FISCAL YEAR 2024-25
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THE CITY OF
MOUNTAIN VIEW,
CALIFORNIA
OPERATING BUDGET
FISCAL YEAR 2024-25
Submitted by:
Kimbra McCarthy, City Manager
Pr
epared by:
Arn Andrews, Assistant City Manager
Derek Rampone, Finance and Administrative Services Director Grace Zheng, Assistant Finance and
Administrative Services Director
Ann Trinh, Senior Financial Analyst
Natalie Poon, Financial Analyst
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City of Mountain View
California
City Officials
City Council
Mayor — P at Showalter
Vi
ce Mayor — Lisa Matichak
Marg
aret Abe-Koga
Alison Hicks
Ellen Kamei
Lucas Ramirez
Emily Ann Ramos
Executive Staff
City Manager — Kimbra McCarthy
City Attorney — Jennifer Logue
City Clerk — Heather Glaser
Assistant City Manager — Audrey Seymour Ramberg
Assistant City Manager – Arn Andrews
Assistant City Manager/Community Development Director — Dawn Cameron (Acting) CIO/Information Technology Director — Roger Jensen
Community Services Director — John Marchant
Finance and Administrative Services Director — Derek Rampone Fire Chief — Juan Diaz
Housing Director – Wayne Chen
Human Resources Director — Maxine Gullo
Library Services Director — Tracy Gray
Police Chief — Michael Canfield
Public Works Director — Ed Arango (Acting)
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CITY GOVERNMENT ORGANIZATION
CITY BOARDS, COMMISSIONS, AND COMMITTEES
Charter Non-Charter
HUMAN
RESOURCES
COMMUNITY
DEVELOPMENT
CITY COUNCIL
MOUNTAIN VIEW RESIDENTS
CITY ATTORNEY
CITY AUDITOR*
CITY CLERK
CITY MANAGER
KEY: ELECTED
APPOINTED BY COUNCIL
APPOINTED BY CITY MANAGER
Board of Library Trustees
Environmental Planning Commission
Parks and Recreation Commission
Rental Housing Committee
Bicycle/Pedestrian Advisory Committee
Downtown Committee
Human Relations Commission
Performing Arts Committee
Public Safety Advisory Board
Senior Advisory Committee
Tennis Advisory Board
Visual Arts Committee
Youth Advisory Committee
* Finance and Administrative Services Director serves as City Auditor as appointed by City Council.
CITY MANAGER’S
OFFICE
INFORMATION
TECHNOLOGY
FINANCE AND
ADMINISTRATIVE
SERVICES
LIBRARY PUBLIC
WORKS FIRE POLICE
COMMUNITY
SERVICES
HOUSING
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*Recommend downloading the document to your local drive to access all Adobe Acrobat pdf features.
1. INTRODUCTION
Transmittal Letter .................................................................................................................. 1-1 Significant Accomplishments ............................................................................................... 1-65 Revenue and Expenditure Tables ......................................................................................... 1-77
2. CITY & COMMUNITY INFO
Community Profile ................................................................................................................. 2-1 Top Ten Property Taxpayers ............................................................................................... 2-12
3. G ENERAL OPERATING FUND FIVE-YEAR FINANCIAL FORECAST General Operating Fund Five-Year Fina ncial Forecast ........................................................... 3-1
4. D EPARTMENT BUDGETS
General Notes ........................................................................................................................ 4-1 Fiscal Year 2024-25 Recommended Budget Appropriations Matrix ..................................... 4-4 City Attorney's Office ............................................................................................................. 4-7 City Clerk’s Office ................................................................................................................ 4-17 City Council .......................................................................................................................... 4-25 City Manager’s Office .......................................................................................................... 4-29 Community Development ................................................................................................... 4-57 Community Services ............................................................................................................ 4-81 Finance and Administrative Services ................................................................................. 4-115 Fire ..................................................................................................................................... 4-139 Housing .............................................................................................................................. 4-157 Human Resources .............................................................................................................. 4-177 Information Technology ..................................................................................................... 4-189 Library ................................................................................................................................ 4-201 Police ................................................................................................................................. 4-219 Public Works ...................................................................................................................... 4-241
5. FUND SCHEDULES
Fund Structure Outline and Description of Funds ................................................................ 5-1 Fu
nd Group Summaries ......................................................................................................... 5-6 General Operating Fund ........................................................................................................ 5-8 General Fund: Development Services ................................................................................... 5-9 Gas Tax Fund ....................................................................................................................... 5-10 Other Streets & Transportation Fund .................................................................................. 5-11 Construction/Conveyance Tax Fund ................................................................................... 5-12 Public Benefit In Lieu Fund .................................................................................................. 5-13 Other Transportation Developer Fees Fund ....................................................................... 5-14 Housing Fund ....................................................................................................................... 5-15 Community Stabilization & Fair Rent Act/Rental Housing Committee ................................ 5-16 Table of Contents
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Mobile Hom e Rent Stabilization Ordinance (MHRSO) ......................................................... 5-17 Successor Housing Agency Fund .......................................................................................... 5-18 Shoreline Golf Links/Michaels at Shoreline Restaurant ...................................................... 5-19 Downtown Benefit Assessment Districts Fund ................................................................... 5-20 General Special Purpose Fund ............................................................................................. 5-21 Supplemental Law En forcement Services Fund ................................................................... 5-22 Ho
using Grant Fund ............................................................................................................. 5-23 Cable Television Fund .......................................................................................................... 5-24 Shoreline Regional Park Community Fund .......................................................................... 5-25 Storm Drain Construction Fund ........................................................................................... 5-26 Park Land Dedication Fund .................................................................................................. 5-27 Water Fund .......................................................................................................................... 5-28 Wastewater Fund ................................................................................................................ 5-29 Solid Waste Management Fund .......................................................................................... 5-30 Equipment Maintenance and Replacement Fund .............................................................. 5-31 Workers’ Compensation Self-Insurance Fund ..................................................................... 5-32 Unemployment Self-Insurance Fund ................................................................................... 5-33 Liability Insurance Fund ....................................................................................................... 5-34 Retirees’ Health Insurance Fund ......................................................................................... 5-35 Employee Benefits Self-Insurance Fund .............................................................................. 5-36 Schedule of Interfund Transfers .......................................................................................... 5-37 General Fund Reserves ........................................................................................................ 5-38
6. C APITAL IMPROVEMENT PROJECTS
Fiscal Year 2024 -25 Recommended Capital Improvement Program .................................... 6-1
7. MISCELLANEOUS INFORMATION
Regular Full-Time and Part-Time Position Allocation ........................................................... 7-2 Funding of Nonprofit Agencies .............................................................................................. 7-4 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 Table of Contents
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Financial and Budgetary Policy ............................................................................................ 7-92
8. SHORELINE REGIONAL PARK COMMUNITY
Shoreline Regional Park Community ..................................................................................... 8 -1
9. G LOSSARY AND INDEX
Glossary/Acro nyms ................................................................................................................ 9-1 Index ..................................................................................................................................... 9-12 Table of Contents
INTRODUCTION
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OFFICE OF THE CITY MANAGER
500 Castro Street, P.O. Box 7540
Mountain View, CA 94039-7540
650-903-6301 | MountainView.gov
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May 31, 2024
Honorable Mayor and Members of the City Council:
In accordance with the City Charter, I am pleased to submit the Fiscal Year 2024 -25 Recommended Budget to the City Council for consideration. The City Council will be presented with the Recommended Budget at a public hearing on June 11, 202 4 w ith formal adoption anticipated at a public hearin g on June 25, 2024. This transmittal letter summarizes the key components of the Recommended Budget.
INTRODUCTION
The Fiscal Year 2024 -25 Recommended Budget is structurally balanced and allocates resources toward long -term service delivery, Council Strategic Priority areas, continuous organizational improvement efforts , and innovative programs important to our communi ty. Although the budget is stable in F iscal Year 2024-25, revenues are not growing at the pace the City has experienced in prior years, and there still a great deal of economic uncertainty on the horizon.
The continuation of elevated interest rates has significantly slowed both residential and commercial property transaction volume which, in turn , has reduced the City’s property tax growth projections.
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The City’s Business License Tax (BLT) is assessed annually on all businesses known to be operating in Mountain View. Prior to Measure P, which was approved by Mountain View voters in November 2018, the tax rate was generally $30 per year for most business es (73%) but reached $250 for certain types of businesses. The BLT structure changed effective January 1, 2020, whereby the tax is assessed based on a structure of tiered number of employees, or “headcount.” The change was phased in over a three-year period for businesses with more than 50 employees.
The City Council earmarked, by resolution, 80% of additional revenue generated from the restructured tax to transportation , 10% to affordable housing , and 10% to general government services.
The BLT has bee n declining over the last few years due primarily to corporate layoffs. It is projected that BLT revenue will further decline this fiscal year due to actual and potential layoffs of employees of Mountain View businesses . Given the City’s per -head tax structure for each employee laid off, there is a corresponding reduction in taxes collected by the City. This will result in reduced funding for transportation and affordable housing and general government services.
In addition to property and business license tax impacts, sales tax receipts are expected to level off as the slow pace of remote-work employees returning to on-site work on a regular basis has reduced the amount of customers patronizing our local businesses on a regular basis. $-
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FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Estimated
FY 2024-25
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Buiness License Tax Revenue
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Another revenue source that is poised to decrease is the City’s excess Education Revenue Augmentation Fund (ERAF) . In 1992, as a way of solving its own budget shortfalls, the state enacted legislation that shifted partial financial responsibility for funding K-14 education to local governments. A portion of property tax revenues that belong ed to cities, counties, and special districts were shifted to the new ERAF. When the state shifts more local property tax than required, these funds are returned back to cities, counties, and special districts and are known as “excess” ERAF. The City has been receiving excess ERAF revenue since Fiscal Year 2013-14.
Recently, the state has shown an interest in challenging the continued distribution of excess ERAF moneys back to recipient cities like Mountain View. Given the s tate’s projected budget deficit, any effort to discontinue those remittances would have a significant impact on the City’s finances as this revenue is primarily used to fund limited-period expenditures and the City’s reserves. The City was notified in mid-May that Governor Newsom is proposing to divert a portion of excess ERAF revenue to charter schools. The potential immediate impact to the City’s current excess ERAF revenue is a $757,000 decline.
While the
Recommended Budget and General Operating Fund Forecast project sufficient financial resources to maintain current service levels, we need to enhance and diversify the City’s revenue streams in order to maintain ongoing fiscal stability and accomplish the bold initiatives the City is advancing.
This includes exploring additional funding via a revenue measure in November 2024 for necessary Citywide enhancements, which may include addressing aging facilities, such as the Police/Fire Administration Building and other Citywide infrastructure, tackling active transportation and road improvement projects, implementing ambitious decarbonization and sustainability programs, and building more affordable housing and parks.
Building the Mountain View of Tomorrow
As with most municipalities, repairs, maintenance, and eventual replacement of facilities and infrastructure will continue to be an ongoing need in the future. In addition, new initiatives to address the evolving nature of modern cities will require additional financial resources.
The provision of best-in-class public safety services has been, and will continue to be, of paramount importance for the City. The City’s Police/Fire Administration Building and several of our Fire stations will be reaching the end of their useful lives and require replacement or extensive renovations. For more than 20 years, the City has studied and discussed the need for constructing a new Public Safety Administration Building which houses the Police Department, Fire Department administration, the Emergency Operations Center, and 9-1-1 emergency dispatch. The current building is antiquated and does not meet current seismic standards. In fact, the very building that we rely on for emergencies could itself fall victim to a seismic event.
This building is critical to allowing emergency workers to provide rapid 9-1-1 response to the Table of Contents
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community during emergencies. The current estimate for a new building is approximately $200 million and growing.
Another major priority of the City is to improve pedestrian and bicyclist safety and access as well as traffic and railroad operational safety . Mountain View has partnered with the Valley Transportation Authority ( VTA) and Caltrain on the design of the Castro Street and Rengstorff Avenue Grade Separation Projects to improve safety, reduce noise, decrease traffic congestion, and enhance traffic movement. Construction of the Rengstorff Grade Separation Project is expected to begin in 2026, with the Castro Street undercrossing to begin once there is sufficient funding.
As a leader in local climate action and in recognition of the serious threat of climate change, Mountain Vi ew is committed to achieving carbon neutrality. In 2020, in response to state, national, and internal action on climate change, the City adopted a goal of carbon neutrality by 2045. We recognize that we must rapidly reduce emissions and that , through ambitious decarbonization strategies, real progress can be made. The City of Mountain View was recently one of only 119 cities, states, and regions across the globe to receive an “A” score from the Carbon Disclosure Project for our sustainability efforts and commitment to environmental transparency. The City is also exploring opportunities to enhance capacity of the electrical grid and achieve neighborhood -scale electrification in partnership with Silicon Valley Clean Energy and Pacific Gas and Electric. The City will also continue to make progress mitigating sea level rise risks. Work has begun on the development of a Climate Vulnerability Study and Resiliency Plan for Mountain View. The City is also supporting regional climate resilience through participation in the leadership group of the Countywide climate collaborative and co-chairing the sea level rise working group of the collaborative. However, a sustainable future with zero carbon emissions will require a significant funding plan.
In addition, the City is and wil l continue to be a statewide leader in the development and preservation of affordable housing. The City was recently designated by the Governor and the State of California Department of Housing and Community Development as a “ Pro-Housing Community.” Mountain View is the only city in Santa Clara County to achieve this designation and one of a few across the state, which allows the City to receive additional funding from the state for affordable housing projects . The City has nine projects and three land dedications in the pipeline, totaling approximately 1,360 units. Additionally, there are 380 Below-Market-Rate (BMR) units in the pipeline across multiple market -rate projects. In sum, the total pipeline of affordable units (100% affordable and BMR) is approximately 1,740 units. This is a significant pipeline that will double the City’s affordable housing supply. At this time, there is an estimated gap of approximately $50 million and growing to fully fund the affordable housing projects in the pipeline.
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Lastly, t he forthcoming Parks and Recreation Strategic Plan will identify funding strategies to meet the parks and open space needs of the future and is expected to require ongoing financial investments in the millions.
The City is embarking on important initiatives to keep Mountain View a premier community for residents, businesses, and visitors to thrive. Creating additional ongoing revenue is essential to bring these bold initiatives to fruition . This includes exploring additional funding via a revenue measure in November 2024 for these necessary enhancements. Council has provided direction to staff to explore a revenue measure t hat would increase the property transfer tax on commercial and residential property sales of more than $5 .0 million. C ouncil is expected to provide final direction to staff on June 25.
Downtown Mountain View
One of the City’s Strategic Priorities is Economic Vitality, which affirms the City’s commitment to “support a walkable, beautiful, vibrant downtown.” The Council work plan to accomplish its Strategic Priorities includes a project to “implement strategies for a vibrant downtown, including the Castro Street Pedestrian Mall.”
In October 2022, the City Council adopted an ordinance to establish the Castro Street Pedestrian Mall between West Evelyn Avenue and California Street, permanently eliminating vehicular traffic along the 100, 200 , and 300 blocks of Castro Street. (Cross traffic at the intersections of these blocks remains open to vehicles.) This action was a major step forward toward a long-term vision for downtown Castro Street, building on the temporary strategies the City implemented in collaboration with downtown businesses (known as the “Castro StrEats” program) to help keep businesses open during the COVID-19 pandemic.
The vision for Castro Street has four primary areas of fo cus to create: (1) a thriving business environment; (2) a welcoming space; (3) opportunities for social engagement; and (4) an area where people feel safe. The City is hard at work on various initiatives for the downtown, which are listed in the illustra tion below as either ongoing, short -term (planned in the 2024 -25 Fiscal Year), and longer-term (to take place in the next three-plus years). As shown, while a lot of work is under way, there is still much to be done to address the current high levels of v acancy and attract and retain successful downtown businesses.
To help businesses, residents , and visitors stay informed about the details and status of these efforts, the City has created a comprehensive webpage (MountainView.gov/Downtown) with all downtown information in one place. The City is also producing a monthly Downtown Digest newsletter highlighting the most recent updates, which the community can register to receive on the downtown webpage. Businesses, residents, and visitors can also provide feedback and ask questions at the [email protected] email address.
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Several of the key current and upcoming downtown initiatives are summarized below. Some are funded by existing allocations in the Fiscal Year 2023 -24 Budget, and some are proposed to be funded in the Fiscal Year 2024-25 Budget.
Outdoor Patio Program
The Outdoor Patio Program, launched in fall 2023, allows businesses to extend operations into the public right-of-way on Castro Street and/or sidewalks. The City has been working closely with downtown businesses over the last several months to help them establish their outdoor patio areas. This entails a permit process to ensure safety, equitable access among businesses, and an inviting look and feel for the patio areas. It also entails the City providing attractive and consistent patio fe ncing for each of the patio areas as well as the Castro Street intersections between the 100 and 200 and 200 and 300 blocks. As of March 2024, 27 businesses have outdoor dining, with more on the way.
