies in
design and construction.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual
O&M Costs: None Prevailing Wage
Project? yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
582$ -$
Project 22-01
Annual Street Maintenance, Middlefield Road
Complete Streets Project
Amendment adds funds from closed project for staff
time.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
87$ -$
30$
87$
-$ 2,406$ 2,406$
5,294$
-$
-$ 1,110$
582$
144$
5,324$
11$
1,110$
6-23
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Construction/Conveyance Tax
Measure P GF Transportation Reserve
Other - Measure B Grant
Other - OBAG Grant
Total
Funding Sources
Construction/Conveyance Tax
Water (Includes Water Capacity Fees)
Wastewater (Includes Sewer Capacity Fees)
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Other
Total
62$ 120$ 182$
50$ 125$ 175$
Project 22-33
MOC-Confined Space Trench, Design and
Construction
Amendment adds funding for the construction phase
and updates the title.

Project 22-29
El Camino Real Bike & Pedestrian (El Camino Real/El
Monte/Escuela Intersection) Improvements
Amendment decreases OBAG grant award funding to
transfer this funding to 21-38 (above).

Sponsor Department: Public Works
Category:

Project 22-34
City Hall HVAC GHG Offsets, Phase I & II
Additional funding for Phase II for additional tree
planting.
$125,000 for 4223402 for Community Services.

Sponsor Department: Public Works/Community Services
Category: Regulatory Requirements
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
600$
1,800$ -$
6,400$
600$ -$
533$ -$ 533$
126$
750$
1,083$ 125$ 1,208$
386$
62$
2,400$ (2,400)$ -$
8,800$
120$ 182$
260$
(2,400)$
250$ 500$
500$ -$ 500$
Sponsor Department: Public Works/Fire
Category: Miscellaneous
Additional Annual
O&M Costs: None Prevailing Wage
Project?
Traffic, Parking and Transportation
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
4,000$ -$ 4,000$
1,800$
Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
6-24
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Parkland
Total
Funding Sources
Wastewater (Includes Sewer Capacity Fees)
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Construction/Conveyance Tax
Senate Bill-1 Road Repair and Accountability Act
Total
1,212$ (1,212)$ -$
-$ 500$ 500$
Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
4,725$
10,440$
Project 23-03
SB-1 Streets Project
Project combines the funding from 22-03: SB-1
Streets Project to maximize efficiencies in design and
construction.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual
O&M Costs: None Prevailing Wage
Project?
9,690$ 10,440$
Project 22-42
Middlefield and Moffett Sewer Replacement, Design
& Construction
Amendment adds funding for the construction phase
and updates the title.

Sponsor Department: Public Works
Category: Utilities
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
750$ 9,690$
Project 22-35
Stevens Creek Trail Bridge Over Central Ave and
Evelyn Deck Repairs
Release CIP Reserve for New Discretionary in 2024-25
ECR/Castro project.

FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Sponsor Department:
3,638$
Public Works/Community Services
Category: Parks and Recreation
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
1,645$ 3,080$
-$ 3,638$
4,850$ (1,212)$ 3,638$
-$ 700$ 700$
1,645$ 1,880$ 3,525$
750$
6-25
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Shoreline Community
Total
Funding Sources
Shoreline Community
Total
Funding Sources
Senate Bill-1 Road Repair and Accountability Act
Other
Total
1,635$ -$ 1,635$
-$ 3,500$ 3,500$
1,635$ 3,500$ 5,135$
Project 24-03
SB-1 Streets Project
Amendment adds OBAG grant funding for Moffett
Complete Streets project.

Sponsor Department: Public Works
Category: Streets and Sidewalks
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
1,350$ 2,000$ 3,350$
1,350$ 2,000$ 3,350$
Project 23-44
SRPC Water Control Improvements, Construction
Amendment adds funding for the construction phase
and updates the title.

Sponsor Department: Public Works
Category: Utilities
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Project 23-41
Shoreline PVC Landfill Gas Header Replacement,
Construction
Amendment adds funding for the construction phase
and updates the title.

Sponsor Department: Public Works
Category: Utilities
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
450$ 2,010$ 2,460$
450$ 2,010$ 2,460$
6-26
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Total
1,000$ -$ 1,000$
1,000$ -$ 1,000$
Project 24-31
Fire Station No. 3 Study, Design and Construction
Amendment changes the title to add Construction.

No funding updates.

Sponsor Department: Public Works
Category: Facilities
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
275$ 1,000$ 1,275$
Sponsor Department: Public Works
Category: Facilities
275$ 1,000$
Additional Annual
O&M Costs: None
1,275$
FY 2024-25
Total Project
Funding
FY 2023-24
Total Project
Funding
Project 24-34
Generator Project, Planning and Implementation
Amendment adds funding for the implementation
phase and updates the title.

Prevailing Wage
Project? Yes
Project 24-33
Civic Center Phase III
Additional funding needed to complete refresh of
remaining staff areas of the Library that were not
updated in the 2018 remodel or subsequent building
projects.

Sponsor Department: Public Works
Category: Facilities
Increased Funding for
FY 2024-25
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
650$ 91$ 741$
650$ 91$ 741$
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
6-27
Table of Contents
Recommended Amendments to Existing Projects
(in thousands of dollars)
Funding Sources
Construction/Conveyance Tax
Citywide Public Benefit
Total
Funding Sources
CIP Reserve (including At Risk Lease Evaluation and
Parking Lot Sublease)
Storm Drain
Total
-$ 1,750$ 1,750$
1,000$ 1,750$ 2,750$
1,000$ -$ 1,000$
Project 24-38
Underground Utilities at 1020 Terra Bella
Amendment adds funding for the construction phase.

Sponsor Department: Public Works
Category: Utilities
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
Project 24-43
Creek Assessment and Erosion Repair, Construction
Amendment adds funding for the construction phase
and updates the title.

Sponsor Department: Public Works
Category: Regulatory Requirements
Additional Annual
O&M Costs: None Prevailing Wage
Project? Yes
FY 2023-24
Total Project
Funding
Increased Funding for
FY 2024-25
FY 2024-25
Total Project
Funding
200$ 1,500$ 1,700$
200$ -$ 200$
400$ 1,500$ 1,900$
6-28
Table of Contents

MISCELLANEOUS

INFORMATION
Table of Contents
7-1

TABLE OF CONTENTS

7. MISCELLANEOUS INFORMATION
Regular Full-T ime and Part-Time Position Allocation ........................................................... 7-2 Funding of Nonprofit Agencies .............................................................................................. 7-4 Funding of the Council Neighborhoods Committees ............................................................. 7-6 Citywide Memberships........................................................................................................... 7-7 Recommended Non-Discretionary On-Going Changes .......................................................... 7-8 Recommended Discretionary On-Going Changes ............................................................... 7-17 Recommended Limited-Period Expenditures ..................................................................... 7-26 Recommended Capital Outlay............................................................................................. 7-49 Recommended Equipment Replacement .......................................................................... 7-52 Recommended Fee Modifications ...................................................................................... 7-54 Comparison of FY 23-24 and FY 24-25 Recommended Utility Rates ................................... 7-80 Calculation of Appropriations Limit ..................................................................................... 7-85 Debt Administration ............................................................................................................ 7-86 Annual Debt Service Payment Schedule to Maturity ........................................................... 7-88 Annual Debt Service Payments by Entity ............................................................................. 7-89 Budget Preparation and Review Process ............................................................................ 7-90 Financial and Budgetary Policy ............................................................................................ 7-92 Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM. CHANGE

GENERAL OPERATING FUND
CITY ATTORNEY 10.00 11.00 11.00
CITY CLERK 5.00 5.00 5.00
CITY COUNCIL 7.00 7.00 7.00
CITY MANAGER 17.00 19.00 19.00
COMMUNITY DEVELOPMENT 7.00 4.65 4.65
COMMUNITY SERVICES 74.30 77.15 77.80 +0.65 (a)
FINANCE AND ADMINISTRATIVE SERVICES 35.20 35.50 35.50
FIRE 76.60 78.60 81.60 +3.00 (b)