Small Business Outdoor Furnishings Grant Program
In 2023, the City released the Small Business Outdoor Furnishings Grant Program to help address the lingering impacts of COVID -19 on the Mountain View small business community. The City allocated $200,000 to the grant program, providing 40 eligible businesse s with one-time grants of $5,000 for the purchase of outdoor furnishings. To date, 25 applications have been approved, and those businesses are currently in the contracting process. The program can accommodate Table of Contents
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an additional 15 grant recipients, and the City will continue to accept applications until the funds are depleted.
Facade Improvement Program
The City of Mountain View Facade Improvement Grant Program is designed to stimulate investment in commercial retail buildings with first -floor storefront businesses. To encourage economic vitality and commercial viability of storefront businesses, the City will share the costs of improving and enhancing commercial facades with grants of up to $15,000 for projects that meet the eligibility criteria. Staff is currently finalizing the grant program guidelines and will begin accepting applications soon.
Window Display Grant Program
The City of Mountain View is preparing a Window Display Grant Program to provide financial support to retailers and businesses to design and enhance their window displays. To help create attractive and inviting streetscapes and shopping venues, the City will retain the services of one or more qualified visual merchandisers to provide $2,500 worth of window display -related services, including business consultations, display design, installation, and development of a maintenance plan. Staff is currently finalizing the grant program guidelines and will begin accepting applications soon.
Public Safety Strategies
Issues regarding road safety, parking, homelessness, unpermitted food vending, theft, and auto burglaries in downtown are always a top priority for the Police Department. The Police Department has increased its physical presence and is activel y utilizing both enforcement and outreach to contribute to community safety and accessibility.
Spring/Summer Events
The Community Services Department (CSD) will be bringing back a number of major events t o downtown this spring and summer, including: Concerts on the Plaza from June through September, Music on Castro on the 200 block of Castro Street with the series anticipated to occur April through October for close to 30 weeks of light live music on Wednesday evenings, and KidStock, a kid-friendly music series, on select Saturdays from May through July at the Civic Center Plaza.
Decorative Street Treatments
The City is working to bring decorative street treatments in the central walkway of the 100, 200, and 300 blocks of Castro Street to create a more inviting and unique sense of place in Mountain Table of Contents
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View’s downtown. After presenting three street treatment options to the Visual Arts Committee and the Council Transportation Committee in January 2023, both committees recommended proceeding (with slight modifications) with the “Ribbons” concept and proposed colors. The City will also be bringing more color and art to the barriers at the Castro Street intersections.
In addition to the items above, the 2024 -25 Fiscal Year Proposed Budget includes a total requested appropriation of $745,000 in limited-period funding from th e City’s General Non - Operating Fund, demonstrating the importance of Mountain View’s downtown and the City’s commitment to invest in its success. The proposed resources that will benefi t downtown are summarized below.
• $300,000 in 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 downtown. • $250,000 in contract services to fund l and use planning, zoning changes, and code implementation that will support successful development in downtown. • $100,000 in contract services to support the implementation of the Economic Vitality Strategy.
• $75,000 in contract services for retail con sulting to work with business operators to fill vacant building spaces.
• $20,000 in contract services to provide storefront window design services.
Public Safety Enhancements
The Recommended Budget prioritizes critical new public safety positions. A total of 3.0 new full- time equivalent (FTE) Fire Captain positions, one for each of the three shifts, is recommended for Rescue 51 (R51) as it currently operates without supervisors. A Fire Captain is responsible for direct sup ervision of Firefighters. R51 was placed into service in the late 1950s and has historically been staffed with two Firefighters and no supervisor . It responds Citywide to a significant number of incidents and, over the decades, has consistently been one of the busiest companies in the Fire Department.
As seen in the chart below, d uring Fiscal Year 2022 -23, out of a total of 11,532 total unit responses, R51 responded to 1,490 calls, or 19% of all calls. Over the course of Fiscal Year 2022-23, the response model for R51 was evaluated with an emphasis to make the unit more available for higher -priority events. This resulted in reducing response redundancies by 5% yearly.
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While it may have been efficient to have a two-person rescue company in prior years, the level of service the Fire Department is providing has changed significantly, which requires higher qualifications and supervision of R51. New regulations exist pertaining to incident comman d supervision, personnel accountability, and patient care, and the Department is experiencing gaps in service for not having a supervisor on each shift or a qualified, well-trained Fire Engineer to drive the fire apparatus. The new Fire Captain positions will provide direction to R51 personnel, assess and report on conditions at the scene, develop an action plan, supervise all firefighting and rescue operations for the company, and be responsible for all of the planning and training for the company.
In addition, a new 1.0 FTE Information Technology (IT) Analyst position is recommended for the Police Department. The Department currently has two IT Analyst positions that have been in the Department since the early 1990s. However, the operational needs and security demands of the Police Department have grown exponentially in 30 years, where 39 additional technology systems have been added during that time without additional resources. The IT positions within the Department monitor and support 44 software programs total. The new position is necessary to support the critical systems and network infrastructure within the Police Department.
Organizational Improvements
For the last several years, the City has been rebuilding and increasing the number of employees that are necessary to meet the ongoing needs of our residents and address the significant workload associated with providing exceptional service. Even with these strategic staffing additions over the last four years , the City has only recently surpassed its staffing level from 2001. However, during that same time span, the population of Mountain View increased 18%.
The continued success of our organization during the growt h of the last several decades can be directly attributed to the ingenuity and innovation inherent in our employees. The organization 1,748 2,033 1,838 1,946 1,764 1,708 1,570 1,758 1,490
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of tomorrow will require that we maintain our commitment to identifying and implementing continuous organizational efficiencies and improvements.
Continuous Improvement Efforts
In 2021, the City Council adopted Organizational Strength and Good Governance as one of its seven Strategic Priorities. This priority calls for the City organization to:
• Continue to innovate, collaborate, and continuously improve to deliver a high level of customer service;
• Recruit, develop, and retain top-notch staff;
• Maintain fiscal responsibility and effective intergovernmental partnerships; and • Communicate and engage regularly and transparently with our multilingual community.
In keeping with this Strategic Priority, staff has sought to improve efficiency and/or effectiveness of City programs, policies, and processes through process streamlining, implementat ion of new technology, restructuring to better match staff capacity to operational needs, development of new partnerships, assessments to adapt programs and services to evolving community needs, and significant enhancements in programs and services and adv ancements in policy. A memorandum has been prepared and included with the budget document as Attachment 1 to provide an update on these efforts.
The memorandum summarizes the most significant initiatives from 2021 to the present, briefly describing the initiative and noting its efficiency outcome. The initiatives are organized by department and then by status (completed, unde r way, and anticipated) and sorted chronologically, from oldest to most recent.
The approximately 115 initiatives in the memorandum demonstrate that there is a strong commitment to continuous improvement as an integral part of management practice at the City. This commitment is often affirmed as other jurisdictions frequently seek information from us about Mountain View pro grams and processes , and City staff attending conferences find Mountain View’s efforts to be in step with or ahead of the best practices being presented.
Highlights of the recent continuous improvement initiatives include:
• Public Records Act Management System (City Clerk’s Office); Table of Contents
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• New City website and subsite s for Economic Development, Mountain View Public Library , Mountain View Center for the Performing Arts, and Development Review Process ( all departments, led by City Manager’s Office and Information Technology); • Organizational restructuring of the Building Division (Community Development); • Online permitting system (Community Development and Public Works); • Parks and Recreation Strategic Plan (Community Services); • Online bidding platform (Finance and Administrative Services); • Battery extinguishing system technology (Fire);
• Strategic partnerships for external housing funding pool (Housing); • Employee applicant tracking and onboarding system (Human Resources); • Cloud-based device management system (Information Technology); • Electric Bookmobile (Library);
• Live 9-1-1 software (Police); and
• Fleet management system (Public Works).
The initiatives in the memorandum do not cover every recent effort to improve City operat ions.
Dozens of additional initiatives, important but more routine in nature, were identified by department staff but not included in this memorandum in order to keep it focused and more readable.
In addition to the improvements listed in the body of t he memorandum, Exhibit A has been included to highlight the dozens of additional innovations, adaptations , and proactive steps the City quickly undertook during the COVID -19 pandemic in order to keep the City operations running amidst constantly changing p ublic health conditions and regulations, meet existing and new community needs, and keep the public and City staff safe.
In order to continue on this path of continuous improvement, the Recommended Budget includes $200,000 for contract services for continuous improvement consulting/performance auditing review.
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Information Technology Strategic Plan
In addition to the technology -driven continuous improvements previously mentioned, the IT Department recently launched the development of a Five-Year Strategic Plan to ensure technology-driven improvements well into the future. The Recommended Budget includes $100,000 toward this effort. The results of the assessment will be used to develop the City’s software application strategy for the next five years, which will focus on:
• Upgrading or replacing applications that no longer meet users’ needs; • Automating manual processes with technology; and
• Identifying commonly used applications, such as project management and workflow software, and replacing them with enterprise -level applications. Migrating to enterprise applications will allow the organization to be more streamlined and efficient.
Collectively, the Strategic Plan will help the organization to prioritize and identify the technology that will help the City conduct business more efficiently and effectively.
Artificial Intelligence in Local Government
No current discussion of organizational efficiencies is complete without mention ing the impact of artificial intelligence (AI) and its potential for efficiency in the government sector.
In November 2023, the GovAI Coalition was established “to give local government a voice in shaping the future of AI and ensure that AI development is geared toward the benefit of society.” The City of Mountain View joined this effort and has been working with a group of representatives from over 250 local, county, and state governments across the nation to promote responsible and purposeful AI in the public sector.
The GovAI Coalition is committed to:
• Using AI for social good;
• Ensuring ethical, nondiscriminatory, and responsible AI governance; • Promoting vendor accountability;
• Improving government services; and
• Fostering cross-agency collaboration and knowledge sharing.
Over the course of the next year, staff will be working to create a City AI Use Policy to guide employees’ use of AI systems , an organizationwide training on the use of AI, use cases, vendor registry, and vendor agreements.
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In addition to AI advances in traditional technologies , the use of robotic process automation (RPA) is becoming more adaptable in the public sector. RPA involves the development of computer-coded software to automate tasks that are often repetitive and rules-based. RPA can follow a series of if/then decisions that are frequently associated with repetitive tasks found in financial reporting and forecasting, purchase order creation , and vendor setup. Staff will be exploring the implementation of newer technologies that would enable City staff to focus on high-level priorities rather than repetitive tasks.
Performance Measures Overhaul
In an ongoing effort to be more effective, transparent, and accountable, the City is expanding its work to track more meaningful performance measures in each department. Performance management includes identifying, collecting, analyzing, and reporting on indicators that show how well the City organization performs, both internally and in the delivery of services to the public, and how that performance compares with its targets or with peer o rganizations. More importantly, as a management tool, performance data is intended not as an end result, but rather as a means to more informed decision-making and a more engaged community.
As part of the Fiscal Year 2024 -25 budget development, the City engaged a consultant to collaborate with department staff to review and redesign the Performance Measures to provide meaningful measures with a direct connection to the department functions. Over the course of the past year, City staff worked with the consultant to create new p erformance measures for inclusion in the Recommended Budget. As a result, new and revised measures have been implemented, with tracking to begin in Fiscal Year 2024-25. The new and revised measures can be found in the Department Budget pages, starting on Page 4-7.
The City will utilize the updated performance and workload measures to demonstrate the effectiveness and efficiency of City operation s a s well as the staff effort required to provide programs and services to the public. 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.
In limited cases, staff has identified informational measures. 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.
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OVERVIEW OF BUDGET DOCUMENT
The Fiscal Year 2024-25 Recommended Budget document, which includes all City funds, is divided into nine sections as follows:
1. Introduction—Includes a summary of the City’s overall financial plan and recommended changes;
2. City and Co mmunity Information—Includes the community profile and other information about the City;
3. General Operating Fund Forecast —Includes the General Operating Fund (GOF) five -year revenue and expenditure forecast and an economic update on federal, state, and local trends;
4. Department Budgets—Includes operating plans for all City departments;
5. Fund Schedules—Includes adopted budgets for all funds;
6. Capital Improvement Projects—Includes the Recommended Capital Improvement Program (CIP) for Fiscal Year 2024-25;
7. Miscellaneous Information —Includes description of the budget process, position listing, debt administration and payments, and other information;
8. Shoreline Regional Park Community —Includes the adopted budget for the Shoreline Regional Park Community; and
9. Glossary and Index—Includes the glossary and index for this document.
This budget has been prepared in accordance with Section 1103 of the City Charter, the State Constitutional limit on the proceeds of taxes, and all applicable regulations.
FISCAL YEAR 2024-25 BUDGET OVERVIEW
The Fiscal Year 2024 -25 Recommended Budget incorporates a slightly positive, yet slowing, economic outlook that stems from fairly stable key economic indicators, offset by slowing or minimal growth in property tax, sales tax, and other local tax revenues.
The total Recommended Budget for Fiscal Year 202 4-25 is $4 52.5 million in revenues and $541.6 million in expenditures (excludes $ 11.0 million of projected budget savings) .
Expenditures are greater than revenues as some expenditures, such as capital projects, are Table of Contents
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funded from existing available resources. The Fund Schedules Section of this document presents the City’s financial picture in detail.
Total Fiscal Year 2024-25 Recommended Revenues—All Funds (dollars in millions)
General Operating
Fund
$184.2
40.7%
Enterprise Funds
$99.2
21.9%
Shoreline Regional
Park Community
$81.8
18.1%
Special Revenue
Funds
$28.0
6.2%
General Fund
Reserves
$23.3
5.2%
Internal Service
Funds
$22.3
4.9%
Other General
Fund
$11.0
2.4%
Capital Project
Funds
$2.7
0.6%
Total Revenues - All Funds: $452.5M
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Total Fiscal Year 2024-25 Recommended Expenditures—All Funds (dollars in millions)
__________________________
Revenue may be less than expenditures due to the use of fund balance/equity in excess of reserves.
GENERAL OPERATING FUND
The GOF is the single largest City fund and provides funding for 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, Human Resources, Finance and Administrative Services, and Information Technology. These core community services, paid for in the General Operating Fund, are primarily supported by major revenue sources that include p roperty taxes, sales taxes, use of money and property (lease revenue), and other local taxes (business license, transient occupancy, and utility users). These four major GOF revenue sources account for $156.2 million, or 84.9%, of the GOF revenue in the Fiscal Year 2024-25 Recommended Budget. The remainder of revenues in the GOF are generated by a variety of other resources.
The GOF’s financial health is shape d in large part by positive and negative economic forces beyond the City’s control. Many GOF revenues are driven by the economic climate of Silicon Valley, the greater Bay Area, and the state. During the Great Recession of 2008, due primarily to declines in property taxes, sales taxes, and transient occupancy tax (TOT) revenues, the GOF faced structural deficits before corrective actions were taken for four consecutive fiscal years. In strategically and proactively addressing these ongoing structural def icits, the City was able to better position itself for the economic recovery in the ensuing years leading up to today. In General Operating
Fund
$192.3
35.5%
Enterprise Funds
$125.7
23.2%
Special Revenue
Funds
$66.3
12.2%
Shoreline Regional
Park Community
$60.0
11.1%
General Fund
Reserves
$41.3
7.6%
Internal Service
Funds
$34.0
6.3%
Other General
Fund
$19.9
3.7%
Capital Project
Funds
$2.1
0.4%
Total Expenditures - All Funds: $541.6M
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addition, the City’s sound fiscal practices and budget discipline have allowed the City to maintain its AAA credit rating for more th an 10 years, a status held by only a minority of other California cities.
The local economy has fully recovered to COVID -19 pr epandemic levels . The City’s major revenues have generally remained strong and have benefited from inflation as well as the increase in interest rates. Staff contin ually monitors the GOF revenues and expenditures throughout the year. Despite incorporating the most recent available data into the forecasting process, a considerable amount of volatility and uncertainty yet remains about the future of the economy for various reasons, including the Russia -Ukraine conflict, the Israel-Palestine conflict, escalation of tensions between China and Taiwan, global supply chain disruptions, pace of corporate layoffs, increased commercial property vacancy rates, and continued elevated interest rates. Until such time as the volatility settles down and greater stability returns, the ability to more accurately forecast future revenues and expenditures will continue to be challenging.
The City maintains fiscally prudent budgeting practices of balancing ongoing expenditures with ongoing revenues and adopting structurally balanced operating budgets. In recent years, the City has experienced strong revenue growth with a larger-than-normal net operating balance that has allowed the City to address a portion of its infrastructure needs and unfunded liabilities. This situation has also helped the City to weather the revenue losses experienced during the COVID-19 pandemic. Although it is diff icult to forecast revenues under this climate of extreme uncertainty, the GOF Recommended Budget for Fiscal Year 2024-25 continues in the tradition of balanced budgets and is projected to achieve a nominal operating balance.
A summary of the GOF Recommended Budget is summarized below (dollars in thousands):
Total Revenues $184,144
Total Expenditures (183,833)
Operating Balance $ 311
Based on the current available information and assumptions, the GOF is projected to end the fiscal year with an operating balance of approximately $311,000.
As with recent budget s and as proposed in the Fiscal Year 2024 -25 Recommended Budget, the City is able to address a few of the critical staffing needs that have been on hold for several years.
In Fiscal Year 2024-25, the Recommended Budget includes $ 3.5 million of new ongoing expenditures, including 4.25 new regular and converted limited -period positions to regular positions in the GOF. These new GOF positions include:
• 3.0 Fire Captain FTEs in the Fire Department;
• 1.0 IT Analyst FTE in the Police Department; and
• 0.25 Parks and Open Space Worker II in the Community Services Department.
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A summary of the Fiscal Year 2024-25 GOF Recommended Budget is provided below. Details of the Recommended GOF revenues and expenditures are included Fund Schedule Section of this document.
California Public Employee s Retirement System (CalPERS) Pension and Post-Employment Benefits
The City of Mountain View provides a defined benefit pension plan for all full -time employees and some part-time benefitted employees as part of their total compensation package. Defined benefit plans provide a fixed, preestablished benefit payment for employees in retirement based on a formula which considers an employee’s years of service and highest average annual salary.
The defined benefit pension has been a standard part of compensation in governmental organizations and in Mountain View and is in lieu of participating in Social Security, except for the required Medicare rate of 1.45% of all wages.
The City’s pension plans over the past several decades, like all other CalPERS participants, have experienced unfavorable investment returns, changes in actuarial assumptions, and unfavorable demographic shifts which have outweighed any positive plan experiences. These unfavorable actuarial experiences have resulted in rising employee -related costs due to the corresponding escalation in payments to fully fund benefits.
An Unfunded Accrued Liability (UAL) obligation represents the market value of the pension plan assets minus the discounted value of the future liabilities. When a plan’s Market Value of Assets is less than the Actuarial Accrued Liability, the difference is the plan’s UAL. When there is a UAL, the City must make up the difference. The City’s most recent actuarial report from CalPERS (released in July 2023) indicates that the City has a UAL of $142.2 million in the Safety Plan and $141.4 million in the Miscellaneous Plan, for a total of $283.6 million as of June 30, 2022, up from $169.0 million a year prior, an increase of 67.8%. This large increase is primarily attributable to CalPERS realizing an investment loss of approximately 6.1% in Fiscal Year 2021 -22, which is actually 12.9% less than the assumed investment return of 6.8%.
As of June 30, 2022, the City’s funded status was 69.3% for its Safety Plan and 73.3% for its Miscellaneous Plan, down from 79.6% and 84.3% respectively. Overall, the combined funded status on June 30, 2022 was 71.4%, compared to 82.1% a year earlier. Notably, the
6.1% investment loss for Fiscal Year 2021 -22 offsets the significant investment return of
21.3% that CalPERS realized in Fiscal Year 2020 -21. Thus, the funding level for both the Safety and Miscellaneous Plan have reverted back to slightly below the June 30, 2020 combined funding level of 71.8%. The following is a chart with the 20-year historical annual returns of the CalPERS Public Employees’ Retirement Fund for each fiscal year ending June 30, as reported by the CalPERS Investment Office.
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__________________________
* As reported by the Investment Office with a three-month lag on private equity and real assets.
Source: CalPERS Actuarial Valuation—June 30, 2022
The City prudently recognized the potential impacts to future service delivery if unfunded pension obligations were not addressed and additional funding strategies not identified. For the CalPERS pension liability, the City Council adopted a strategy to contribute a significant lump-sum contribution of $10.0 million (General Fund) in Fiscal Year 2017 -18 as well as proporti onate contributions from other funds. As part of this strategy, an additional $10.0 million General Fund payment was proposed to come from future Google Parking Lease revenues as well as proportionate contributions from other funds. These lease payments are on a calendar -year basis and began January 2021. In Fiscal Year 2024 -25, $930,000 is budgeted from the Google Parking Lease , and with proportionate contributions from other funds a total payment of $1.2 million is included in the Fiscal Year 2024-25 Recommended Budget.
In 2013, California pension reform became law under the Public Employees’ Pension Reform Act (PEPRA). PEPRA, effective for all new employees hired after January 1, 2013, made broad prospective changes to pensions in California with the goal to create a more sustainable pension system by reducing an employer’s pension liabilities and increasing employee contributions toward their pension benefits. As a result, the pension costs associated with a PEPRA employee are lower than an employee hired prior to January 2013. However, it is expected that substantial savings from the reform will take many years to be realized.
As shown in the chart below, the overall percentage of active PEPRA employees employed by the City has gradually increased over the last three years, from 39.3% to 48.7%, based on the most recent valuation from CalPERS, meaning that the City’s active employees are roughly 50% PEPRA Table of Contents
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and 50% Classic formula. This split should change, with PEPRA employees beginning to outnumber Classic formula employees as time passes. There are more PEPRA employees in the Miscellaneous Plan than in the Safety Plan, by a ratio of nearly two to one, with 55.3% of miscellaneous employees versus 28.0% of safety employees.
The City has engaged a pension consultant to explore potential budget and interest savings that would result if additional discretionary payments (ADP) above the contributions calculated by CalPERS were allocated. In addition, the pension consultant’s scope of work include s research and the possible recommendation of implementing a Section 115 pension trust fund that could assist in paying off the City’s pension liability early by allowing the City to safely and securely set aside funds, separate and apart from the state retirement system, in a tax -exempt, irrevocable trust to reduce pension liabilities and stabilize pension costs. The opportunity to contribute additional discretionary payments to CalPERS or to fund a Section 115 pension trust fund would be dependent on the availability of operating balances or one-time funds. A final report from the pension consultant should be available in late fall and will be shared with the City Council at that time with staff recommendations, if any.
A second category of retirement -related benefits which impact the City’s finances is the City’s retiree health program, also called Other Post-Employment Benefits (OPEB). In 2009, the City established a Section 115 OPEB trust account through the California Employer’s Retiree Benefits Trust (CERBT) program to fund retiree health benefits. As of March 30, 2024, there was a balance of approximately $167.3 million in the trust account.
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2020 2021 2022
% of Active PEPRA Employees
Safety Miscellaneous Overall
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As of the most recent actuarial report based on the June 30, 2023 valuation, the City’s Actuarial Accrued Lability (AAL) was $163.7 million and Actuarial Value of Assets was $170.1 million, resulting in a funded status of 103.9%. Compared to the prior actuarial report, as of June 30, 2021, the funded status has dropped from 107.2% to 103.9%. The decrease in funded status was partially a result of a decrease in the assumed investment rate of return from 6.0% (used for the June 30, 2021 report) to 5.6% (used in the June 30, 2023 report).
General Operating Fund Five-Year Financial Forecast
Included in this Recommended Budget document is a detailed Forecast beginning on Page 3-1.
Forecasting is a best practice and an important part of a city’s financial planning process as it provides an outlook on a city’s future financial condition by identifying financial needs and potential budget imbalances . The Forecast is designed to enhance the City’s ability to identify key drivers and trends in revenues and expenditures and paint a helpful picture of the future economy of the City. While it is challenging to accurately predict local government revenues due to the variable nature of the revenue sources and their connection to regional, state, national, and even international economic conditions, it is generally possible to identify reasonable financial trends and provide a conceptual financial picture for a multi-year period, which is useful to the City Council’s decision-making. However, with the degree of uncertainty surrounding the current economic climate, forecasting financial trends is difficult to project. The Forecast includes staff’s best esti mates for the projected fiscal outlook for the GOF (including the Fiscal Year 2024-25 Recommended Budget).
The Forecast was prepared assuming positive revenue trends for the future years and does not include a potential recession. For Fiscal Year 202 4-25, the GOF is estimated to end with a n estimated $311,000 operating balance. The Forecast projects the fund will end with negative balances in the remaining forecast years . Although concerning, the deficits are 2% or less of projected revenues . Based on current projections, balancing the GOF in future years and maintaining a structurally balanced budget may r equire a pause in adding new staffing positions and forgoing the addition of new programs and/ or enhancement of current programs, unless additional dedicated ongoing funding sources are attained.
Fiscal Year 2024-25 General Operating Fund
Revenues
For Fiscal Year 202 4-25, GOF revenues are projected to grow $ 3.3 million (1.8%), compared to the Fiscal Year 2023-24 Adopted Budget, to $184.2 million. More detail on each revenue source can be found in the Forecast. The City’s recent revenue history and estimated revenues for the current fiscal year and projected revenues for Fiscal Year 202 4-25 are as follows (dollars in thousands).
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__________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
The chart above demonstrates the cyclical nature of the City’s balance between revenues and expenditures. In recessionary years, small ma rgins existed between GOF revenues and expenditures while that gap widens during high -revenue-growth years. The recommended expenditures in the chart include budget savings; however, for Fiscal Year 2010 -11, the actual budget saving results were greater than adopted and were necessary to maintain a positive operating balance due to revenue shortfalls compared to budget. $0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
Est
2024-25
Recom
TOTAL AUDITED REVENUES & ADOPTED EXPENDITURES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenues² Interfund Rev & Trsf Loan Repayments Adopted Expenditures
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A summary of the major categories of GOF Revenues for the Fiscal Year 2024-25 Recommended Budget is as follows.
Fiscal Year 2024-25 General Operating Fund Recommended Revenues (dollars in millions)
__________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
Expenditures
The Recommended Budget includes the addition of necessary expenditures. To address heavy workloads, current demands for resources are primarily being addressed through limited-period funding.
Recommended expenditures for Fiscal Year 2024-25 include the addition of $ 1.6 million of net nondiscretionary increases, which are necessary to preserve current service levels, and $1.9 million of net discretionary additions for resources to meet increased demands. In total, including increases for personnel costs, there is a 7.4% increase in expenditures from the Fiscal Year 2023-24 Adopted Budget. The majority of the increase is related to increases in personnel costs. Included in the Recommended Budget expenditures is an estimated budget savings of $8.5 million based on average expenditure savings over the prior five fiscal years.
Property Taxes
$78.0
42.4%
Use of Money &
Property
$30.0
16.3%
Sales Tax
$24.5
13.3%
Other Local
Taxes(1)
$23.7
12.9%
Interfund Revenues
& Transfers
$14.8
8.0%
Other Revenues(2)
$13.1
7.1%
Total General Operating Fund Revenues: $184.1M
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The major components of GOF adopted expenditures by department are as follows.
Fiscal Year 2024-25 General Operating Fund Recommended Expenditures (dollars in millions)
__________________________
* Admin./Support Departments include: City Council, City Clerk, City Attorney, City Manager, Information Technology, and Finance and Administrative Services.
NOTE: Excludes the $8.5 million estimated budget savings.
Fiscal Year 2024-25 Recommended Budget Changes
The following is a discussion of major recommended expenditure changes for Fiscal Year 2024-25.
Nondiscretionary Increases
For Fiscal Year 2024-25, a total of $1.6 million of net nondiscretionary increases are included to fund existing and new required operational costs, such as increases in information technology costs, utility costs, crossing guard service costs, janitorial costs, and employee benefit costs. A Police
$54.6
28.4%
Fire
$36.6
19.0%
Admin./Support
Departments
$33.9
17.6%
Community
Services
$24.8
12.9%
Public Works
$16.7
8.7%
Self Insurance/
Transfers
$15.2
7.9%
Library
$8.1
4.2%
Community
Development
$1.7
0.9%
Housing
$0.7
0.4%
Total General Operating Fund Expenditures: $192.3M
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listing of all nondiscretionary items, over $50,000 in total, is as follows (see the complete listing of nondiscretionary items with descriptions under the Miscellaneous Information Section). • Information Technology Services, Licenses, and Software Renewals: $632,300 • Gas and Electricity Cost Increase: $557,000
• Recreation Classes and Programs: $86,000
• Janitorial Cost Increases: $80,400
• Professional Development and Tuition Reimbursement Increases: $75,000 Discretionary Expenditures
Net new expenditures totaling $ 1.9 million are included for high -priority ongoing programs; $1.6 million is related to personnel (fully loaded cost). These are included in the Fiscal Year 2024-25 Recommended Budget and future projections in the Forecast. A listi ng of all discretionary items, $50,000 and over, is as follows ( see the complete listing of discretionary items with descriptions under the Miscellaneous Information Section). • Fire Captain Positions (3.0 FTE): $1,197,600
• IT Analyst I/II Position (1.0 FTE): $247,500
• Reclassification of three Firefighter/Paramedics to Fire Engineer/Paramedics: $89,700 Limited-Period Expenditures
Funding of $ 9.1 million for limited -period items is included in the Recommended Budget; $1.7 million is related to personnel, most of which is a continuation of current staffing (notated with an asterisk (*)). A listing of all limited-period items, $50,000 and over, is as follows (see the complete listing of limited -period items with descriptions under the Miscellaneous Information Section).
• Community Services Agency Capital Funding: $1,000,000 • Safe Parking Program: $700,000
• 888 Villa Lease for City Operations: $482,000
• Contract Services and Advertisement of the General Municipal Election: $333,700 • Downtown Strategy Consulting: $300,000
• Small Business Grant Program: $275,000
• Federal and State Legislative Advocacy: $270,000
• Police Equipment: $269,800
• Housing Element Implementation: $250,000
• IT Analyst I/II Position (1.0 FTE): $247,500
• Senior Management Analyst Position (1.0 FTE): $247,500 • Website Coordinator Position (1.0 FTE)*: $246,700
• Hourly Staff for Human Resources: $245,000
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• Facilities Testing and Monitoring: $220,000
• Succession Planning: $205,000
• Homelessness Response Funding and Consulting: $200,000 • Continuous Improvement Consulting: $200,000
• Consulting Services for IT Projects: $200,000
• Human Resources Technician Position (1.0 FTE)*: $198,800 • Contract Services for Economic Vitality Implementation: $195,000 • Management Fellow Position (1.0 FTE)*: $191,900
• Firefighter Recruit Academy: $189,900
• Hourly Staff to Support the Traffic Section: $180,000 • Administrative Assistant Position (1.0 FTE)*: $168,100 • Lead Security Services Guard (1.0 FTE)*: $157,200
• Contract Services for Sidewalk Ramping, Grinding, and Inspecting: $150,000 • Senior Stagehand Position (1.0 FTE): $146,400
• Traffic Maintenance and Repair: $132,000
• Library Security Services: $100,200
• Community Events: $100,000
• Employee Relations/Labor Negotiations Attorney Services: $200,000 • Information Technology Strategic Plan: $100,000
• Labor Negotiations Attorney: $100,000
• Outreach and Education for Urban Forestry: $100,000
• Porter Services: $90,000
• Consulting Services for Organization Structure: $75,000 • Contract Management Software: $75,000
• Tactical Paramedic EMS Training: $66,000
• Community Services Agency Contract: $60,000
• Nonprofit Funding: $60,000
• Hourly Staff to Support the Transportation Section: $50,000 __________________________
* Represents continuation of limited-period position.
General Fund Carryover Available for Allocation
The Fiscal Year 202 3-24 estimated GOF operating balance carryover of $ 2.3 million (subject to changes in assets and liabilities and grant/donations carryover), prior fiscal year unallocated balance of $17.7 million, and one-time revenue of $10.0 million provides an available balance of $30.0 million, which is sufficient to fund the following items included in the Recommended Budget:
• $9.1 million for limited-period expenditures;
• $5.0 million for the Capital Improvement Reserve;
• $2.5 million for the General Fund Reserve;
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• $2.0 million for the Development Services Fund (DSF); • $1.2 million for the Compensated Absences Reserve;
• $1.2 million set aside for Excess ERAF clawback;
• $1.0 million for the Parental Leave Reserve; and
• $1.0 million for the General Liability Fund.
The resulting available balance, after funding the above priorities, is $7.0 million. Staff will return to Council after the conclusion of the fiscal year -end audit with any modifications and final balances available for allocation.
OTHER MAJOR FUNDS
Other General Funds
Development Services Fund
Development Services is a General Fund program separated from the GOF to facilitate better tracking and accounting. This separation was established to allow for an effective way to match revenues and expenditures. Initially cre ated for Building Services, this fund was expanded in Fiscal Year 2014-15 to encompass all development activity more fully.