0.00 1.85 1.85
HUMAN RESOURCES 10.00 11.00 11.00
INFORMATION TECHNOLOGY 22.40 23.60 23.60
LIBRARY 31.75 32.25 32.25
POLICE 142.50 143.50 144.50 +1.00 (c)
PUBLIC WORKS 46.77 47.52 47.57 +0.05 (d)
485.52 497.62 502.32 4.70

OTHER FUNDS

COMMUNITY DEVELOPMENT
DEVELOPMENT SERVICES 40.90 42.50 42.50
BELOW-MARKET-RATE HOUSING 2.20 0.00 0.00
HOUSING IMPACT FEE 1.10 0.00 0.00
CSFRA/RENTAL HOUSING COMMITTEE 6.00 0.00 0.00
MHRSO/RENTAL HOUSING COMMITTEE 1.00 0.00 0.00
PARKING DISTRICT 0.65 0.65 0.65
COMMUNITY DEVELOPMENT BLOCK GRANT 0.45 0.00 0.00
SHORELINE REGIONAL PARK COMMUNITY 1.70 1.70 1.70

COMMUNITY SERVICES
SHORELINE GOLF/MICHAELS RESTAURANT 0.30 0.30 0.30
SHORELINE REGIONAL PARK COMMUNITY 18.65 18.80 21.15 +2.35 (a)

FINANCE AND ADMIN SRVCS
WATER 2.30 2.50 2.50
FIRE
DEVELOPMENT SERVICES 3.00 3.00 3.00
WASTEWATER 6.90 7.40 7.40

HOUSING
BELOW-MARKET-RATE HOUSING 0.00 3.10 3.60 +0.50 (e)
HOUSING IMPACT FEE 0.00 2.00 2.00
GENERAL HOUSING 0.00 0.00 0.40 +0.40 (e)
CSFRA/RENTAL HOUSING COMMITTEE 0.00 6.00 7.00 +1.00 (e) MHRSO/RENTAL HOUSING COMMITTEE 0.00 1.00 1.00
COMMUNITY DEVELOPMENT BLOCK GRANT 0.00 0.55 0.55
SHORELINE REGIONAL PARK COMMUNITY 0.00 0.00 0.10 +0.10 (e)

INFORMATION TECHNOLOGY
WATER 1.60 1.40 1.40
POLICE
WASTEWATER 1.00 0.00 0.00

PUBLIC WORKS
DEVELOPMENT SERVICES 16.85 16.85 16.85
SHORELINE REGIONAL PARK COMMUNITY 5.38 5.63 6.58 +0.95 (d) WATER 35.80 35.80 35.80
WASTEWATER 15.60 15.60 15.60
SOLID WASTE MANAGEMENT 16.10 16.10 16.10
EQUIPMENT MAINTENANCE 9.50 9.50 9.50
186.98 190.38 195.68 5.30
TOTAL REGULAR POSITIONS 672.50 688.00 698.00 10.00
Total Limited-Period Positions 13.25 10.00 11.50 (f) +1.50 NET FUNDED POSITIONS 685.75 698.00 709.50
CHANGE FROM PRIOR FISCAL YEAR 23.50 12.25 11.50

HOUSING
Regular Full-Time and Part-Time Position Allocation
7-2
Table of Contents
Re
gular Full-Time and Part-Time Position Allocation
(Continued)
7-3
N
otes:
a. Includes the addition of three Parks and Open Space Worker I/II’s. b. Includes the addition of three Fire Captains.
c. Includes the addition of one IT Analyst I/II.
d. Includes the addition of one Senior Civil Engineer.
e. Includes the addition of one Senior Management Analyst, and the midyear addition of one Housing Officer.
f. Includes:

City Manager’s Office: Continuation of one Management Fellow and one Website Coordinator. Also includes one Analyst I/II funded by the Sustainability CIP.

Community Services Department: One new Senior Stagehand.

Finance and Administrative Services Department: Continuation of one Financial Analyst I/II and one new Senior Management Analyst.

Human Resources Department: Continuation of one Administrative Assistant and one Human Resources Technician.

Information Technology Department: One new IT Analyst I/II.

Library Department: Continuation of one Lead Security Services Guard and a new 0.5 FTE Library Assistant I/II.

Public Works Department: Continuation of one Facilities Maintenance Worker I/II.

Table of Contents
2023-24 2024-25
AGENCY Adopted Recom.

General Fund Funded
Community School of Music & Arts 25,000 25,000
CSA – Senior Nutrition Program 38,029 38,029
Day Worker Center of Mountain View - Education Skills Training & Job Placement 40,000 40,000 (a)
Day Worker Center of Mountain View - Healthy Meals Program 40,000 40,000 Healthier Kids Foundation – Vision Screening 11,245 11,245 Junior Achievement of Northern California 8,000 8,000
Parents Helping Parents, Inc. – Support Services
for Households with Disabled Children 8,250 8,250
South County Community Health Center, Ravenswood
Family Health Network 22,500 22,500
The Health Trust's Meals on Wheels Program 43,200 43,200 United Way of the Bay Area 5,000 (b) 5,000 (b)
YWCA Domestic Violence Dept/Maitri 42,500 (b) 42,500 (a) General Fund Total $ 283,724 283,724
CDBG and General Fund Funded
CSA – Homelessness Prevention/Homeless Services 42,742 42,742 (c) CSA – Senior Services Program 27,300 27,300 (c)
LifeMoves – Homeless Prevention Services 35,000 (c) 35,000 (c) Next Door Solutions to Domestic Violence 15,000 15,000 (c) Senior Adults Legal Assistance 16,500 16,500 (c)
Silicon Valley Independent Living Center (SVILC) –
Housing-Related Assistance for the Disabled 10,127 10,127 (c) Vista – Support Services for Blind & Visually
Impaired Persons 30,000 30,000 (c)
CDBG and General Fund Total $ 176,669 176,669
(c) Includes General Fund limited-period funding.

Funding of Nonprofit Agencies
FISCAL YEAR 2024-25
(a) Includes funding from FY23-24.
(b) Includes funding from General Housing (Boomerang) Fund. 7-4
Table of Contents
2023-24 2024-25
AGENCY Adopted Recom.

Other Nonprofit Agencies - not requested by an agency during CDBG Public Hearing Community Health Awareness Council $ 135,700 139,000
Community School of Music & Arts
Art4Schools 52,259 52,259
Music4Schools 24,800 24,800
Housing Trust Silicon Valley 150,000 (d) 150,000 (d)
Police Activities League (MVPAL) 5,000 5,000
Project Sentinel – Fair Housing Services 25,000 25,000
Project Sentinel – Mediation Program 91,944 91,944
Silicon Valley @ Home 2,500 (d) 2,500 (d)
Youth Sports Fee Waiver 2,000 2,000
Total Other Nonprofit Funding $ 489,203 492,503
(d) Funded by the Below-Market-Rate Housing Fund.
(Continued)
Funding of Nonprofit Agencies
FISCAL YEAR 2024-25
7-5
Table of Contents
2023-24 2024-25
COMMUNITY ACTION TEAM A dopted R ecom.