For Fiscal Year 2024 -25, operating revenues are projected at $11.0 million, including a $2.0 million transfer from the General Operating Fund. The operation expenses are projected at $17.5 million, including $2.5 million projected budget savings —results of $6.4 million of an operating deficit. The deficit is primarily due to development fees being received in advance, while services are provided over several years (such as building inspections throughout the construction period of a project). Part of this deficit is also due to the slowdown of the current economic development and the potential that fees collected do not recover the full cost of staff time required to review the projects. Currently , s taff, in coordination with a cost -recovery consultant, is conducting a comprehensive Citywide Fee Study with the objective of achieving full cost-recovery, correcting the structural deficit, and implementing any necessary adjustments to the number of staff that charge to the DSF. The DSF has a projected negative fund balance of $6.8 million in Fiscal Year 2024-25 if no changes to the staffing or updates to the fees are made.
Special Funds
Shoreline Regional Park Community Fund
The Shoreline Regional Park Community (Shoreline Community) was created by legislation in 1969, known as the Shoreline Regional Park Community Act (Act), for the development and support of the Shoreline at Mountain View Regional Park (Shoreline Park) and to economically and environmentally enhance the surrounding North Bayshore Area. In accordance with the Act, Table of Contents
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all tax revenues received by the Shoreline Community are deposited into a special fund and used to pay the principal of and interest on loans, advances, and other indebtedness of the Shoreline Community. Th e Act prescribes the powers of the Shoreline Community, including the construction and replacement of the infrastructure needed to serve the Shoreline Community, such as streets, curbs, gutters, parking lots, sidewalks, water and sewer services, lighting, waste disposal, power and communications, and housing and levees as well as operations and maintenance of Shoreline Park.
The Shoreline Community is a separate legal entity with its own budget and financial statements but is considered a blended component unit of the City, and financial activities are reported with the City’s financial documents. A separate budget for the Shoreline Community is adopted by the Board of the Shoreline Community and is included in a separate section of this Recommended Budget document.
For Fiscal Year 2024-25, operating revenues are projected at $ 81.8 million, $13.6 million higher than the Fiscal Year 202 3-24 Adopted. This is primarily due to higher property tax revenues. It is important to note that Assessed Value in the S horeline Community can be significantly impacted by economic conditions. Operating expenditures are recommended at $42.5 million, $4.6 million higher than Fiscal Year 202 3-24 Adopted, primarily due to payments to the County and school districts increasing by $3.3 million. Ongoing changes of $550,000 are included as well as limited-period expenditures of $180,000. In addition, there is a $17.5 million transfer to capital projects to fund necessary projects that benefit the Shoreline Community.
The General Reserve, based on 25.0% of operating expenditures (similar to other reserves) net of intergovernmental payments, is $ 6.0 million; a Site Contamination Reserve for expected clean-up obligations is $5.0 million; the Reserve for Bond Proceeds is estimated at $4.0 million; the Landfill Reserve is increasing from $1 2.0 million to $13.0 million (incrementally increased in case of a catastrophic event); the Sea Level Rise Reserve is increasing $ 6.0 million; and the Development Impact Fee Reserve is estimated at $ 982,000. After meeting policy reserve requirements, the remaining balance available is projected to be $ 78.2 million. I mportantly, remaining reserve balances are obligated for current and future funding requirements of the Shoreline Community.
The 2021 Shoreline Sea Level Rise Study identified sea level rise projects costing $122.0 million.
Staff is developing a f easibility analysis to prioritize the projects for funding. It is anticipated additional reserves will be needed to provide for increased mitigation over that which was recommended by the Initial Study. In addition, the current Educational Enhancement Reserve Joint Powers Agreement (JPA) is anticipated to be renewed for three additional years starting in July 2024. The Shoreline Community and the school districts are in the process of negotiating a successor agreement that continues to provide payments to the school districts while meeting the obligations and fulfilling the statutory purpose of the Shoreline Park District. Future payments to the school districts could impact the financial condition of this fund.
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Shoreline Golf Links and Michaels at Shoreline Restaurant Fund Shoreline Golf Links and Michaels at Shoreline Restaurant returned to full operations in Fiscal Year 2021-22. This fund is being impacted by the increase in the City’s minimu m wage and the labor shortage, which resulted in additional overtime pay to be able to support the operation .
For Fiscal Year 2024-25, revenues are projected at $4.7 million, and recommended expenditures are $4.5 million, leaving an operating balance of $176,000.
Housing Fund
The Housing Fund is comprised primarily of 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 projects that produce new affordable housing fo r the City. For Fiscal Year 2024 -25, revenues are projected at $3.4 million , and recommended expenditures are projected at $37. 6 million . R eserve for identified housing projects is $11.7 million, leaving $50.0 million for future housing projects.
Utility Funds
The City’s enterprise utility funds are fully funded by the rates charged to customers; there is no General Fund support to the utility funds. Utility rates charged by governmental entities for water, sewer, and trash/recycling/compost services are considered property-related fees and are subject to the procedural requirements of Proposition 218, Article XIII, of the California Constitution. Proposition 218 requires governmental agencies to conduct a majority protest hearing prior to adopting any changes in utility rates. A notice is required to be mailed no later than 45 days prior to the public hearing and is required to include the proposed rate adjustment, the calculation methodology, and describe the process for submitting a protest vote. The legislation also provides for future rate increases within prescribed limits to be approved without holding a hearing each year for up to an additional four years.
A Proposition 218 hearing for all three utility funds is scheduled for June 25, 2024, prior to the adoption of rate modifications. Notice of the public hearing was mailed to all utility accounts by May 10, 2024 , which is 45 days prior to the public hearing. Cost-of-service studies were conducted for all three utility funds during the past year . As such, rates are being adjusted to reflect the cost of services rather than across-the-board rate increases.
Water Fund
For Fiscal Year 202 4-25, the proposed wholesale water rate increase from the San Francisco Public Utilities Commission (SFPUC) is 8.8%, in addition to a 14.1% increase in meter rates. The Table of Contents
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Santa Clara Valley Water District (Valley Water) proposed a 12.9% increase for groundwater (well production) and a 12.2% increase for treated water. Potable water consumption costs accounts for approximately 67.0% of operating costs. The recomm ended rates for Fiscal Year 2024 -25 account for an overall 6.0% revenue increase as well as adjustments to the rate structure to align rates with the cost of providing service . Due to the initial rate structure adjustments, first-year impacts will vary based on account type, meter size, and billed usage . This results in a monthly increase of $5.92 for the average single-family residence using seven units of water monthly.
The recommended water rates for future years include base annual rate increases of up to
2.5% for each of Fiscal Y ears 2025-26 through 2028 -29 to gradually increase funding for water system operations and capital improvement needs. In addition, the City proposes to continue its historical practice of implementing future additional annual pass -through rate adjustments to account for wholesale water rate increases from the SFPUC and SCVWD, and inflation.
The Recycled Water consumption rate is increasing due to upcoming capital improvement costs and is recommended not to exceed 85% of the potable uniform water consumption charge through Fiscal Year 2028 -29. As mentioned in last fiscal year’s budget transmittal , the City Council approved the Recycled Water Feasibility Stu dy Update Draft Report, which discussed future CIP needs ranging from $92.0 million to $102.0 million over approximately 25 years. The cost of these projects will most likely require a bond issue and will have a significant impact on the recycled water rate.
The majority of the City’s water main infrastructure was installed in the 195 0s and 1960s. Staff has previously indicated through the CIP process that there are major City water main replacement projects necessary over the next 10 years. As identifi ed previously, capacity and development impact fees have provided a source of funding for some projects; however, the fees received are not sufficient to fund all projects. There continue to be significant capital improvement projects above the annual $3. 4 million funded annually from rates. For Fiscal Year 2024-25, an additional $1.8 million will be funded from capacity fees. There remain approximately $33.0 million (today’s dollars) of priority infrastructure improvement projects needed over the next 10 years. While some projects can be funded from the capacity and development fees collected, there is insufficient available balance to fund all the $33.0 million in the near future. There is also another approximately $5.1 million (today’s dollars) of lower - priority projects unscheduled beyond the 10-year horizon.
Fiscal Year 2024-25 projected operating revenues, with the recommended rate adjustments, are $45.9 million, and recommended operating expenditures are $4 4.6 million ( excluding depreciation expense and transfers to capital projects ), resulting in an operating balance of $1.3 million. Included in expenditures are the rate adjustments to wholesale water costs as provided and the minimum water purchase from SFPUC.
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For Fiscal Year 2024-25, there are capital projects of $3.5 million funded from the rate, additional capital projects of $1.8 million funded by capacity fees and $3.4 million being returne d to development impact fees. There are projected Fiscal Year 2024-25 reserve balances of $28.0 million, which includes the water transfer reserve, the balance of capacity and development impact fee revenues received, and the interest earned on the balance as well as the full reserve requirement for the fund. The projected ending balance for this fund is $9.6 million, and the cash-available goal is $5.3 million, or 10.0% of total expenditures.
Wastewater Fund
For Fiscal Year 2024-25, costs for the Palo Alto Regional Water Quality Control Plant (Treatment Plant) are increasing by 3.2%. The recommended rates for Fiscal Year 2024 -25 account for an overall 3.0% revenue increase as well as adjustments to the rate structure to align rates with the cost of providing service. These rate structure adjustments are being phased-in over two years.
Due to the rate structure adjustments, impacts will vary based on account type and billed usage.
The recommended rates include a 2 .0% increase for Treatment Plant capital costs . This results in a monthly increase of $1.50 for a single-family residence.
The recommended rates for future years include phased-in rate structure adjustments and base annual rate increases of up to 2.5% for each of Fiscal Year s 2025-26 through 2028-29, 0.5% to gradually increase funding for wastewater system operations and capital improvement needs, and up to 2 .0% for Treatment Plant capital costs. In addition, the City proposes to continue its historical practice of implementing additional annual pass -through rate adjustments to account for Treatment Plant operating increases and inflation.
The majority of the City’s sanitary sewer trunk main infrastructure was installed in the 1950s and 1960s. Staff has previously indicated through the budget and CIP process that there are major City sewer main replacement projects necessary over the next 10 years. As identified previously, capacity and development impact fees have provided a source of funding for some projects; however, the fees received are not sufficient to fund all projects, and staff recommended issuing debt to secure additional funds. On October 23, 2018, the City Council approved a $10.1 million loan financing for Wastewater infrastructure projects, and the proceeds have funded multiple capital projects allocated over three fiscal years. The financing structure includes the ability to draw funds as needed for the first 18 months, lowering interest cost, and the ability to prepay
10.0% of the outstanding balance each year and all of the outstanding balance after 10 years without penalty. All funds have been fully drawn, and annual payments will be approximately $852,000 henceforth.
In addition to the $10.1 million loan noted above to fund infrastructure capital projects, Capacity and other Development Fees have provided an additional source of funding for some of these infrastructure capital projects where allowed. However, there continue to be significant capital improvement projects above the annual $2.5 million funded annually from rates . For Fiscal Table of Contents
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Year 2024-25, an additional $6.8 million will be funded from available balance and $8.5 million from capacity fees . There remain approximately $40.0 million (today’s dollars) of priority infrastructure improvement projects needed over the next 10 years. While some projects can be funded from the capacity and development fees collected, there is insufficient available balance to fund all the $40.0 million in the near future. There is also another approximately $50.0 million (today’s dollars) of lower-priority projects unscheduled beyond the 10-year horizon. In addition, Treatment Plant capital cost estimates have increased significantly, and staff is recommending up to another five years of the additional 2.0% increase beyond the original 10-year plan.
Fiscal Year 2024 -25 projected operating revenue s, w ith recommended rate adjustments , are projected at $34.4 million (including $3.9 million in revenue generated by the rate increases for planned Treatment Plant capital costs that is being reserved and/or used to pay new capital debt costs), and recommended operating expenditures are $ 30.0 million ( excluding depreciation expense and transfers to capital projects ), resulting in an operating balance of $ 4.4 million. Of the $3.9 million revenue generated for Treatment Plant capital costs, $2.7 million will be used for up-front capital costs and new debt, and the balance will be reserved for future debt.
For Fiscal Year 202 4-25, there is $ 9.3 million for capital projects funded by rates and available balance, $8.5 million in capital projects funded by capacity fees, and $1.0 million being returned to development impact fees. There are projected Fiscal Year 2024-25 reserve balances of $29.8 million, which includes the Treatment Plant reserve, the balance of c apacity and development impact fee revenues received, and the interest earned on the balance as well as the full reserve requirement for the fund. The projected ending balance for Fiscal Year 202 4-25 is $7.9 million, and the cash-available goal is $3.6 million.
Solid Waste Management Fund
For Fiscal Year 202 4-25, the increase for Recology for collection services is 4.87%, based on projected expenditure increases and revenue requirements in accordance with the City’s contract with Recology. The City’s share of SMaRT® Station costs are increasing 14.3% for Fiscal Year 2024-25. Operations for services provided through bot h agreements include efforts to reduce the amount of waste sent to landfills as well as to abide by Senate Bill 1383, which mandates residential and commercial organics composting. City operating costs increased significantly in Fiscal Years 2021-22 and 2 022-23 due to changes to include these efforts and resulted in an unbalanced operating budget.
The recommended rates for Fiscal Year 2024 -25 account for an overall 16.0% revenue increase as well as adjustments to the rate structure to align rates with the cost of providing service. These rate structure adjustments are being phased-in over three to four years. Due to the rate structure adjustments, impacts will vary based on account type and billed usage. There is sufficient available balance to absorb the phase-in of increases needed over the three- to four-year period.
This results in a monthly increase of $4.45 for a 32-gallon cart.
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Fiscal Year 2024-25 projected operating revenues are projected at $1 8.8 million ($40.2 million, including Recology), and recommended operating expenditures are $23.6 million ($45.0 million, including Recology, and after excluding depreciation expense and transfers to capital projects ).
The operating balance is projected to be a negative $ 4.8 million; however, this includes a one - time payment of $4.0 million from the Reserve for Future Facility Equipment for the City’s share of SMaRT Station capital improvements. This fund is projected to draw from reserves to f und ongoing expenditures and $300,000 in capital projects for Fiscal Year 2024 -25. The fund is projected to end the 202 4-25 fiscal year with a reserve at the policy level of $ 4.9 million. The projected ending balance for Fiscal Year 202 4-25 is $9.6 million, and the cash available goal is $2.0 million.
Reserves
Most reserves are established pursuant to Council Policy A -11, Financial and Budgetary Policy, and others have been approved as needed by Council (see summary in Miscellaneous Section).
Reserves can be classified as those uncommitted but designated for a specific purpose and those created to fund liabilities. Given the Fiscal Year 202 3-24 GOF operating balance carryover balance, the Recommended Budget provides strategic allocations to multi ple critical reserves.
Among others, this includes $5.0 million to the Capital Improvement Reserve, $2.5 million to the General Fund Reserve, $1.2 million to the Compensated Absences Reserve, and $1.0 million to the Parental Leave Reserve.
Since the Fiscal Year 2017 -18 budget, the City began transferring leasing -related revenues generated from the Ameswell Hotel and Office development into the City’s Budget Contingency Reserve to be utilized for funding limited -period expenditures until such time as t hese funds could be used to pay for debt service on a new Public Safety Administration Building. Until the City establishes a funding plan for the project, the annual revenue being generated from Ameswell, estimated to be $ 4.1 million in Fiscal Year 202 4-25, along with an estimated $18.3 million previously deposited into the Budget Contingency Reserve, shall be set aside and dedicated for the Public Safety Building until such time it is needed for construction costs and/or debt service.
In total , the Recommended Budget allocates $13.9 million toward reserves. For more information on the City’s reserve policy, please refer to the Miscellaneous Information section of the Recommended Budget.
SUMMARY AND CONCLUSION
Although the Recommended Budget takes a cautious approach to any growth due to weakening revenue streams, I believe the ingenuity and innovation inherent in our organization will continue to drive Mountain View forward. This budget builds on and improves our exceptional services Table of Contents
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and programs for the community and advances Council’s Strategic Priorities. The Fiscal Year 2024-25 Recommended Budget positions the City well to embark on the Mountain View of tomorrow. However, as with most municipalities, repairs, maintenance, and eventual replacement of facilities and infrastructure will continue to be an ongoing need in the future. In addition, new initiatives to address the evolving nature of modern cities will require additional resources. Importantly, creating additional, ongoing revenue is essential to bring the Mountain View of tomorrow to fruition. This includes exploring additional funding via a revenue measure in November 2024 for necessary Citywide enhancements, which may include addressing aging facilities and Citywide infrastructure, maintaining best -in-class public safety services, building new par ks and open spaces, implementing ambitious decarbonization and sustainability programs, and building more affordable housing.
I would like to express my appreciation to the City Council and to staff in all departments for their cooperation and assistance in the development of this budget. In particular, I would like to thank the department heads and the Budget Review Team, including Assistant City Manager Arn Andrews and Finance and Administrative Services Director Derek Rampone, and with special thanks to Assistant Finance and Administrative Services Director Grace Zheng, Senior Financial Analyst Ann Trinh, and Financial Analyst Natalie Poon for their assistance with the Operating Budget; Purchasing and Support Services Manager Ann Mehta, and Assistant Ci ty Clerk Merry Monlux for their assistance with the capital outlay process; and the Document Processing Center and Copy Center staff for their invaluable support in the preparation of this document.
Respectfully submitted,
Kimbra McCarthy
City Manager
KMC/GZ/6/FIN
541-05-31-24L
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Attachment 1
City Manager’s Office
DATE: May 31, 2024
TO: City Council
FROM: Kimbra McCarthy, City Manager
SUBJECT: City of Mountain View Continuous Improvement Initiatives In 2021, the City Council adopted Organizational Strength and Good Governance as one of its seven Strategic Priorities. This priority calls for the City organization to:
• Continue to innovate, collaborate, and continuously improve to deliver a high level of customer service;
• Recruit, develop, and retain top-notch staff;
• Maintain fiscal responsibility and effective intergovernmental partnerships; and • Communicate and engage regularly and transparently with our multilingual community.
On February 27, 2024, during its midyear check-in on the first year of the two-year Council Work Plan (Fiscal Years 2023 -25), City Councilmembers discussed how best to promote and stay informed about the City’s efforts to make continuous improvements in City operations. The City Manager commented on staff’s ongoing work, as part of the organization’s culture , to seek to improve efficiency and/or effectiveness of City programs, policies, and processes. She further committed to providing an update to the City Council summarizing recent continuous improvement initiatives. This memorandum provides that update.
Staff in each department was asked to submit information about initiatives undertaken from 2021 to the present that sought to improve effectiveness and/or efficien cy through process streamlining, implementation of new technology, restructuring to better match staff capacity to operational needs, development of new partnerships , assessments to adapt p rograms and services to evolving community needs , and significant enhancements in programs and services and advancements in policy.
The following sections of this memorandum summarize the most significant of these initiatives, briefly describing the initiative and noting its efficiency outcome. The initiatives are organized by department and then by status (completed, under way, and a nticipated) and sorted chronologically, from oldest to most recent.
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The approximately 115 initiatives below demonstrate that there is a strong commitment to continuous improvement as an integral part of management practice at the City. This commitment i s often affirmed as other jurisdiction s seek information about Mountain View programs and processes and City staff attending conferences find Mountain View’s efforts to be in step with or ahead of the best practices being presented.
Highlights of the initiatives include:
• Public Records Act Management system (City Clerk’s Office). • New City website and subsites for Economic Development, Mountain View Public Library, and Mountain View Center for the Performing Arts (all departments, led by City Manager’s Office and Information Technology).
• Organizational restructuring of the Building Division (Community Development). • Online permitting system (Community Development and Public Works). • Parks and Recreation Strategic Plan (Community Services). • Online bidding platform (Finance and Administrative Services). • Battery extinguishing system technology (Fire).
• Strategic partnerships for external housing funding pool (Housing). • Employee applicant tracking and onboarding system (Human Resources). • Cloud-based device management system (Information Technology). • Electric Bookmobile (Library).
• Live 9-1-1 software (Police).
• Fleet management system (Public Works).
The initiatives below do not cover every recent effort to improve City operations. Dozens of additional initiatives, important but more routine in nature, were submitted by department staff.
They have not been included in this memorandum in order to keep it focused and more readable.
In addition, t he sections below do not include the dozens of innovations, adaptations , and proactive steps the City undertook during the COVID-19 pandemic in order to keep the City 1-36
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operations running amidst constantly changing public health conditions and regulations , meet existing and new community needs , and keep the public and City staff safe. These COVID-19 initiatives are listed separately as Exhibit A to this memorandum.
In order to continue on this path of continuous improvement, the proposed Fiscal Year 2024 -25 budget includes $200,000 for contract services for continuous improvement consulting/performance auditing review.
City Attorney’s Office
Upcoming Initiatives
• Document Management System (iManage Work) (est. 2024, Q2): Developing a document management system (iManage Work) , a legal -centric document and email management application that will organize all documents, emails, and files by matter/department in one place with fast search capabilities . Efficiency Outcome: Will permanently organize and store documents efficiently and effectively, exponentially increase productivity, and enable the City Attorney’s Office to become almost completely paperless.
City Clerk’s Office
Completed Initiatives
• California Public Records Act Request Management (2021, Q4): Implemented a system to accept, track, and fulfill public records requests in one place to increase transparency and compliance. Efficiency Outcome: Streamlines process for staff interaction and oversight of all public records requests and reporting metrics for Citywide public records requests. • Access to All Advisory Body Meeting Files on InSite (2022, Q2): Trained all advisory body liaisons to produce agenda s and minutes in Legistar. Efficiency Outcome: Ensures consistency in formatting, content, and one-point access of meeting files for the public.
Initiatives Under Way
• Automated Board, Commission and Committee Compliance Tracking (est. Fiscal Year 2024, Q2): Implementing an automated tracking system for board, commission, and committee member completion of Code of Conduct, Brown Act training, and ethics training and automated notice of vacancy and Maddy Act generation. Efficiency Outcome: Will save staff time and resources spent doing manual data entry. • On-Site Digital Document Recording (est. 2025, Q4): Coordinating with the County of Santa Clara and setting up a dedicated workstation to record City documents electronically. 1-37
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Efficiency Outcome: Will save staff time and resources spent physically transporting items to San Jose and retain control of the City’s original documents. • Electronic Document Management Software and Implementation of Trusted System (est. 2025, Q4): Updating Electronic Document Management System technology to comply with Secretary of State standards for a trusted system. Efficiency Outcome: Will eliminate the need to retain redundant physical copies of digitized records and make files easier to locate and produce for staff use and public records requests.
City Manager’s Office
Completed Initiatives
• General Fund Public Services Grants (2022, Q2): Transferred the management of the General Fund Public Services Grants to Human Services from the Finance and Administrative Services Department. Streamlined the application and launched the use of a Zoom Grants portal for invoice and report management. Efficiency Outcome: Improved processes and work flow.
• Formation of the Human Services Division (2022, Q3): Formed a new division to further the development of policy recommendations and response strategies and coordination with community-based organizations, nonprofits, faith, and intergovernmental partners to assist the homeless, unstably housed, and other vul nerable residents through housing services, behavioral health services, case management services, and other basic needs and human services. Efficiency Outcome: Increased coordination and support for the most vulnerable members of our community.
• Website Redesign (2023, Q2): Launched a new website, MountainView.gov, that features a modern design with better mobile compatibility, enhanced navigation, upgraded web accessibility, and improved search function. As part of the project, there are now dedicated subsites, designed for thei r specialized audiences, for Economic Development, Mountain View Public Library , and Mountain View Center for the Performing Arts. The project also included an email notification system for subscribing to City topics of interest , including news releases, general updates, newsletters, event announcements, and public meeting details, all in one location. Efficiency Outcome: Provides a user-friendly website that better addresses visitors’ information and online service needs while also being easier for staff to maintain and keep content updated. (This initiative was undertaken collaboratively by the City Manager’s Office and Information Technology Department.) • Collaborate Mountain View (2023, Q2): Expanded use of an online platform providing the public with an easy and convenient way to engage with the City of Mountain View and provide input on significant projects and initiatives in one central location. Efficiency 1-38
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Outcome: Consolidates individual project websites into one website at a lower cost to the City, enables both staff and project consultants when applicable to update content and engage with stakeholders, and maintains City control over the web platform after a consultant contract has ended.
Initiatives Under Way
• Intranet Redesign (est. 2024, Q2): Redesigning the intranet on a modern platform that will transform the employee’s digital workplace experience. Employees will soon have an updated and simple-to-navigate intranet that will help them stay up to date on City events, programs, policies, and procedures. Efficiency Outcome: Will provide a modern intranet that can be more easily updated and kept current without technical issues. Will consolidate to one website content management system to manage and update content on both t he internal- and public-facing websites.
• Stakeholder Mapping Tool (est. 2024, Q4): Developing an interactive mapping tool that identifies, organizes , and visualizes Mountain View community stakeholder groups in various categories and their associated contacts based on their relationships to various sustainability topics. The map highlights the diverse ways the City interacts with stakeholder groups, including assisting frontline communities and offering language services in Spanish and Chinese. Staff is working to expand this tool to include stakeholder relationships that are relevant to other departments and divisions. Efficiency Outcome:
Will enable staff to efficiently select and reach contacts for more inclusive community engagement and col laboration on sustainability projects and ultimately on multi - departmental or Citywide initiatives.
• Homelessness Response Strategy and Expenditure Plan (HRSEP) (2025, Q2): Developing a clear vision and action plan to guide decisions about goals, acti ons, funding, and programs for unhoused or unstably housed residents. Efficiency Outcome: Will improve alignment of resources to needs.
• Climate Strategy Development (est. 2025, Q4): Developing the 2035 Climate Strategy to integrate decarbonization and climate resiliency, building on the City’s progress, and taking the necessary next steps to reduce and adapt to climate change impacts. Efficiency Outcome: Will provide focus for the City over the next 10 years on the policies and programs that will most effectively accelerate decarbonization and enhance resiliency.
Anticipated Initiatives
• Planning for Public Services Needs (est. 2025, Q4): Will a ssess future service needs considering projected population forecasts related to the City’s long -range plans and 1-39
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anticipated development. Efficiency Outcome: Will proactively anticipate future needs enabling effectiveness in planning and preparation.
Community Development Department—Departmentwide
Completed Initiatives
• Permit Center Digital Forms and Handouts (2021, Q2–2024, Q1): Updated and transferred all Permit Center handouts and forms to digital formats for use on the City website or to allow electronic signature. Some forms were converted into dedicated web pages.
Previously, many forms were only available in person at the Permit Center. Efficiency Outcome: Improves access to online information for the public and allows for easier electronic signature on forms and more efficient online payment processing. • Innovation Team (2021, Q4): Established the Innovation Team cons isting of Community Development and Public Works Directors and key division managers who meet twice per month to resolve project-related issues and provide policy or procedural direction to staff to expedite project review. Efficiency Outcome: Allows for efficient project and procedural resolution on any conflicting interpretations of City regulations between departments and allows ongoing coordination of cross -departmental programs, procedures, or policy projects.
• Permit Navigator Position (2022, Q3): Established Permit Navigator roles in Planning, Building, and Public Works as part of key supervisor positions to help resolve permit issues, improve permit procedures, and increase cross -departmental coordination. A new Assistant Community Development Director position was created in Fiscal Year 2022-23 to lead the Permit Navigation team. Efficiency Outcome: Allows City staff to resolve customer permit issues more rapidly by having dedicated communication channels and develop and implement new, more efficient permit procedures, forms, and materials to streamline the development review process.
• Development Permits Website (2024, Q1): Developed a branded set of webpages with user-friendly navigation to better assist the public in planning for and obtaining various City permits necessary for development. The launch focused on common single -family residential and small business -related permits. The public has direct access to permit review timeline information online 24/7. New content and updates will continue to be added to the website to include all facets of development. Efficiency Outcome: Improves customer service, improve s access to consistent information and resources by the public and City staff, and reduces questions raised by the public to City staff. 1-40
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Community Development Department—Building
Completed Initiatives
• Virtual One-Stop Appointments—Fire Permits (2023, Q1): Enabled customers to schedule fire permit review at a virtual appointment on Zoom with the applicant/applicant team and Fire Protection staff. Efficiency Outcome: Increases accessibility of appointments for customers and their contractor/design team , more efficient use of time for staff and the customer/contractor, and reduced review time of permits as corrections are given after the meeting.
• Online Paperless Building/Fire Permits (ePermitsMV) (2023, Q2): Launched online technology for the public to submit electronic online building and fire protection permit applications. The ePermitsMV portal allows online 24/7 access to submit, track status, pay, and communicate with City staff on their permit. Efficiency Outcome: Increases available space for staff desks , increases the volume of applications the City accepts per day for processing, increases transparency on the permit process for applicants and their teams , and increases efficiency for City staff revi ewers as all comments/corrections are visible to all reviewers.
• Solar App + (2023, Q3): Launched an online application for permit approvals for single - family residential photovoltaic (solar) installations . Efficiency Outcome : Allows instantaneous automatic permit approvals , improving customer service , and accelerating the transition to carbon-free energy.
• Organizational Restructure of Building Division (2024, Q1): Created and filled two Deputy Building Official positions to overse e field inspections and the Permit Center. These positions establish a day-to-day supervisor in key operational functions of the Division and are focused on leading and training staff and improving procedures and operations. Also created two Senior Permit Technician positions to manage building permits for larger, more complex developments and act as daily team leads to other Technicians. Efficiency Outcome: Establishes daily supervisors of main operational areas which allows for improved service to customers with quicker responses, greater consistency, and more professional expertise to collaborate on Citywide initiatives and efficiency improvements. • Building/Fire Protection Inspector Computer Tablets (2024, Q1): Provided all Building and Fire Protection Inspectors with tablets to allow seamless access to approved permit plans, the ability to redline plans on the spot, and review online Building and Fire C odes when conducting on -site field inspections. Efficiency Outcome: Improves in -field accuracy, reliability and consistency of information, and customer service overall. 1-41
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Initiatives Under Way
• Accessory Dwelling Unit (ADU) Preapproval Program (est. 2024, Q4): Working with private prefabricated/manufactured construction design and technologies with plans consistent with City requirements to make adding an ADU easier, quicker, and more cost-efficient for property owners. The City will host vendor information and plans on the Development Permits website and establish a faster plan check review process than the standard ADU review process. Efficiency Outcome: Will reduce cost of permitting and co nstruction for property owners with preapproved designs, reduce staff time spent on plan checking, allow for faster building permit issuance , and maintain compliance with state law and City Housing Element goals.
• Virtual One -Stop Appointments —Single-Family Residential and Small Commercial Tenants (est. 2025, Q1 ): Developing a virtual one -stop appointment service for single - family home and small commercial tenant improvement building permits held on Zoom with the applicant , their design team , and City staff to review the proposed plans and provide City corrections after the meeting. Efficiency outcome: Will increase accessibility of appointments for customers and their contractor/design team , will more efficiently use time for staff and the customer/contractor, and will reduce review time of permits.
Community Development Department—Planning
Completed Initiatives
• Project Coordination Committee (PCC) (2021, Q3): Established a virtual weekly cross - departmental meeting to review and discuss Planning Permit applications under review.
PCC aims to ensure City comments and feedback are clear, comprehensive, and consistent.
Approximately 75 City staff are involved in the PCC meetings, attending when necessary to discuss any assigned projects. Efficiency Outcome: Improves clarity and collaboration across City departments, resulting in improved comments to applicants; and improves customer service and on-time response r ates for all permitting City departments, with a typical on-time response rate of 90% to 100%.
Initiatives Under Way
• Online Paperless Planning Permits (ePermitsMV) (est. 2024, Q2): Working with a vendor to expand ePermitsMV to include online planning permit submissions and review. The online portal allows 24/7 access to submit, track status, pay, and communicate with City staff on their paperless permit. Efficiency outcome: Will increase transparency on the permit process for applicants and their teams; increase efficiency for City staff reviewers as all comments/corrections are visible to all reviewers; and allow for customers to be on the same permit platform for all City development permits (Planning, Building , and Public 1-42
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Works). (This initiative is being undertaken collaboratively by the Community Development, Public Works, and Information Technology Departments.)
Community Development Department—Economic Development
Completed Initiatives
• Customer Relationship Management (CRM) Software (2021, Q2): Adopted an online Customer Relationship Management software to share business contact information and track communication and engagement. Efficiency Outcome: Improves customer service and supports ongoing business relationships.
• Online Mountain View Public Art Map (2023, Q2): Launched a new online public art map that includes 100 -plus art pieces in Mountain View that are publicly accessible. The new map is easier to navigate using a mobile device and includes the artist’s name and installation date where available. Efficiency Outcome: Improves public access to information and saves staff time as the new map is more easily updated. • Mountain View Economic Development Website (2023, Q2): Launched a new Economic Development website, consolidating several prior pages on Downtown Mountain View into one central location with easy-to-use navigation. Efficiency Outcome: Improves public access to information and begins to establish a branded identity for economic development in Mountain View.
Community Services Department—Administration
Completed Initiatives
• Volunteer Pollinator Gardens Pilot Program (2021, Q4): Established a pilot process for volunteer groups who want to plan and maintain a pollinator garden on City property, providing staff with consistent steps, decision criteria, guidelines, policies, and consideration of City resource limitations. Efficiency Outcome: Increases consistency and efficiency and enhanced opportunities for community groups to make valuable contributions to the City.
Initiatives Under Way
• Parks and Recreation Strategic Plan (est. 2024, Q4): Working with a consultant to conduct robust community engagement and assessment of current operations and facilities to develop a Parks and Recreation Strategic Plan that will guide the future of the City’s park and open space resources, community facilities , and recreation programmin g. Efficiency Outcome: Will recommend enhancements to park and recreation services and facilities to 1-43
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meet the needs of the public and updates to City policies and procedures to improve efficiency and effectiveness.