Blossom Valley Neighborhood Association 1,333$ 1,312$
CalTega - 3,379
Community Action Team 3,333 3,281
Cooper Park Neighborhood Association 1,333 1,969
Cuesta Park Neighborhood Association 3,333 3,281
Dutch Haven Neighborhood Association 1,333 1,312
Gemello Neighborhood Association 1,467 1,969
Greater San Antonio Community Association 1,600 -
Grupo de Embajadores de Mountain View - 2,067
Hedgerow Group 1,200 1,312
Martens Carmelita Neighborhood Association - 1,312
Monta Loma Neighborhood Association 2,667 2,625
Moorpark Mobile Homes 1,467 1,312
North Whisman Neighborhood Association 2,000 1,969
Old Mountain View Neighborhood Association 3,333 3,281 Rex Manor Neighborhood Association 2,000 1,969
Santiago Villa Neighborhood Association 1,333 1,312
Sahara Mobile Village Neighborhood Association 1,377
Shoreline West Association of Neighbors 3,333 3,281
Slater Neighborhood Association 3,150
Springer Meadows Neighborhood Association 1,333 1,312
Springer Tree Neighborhood Association 1,467 1,312
Sunset Estates Mobilehome Owners Association 1,467 1,312 Varsity Park Neighborhood Association 2,000 1,969
Wagon Wheel Neighborhood Association 2,667 2,625
40,000$ 50,000$
FISCAL YEAR 2024-25
Funding of the Council Neighborhoods Committees (CNC)
Neighborhood Grant Program
The funding process includes an application where staff reviews the grant application submittals to determine if the applicants and proposed activites meet the eligibility requirements. Funding levels are determines on tiers and each tier is based on the population in the area. All the groupsmentioned above have submitted a grant application requesting fundsfor a variety of activities designed to bring the communitytogether. At the CNC meeeting on April 17, 2024the Committed recommended thesegroups for funding and asked staff to work with a budget of $50,000. The process will be reviewed and options provided to the CNC Committee at the end of 2024 for future funding cycles. 7-6
Table of Contents
FISCAL YEAR 2024-25
Citywide Memberships
7-7

B
udget Responsible
MEMBERSHIP Amount Department
Sis
ter City Membership $ 480 City Clerk
Association of Bay Area Governments (ABAG) 23,800 CMO
Local Agency Formation Commission (LAFCO) 20,000 CMO
League of California Cities (LCC) Peninsula Division 315 CMO League of California Cities 26,000 CMO
Mayor’s Innovation 2,700 CMO
Mountain View Chamber of Commerce 1,050 CMO
National League of Cities 8,000 CMO
Santa Clara County Cities Association 22,500 CMO
Sustainable Silicon Valley 1,500 CMO
Joint Venture Silicon Valley 20,000(a) CDD
Silicon Valley Library System 8,950 Library
Pacific Library Partnership 11,011 Library
Bay Area Water Supply & Conservation
Agency (BAWSCA) 320,600(b) PWD
Congestion Management Agency 160,400 PWD
Cal Urban Water Conservation Council 3,200(b) PWD
Transportation Management Association 55,000(a) PWD
Friends of Caltrain – Education Services Only 5,000 PWD (a
) Includes Shoreline Regional Park Community funding of $5,000 for Joint Venture Silicon Valley and $27,500 for Transportation Management Association. (b) Funded from the Water Fund.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
General Operating Fund
7 -8
Original
A
mount Change
Recom.

Budget
COMMUNITY SERVICES DEPARTMENT:

Utility Cost Increase: $ 1,192,000 $ 28,500 $ 1,220,500 Provides increased funding for electricity, water,
supplies, and materials for new parks and
amenities.

Janitorial Services $ 484,000 $ 49,700 $ 533,700 Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.

Recreation Class and Programs $
421,300 $ 86,000 $ 507,300
Provides increased funding for contracts related to
Youth Sports, Youth and Adult classes, and
Peninsula Youth Theatre programs. The total
increase of $629,000 is offset by $543,000 in
anticipated new revenue.

Landscaping Services $
315,600 $ 40,000 $ 355,600
Provides increased funding for contract services to
maintain roadway landscaping.

Community Services Department Total $ 2,412,900 $ 204,200 $ 2,617,100

FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT:

Copier Lease and Maintenance $ 74,000 $ 25,000 $ 99,000 Provides increased funding for the leasing and
maintenance of copiers Citywide.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
General Operating Fund
(Continued)
7-9
Original
Amount Change
Recom.

Budget
Software Licensing Fee
$ - $ 35,000 $ 35,000
Provides new funding for the software licensing
fee for OpenGov.

Finance and Administrative Services Department
Total $ 74,000 $ 60,000 $ 134,000
HUMAN RESOURCES DEPARTMENT:

Professional Development
$ 300,400 $ 75,000 $ 375,400
Provides increased funding related to tuition and
professional development reimbursement of City
employees.

Applicant Tracking System
$ 20,000 $ 12,500 $ 32,500
Provides increased funding to continue the
implementation of the new applicant tracking and
onboarding system.

Human Resources Department Total $ 320,400 $ 87,500 $ 407,900 INFORMATION TECHNOLOGY DEPARTMENT:

Information Technology Services, Licenses, and
Software Renewals
$ 91,300 $ 239,800 $ 331,100
Provides new and increased funding for the annual
services, licenses and software renewals for Arctic
Wolf, SmartNet, and various other software
licenses.

Information Technology Department Total $
91,300 $ 239,800 $ 331,100
Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
General Operating Fund
(Continued)
7-10
Original
Amount Change
Recom.

Budget
POLICE DEPARTMENT:

Silicon Valley Animal Control Authority (SVACA)
Contract
$ 515,700 $ 18,100 $ 533,800
Provides increased funding for cost increases
related to the animal services contract with
SVACA.

Crossing Guard Services
$ 389,500 $ 41,400 $ 430,900
Provides increased funding for crossing guard
contract services for Mountain View schools.

Body Cameras and Tasers
$ 87,500 $ 320,000 $ 407,500
Provides increased funding for the vendor
agreement for Officer-worn body cameras, Tasers,
and video storage of body camera footage. The
increased cost includes upgraded software and
additional storage for video.

Fingerprinting Services
$ 75,000
$ 25,000 $ 100,000
Provides increased funding for Cal ID, a Santa Clara
County program that provides fingerprinting
comparison and identification services.

Police Department Total $ 1,067,700 $ 404,500 $ 1,472,200

PUBLIC WORKS DEPARTMENT
Gas and Electricity Cost Increase
$ 2,261,100 $ 557,000 $ 2,818,100
Provides increased funding for higher gas and
electricity costs.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
General Operating Fund
(Continued)
7-11
Original
Amount Change
Recom.

Budget
Janitorial Services
$ 190,100 $ 30,700 $ 220,800
Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.

Public Works Department Total $ 2,451,200 $ 587,700 $ 3,038,900 Total Non-Discretionary On-Going for General
Operating Fund $ 6,417,500 $ 1,583,700 $ 8,001,200 Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
Other Funds
7 -12
Original
A
mount Change
Recom.

Budget
NON-DEPARTMENT:

Downtown Benefit Assessment Discticts:

Downtown Business Association $ 44,000 $ 8,000 $ 52,000 Provides increased funding to track Downtown
Business Association (DBA) fees collected and
dispersed by the City.

Transportation Reserve:

Community Shuttle $ 546,700 $ 2,953,300 $ 3,500,000 Provides increased funding for expanded shuttle
operations. The total cost is offset by a
contribution from Google and VTA-Measure B
funds.

Non-Department Total $
590,700 $ 2,961,300 $ 3,552,000
COMMUNITY SERVICES DEPARTMENT:

Shoreline Golf Links Fund:

Net Operating Changes (offset by $39,000
increased revenue): $ 2,511,400 $ 192,500 $ 2,703,900 Provides increased funding for personnel-related
costs ($99,400), other operating costs ($53,400),
materials and supplies ($24,900), contracts
($13,300), and utilities ($1,700), offset by
reductions to incentive management fee ($200).

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
Other Funds
(Continued)
7-13
Original
Amount Change
Recom.

Budget
Shoreline Regional Park Community Fund:

Lawncare Services $ 38,900 $ 32,000 $ 70,900 Provides increased funding for lawncare services at
Sh
oreline.

Landscaping Services $ 53,100 $ 10,000 $ 63,100 Provides increased funding for contract services to
maintain roadway landscaping.

Janitorial Services $ 53,700 $ 3,700 $ 57,400 Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.

Shoreline Restaurant Fund:

Net Operating Changes (offset by $288,800
reduction in revenue): $ 1,674,500 $ (206,600) $ 1,467,900 Provides increased funding for materials and
supplies ($6,500), offset by reductions to
personnel-related costs ($124,500), other
operating costs ($80,400), contracts ($7,000), and
utilities ($1,200).

Community Services Department Total $
4,331,600 $ 31,600 $ 4,363,200
Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
Other Funds
(Continued)
7-14
Original
Amount Change
Recom.