Community Services Department—Forestry and Parks
Completed Initiatives
• Reorganization of Roadway and Park Maintenance Staff (2022, Q3): Shifted the duties of six Park Maintenance Workers from roadway landscaping to park maintenance to create a new central parks crew which includes downtown. Executed a roadway median landscaping contract. Efficiency Outcome: Provides additional staff resources needed to support the rapid growth of and increasing demands related to the City’s parks, trails, and open space system ; maintain newly constructed and upcoming parks ; assist with Castro Pedestrian Mall efforts ; accommodate special projects ; and allow for cross -training and succession planning.
• Irrigation Audit (2022, Q4): Performed a Citywide irrigation audit (29 sites, 3,000 sprinkler heads) to identify equipment deficiencies. Efficiency Outcome: Identified sprinkler heads needing repair or replacement, resulting in water savings.
Initiatives Under Way
• Heritage and Street Tree Removal Applications Software (Project Dox) (est. 2022, Q4):
Transitioning the Heritage and street tree application process from paper to online submittals to be consistent with tree removal applications submitted through Planning.
Intake, review, correspondence, payment , and permitting will all be done through one central hub. Efficiency Outcome: Will improve efficiency and consistency in processing and practices, create a central database for general and historical reference , and improve customer service.
• Work Order and Asset Management Softw are (est. 2025, Q2): Purchasing and implementing automated work order and asset management software to replace the current paper-based process. Efficiency Outcome: Will allow staff to submit work orders while in the field, develop automated maintenance schedules, and accurately store/track/monitor data and City assets for easy reference and historical knowledge. • Biodiversity and Urban Forestry Plan (est. 2025, Q4): Developing a Biodiversity and Urban Forest Plan to inform City plans, projects, and ordinances regarding vegetation, wildlife, and species that will increase local habitats, withstand climate change, and create a more resilient environment. The str ategy will include an Urban Forest component which will replace the existing 2015 Community Tree Master Plan and provide an updated blueprint and reporting process for preserving and enhancing tree canopy. Efficiency Outcome: Will 1-44
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serve as the road map for all City departments, processes, and plans to support policy and decision-making that restores habitat, enhances and preserves green spaces and natural resources, increases tree canopy, and promotes environmental adaption and resiliency.
Community Services Department—Performing Arts
Initiatives Under Way
• Home Company Program (est. 2024, Q4): Reviewing the existing Home Company Program to recommend changes to the City Council that may enhance the Home Company Program while also providing additional dates for non -Home Company facility renters. Efficiency Outcome: Will provide more diverse programming for Center attendees. • Venue-Management Software (est. 2024, Q4): Purchasing new venue-management software. Efficiency Outcome: Will automate billing, rental schedules, and reporting; allow payment by credit card for rentals; and improve financial reporting.
Community Services Department—Recreation
Completed Initiatives
• Online Appointment System for Facility Reservations (2021, Q3): Implemented an online appointment system for the public to book appointments for facility tours and reservations.
The appointment system also automatically links to staff ’s Outlook calendars, so appointment time availability is updated in real time. Efficiency Outcome: Improves customer service and efficiency.
• Pool Automation Upgrade (2022, Q3): Updated the Eagle Park Pool chemical controller hardware and software to allow for remote monitoring. This allows staff to better understand chemical usag e and troubleshoot issues remotely. Efficiency Outcome:
Enables the pool to stay open instead of waiting for staff to arrive on -site and allows staff to document and graph equipment runtime and chemical usage. • Pool Sensor Upgrade (2023, Q3): Replaced the motor pit sensor at Eagle Park Pool with a new sensor that interfaces with the chemical controller, alerts staff via text message, and shuts off the equipment. Efficiency Outcome: Increases safety for staff, the public, and equipment by more quickly shutting down the equipment when needed. • Volunteer Management Software (2023, Q4 ): Implemented a volunteer management software used by other City divisions and departments to manage and coordinate the Citywide volunteer program, accepting applications, scheduling shifts, recording hours, and 1-45
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communicating with volunteers. Efficiency Outcome: Streamlines all volunteer -related processes/tasks while keeping a central database for all volunteers within the City.
Finance and Administrative Services Department
Completed Initiatives
• PlanetBids eProcurement (Online Bidding) (2022, Q1): Implemented an online bidding platform to provide electronic bid advertising and maintain bid management services.
Efficiency Outcome: Minimizes hard copies of bid documents, consolidate s bid management, improves convenience for proposers/bidders, increases transparency of the City’s bidding process, and increases outreach and competition. • Council Policy A-10, Authorization to Execute City Contracts and Agreements (2024, Q1):
Increased the threshold for formal Council approval from $100,000 t o $250,000 with an annual adjustment tied to the Consumer Price Index, and increased approval authority for department heads from $20,000 to $60,000. Efficiency Outcome: Reduces processing time for procurement and contracts and preparing agenda items for City Council. • Automated Export of Budget Data to the OpenGov Public Platform (2024, Q1): Enhanced the City’s current contract with OpenGov to include automated daily extract of budget and actual data from Central Square to the OpenGov software. Efficiency Outcome: Reduces staff time and improves public access to real-time budget and actual financial data. • Labor Compliance Software (2024, Q1): Implemented labor compliance software to track and ensure compliance with federal, state, and local prevailin g wage requirements for payment requests by City contractors. Efficiency Outcome: Enables more efficient review of certified contractor and subcontractor payrolls and processing of invoices and supports compliance.
Initiatives Under Way
• Purchase of an Accounts Payable Module (est. 2025, Q3 ): Exploring the possibility of purchasing an Accounts Payable module to interface with the City’s financial software system. Efficiency Outcome: Will save staff time and reduce invoice processing time.
Fire Department
Completed Initiatives
• Tablet Command (2022, Q2): Implemented Tablet Command , an i OS-based application that serves as an end-user CAD platform for fire dispatch. In addition to providing incident 1-46
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information, unit status, and mapping, the platform serves as an incident management, situational awareness , and personnel accountability tool. Efficiency Outcome: Ensures consistency across the three suppression shifts and reduces hardware and infrastructure costs. (This initiative was undertaken collaboratively by the Fire and Information Technology Departments.)
• Battery Extinguishing System Technology (BEST) (2023, Q4): Implemented Battery Extinguishing System Technology (BEST), an extinguishing system for high-voltage lithium- ion batteries in electric vehicles. BEST works by a piercing nozzle penetrating the car battery housing and flooding it with water a t eight gallons per minute. Efficiency Outcome:
Reduces the time it takes to cool an electric vehicle battery in thermal runaway from approximately five to six hours to one hour. This is the only suppression appliance of its kind in Santa Clara County a nd has been requested through mutual aid to help other agencies.
Housing Department
Completed Initiatives
• Below-Market-Rate (BMR) Guidelines (2021, Q2; 2023, Q4): Modified the program by increasing the BMR ownership requirement to 15% of the total number of ownership units, incorporating a moderate-income category, and modifying the in-lieu fee methodology. In 2023, staff returned to Council to conduct a comprehensive three-year review and received policy changes to ensure that the program is meeting its objective. Efficiency Outcome:
Has increased the projected percentage of BMR rental and ownership units from 4.7% to 14% and 7.7% to 17.2%, respectively.
• Mobile Home Online Registration Portal (2022, Q2): Launched an online platform for mobile home park owners to annually register their property as required by the Mobile Home Rent Stabilization Ordinance Regulations, Chapter 4. Efficiency Outcome: Enables property owners/managers to easily register and update property information, saves staff time, reduces manual entry errors, and consolidates data into one location for more robust analysis.
• Housing Help Center (2022, Q3): Created and expand ed the Housing Help Center to connect tenants and landlords with housing specific information and support services.
Efficiency Outcome: Enhances accessibility to information and fosters faster resolution of housing-related issues.
• External Funding Pool through Strategic Partnerships (2021, Q4) : Collaborated with federal, state, county, and philanthropic partners to secure external funding to build affordable housing units to help homeless, unstably housed, and displaced residents 1-47
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transition to permanent housing. Examples include securing $80 million in County Measure A funds, $8 million from Senator Becker’s Office, State Project Homekey funds, and federal CDBG/HOME funds, among others. Efficiency Outcome: Increases financial resources beyond local revenue sources.
• Council Neighborhoods Committee (CNC) Application Processing and Invoicing (2022, Q3):
Adopted FormStack to receive and process CNC grant applications to simplify the application and reimbursement process. Efficiency Outcome: Reduces processing time and improves operational efficiency.
• Community Stabilization and Fair Rent Act (C SFRA) and Mobile Home Rent Stabilization Ordinance (MHRSO) Regulations, Chapter 12—Compliance and General Remedies (2023, Q2): Adopted and implemented RHC Regulations to improve compliance with mandatory registration and fee payment requirements under the CSFRA and MHRSO. Efficiency Outcome: Increases registration and fee payment compliance for properties covered by the CSFRA and MHRSO , saves staff ti me following up with noncomplying properties , and decreases the number of unlawful rent increases and petitions filed. • New Housing Department (2023, Q3): Created a new Housing Department to implement existing programs and new initiatives to continue to be responsive to the wide range of housing needs of the community and Council priorities. Efficiency Outcomes: Facilitates the addition of 1,300 affordable housing units across 12 pipeline projects over the next five years and support s effective implementation of tenant protection programs covering approximately 14,300 CSFRA-covered rental units and 1,100 mobile home spaces. • Performance Monitoring of CDB G Public Service Grantees (2023, Q3): Implemented technology (e.g., Zoom Grants) to monitor CDBG Public Service Grantees’ compliance with quarterly performance metrics and streamlined the application/reimbursement process.
Efficiency Outcomes: Increases transparency, accuracy, and timeliness of quarterly reporting. Additionally, grantees have rep orted higher satisfaction levels due to the streamlined and user-friendly interface of the new system. • Online Payment Integration of Annual Rental Housing Fee Payment in Portal (est. 2024, Q2): Centralizing the annual rental housing fee payment process ing into the rent stabilization online portal. Efficiency Outcome: Reduces staff time manually calculating rental housing fees and penalties; reduces manual entry errors; consolidates information and payments into one location; and improves ability to track and follow up on delinquent accounts.
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Initiatives Under Way
• Department Website Redesign (est. 2024, Q4 ): Creating an enhanced design of the Department’s dedicated webpages to better serve the community by implementing user - friendly interfaces and providing comprehensive information. Efficiency Outcome: Aims to streamline access to housing resources, facilitate communication with stakeholders, and promote simple and effective information sharing.
Human Resources Department
Completed Initiatives
• Sole Deferred Compensation Record Keeping Provider and Plan (2021, Q3): Transitioned from three to a single 457(b) deferred compensation plan and record keeper and automated enrollment process . Efficiency Outcome: Reduces recordkeeping and fund fees, saving employees money; improves oversight of fund performance , and streamlines plan administration, saving staff time.
• Policy Updates Related to Leaves of Absences and Time Off (2024, Q1): Updated Administrative Instructions regarding Family and Medical Leave (with addition of Paid Parental Leave), Catastrophic Leave, Bereavement Leave, Reproductive Loss Leave (New) , and Hourly Paid Sick Leave. Efficiency Outcome: Streamlines leave approval process for both employees and Human Resources staff, improves accuracy of leave processing, and ensures compliance with recent state legislation.
• New Hire Process and Onboarding (2024, Q1): Updated new hire onboarding materials, digitized new hire paperwork, and compiled all new hire resources into an electronic binder.
Efficiency Outcome: Improves new employee first impressions and access to up-to-date information and reduces staff time and paper needed for printing materials.
Initiatives Under Way
• Applicant Tracking and Onboarding System and Recruitment Process (est. 2024, Q2 ):
Implementing a new portal for applicant tracking (NeoGov) and reviewing the recruitment process action plan to reduce the time to hire. Efficiency Outcome: Will improve the candidate experience, reduce time to hire (from job posting to offer) and fill vacancies, save Human Resources staff time, and improve records retention, compliance, and reporting on hiring analytics.
• Human Resource Intranet Content (2024, Q 2): Updating, expanding and reorganizing Human Resources content related to benefits, forms, training, wellness, engagement, policies, and other important employee resources on the redesigned intranet site. 1-49
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Efficiency Outcome: Will i mprove staff access to accurate, current inf ormation; saves Human Resources staff time in responding to employee inquiries; and enhances employee engagement.
Information Technology Department
Completed Initiatives
• Hybrid Public Meetings (2024, Q3): Upgraded key City conference rooms in City Hall and the Library to AV/Zoom rooms to enable hybrid committee and advisory body meetings.
Efficiency Outcome: Increases community access to public meetings. • Website Redesign (2023, Q2): Launched a new website, MountainView.gov, that features a modern design with better mobile compatibility, enhanced navigation, upgraded web accessibility, and improved search function. As part of the project, there are now dedicated subsites, designed for their specialized audiences, for Economic Development, Mountain View Public Library , and Mountain View Center for the Performing Arts. The project also included email notification system for subscribing to City topics of interest, including news releases, general updates, newsletters, event announcements, and public meeting details , all in one location. Efficiency Outcome: Provides a user -friendly websi te that better addresses visitors’ information and online service needs while also being easier for staff to maintain and keep content updated. (This initiative was undertaken collaboratively by the City Manager’s Office and Information Technology Department.) • Migration to Personal Laptops (2023, Q2): Transitioned from desktop computers and virtual PCs (VDIs) to personal laptops . Efficiency Outcome: Increases portability, which supports telework, collaboration, and flexible work arrangements. Increases efficiency as employees can seamlessly transition between office, home, and on -the-go work environments.
• Security Information and Event Management (2022, Q2): Implemented a Security Information and Event Management service, which assists in monitoring and analyzing City network activity and reports suspicious behavior or potential security threats to the IT operations team. Efficiency Outcome: Enhances the City’s cybersecurity , enabling IT to respond to cyber threats swiftly, and safeguarding the City’s digital assets. • Microsoft Intune Device Management System (2023, Q3): Implemented Microsoft cloud- based Intune endpoint management for City-owned computing devices, supplanting th e City’s legacy on -premises solution. This provides the IT Help Desk team a centralized management tool to manage computer assets and application deployment. Efficiency Outcome: Streamlines the process of provisioning, configuring, and monitoring computer assets across the City’s computing inventory, regardless of their physical location. Reduces 1-50
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IT Help Desk staff time, allowing them to automate routine tasks such as software updates, security patches, and policy enforcement.
• Online Fire Incident Response (2022, Q3): Migrated to an online Fire Incident Response process, routing fire-related emergency calls directly to the Tablet Command app on iPads with more up -to-date underly ing GIS maps and on -site plans . Efficiency Outcome:
Improves incident management and emergency response time and saves Firefighter time. (This initiative was undertaken collaboratively by the Fire and Information Technology Departments.)
• CCTV Manager Assessment of Sewer Pipe Internal Condition (2023, Q1): Implemented CCTV Manager to use pipe inspection data to visualize the sewer mains and make this data available on a map. Efficiency Outcome: Improves access to and analysis of inspection data and helps to prioritize the maintenance of sewer pipes and gain insight into the overall picture of the sewer system.
• Microsoft-Hosted Mail System and Personal OneDrive Storage (2023, Q1): Migrated from an on-premises email server hardware to Microsoft’s hosted Exchange System. Personal network directories have been migrated to Microsoft OneDrive. Efficiency Outcome:
Eliminates the need for IT staff to support hardware for these systems, including refreshing hardware and applying updates and patches. Improves employee access to these systems from anywhere.
Initiatives Under Way
• Online Paperless Planning Permits (ePermitsMV) (est. 2024, Q2): Working with a vendor to expand ePermitsMV to include online planning permit submissions and review. The online portal allows 24/7 access to submit, track status, pay, and communicate with City staff on their paperless permit. Efficiency Outcome: Will increase transparency on the permit process for applicants and their teams; increase efficiency for City staff reviewers, as all comments/corrections are visible to all reviewers; allow for customers to be on the same permit platform for all City development pe rmits (Planning, Building , and Public Works), and foster interdepartmental collaboration. (This initiative is being undertaken collaboratively by the Community Development, Public Works, and Information Technology Departments.)
• IT Strategic Plan —IT Needs Assessment (2024, Q3): Collecting feedback from all departments about their use of and needs for software and technology and establishing an IT Governance Committee to prioritize ente rprise solution to support identified projects.
Efficiency Outcome: Will implement enterprise solutions to improve staff efficiency and productivity.
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• Redundant Internet Service Provider (2024, Q3): Deploying a redundant internet circuit.
Efficiency Outcome: Will provide two internet providers via two different physical network connections, reducing service interruptions for City staff. • Asset Inventory and Request for Proposals ( RFP) for Work Order Management System (CMMS) (est. 2024, Q4): Consolidating and synchronizing City asset data, such as street signs, pavement markings, forestry, parks, and utilities, for the new GIS-enabled enterprise CMMS and preparing a CMMS request for proposals. Efficiency Outcome: Will eliminate redundancy and discrepancies in paper and online records, reduc e maintenance efforts, and enable sharing of information across multiple City applications. • Utility Billing System (est. 2025, Q4) : Transitioning from an outdated legacy technology that no longer adequately supports existing business processes to a new , more modern platform with improved usability and security and decreased need for customizations.
Efficiency Outcome: Will enhance customer service for the City’s utility customers, simplify and streamline business operations, and increase efficiency by automating meter reading, payment processing, and invoice issuing. Will enable tracking of spending and invoicing within finance systems, ensuring smoother operations overall. (This initiative is being undertaken collaboratively by the In formation Technology, Finance and Administrative Services and Public Works Departments and the City Manager’s Office.) • Zoom Room Capabilities in City’s Conference Room (est. 2025, Q4): Implementing Zoom room capabilities in multiple City conference rooms. Completed conference rooms are:
Atrium, Plaza, Bay View, Public Works, Walnut, Library Program Room, and Atlantic. Future conference rooms to receive Zoom room capabilities are : Maple, FASD, Community Services, City Clerk, and 888 Villa . Efficiency Outcome: Meetings with remote staff , consultants, and vendors can be scheduled without requiring users to commute to City facilities.
Anticipated Initiatives
• Land Management System for Community Development and Public Works Departments (2025, Q4): As identified in t he Matrix Report as a critical need, implementing an enterprise-level land -management system , which, in conjunction with the paperless permitting system, will enable applicants to engage with City plan reviewers and track project progress. The system will also be integrated with the City’s GIS system, allowing staff to identify all activities associated with a parcel in the City. Efficiency Outcome:
Improved customer service, transparency, and efficiency. 1-52
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Library Department
Completed Initiatives
• Student Connect Card ID Number (2021, Q1): Simplified digital access card for students in Mountain View Los Altos Unified High School District to match student school identification numbers. Efficiency Outcome: Reduces staff time searching for lost digital numbers; and improves customer experience for students as identification numbers are easy to remember and use.
• Storytime Program Practices (2021, Q3): Eliminated registration requirement for storytime programs. Moved story time programs outdoor to accommodate larger crowds. Efficiency Outcome: Increased access for more families and reduced staff time. • Catalog Linked Reading Recommendations and Grade Lists (2021, Q4): Recommended reading lists are linked to catalog for customer review of available titles, holds , and synopsis. Efficiency Outcome: Decreases staff reference time in management of books lists and improves consistency in staff reference services. • Catalog Station Upgrades (2022, Q1 ): Replaced old desktop computer catalogs with touchscreen kiosks. Efficiency Outcome: Improves customer access to the catalog. • Department Restructuring/Creation of Assistant Director Position (2022, Q3): Created an Assistant Library Director position to oversee core operations and division managers.
Efficiency Outcome: Addresses succession planning needs and enables the Library Director to focus on strategic and department-level policy matters. • Streamlined Data Reporting (2022, Q3): Used Formstack to create online forms to simplify and streamline reporting of program statistics and satisfaction survey results and sending invoices to the Library’s Friends group. Efficiency Outcome: Improved eff iciency and consistency across workgroups in reporting statistics and survey results and generating reports.
• Library Website (2022, Q4): Launched a new Library website with simplified menu items and navigation , r educed text and use of jargon , appealing modern look , and implementation of a mobile -responsive site. Efficiency Outcome: Improves access and ease of use for Library customers. (This initiative was undertaken in collaboration with the City Manager’s Office and Information Technology Department.) • Security Services Guard (2024, Q1): Created and hired new lead security services guard to provide consistent security staffing at the Library. Efficiency Outcome: Provides more 1-53
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hours of security coverage at the Library to address behavioral issues and maintain a safe environment for Library patrons and staff. Frees up staff time to perform job duties. • Electric Bookmobile (2024, Q1): Launched smaller-profile electric Bookmobile and carts off vehicle model , which enabled placement of Library services within entrances and inside service buildings. Efficiency Outcome: Improves outreach to formerly hard-to-reach areas of Mountain View. Improves customer service with curated materials. Increases access to Library materials as carts come off vehicle to meet customers where they are. Electric vehicle contributes to reduction of greenhouse gasses.
Initiatives Under Way
• Shelf-Ready Library Materials (est. 2024, Q2 ): Implementing contract services to streamline cataloging and processing of Library materials before they are received.
Efficiency Outcome: Reduces staff time spent cataloging and processing materials.
Decreases the amount of time it takes for materials to reach to shelves onc e they have arrived at the Library.
Police Department
Completed Initiatives
• Leadership/Executive Coaching Program (2021, Q1): Partnered with St. Mary’s University’s Executive Leadership Program coaches and launched a leadership/executive coaching program for newly promoted department Sergeants and above to support their transition to new leadership roles. Efficiency Outcome: Improves the newly promoted member’s ability to grow and develop in their roles, making them more efficient and adaptive learners and leaders.
• Records Management System (RMS) (2021, Q1): Implemented a new RMS for all Police reports and records management , replacing a legacy system which had limited reporting capabilities and required extensive maintenance. Efficiency Outcome: Improves reporting and reduces staff time.
• Racial Identity Profile Act (RIPA) Data Collection Software (2022, Q1): Implemented software (Veritone) to comply with State Assembly Bill 953 requirements related to the collection of RIPA data. Efficiency Outcome: Ensures compliance with RIPA in an efficient and effective manner. Saves staff time and improves public access to the data. • Traffic Stop Research (2022, Q2): Hired Ph .D. Research Fellow to examine the Department’s traffic stop data to look for potential bias. Efficiency Outcome: Received 1-54
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research results with no finding of bias and established a research methodology to enable ongoing review of Police detentions.
• Military Equipment Funding and Reporting (2022, Q3): Developed a Military Equipment Funding, Acquisition, and Use policy in compliance with Assembly Bill 481 for Council adoption. Efficiency Outcome: Increases transparency and public access to information .
Facilitates assessment and removal or destruction of equipment. • Stanford University School of Medicine Partnership (2022, Q4): Partnered with Stanford University School of Medicine to test and evaluate stress and neuroscience -based intervention to improve Police performance. Efficiency Outcome: Provides feedback to officers on how they react to stressful situations and how best to regulate stress to improve performance.
• School Resource Officer (SRO) Memorandum of Understanding (MOU) and Procedure Manual (2023, Q1): Based on feedback from a Public Safety Advisory Board review of the SRO program and Council direction , the Police Department developed an MOU with the school districts and a Procedure Manual for the SRO Program . Efficiency Outcome:
Improves clarity, consistency, and effectiveness of the SRO Program. • Live 9 -1-1 Software (2023, Q1 ): Implemented technology enabling Officers in patrol vehicles to hear 9 -1-1 calls in real time and respond prior to being dispatched . Efficiency Outcome: Decreases response times for priority calls and improves public safety without increasing staffing to the Department.
• Santa Clara County Specialized Enforcement Team (SCCSET ) (2023, Q2 ): Assigned an MVPD Lieutenant to command the Santa Clara County Specialized Enforcement Team (SCCSET) focusing on fentanyl investigations. Efficiency Outcome: Enables greater access to a highly trained team of investigators who are tasked with investigating fentanyl cases in Santa Clara County.
Public Works Department—Engineering
Completed Initiatives
• Online Bidding for Public Works Projects (2021, Q2): Implemented online plan room and bidding platforms to allow electronic bid advertising and bid management services for Public Works projects. Efficiency Outcome: Minimizes the need to reproduce hard copies of bid documents and consolidates bid management.
• Public Works Development Review (2021, Q3 ): Partnered with the Community Development Department to engage a consultant to assess the Public Works development 1-55
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review process and provided recommendations related to the internal review processes, standardizing documents and procedures, providing training, and implementing a land use management software system. Efficiency Outcome: Provides consistency for customers, improves tracking of application status, streamlines the review to improve cycle times, and improves customer experience.
• Graphic Information System (GIS) Software for City Infrastructure (2022, Q1): Created and maintained an interactive web-based map of the City’s geographic data, such as FEMA flood zone, sanitary sewer, water, recycled water , and storm drainage systems. Efficiency Outcome: Improves coordination between departments and provides staff with easy and efficient access to key information in one location to help with decision-making, processing of permits, emergency repairs, and public questions.
• Bluebeam Software for Public Works Projects (2022, Q1): Introduced and increased use of Bluebeam to more efficiently receive and sort technical design comments on Public Works projects. Efficiency Outcome: Improves collaboration between the Public Works sections involved in plan review and transparency between commentors and reduce s conflicting comments.
• Building Permit e-Permit System, ProjectDox (2023, Q2): Partnered with the Community Development Department to i mplement a public-facing, online permit system for online submittal and review of building permits, improvement plans, and final/parcel maps.
Allows work flows to be assigned to e-documents by staff and applicants to track submittal status in real time. Efficiency Outcome: Improves customer experience and ease of submittal process and response status. Saves applicant time and printing costs and reduces trips to City Hall.
• Development Permits Website (2024, Q1): Partnered with the Community Development Department to launch the development permits website to serve the public with a comprehensive resource on permitting requirements and processes. Efficiency Outcome:
Improved customer service with a one-stop permit website, providing key information and expectations regarding the development process.
Public Works Department—Transportation and Business Services Completed Initiatives
• Fleet Management Software (2022, Q2 ): Initiated and implemented new fleet management software to manage the City’s vehicles and equipment. Efficiency Outcome:
Allows efficiency and optimizes operations by tracking vehicle needs, parts inventory, maintenance, and asset management.
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• Fuel Inventory Management System (2023, Q1 ): Implemented a new fuel inventory management system allowing easy access to track and manage fuel inventory from delivery to usage. Efficiency Outcome: Provides real-time fueling data and accuracy with fueling reports/inventory for best optimization and decision making.
Initiatives Under Way
• New Work Order System and Asset Management Software (2025, Q4): Identifying a new work order system to schedule, track, and assign work orders for maintenance and operations. Also pursuing an asset management software to track key facility assets and manage corrective and preventative maintenance. Efficiency Outcome: Will improve user and asset management for tracking, scheduling, and budgeting for planned replacements.
Public Works Department—Public Services
Completed Initiatives
• GIS Utility Maps via GIS (2022, Q4): Implemented mobile device access to the GIS mapping application-FieldMaps for Utilities staff. Efficiency Outcome: Enables Utilities staff to open a map on a phone or tablet and instantly see the underground utility infrastructure to help mark utility lines, plan jobs, and troubleshoot issues. • Abandoned Shopping Cart Tracking and Invoicing (2023, Q1): Implemented a new system of impounding abandoned shopping carts at the Municipal Operations Center and charging stores to recover their impounded carts. Efficiency Outcome: Increases store responsibility to prevent shopping carts from leaving store property ; reduces City staff time collecting abandoned shopping carts from the public right of way ; and improves access in the right - of-way.
• Sidewalk Offset Process (2023, Q1): Implemented a new process, using a tablet, to assess and document sidewalk offsets. Efficiency Outcome: Increases efficiency in documenting sidewalk conditions and making repairs; and reduces resident complaints and liability. • Underground Pipeline Assessment Procedures (2023, Q1): Standardized a nnual sewer utility main condition assessment projects , splitting the City into eight equal sections , and uploading condition assessment data directly into the City’s GIS system. Efficiency Outcome: Enables consistent and predicable condition assessments each year and makes assessment data instantaneously available to staff for system troubleshooting, repairs, and project planning.
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Initiatives Under Way
• GIS for Landfill Gas System (est. 2024, Q2 ): Creating a GIS layer for the landfill gas infrastructure to locate landfill gas mains, laterals, leachate lines, and air lines. Efficiency Outcome: Will enable staff to more easily generate custom exhibits and maps and be more efficient and effective in calculating landfill project cost estimates ; will save staff time savings by having one location to search to find relevant information; and using FieldMaps will pinpoint staff’s current location at the landfill in relation to the landfill infrastructure layer, which is currently difficult since Shoreline Landfill is vast and without streets or easy reference points.
KM/GZ/6/FIN
541-05-31-24M
Exhibit: A. Improvement Initiatives in Response to COVID-19 1-58
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Exhibit A
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IMPROVEMENT INITIATIVES IN RESPONSE TO COVID-19
During the COVID-19 pandemic , the City of Mountain View pivoted quickly to respond to the crisis, developing creative new programs to meet community needs and new operating procedures to keep the organization running, while maintaining safety for City employees and the public. The Citywide team embraced innovations , streamlined processes, and transformed operations. Improvement initiatives include the following:
• Conducting meetings virtually by Zoom video conference, including City Council meetings and numerous advisory body meetings;
• Implementing a paperless permitting process and digital plan review for new projects; • Installing automatic pedestrian recall (“no touch”) at 23 traffic intersections; • Activating the Emergency Operations Center (EOC) and drafting the COVID-19 recovery plan; • Placing more than 15 portable restrooms and handwashing stations around the City for the homeless and unstably housed;
• Implementing an online employee wellness program;
• Networking through 90 Spanish -language Ambassadors and Chinese and Russian community groups;
• Holding a virtual Town Hall to provide the latest information to residents and hear from Congressional leadership;
• Presenting regular COVID-19 updates to the public at City Council meetings; • Launching #TogetherMV with the creation of an online donation portal on the City’s website, where individuals donated money to Rent Relief or Small Business Assistance; • Securing State Project Homekey funding of $12 million and pioneering an innovative private-public partnership with LifeMoves, the County of Santa Clara, Google, and LinkedIn to build within six months and open LifeMoves Mountain View, an interim, transitional modular housing project with over 100 units for homeless, unstably housed, and displaced residents;
• Distributing over $900,000 in zero -interest microloans to more than 100 small businesses through the Small Business Resiliency Program, including City funding of $400,000, a $400,000 match from Google, and $100,000 from LinkedIn; 1-59
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• Providing 97 grants totaling $500,000 to Mountain View small businesses to support the recovery of the local economy;
• Implementing nine of the 10 Small Business Action Plan items to assist the City’s small businesses during the pandemic and strengthen their resilience for the longer term; • Collaborating with the Mountain View Chamber of Commerce to develop the www.ilovemv.org online marketplace for local small businesses; • Implementing “Outdoor Mountain View” (OMV) guidelines to allow downtown restaurants and businesses to temporarily operate outside on private property or authorized publi c property;
• Redeploying Fire Department staff to work at the County of Santa Clara Public Safety COVID-19 Vaccination Clinic;
• Redeploying Firefighter/Paramedics to two hospitals to assist with critical COVID-19 patient care during the height of the pandemic;
• Coordinating a Citywide Strategic Communications Team to provide multi-layered pandemic response information to the pub lic, including extensive multilingual outreach in Spanish, Chinese, and Russian;
• Creating the Mountain View Resiliency Roundtable made up of over 40 community leaders and stakeholders to collaborate on how to move forward together as a community; • Approving equitable rent adjustments on various City leases to accommodate financial hardships to tenants caused by COVID-19;
• Redeploying City staff to help nonprofit community organizations with food distribution efforts and translation services;
• Adopting an action plan to support youth mental health and wellness; • Creating a small-business call center where employees called over 700 small businesses to provide resources and support;
• Adapting Recreation programming to virtual activities, including after-school programming, 5K/10K runs, holiday kits, and many other community programs; • Converting City contracts to electronic review and approval; • Developing an online reporting module for both non-Workers’ Compensation and Workers’ Compensation COVID-19 cases to enable faster reporting times; 1-60
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• Implementing the Library “Grab and Go Holds” pickup program to provide access to Library materials during the pandemic;
• Launching an online Spanish language story time and a Spanish language parenting program;
• Adding new digital services and additional e -books to provide more electronic options for people to utilize the Library from anywhere;
• Revamping the Community Development permit center into both an outdoor and online permit center to respond to the closure of City Hall during the pandemic; • Developing safe return-to-work plans for employees and facility reopening plans in line with state and local COVID-19 protocols;
• Holding regular employee Town Hall meetings to communicate to all employees about the latest COVID-19 updates and other City developments;
• Streamlining the telecommuting program and supporting over 400 employees working remotely and providing enhanced technology resources as part of that effort; • Allocating over $2 million toward the development and implementation of Elevate MV, the City’s Guaranteed Basic Income pilot program, to provide $500 in monthly income to 166 low-income residents with children;
• Contributing $1 .8 million and working in partnership with the Mountain View Solidarity Fund and Los Altos Mountain View Community Foundation to disburse one -time flexible financial assistance to extremely low-income residents; • Providing over $4 million in funding for rent relief and other direct assistance to low-income residents through the Community Services Agency, establishing one of the largest local rent- relief programs in the Bay Area;
• Creating the City’s first Human Services Division operating in the City Manager’s Office and funded through a staff reduction in the Police Department; • Securing $16.6 million in Homekey funding from the state to redevelop the Crestview Hotel into permanent affordable housing with 67 units in partnership with the County; • Operating three 24/7 safe parking lots with capacity for more than 101 vehicles to park to assist unstably housed residents, the largest program in the County; 1-61
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• Providing extensive, hands-on, ongoing outreach to vulnerable populations to connect them with pandemic relief resources;
• Launching The Briefing e-newsletter weekly to inform the community about the latest COVID-19 updates and, building upon that effort, launching the City Hall Connection e-newsletter to include updates about City events and projects; • Providing essential services for unhoused and unstably housed residents; • Conducting ongoing housing help center/eviction prevention clinics facilitating access to rent relief and legal services;
• Developing a Mobile Home Rent Stabilization Ordinance and updating the Tenant Relocation Assistance Ordinance to provide protections to mobile home tenants; • Implementing a utility bill relief program for residential and small business customers experiencing economic impacts due to the COVID-19 pandemic; • Securing over $1 million through the federal Shuttered Venue Operators Grant to reimburse the Center for the Performing Arts staff expenses and offset revenue losses due to COVID-19;
• Supporting COVID-19 testing at the Mountain View Community Center and Mountain View Center for the Performing Arts in conjunction with the County and a drive -through testing site at Shoreline Athletic Fields with Planned Parenthood; • Supporting the County’s first mass COVID-19 vaccination clinic site at the Comm unity Center, taking just one week to open, to provide vaccinations to the public, including booster shots and vaccinations for youth, with 137,561 vaccinations completed from January 22, 2021 through April 30, 2022 and over 62,000 completed in Fiscal Year 2021-22; • Operating the Fire Department’s COVID-19 mobile vaccination program in coordination with the Santa Clara County Public Health Department, administering vaccinations and booster shots to elderly and homebound Mountain View residents; • Providing robust internal communication and recognition efforts to keep employees informed and engaged, highlighting employee and team accomplishment, wellness resources, employee events, and COVID-19 protocols;
• Developing the Castro StrEATs program to close downtown Castro Street to vehicles in support of COVID -19 recovery for downtown restaurants and businesses, safe pedestrian access, and physical distancing;
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• Implementing an enterprise scheduling application for departments to manage appointments with the community;
• Deploying an online appointment scheduling system for Building, Fire, Planning, and Police; and
• Upgrading the Council Chambers to enable “hybrid” (in -person and remote) Council meetings.