Budget

FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT:

General Liability Insurance Fund:

Insurance Premiums $ 3,745,400 $ 1,124,600 $ 4,870,000 Provides increased funding for cost increases
related to the City’s excess liability insurance and
property insurance programs.

Unemployment Self-Insurance Fund:

Claims $ 125,000 $ (100,000) $ 25,000
Reduce funding for claims related to the City's
unemployment costs.

Water Fund:

Merchant Services $ 438,000 $ 172,000 $ 610,000 Provides increased funding for fees related to
credit card merchant services, Paymentus.

Workers' Compensation Self-Insurance Fund:

Insurance Premiums $ 2,162,000 $ 1,814,000 $ 3,976,000 Provides increased funding for cost increases
related to the City's workers' compensation
insurance premium program.

Finance and Adminstrative Services Department
Total $ 6,470,400 $ 3,010,600 $ 9,481,000
Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
Other Funds
(Continued)
7-15
Original
Amount Change
Recom.

Budget
FIRE DEPARTMENT:

Wastewater Fund:

Silicon Valley Urban Runoff Pollution Prevention
Program (SCVURPPP) $ 221,400 $ 6,800 $ 228,200 Provides increased funding for the City’s portion of
the Silicon Valley Urban Runoff Pollution
Prevention Program annual budget.

Fire Department Total $ 221,400 $ 6,800 $ 228,200

PUBLIC WORKS DEPARTMENT
Shoreline Regional Park Community Fund:

Gas and Electricity Cost Increase $ 72,000 $ 17,000 $ 89,000 Provides increased funding for higher gas and
electricity costs.

Solid Waste Fund:

Household Hazardous Waste County Program $ 40,000 $ 68,000 $ 108,000 Provides increased funding to continue
participation in the County's Household Hazardous
Waste Program.

Gas and Electricity Cost Increase $ 94,000 $ 23,000 $ 117,000 Provides increased funding for higher gas and
electricity costs.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

NON-DISCRETIONARY
Other Funds
(Continued)
7-16
Original
Amount Change
Recom.

Budget
Wastewater Fund:

Gas and Electricity Cost Increase $ 146,900 $ 37,000 $ 183,900 Provides increased funding for higher gas and
e
lectricity costs.

Water Fund:

Gas and Electricity Cost Increase $ 213,400 $ 24,000 $ 237,400 Provides increased funding for higher gas and
e
lectricity costs.

Public Works Department Total $ 566,300 $ 169,000 $ 735,300 Total Non-Discretionary On-Going for Other Funds $ 12,180,400 $ 6,179,300 $18,359,700 Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
General Operating Fund
7 -17
Original
A
mount Change
Recom.

Budget
CITY CLERK'S OFFICE:

Reclassification of Assistant City Clerk from
Professional to Management $ 228,400 $ 18,300 $ 246,700 Provides funding to reclassify the Assistant City Clerk position from a Professional classification to
Management.

City Clerk's Office Total $ 228,400 $ 18,300 $ 246,700 CITY MANAGER'S OFFICE:

Multicultural Engagement Program Support $ - $ 25,000 $ 25,000 Provides new funding for the Multicultural
Engagement Program’s supplies and services budget
to support community education, outreach, and
engagement activities.

Non-Profit Funding $
135,700 $ 3,000 $ 138,700
Provides increased funding to support local non-
profit agencies.

City Manager's Office Total $ 135,700 $ 28,000 $ 163,700 COMMUNITY SERVICES DEPARTMENT:

Parks and Open Space Worker I/II Position (0.65 FTE) $ - $ 39,300 $ 39,300 Provides funding for three Parks and Open Space
Worker I/II positions. These positions will provide
additional assistance related to City Parks outside of
Shoreline. The remaining 2.35 FTE is funded from
the Shoreline Regional Park Community Fund.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
General Operating Fund
(Continued)
7-18
Original
Amount Change
Recom.

Budget
Community Services Department Total $ - $ 39,300 $ 39,300

FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT:

Reclassification of a Principal Financial Analyst to
Finance Manager $ 267,600 $ 29,300 $ 296,900 Provides funding to reclassify one Principal Financial
Analyst to a Finance Manager for Budget.

Finance and Administrative Services Department Total $ 267,600 $ 29,300 $ 296,900 FIRE DEPARTMENT:

Fire Captain Positions (3.0 FTE) $ - $ 1,197,600 $ 1,197,600 Provides funding for three Fire Captain Positions.

The Fire Captains will provide supervision, rescue
training, and leadership to personnel at Fire Station

1. Reclassification of three Firefighter/Paramedics to
Fire Engineer/Paramedics $ 1,056,900 $ 89,700 $ 1,146,600 Provides funding to reclassify three
Firefighter/Paramedic positions to Fire
Engineer/Paramedic positions. The Fire
Engineer/Paramedics will operate the emergency
apparatus and provide advanced life support during
emergency responses at Fire Station 1.

Health Services $
- $ 44,200 $ 44,200
Provides new funding for early cancer screening
services.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
General Operating Fund
(Continued)
7-19
Original
Amount Change
Recom.

Budget
Contract Services $ 5,000 $ 10,000 $ 15,000 Provides increased funding for annual maintenance
of the emergency alert system.

Fire Department Total $ 1,061,900 $ 1,341,500 $ 2,403,400 HOUSING DEPARTMENT:

Neighborhood Grant Program $ 40,000 $ 10,000 $ 50,000 Provides additional funding for the Council
Neighborhoods Committees (CNC) Neighborhood
Grant Program.

Housing Department Total $ 40,000 $ 10,000 $ 50,000 HUMAN RESOURCES DEPARTMENT:

Reclassification of Human Resources Analyst I/II to
Senior Human Resources Analyst $ 227,700 $ 19,000 $ 246,700 Provides funding to reclassify one Human Resources
Analyst I/II position to a Senior Human Resources
Analyst. This position will assist with staff
supervision and distribution of program
management.

Contract Services $
10,000 $ 15,000 $ 25,000
Provides increased funding for membership to Bay
Area Employee Relations Service (BAERS). The
service provides a database to assist the department
with salary surveys and reclassification studies.

Human Resources Department Total $
237,700 $ 34,000 $ 271,700
Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
General Operating Fund
(Continued)
7-20
Original
Amount Change
Recom.

Budget
INFORMATION TECHNOLOGY DEPARTMENT:

Software Subscription $ - $ 15,000 $ 15,000 Provides new funding for Envisio software to
manage Council goals for the City Manager's Office.

Information Technology Department Total $ - $ 15,000 $ 15,000 LIBRARY DEPARTMENT:

Library Services $ - $ 40,000 $ 40,000
Provides new funding for Customized Library
Services (CLS) to develop operational strategies and
tools to improve the customer experience at the
Library.

Subscription Services $
- $ 25,100 $ 25,100
Provides new funding for subscriptions to LinkedIn
and Coursera to provide Library customers with
resources to expand their knowledge.

Library Department Total $ - $ 65,100 $ 65,100 POLICE DEPARTMENT:

IT Analyst I/II (1.0 FTE) $ - $ 247,500 $ 247,500 Provides funding for an IT Analyst I/II position. This
position will implement, maintain, and support
various systems and programs for the department.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
General Operating Fund
(Continued)
7-21
Original
Amount Change
Recom.

Budget
Health Software $ - $ 20,000 $ 20,000
Provides new funding for subscription to Cordico, an
application that provides police officers with mental
health education and resources.

Software Subscription $ - $ 8,100 $ 8,100 Provides new funding for Nighthawk software, which
assists the Police Department in solving cases.

Police Department Total $ - $ 275,600 $ 275,600

PUBLIC WORKS DEPARTMENT
Janitorial Services $ 1,807,700 $ 20,000 $ 1,827,700 Provides increased funding for additional janitorial
services for City facilities due to cost increase
associated with the new janitorial services contract.

Reallocation of a Facilities Contract Coordinator
P
osition (1.0 FTE) $ 212,700 $ 11,200 $ 223,900 Reallocates funding for a Facilities Contract
Coordinator position from the Public Services
Division to the Engineering Division in the Public
Works Department. Funding is split between General
Operating Fund and Shoreline Regional Park
Community Fund.

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
General Operating Fund
(Continued)
7-22
Original
Amount Change
Recom.

Budget
Reallocation of Property Management Services $ 30,000 $ (30,000) $ - Reallocates funding for property management
services from the Public Works Department General
Operating Fund to Non-Department Property
Management Reserve. The service assists with the
leasing and rent revenue associated with the City's
residential properties.

Public Works Department Total
$ 2,050,400 $ 1,200 $ 2,051,600
Total Discretionary On-Going for General Operating
Fund $ 4,021,700 $ 1,857,300 $ 5,879,000
Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
Other Funds
7 -23
Original
A
mount Change
Recom.

Budget
NON-DEPARTMENT:

Property Management Reserve: $ - $ 100,000 $ 100,000 Provides increased funding for the annual cost of
continuing property management services.

Non-Department Total $ - $ 100,000 $ 100,000 COMMUNITY DEVELOPMENT DEPARTMENT:

Development Services Fund:

Building Inspection Services $ 1,340,000 $ 1,060,000 $ 2,400,000 Provides increased funding for contract services
related to building and fire plan checks and
inspections.

Reclassification of Fire Protection Engineer to
Principal Fire Protection Engineer $ 304,100 $ 13,100 $ 317,200 Provides funding to reclassify one Fire Protection
Engineer position to Principal Fire Protection
Engineer. This position is located in the Community
Development Department but budgeted in the Fire
Department.

Reclassification of Building Inspector II to Senior
Building Inspector $ 237,900 $ 19,800 $ 257,700 Provides funding to reclassify one Building Inspector
II position to Senior Building Inspector.

Community Development Department Total $ 1,882,000 $ 1,092,900 $ 2,974,900 Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
Other Funds
(Continued)
7-24
Original
Amount Change
Recom.

Budget
COMMUNITY SERVICES DEPARTMENT:

Shoreline Regional Park Community Fund:

Parks and Open Space Worker I/II Position (2.35 FTE) $ - $ 368,300 $ 368,300 Provides funding for three Parks and Open Space
Worker I/II positions. These positions will provide
additional assistance related to Shoreline. The
remaining 0.65 FTE is funded from the General
Operating Fund.

Community Services Department Total $
- $ 368,300 $ 368,300

FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT:

Shoreline Regional Park Community Fund:

Consultant Services $ 30,000 $ 70,000 $ 100,000 Provides funding for consultant services to assist
with financial analysis related to the Shoreline
Regional Park Community.

Finance and Administrative Services Department Total $ 30,000 $ 70,000 $ 100,000 HOUSING DEPARTMENT:

CSFRA/Rental Housing Committee (RHC) Fund:

Table of Contents
FI
SCAL YEAR 2024-25
Recommended On-Going Changes

DISCRETIONARY
Other Funds
(Continued)
7-25
Original
Amount Change
Recom.

Budget
Housing Department Total $ - $ 247,500 $ 247,500

PUBLIC WORKS DEPARTMENT
Equipment Maintenance and Replacement Fund:

Parts and Supplies for Fleet Section $ 227,800 $ 80,000 $ 307,800 Provides increased funding for parts and supplies in
the Fleet Section due to increased cost of materials.

Shoreline Regional Park Community Fund:

Senior Civil Engineer (1.0 FTE) ($237,800 offset by
charges to CIPs) $ - $ 60,000 $ 60,000
Provides funding for a Senior Civil Engineer position.

This position will manage capital improvement
projects relating to flood control management and
sea level rise.

Reallocation of a Facilities Contract Coordinator
P
osition (1.0 FTE) $ 11,200 $ (11,200) $ - Reallocates funding for a Facilities Contract
Coordinator position from the Public Services
Division to the Engineering Division in the Public
Works Department. Funding is split between General
Operating Fund and Shoreline Regional Park
Community Fund.

Public Works Department Total
$ 239,000 $ 128,800 $ 367,800
Total Non-Discretionary On-Going for Other Funds $ 2,151,000 $ 2,007,500 $ 4,158,500 Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
7-26
Original
Amount* Change
Recom.

Budget
NON-DEPARTMENT:

Community Services Agency Capital Funding $ - $ 1,000,000 $ 1,000,000 Provides funding for second year of Community
Services Agency (CSA) Capital Agreement. CSA
provides essential assistance to Mountain View
residents such as financial assistance for rent and
utilities and homeless services.
888 Villa Lease $ - $ 482,000 $ 482,000
Provides funding for the annual property lease for
additional office space for City staff.

Non-Department Total $ - $ 1,482,000 $ 1,482,000
COMMUNITY DEVELOPMENT DEPARTMENT:

Small Business Grant Programs $ - $ 275,000 $ 275,000 Provides funding for the City's Small Business Grant
Programs.

Housing Element and Advance Planning $ - $ 250,000 $ 250,000 Provides funding for contract services to fund land
use planning and code implementation that will
support successful development in the Downtown.

Economic Vitality Services $ - $ 100,000 $ 100,000 Provides funding for contract services to support the
implementation of the Economic Vitality Strategy.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-27
Original
Amount Change
Recom.

Budget
Retail Analysis Services $ - $ 95,000 $ 95,000
Provides funding for contract services for retail
consulting to work with business operators to fill
vacant building spaces ($75,000) and to provide
storefront window design services ($25,000).

Subscription Services $ - $ 5,700 $ 5,700
Provides funding for a commercial real estate
subscription license to research vacancy, tenant, and
real estate news.

Community Development Department Total $ - $ 725,700 $ 725,700 CITY CLERK'S OFFICE:

General Municipal Election Services $ - $ 323,700 $ 323,700 Provides funding for costs related to the General
Municipal Election.

Advertising Services $ - $ 10,000 $ 10,000
Provides funding for legal publication costs related
to the General Municipal Election.

City Clerk's Office Total $ - $ 333,700 $ 333,700 CITY MANAGER'S OFFICE:

Safe Parking Program $ - $ 700,000 $ 700,000 Provides funding to continue and expand the Safe
Parking Program in support of the Council’s
Community for All strategic priority.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-28
Original
Amount Change
Recom.

Budget
Downtown Revitalization Consultation $ - $ 300,000 $ 300,000 Provides funding for contract services for downtown
strategy consulting and to create a communications
and branding plan to further establish Mountain
View’s Downtown as a unique and compelling
destination and attract development and visitors to
the Downtown.

Federal and State Legislative Advocacy $ - $ 270,000 $ 270,000 Provides funding to continue to engage the services
of a legislative advocacy consultant to support the
City’s legislative priorities at the State and Federal
level. This includes assistance with legislative
tracking and updates, analysis, development of a
legislative strategy and advocacy plan, and
assistance with establishing interagency
relationships, regional advocacy, and stakeholder
engagement.

Website Coordinator Position (1.0 FTE) $ - $ 246,700 $ 246,700 Provides continued funding for a Website
Coordinator position.

Continuous Improvement Services $ - $ 200,000 $ 200,000 Provides funding for consulting services related to
continuous organizational improvements.

Management Fellow Position (1.0 FTE) $ - $ 191,900 $ 191,900 Provides funding for a Management Fellow position.

The objective of this position is to provide increased
workload capacity and an increased level of analysis
for important department and Citywide projects.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-29
Original
Amount Change
Recom.

Budget
Homelessness Response Funding $ - $ 125,000 $ 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.

Homelessness Response Consulting $ - $ 75,000 $ 75,000 Provides funding for consulting services to evaluate
and communicate the City's homelessness programs.

Community Services Agency Case Management $ - $ 60,000 $ 60,000 Provides funding for case management of the
Community Services Agency (CSA) contract.

Non-Profit Funding $ - $ 60,000 $ 60,000
Provides funding to non-profit organizations to
support community activities.

Training, Conference, and Travel $ - $ 46,000 $ 46,000 Provides funding for training, conference,
registrations and related travel.

Race, Equity, and Inclusion Plan Implementation $ - $ 30,000 $ 30,000 Provides funding for the implementation of the
City’s Race, Equity, and Inclusion (REI)Action plan.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-30
Original
Amount Change
Recom.

Budget
Language Access and Multicultural Engagement
Policy Implementation $ - $ 25,000 $ 25,000
Provides funding for the implementation of the
forthcoming Citywide Language Access and
Multicultural Engagement Policy.

City Manager's Office Total $ - $ 2,329,600 $ 2,329,600 COMMUNITY SERVICES DEPARTMENT:

Senior Stagehand Position (1.0 FTE) $ - $ 146,400 $ 146,400 Provides funding for a Senior Stagehand position.

This position will support the Performing Arts
Division and operations of the Mountain View
Center for the Performing Arts (MVCPA).

Outreach and Education Services $ - $ 100,000 $ 100,000 Provides funding for outreach and education
programs to support the City's urban forest
preservation and enhancement.

Community Events $ - $ 100,000 $ 100,000
Provides funding for special events such as the
Multicultural Festival, Monster Bash, Tree Lighting,
and Concerts on the Plaza.

Porter Services $ - $ 90,000 $ 90,000
Provides funding for full-time day porter service at
the Senior Center.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-31
Original
Amount Change
Recom.

Budget
Career Programming $ - $ 37,500 $ 37,500
Provides funding for college and career oriented
programs at The View Teen Center.

Magical Bridge Programming $ - $ 22,000 $ 22,000
Provides funding for programming and
implementation of the new Magical Bridge
Playground located at Rengstorff Park.

Classroom Furniture $ - $ 21,300 $ 21,300
Provides funding for new classroom furniture
located in the Senior Center.

Community Services Department Total $ - $ 517,200 $ 517,200

FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT:

Senior Management Analyst Position $ - $ 247,500 $ 247,500 Provides funding for a Senior Management Analyst
position. This position will assist with purchasing and contracting due to the increase in complexity and
volume both at the City.

Consultant Services $ - $ 75,000 $ 75,000
Provides funding to review organizational structure
within the Finance and Administrative Services
Department.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-32
Original
Amount Change
Recom.

Budget
Software Implementation
Provides funding for the implementation of a
contract management software. $ - $ 75,000 $ 75,000 Finance and Administrative Services Department Total $ - $ 397,500 $ 397,500 FIRE DEPARTMENT:

Firefighter Recruit Academy $ - $ 189,900 $ 189,900 Provides funding for Firefighter recruits to attend
the Firefighter Academy. The funding includes
personnel costs, supplies and equipment, and
overtime for in-house instructors.

Paramedic Training $ - $ 66,000 $ 66,000
Provides funding for training three Tactical
Paramedic EMS. These members will work with the
City's SWAT team in the Police Department.

Personal Protective Equipment $ - $ 21,400 $ 21,400 Provides funding for personal protective equipment
for the City's boat rescue teams.

Equipment Compliance $ - $ 20,500 $ 20,500
Provides funding to update rescue equipment to be
compliant with new laws.

Software Subscription $ - $ 8,100 $ 8,100
Provides funding for software (PEAC) to assist the
Fire Department in identifying hazardous chemicals.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-33
Original
Amount Change
Recom.

Budget
Fire Department Total $ - $ 305,900 $ 305,900 HUMAN RESOURCES DEPARTMENT:

Hourly Wages $ - $ 245,000 $ 245,000
Provides funding for hourly wages for hourly staff
including interns. Interns bring valuable
contributions to the City and generate passion for
public service by exposing students and recent
graduates to the public sector.

Citywide Succession Planning $ - $ 205,000 $ 205,000 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/Labor Negotiations Attorney
Services $ - $ 200,000 $ 200,000
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.

Human Resources Technician Position (1.0 FTE) $ - $ 198,800 $ 198,800 Provides funding for a limited term 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.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-34
Original
Amount Change
Recom.

Budget
Administrative Assistant Position (1.0 FTE) $ - $ 168,100 $ 168,100 Provides funding for a limited term Administrative
Assistant position. This position will provide office
administrative and clerical support.

Employee Homebuyer Program Implementation $ - $ 35,000 $ 35,000 Provides funding for consultant services for loan
underwriting and legal review relating to the
Employee Homebuyer Program.

Recruitment Outreach Platform $ - $ 25,000 $ 25,000 Provides funding to continue to use LinkedIn to
serve as a platform for job postings and recruitment
outreach.

Employee Engagement Events $ - $ 5,000 $ 5,000
Provides funding for employee appreciation and
recognition events.

Human Resources Department Total $ - $ 1,081,900 $ 1,081,900 INFORMATION TECHNOLOGY DEPARTMENT:

IT Analyst I/II Position (1.0 FTE) $ - $ 247,500 $ 247,500 Provides funding for an IT Analyst I/II position. This
position will support projects related to Geographic
Information Systems (GIS).

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-35
Original
Amount Change
Recom.

Budget
Contract Services $ - $ 200,000 $ 200,000
Provides funding to engage a vendor to assist with
projects relating to enterprise and departmental
software systems, networking, and hardware
services.

Strategic Plan Update $ - $ 100,000 $ 100,000 Provides funding for the IT five-year strategic plan.

The strategic plan will define the City’s IT vision and goals and create a strategic roadmap for using
information technology and technical knowledge to
reach those goals in alignment with the City's
priorities.

Internet and Telephone Services $ - $ 12,800 $ 12,800 Provides funding for internet and telephone services
for City offices.

Information Technology Department Total $ - $ 560,300 $ 560,300 LIBRARY DEPARTMENT:

Lead Security Services Guard (1.0 FTE) $ - $ 157,200 $ 157,200 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
for Library customers and employees.

Security Services $ - $ 100,200 $ 100,200
Provides funding for contract security services for
the Library.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-36
Original
Amount Change
Recom.

Budget
Library Assistant I/II (0.5 FTE) ($82,800 offset by
$40,000 in savings in wages) $ - $ 42,800 $ 42,800
Provides funding for a half-time Library I/II position.

This position will engage with the public and assist
with facilitating programs and other public service
needs.

Library Department Total $ - $ 300,200 $ 300,200 POLICE DEPARTMENT:

Police Equipment $ - $ 269,800 $ 269,800
Provides funding for protective equipment for Police
Officers.

Scanner Maintenance $ - $ 15,600 $ 15,600
Provides funding for maintenance, technical support,
and licensing for a 3D scanner for Forensics.

Police Department Total $ - $ 285,400 $ 285,400 PUBLIC WORKS DEPARTMENT:

Citywide Facilities Testing and Monitoring $ - $ 220,000 $ 220,000 Provides funding for increased cost of testing alarms,
sprinklers, and other related facilities in City
facilities.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-37
Original
Amount Change
Recom.

Budget
Hourly Staff to Support the Traffic Section $ - $ 180,000 $ 180,000 Provides funding for hourly staff to support the
Traffic Section. The section relies on hourly
employees to meet workload and development
review timeline requirements.

Program for Sidewalk Ramping, Grinding, and
Inspecting $ - $ 150,000 $ 150,000
Provides funding to hire hourly seasonal workers to
continue performing sidewalk ramping and grinding
operations, including bimonthly sidewalk inspections
to target areas needing repair.

Maintenance and Repairs in Traffic Section $ - $ 132,000 $ 132,000 Provides funding for increased contractor costs for
traffic signal maintenance and repair and other
traffic related infrastructure.

Hourly Staff to Support the Transportation Section $ - $ 50,000 $ 50,000 Provides funding for hourly staff to support the
Transportation Section with the increased volume of
transportation issues.

Facilities Maintenance Worker I/II (1.0 FTE)
($140,500 offset by charges to CIPs) $ - $ 44,500 $ 44,500 Provides funding for a Facilities Maintenance Worker
I/II position to aid in building maintenance due to
increased square footage.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
General Fund
(Continued)
7-38
Original
Amount Change
Recom.

Budget
Equipment Rentals in Street Section $ - $ 15,000 $ 15,000 Provides funding for rental equipment in the Street
Section due to aging excavators and street sweepers
requiring additional service.

Intern Wages $ - $ 15,000 $ 15,000
Provides funding for hourly wages for summer
interns to support the Real Property Section.

Public Works Department Total $ - $ 806,500 $ 806,500 Total General Fund Limited-Period Expenditures $ - - $ 9,125,900 $ 9,125,900 * Limited-period items do not show original budget due to their one-time nature.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
7-39
Original
Amount* Change
Recom.

Budget
NON-DEPARTMENT:

Below Market Rate (BMR) Fund:
1020 Terra Bella Ave Development (Rebudget
Balance) $ - $ 2,400,000 $2,400,000
Rebudgets the balance of funding approved
midyear for 1020 Terra Bella Ave affordable
housing project.
1012 Linda Vista Ave (Rebudget Balance) $ - $ 1,600,000 $1,600,000 Rebudgets the balance of funding approved
midyear for 1012 Linda Vista Ave affordable
housing project.

CASp and Training Fund:

Certified Access Specialist (CASp) Training
(Rebudget Balance) $ - $ 65,700 $ 65,700 Rebudgets the balance of funding available for
CASp Training per Assembly Bill (AB) 1379. The city
collects four dollars for every business license
issued and retains 90 percent of the funds. The City
is required to use the funds on CASp training and
certification to facilitate compliance with
construction-related accessibility requirements.

Federal Economic Development Grant:

Housing Grant Loan (Rebudget Balance) $ - $ 750,000 $ 750,000 Rebudgets the balance of the Housing Grant loan.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-40
Original
Amount Change
Recom.

Budget
General Housing Fund:

General Housing Projects (Rebudget Balance) $ - $ 286,300 $ 286,300 Rebudgets the balance of General Housing funds
available for affordable housing.

Housing Impact Fund:
96 W. El Camino Real Development (Rebudget
Balance) $ - $ 930,000 $ 930,000
Rebudgets the balance of funding approved for the
96 W. El Camino Real affordable housing project.

Strategic Property Acquisition Reserve:

Castle Farms Lease $ - $ 109,500 $ 109,500
Provides funding for the annual lease payment for
a temporary parking lot at Villa and View Streets.

VTA Measure B Fund:

Safe Route to School $ - $ 50,000 $ 50,000 Provides funding for consultant services for the
safe route to school program.

Non-Department Total $ - $ 6,191,500 $ 6,191,500
Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-41
Original
Amount Change
Recom.

Budget
CITY ATTORNEY'S OFFICE:

Liability Insurance Fund:

Legal Services $ - $ 1,700,000 $ 1,700,000
Provides funding to continue outside counsel for
litigation related costs.

Shoreline Regional Park Community Fund:

Legal Services $ - $ 50,000 $ 50,000
Provides funding to continue outside counsel
related to the Shoreline Community.

City Attorney's Office Total $ - $ 1,750,000 $ 1,750,000 COMMUNITY SERVICES DEPARTMENT:

Shoreline Regional Park Community Fund:

Michael's Restaurant at Shoreline Advertising and
Marketing $ - $ 40,000 $ 40,000
Provides funding for advertising and marketing
costs related to Michael's Restaurant at Shoreline.

Community Services Department Total $ - $ 40,000 $ 40,000 Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-42
Original
Amount Change
Recom.

Budget

FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT:

Water Fund:

Financial Analyst I/II Position ($228,400 offset by
charges to CIPs) $ - $ - $ -
Provides funding to backfill the Financial Analyst
position for the utility billing system
implementation project.

Finance and Administrative Services Department
Total $ - $ - $ -
FIRE DEPARTMENT:

Development Services Fund:

Strong Motion Instrumentation Program (SMIP)
(Rebudget Balance) $ - $ 13,200 $ 13,200 Rebudgets the balance of funding available for
SMIP funds to be used for a Community Emergency
Response Team (CERT) grant program.

Fire Department Total $ - $ 13,200 $ 13,200 HOUSING DEPARTMENT:

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-43
Original
Amount Change
Recom.

Budget
1012 Linda Vista Ave (Rebudget Balance) $ - $ 8,398,600 $ 8,398,600 Rebudgets the balance of funding approved
midyear for 1012 Linda Vista Ave affordable
housing project.

Lot 12 (Rebudget Balance) $ - $ 255,100 $ 255,100 Rebudgets the balance of funding approved for the
Lot 12 housing project
La Avenida Affordable Development (Rebudget
Balance) $ - $ 209,400 $ 209,400
Rebudgets the balance of funding approved
midyear for Avenida affordable housing
development project.

Website Redesign $ - $ 125,000 $ 125,000
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.

Consulting Services—Affordable Housing $ - $ 70,000 $ 70,000 Provides funding for external consulting services
to support the implementation of Housing and
Neighborhood Services Division programs.

Software Subscription $ - $ 68,000 $ 68,000 Provides funding to continue usage of grant and
portfolio management software utilized for work
related to Housing, Public Services, and
Neighborhoods.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-44
Original
Amount Change
Recom.

Budget
Community Outreach - Affordable Housing
Programs $ - $ 40,000 $ 40,000
Provides funding to facilitate community outreach
for feedback regarding housing policies, programs,
and strategies.

Training and Professional Development $ - $ 20,000 $ 20,000 Provides funding for the training and professional
development of Housing staff.

General Housing Fund:

Homelessness Program $ - $ 250,000 $ 250,000 Provides funding to continue the City's programs
related to homelessness.

Community Ownership Action Plan $ - $ 125,000 $ 125,000 Provides funding to engage a consultant to
develop a community ownership action plan for
the City.

Housing Impact Fund:
96 W. El Camino Real Development (Rebudget
Balance) $ - $ 7,067,700 $ 7,067,700
Rebudgets the balance of funding approved for the
96 W. El Camino Real affordable housing project.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-45
Original
Amount Change
Recom.

Budget
Lot 12 (Rebudget Balance) $ - $ 1,950,000 $ 1,950,000 Rebudgets the balance of funding approved for the
Lot 12 housing project
Housing Department Total $ - $ 29,673,200 $ 29,673,200 PUBLIC WORKS DEPARTMENT:

Development Services Fund:

Consultants to Support Construction Section $ - $ 400,000 $ 400,000 Provides funding for consultants to support the
Construction Section. Additional resources are
necessary to process the additional workload
created by the high level of activity.

Consultants to Support Land Development Section $ - $ 200,000 $ 200,000 Provides funding for consultants to support the
Land Development Section. Additional resources
are necessary to process the additional workload
created by the high level of activity.

Consultants to Support Traffic Engineering Section $ - $ 182,000 $ 182,000 Provides continued funding for consultants to
support the Traffic Engineering Section. Additional
resources are necessary to process the additional
workload created by the high level of activity.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-46
Original
Amount Change
Recom.

Budget
Hourly Staff to Support the Land Development
Section $ - $ 130,000 $ 130,000
Provides continued funding for hourly staff to
support the Land Development Section. The
section relies on hourly employees to meet
workload and development review timeline
requirements.

Equipment Maintenance and Replacement Fund:

Hourly Staff to Support the Fleet Section $ - $ 25,000 $ 25,000 Provides continued funding for hourly staff to
continue supporting the Fleet Section. The
additional resources will allow for an on-site
fabricator to perform on-site metal work to create
and repair vehicle and equipment components.

Trailer Refurbishment for Fleet Section $ - $ 20,000 $ 20,000 Provides funding for Fleet Section to refurbish two
trailers located in the Parks Section in the
Community Services Department.

Shoreline Regional Park Community Fund:

Hourly Staff to Support Engineering and
Environmental Compliance Section $ - $ 60,000 $ 60,000 Provides funding for hourly staff to support capital
improvement projects relating to flood
management and sea level rise.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-47
Original
Amount Change
Recom.

Budget
Hourly Staff to Support Engineering and
Environmental Compliance Section $ - $ 30,000 $ 30,000 Provides funding for hourly staff to support the
Engineering and Environment Compliance Section.

Funding is split between Shoreline Regional Park
Community Fund, Water Fund, and Wastewater
Fund.

Solid Waste Fund:

Hazardous Waste Disposal $ - $ 65,000 $ 65,000 Provides funding to contract vendor to dispose
and treat hazardous waste spilled into the public
storm drain system.

Equipment Rentals in Landfill Section $ - $ 50,000 $ 50,000 Provides funding for rental equipment in the
Landfill Section due to frequent construction
projects and emergency repairs.

Equipment Rentals in Street Section $ - $ 15,000 $ 15,000 Provides funding for rental equipment in the
Street Section due to aging excavators and street
sweepers requiring additional service.

Wastewater Fund:

Hourly Staff to Support Engineering and
Environmental Compliance Section $ - $ 15,000 $ 15,000 Provides funding for hourly staff to support the
Engineering and Environment Compliance Section.

Funding is split between Shoreline Regional Park
Community Fund, Water Fund, and Wastewater
Fund.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
L

IMITED-PERIOD EXPENDITURES
Other Funds
(Continued)
7-48
Original
Amount Change
Recom.

Budget
Water Fund:

Hourly Staff to Support Engineering and
Environmental Compliance Section $ - $ 15,000 $ 15,000 Provides funding for hourly staff to support the
Engineering and Environment Compliance Section.

Funding is split between Shoreline Regional Park
Community Fund, Water Fund, and Wastewater
Fund.

Public Works Department Total $ - $ 1,207,000 $ 1,207,000 Total Other Funds Limited-Period Expenditures $ - $ 38,874,900 $ 38,874,900 * Limited-period items do not show original budget due to their one-time nature.

Table of Contents
F
ISCAL YEAR 2024-25
Recommended
CA

PITAL OUTLAY
7-49
G
eneral Operating Fund
C
ommunity Services Department: $ 127,200
Pr
ojector 51,000
Electric Vehicle 48,000
Exercise Machines 22,000
Pottery Kiln 6,200
Fin
ance and Administrative Services Department: 15,000
M
ail Processing Machine 15,000
Fire
Department: 13,300
U
nmanned Aerial System 13,300
L
ibrary Department: 36,400
L
actation Pod 36,400
P
olice Department: 78,600
P
atrol Vehicle 78,600
G
eneral Operating Fund Total $ 270,500
Table of Contents
F
ISCAL YEAR 2024-25
Recommended
CA

PITAL OUTLAY
(Continued)
7-50
Other Funds
C
ommunity Services Department:

Sh
oreline Regional Park Community Fund: $ 112,500
Sp orts Utilit y Vehicle 50,000
Light Duty Vehicle 46,000
Utility Vehicle 16,500
Fin
ance and Administrative Services Department:

W
ater Fund: 15,000
M ail Processing Machine 15,000
Fire
Department:

Sh
oreline Regional Park Community Fund: 28,100
W asher Extractor Machine 28,100
H
ousing Department:

C
ommunity Stabilization and Fair Rent Act (CSFRA) / Rental Ho using Committee (RHC) Fund : 48,900
S oftware Start Up and Development (Rebudget) 48,900
Public Works Department:

Solid Waste Fund: 512,000
Street Sweeper 500,000
GPS Utility Locating Equipment 12,000
W
astewater Fund: 44,000
Sewer Cameras 25,000
GPS Utility Locating Equipment 19,000
W
ater Fund: 79,000
Valve Operator 60,000
GPS Utility Locating Equipment 19,000
T
otal Other Funds $ 839,500
Table of Contents
F
ISCAL YEAR 2024-25
Recommended
CA

PITAL OUTLAY
(Continued)
7-51
Total Capital Outlay $ 1,110,000
Table of Contents
COMPUTERS: 1,580,100$
Switches 430,000
Audio/Visual 336,000
Computer 329,800
Printer/Scanner 133,000
Wifi 101,800
Server/Storage 92,000
Dept -Specific Hardware 90,000
Uninterruptible Power Supply 67,500
COMPUTER AIDED DISPATCH/RECORDS MANAGEMENT SYSTEM: 476,718$ Server 326,000
Software 147,718
CISCO Router 3,000
FIRE EQUIPMENT: 91,000$
Fire Mobile Radios 91,000
FLEET: 7,608,000$
Dump Trucks 1,650,000
Street Sweepers 1,000,000
Large Backhoes 720,000
1 Ton Trucks 640,000
Patrol Vehicles 585,000
Fuel Trucks 460,000
Patch Truck w/ hoppers 450,000
Water Tankers 400,000
Aerial Trucks 400,000
Portable Pumps - Large 270,000
Detective Van-SUVs 156,000
Power Pavers 156,000
Hybrid SUVs 120,000
Street Tar Kettle Pumps 99,000
Carts - Medium 75,000
SWAT Vans 70,000
Van-SUVs 65,000
Sedan/Wagons 58,000
Full Size Vans 53,000
Trailer - Large 50,000
Miscellaneous Fleet items 50,000
Riding Mower - Medium 40,000
Riding Mower - Small 16,000
Cart Large -Light Off-road 15,000
FISCAL YEAR 2024-25
Recommended

EQUIPMENT REPACEMENT
7-52
Table of Contents
Trailer - Small 10,000
GOLF EQUIPMENT: 733,900$
Electric Golf Carts 437,000
Mowers 88,500
Aerators 84,200
Grinders 43,000
Utility Vehicles - Light Duty 32,000
Utility Vehicles - Ball Picker - Small 22,000
Bed Knife Sharpeners 20,000
Spreader-3 Point Fertilizer 7,200
POLICE EQUIPMENT: 1,720,563$
Police Portable Radios 732,000
Police Cars Mobile Radios 462,000
Mortocycle Radios 84,000
Communication Center 442,563
12,210,281$
FISCAL YEAR 2024-25
Recommended

EQUIPMENT REPACEMENT
(Continued)
7-53
Table of Contents
Finance and Administrative Services Department
DATE: June 11, 2024
TO: City Council
FROM: Ann Trinh, Senior Financial Analyst
Grace Zheng, Assistant Finance and Administrative Services Director Derek Rampone, Finance and Administrative Services Director VIA: Kimbra McCarthy, City Manager
SUBJECT: Fiscal Year 2024-25 Recommended Fee Modifications

INTRODUCTION
As part of the annual budget process, departments review their fees and prepare recommendations to modify current fees, add appropriate new fees, and eliminate any fees that are no longer necessary. If there are services provided that specifically benefit a particular individual/household or segment of the population versus more global services that generally benefit the entire community, a fee may be calculated and recommended to Council to recover all or a portion of the cost of providing the service. The Master Fee Schedule, the complete listing of all City fees, will be updated to reflect Council actions on June 25, 2024 pertaining to fees and then published for Fiscal Year 2024-25.

The City is currently in the process of updating the Cost Allocation Plan and conducting a Citywide Master Fee Study. The project will include updating the City’s Fiscal Year 2024-25 Master Fee Schedule, studying additional service fees proposed by City departments and charged by surrounding cities that are not currently part of the existing Master Fee Schedule, and developing a fully burdened staff hourly rate for cost-recovery development projects. Some updates as a result of this fee study will be included in the Fiscal Year 2024-25 Master Fee Schedule, including the Cost Allocation Plan update, while the outcome of the Master Fee Study will result in updates to the Master Fee Schedule, which Council will consider for adoption at a later date.

BACKGROUND AND ANALYSIS
Each fee recommended to be modified, added, or eliminated is listed on the attached Exhibits A through F, which detail the fee amounts in effect for Fiscal Year 202 3-24 and the Fiscal Year 2024-25 recommended fees, amounts, fee basis, and effective dates. The significant fee modifications are summarized below. If the fee is not a General Operating Fund revenue source, the applicable fund is identified. The remaining fees on the attached exhibits are adopted with 7-54
Table of Contents
Fiscal Year 2024-25 Recommended Fee Modifications
June 11, 2024

Page 2 of 6 ends

Mountain View City CouncilJune 11, 2024

Mountain View City Council
June 11, 2024