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FISCAL YEAR 2023-24 SIGNIFICANT ACCOMPLISHMENTS
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The following is a list of notable accomplishments in City programs, plans, and services over the most recent fiscal year (in random order). These items go beyond “normal” day -to-day services.
A number are related to the City Council’s 202 3-25 Strategic Priorities, which are Community for All, Intentional Development and Housing Options, Mobility and Connectivity, Sustainability and Climate Resiliency, Livability and Quality of Life, Economic Vitality , and Organizational Strength and Good Governance.
1. Dev
eloped a Community Workforce Agreement.
2. Beg
an reviewing and updating the Shoreline Community Shoreline Area Plan.
3. Exp
lored the feasibility of a potential 2024 revenue measure.
4. Laun
ched the Parks and Recreation Strategic Plan development process and completed the initial public input phase of the project.
5. Deve
loped and implemented strategies for enhancing the downtown area, including a newsletter, performances, interim infrastructure for the Castro Pedestrian Mall, and new furniture, banners, and passive recreational equipment.
6. Onboa
rded a consultant and launched the Broadband Needs Assessment and Gap Analysis project.
7. Neg
otiated a five-year contract extension for the City’s child-care center operator, including a City subsidy for low-income residents.
8. Launc
hed the development of the Homelessness Response Strategy and Expenditure Plan.
9. Prep
ared a three-year extension to the short- term Education Enhancement Reserve Joint Powers Authority in response to a request from the Mountain View Whisman School District.
10. Hos
ted a Joint Agency Meeting between the City Council, Mountain View Whisman School District, and Mountain View Los Altos High School District. 1-65
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11. Developed and implemented an ongoing training program for City advisory boards and staff liaisons on public meeting processes and legal requirements.
12. C
ompleted the development of the Economic Vitality Strategy.
13. S
elected a consultant and started a comprehensive update to the Downtown Precise Plan.
14. H
eld a community meeting in December 2023 focused on apartment tenants in the R3 Zoning District and sought initial direction at a Council Study Session on the R3 (Multi - Family Residential) zoning update.
15. I
mplemented 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 six new crossing guards to key locations.
16. C
onducted an existing conditions assessment and a map -based survey for the Active Transportation Plan that received 655 unique responses.
17. O
pened a commuter parking area at the Shoreline Lot B Safe Parking Program site, providing space for up to 23 ancillary (nonliving) vehicles to park.
18. C
onducted an existing conditions analysis and presented to the Council Transportation Committee for input to develop the Transportation Demand Management Ordinance.
19. L
aunched a comprehensive Climate Change and Resiliency Strategy update, including developing a decarbonization plan, vulnerability assessment, and resilience plan.
20. B
egan work on an update to the Race, Equity, and Inclusion Action Plan.
21. C
ompleted analysis and identified priority corridors and intersections for the Vision Zero Action Plan and Local Road Safety Plan.
22. I
mplemented the outdoor patio license program and executed over 40 patio licenses.
23. B
egan data collection and selected a consultant for the Citywide Travel Demand Model update.
24. B
egan conducting a holistic Citywide review of parking regulations.
25. D
eveloped a Request for Proposals for storefront activation services in the downtown area.
26. N
egotiated a new Joint Use Agreement between the City of Mountain View and Mountain View Whisman School District.
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27. Conducted additional community outreach and held a Council Study Session in December 2023 on updating the City’s Historic Preservation Ordinance and Register.
28. S
elected a consultant and started work on creating a Moffett Boulevard Precise Plan.
29. H
eld two Council Study Sessions to obtain direction on updates to the Gatekeeper process for private development projects with proposed legislative updates, which will continue into next fiscal year, and accepted Gatekeeper applications under the curre nt Gatekeeper process in March 2024.
30. P
rovided legal support and advice for builder’s remedy projects.
31. L
aunched an update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City facilities, communications, and programs.
32. P
lanned and hosted the Shoreline Regional Park 40th Anniversary Celebrate Shoreline community event.
33. H
osted a groundbreaking ceremony to kick off the construction of the new all -inclusive Magical Bridge Playground at Rengstorff Park.
34. I
nstalled the third and final phase of pollinator habitat at Shoreline at Mountain View.
35. I
mplemented new volunteer management software for the Citywide volunteer program.
36. E
xecuted the second annual Lunar New Year Celebration, the Multicultural Festival, and the Earth Day and Arbor Day event.
37. I
ncorporated enhanced safety equipment and protocols into the Forestry Division, including a Bluetooth communication helmet system and a new rigging system.
38. I
n partnership with the Canopy organization, facilitated three Young Tree Care Trainings for City Parks staff.
39. D
eveloped a Citywide Language Access and Multicultural Engagement Policy.
40. O
rganized and hosted a celebration of the Elevate MV Guaranteed Basic Income Pilot Program’s first anniversary, featuring a documentary screening and roundtable discussion.
41. R
eceived an “A” score from the Carbon Disclosure Project for City sustainability efforts and commitment to environmental transparency, a designation earned by only 119 cities, states, and regions worldwide.
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42. Published a special edition of The View newsletter called The View at Shoreline as part of multi-faceted communications support for the 40th anniversary celebration of Shoreline at Mountain View Regional Park.
43. C
ompleted a Request for Proposals and vendor selection for the Utility Billing System.
44. R
elaunched the Collaborate Mountain View platform to provide online public engagement opportunities for City initiatives, including the Parks and Recreation Strategic Plan, Electrify Mountain View, and the I Am MV Storytelling Project.
45. P
rocured a consultant to prepare a Citywide update to the Cost Allocation Plan and Master Fee Schedule and commenced the project.
46. C
oordinated an update of department performance metrics Citywide.
47. Me
t Mountain View’s state -mandated procurement target of 6,625 tons of organic waste products (e.g., compost and mulch).
48. C
oordinated Spanish- and Chinese-language Civic Leadership Academies.
49. C
ompleted the Fleet Electrification Plan.
50. Ac
quired three parcels of land (approximately two acres) to develop new parks in the Monta Loma and Terra Bella neighborhoods.
51. B
egan the recycled water reservoir siting study.
52. R
eceived 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.
53. P
rovided 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 statewide average of 55%.
54. C
ompleted design review of joint -use open space and street frontages at the new school site in San Antonio Center in conjunction with the Los Altos School District.
55. H
osted multiple electric equipment demonstration days for staff to test out new all-electric maintenance equipment and vehicles.
56. C
ompleted the first phase of the Five-Year Information Technology Strategic Plan.
57. De
veloped and implemented the process for issuing new concealed firearms permits. 1-68
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58. I
mplemented an ordinance regulating firearms dealers Citywide.
59. 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.
60. C
ompleted contract negotiations and brought finalized successor agreements with all bargaining groups and resolutions regarding unrepresented employees to the City Council for adoption.
61. E
nhanced 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.
62. D
eveloped, implemented, and supported a work plan to maximize employee engagement and renewed workplace culture in response to employee feedback, including updating the City’s Telecommuting Policy.
63. A
dopted and implemented a 457 Roth plan and 401(a) plan benefit providing employees with additional options to reach their retirement and financial wellness goals.
64. C
ompleted 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 Aquatics Center, Fayette Park, Shoreline Mainten ance Storage Building, Colony Street pedestrian/bicycle connection to Permanente Creek trail, Fire Station No. 4 modifications, Police -Fire training facility, Recycling Center 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 orth Shoreline Boulevard (partnering with the developer), and Street Lane Line and Legend Repainting.
65. I
mplemented and administered a new paid parental leave pilot program.
66. Se
nt a team of 10 members to attend Fire Suppression Training School to develop skills in structural firefighting.
67. L
aunched SolarAPP+ online to allow instantaneous automatic permit approvals for single - family residential photovoltaic (solar) installations in accordance with Senate Bill 379, launched in August 2023.
68. B
egan automating the Heritage and Street Tree Removal Application process through ProjectDox software on the City’s Development Permits webpage. 1-69
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69. D
eployed to support four CalOES/CalFire incidents.
70. P
rocured the Battery Extinguisher System Technology (BEST), an extinguishing system for high-voltage lithium batteries in electric vehicles.
71. R
elaunched the employee Fun Grant program to support employee events that foster and strengthen coworker connections.
72. C
onducted executive searches to appoint a Human Resources Director and Community Development Director.
73. A
ccepted a donation of six outdoor benches made from repurposed wind turbine propellers.
74. S
elected and entered into an exclusive negotiating agreement with a provider to develop affordable housing at the Santa Clara Valley Transportation Authority (VTA) Evelyn Avenue site.
75. C
ollaborated with housing developers of the VTA Evelyn Avenue site and adjacent property to facilitate joint site planning efforts and the development of a master site plan and project design enhancing the outcomes of both projects.
76. I
mplemented standardized procedures for hybrid public meetings and remote public participation for Council advisory bodies and Council subcommittees.
77. I
mplemented a new applicant tracking system to improve the candidate and new employee experience.
78. P
rovided 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.
79. P
artnered with San Francisco Bay Area Planning and Urban Research Association (SPUR) and University of California Berkeley ’s Terner Center to host a middle -income housing workshop at the Community Center as part of the City’s middle -income Council work plan project.
80. C
onducted a comprehensive three -year review of the Below -Market-Rate (BMR) housing program and held a Council Study Session on policy changes to the program.
81. I
mplemented a robust compliance and enforcement platform for annual fee payment and mandatory registration of rental properties, contributing to a considerable increase in compliance with program requirements.
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82. Simp
lified and translated rental housing program materials to improve readability, clarity, and accessibility in multiple languages, including English, Spanish, Chinese, and Russian.
83. A
dopted new regulations governing the treatment of utilities and Ratio Utility Billing Systems under the Community Stabilization and Fair Rent Act (CSFRA), resulting in the development of a new Utility Adjustment Petition Process.
84. I
nitiated separate biweekly Housing Help Clinics for landlords and tenants to address their specific concerns and rights under the CSFRA and Mobile Home Rent Stabilization Ordinance (MRHSO).
85. I
mplemented a Specified Capital Improvement Petition process to support the proper maintenance of healthy and safe housing.
86. R
eceived the Prohousing designation from Governor Gavin Newsom and the State Department of Housing and Community Development (HCD) recognizing the City as a regional leader in affordable housing.
87. Ac
quired 87 East Evelyn Avenue from the VTA for a future affordable housing development.
88. C
ompleted the Surplus Land Act process for Lot C in North Bayshore.
89. Aw
arded $4.2 million in Local Housing Trust Fund (LHTF) grant funds and $1 .1 million in Permanent Local Housing Allocation (PLHA) grant funds to support affordable housing projects and programs.
90. B
egan construction of the following capital projects: Miramonte Avenue pavement resurfacing and bicycle improvements, Traffic Signal Replacement at Shoreline Boulevard and Latham Street, Magical Bridge All -Inclusive Playground, C ommunity Development Department Reception Area Remodel, Evelyn Park, Water and Sewer Main Crossing 101 — Shoreline Boulevard, Sleeper Avenue Bridge Repair at Stevens Creek, San Antonio Sewer Phase II Project, Miramonte Pump Station Improvements, and Miramonte Reservoir Fence Replacement.
91. L
everaged $9.1 million of federal and Rental Housing Impact Fee funds to support the Crestview Hotel project.
92. H
eld a Council Study Session to review and update the City ’s Affordable Housing Notice of Funding Availability process.
93. C
reated a program to offer stipends to active students of the Library’s Career Online High School Program in support of work force development.
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94. Established a partnership with the Mountain View Whisman School District after -school program to run a library card drive.
95. C
ompleted the two-year Breakthrough Grant cycle as funded by the Partnership for the Bay’s Future.
96. H
eld an Affordable Housing Month event at 950 W est El Camino Real, including a tour, panel, and educational event for community members.
97. He
ld Council Study Sessions on implementing local replacement requirements, housing acquisition and preservation, a community ownership action plan, and other efforts as part of the City’s Displacement Response Strategy.
98. P
rovided a Lead Worker Certificate program to 19 employees currently in, or preparing for, lead roles in the organization.
99. 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.
100
. Received over $27,000 in grant funding from the County of Santa Clara via the Emergency Medical Services (EMS) Trust Fund for the purchase of paramedic field capture devices and CPR data review software.
101. De
veloped the Structural Fire Tactics Guide, which supports Fire personnel on the basic strategies, tactics, safety procedures, and standard terminology required at a structure fire. 102. C
ompleted a CalPERS contract amendment to update employee cost -share contributions for unrepresented, sworn PEPRA members.
103. O
rganized a Mental Health First Aid training opportunity for City staff. 104. C
ompleted the Paperless Permitting system rollout and launched a new Development Permits website.
105. C
reated and presented the first School Resource Officer annual report to the Public Safety Advisory Board, highlighting service achievements and growth areas. 106. E
stablished the Youth Engagement Officer position to enhance the Police Department’s youth engagement and expand youth programs through the Youth Services Unit. 107. C
ompleted updates to the City Zoning Code consistent with the City’s adopted Housing Element and state laws while streamlining lot line adjustment procedures and revising accessory dwelling unit regulations.
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108. U
pdated Council Policies A- 10, Authorization to Execute City Contracts and Agreements; A-11, Financial and Budgetary Policy; B-2, Investment Policy; and B-5, Claims and Litigation. 109. I
mplemented technology enabling officers in patrol vehicles to hear 9-1-1 calls in real time, reducing response times and enhancing public safety.
110. I
nstalled and configured Zoom meeting systems in the following conference rooms: the Public Works Conference Room, the Library Program Room, the Atlantic Conference Room (Municipal Operations Center), the Bay View Conference Room, and the Walnut Conference Room (Community Center).
111. C
ompleted Solid Waste, Water, and Waste water cost-of-service studies and implemented adjusted rates based on the results of the analysis.
112. D
eveloped and implemented an Senate Bill 1383 enforcement plan for all customers not compliant with mandatory composting per state requirements. 113. De
signed and installed a closed -circuit television system (CCTV) in the Police/Fire Administration Building and the Library.
114. M
igrated all personnel to multi-factor authentication (MFA) security. 115. U
pdated the City’s California Public Records Act Policy. 116. R
eplaced Core Network Switch upgrade in the Police/Fire Administration Building. 117. C
reated 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; created an iPad-enabled digital work flow for field staff; and created a randomized sampling method to meet statistical thresholds for analysis.
118. De
veloped a GIS Rent Stabilization Division platform for the public to understand the City’s rental market.
119. R
eceived $102,000 in California State Office of Traffic Safety Grant funds to address drunk driving and other traffic safety measures.
120. R
eceived 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 Mountain View Police Department Dreams and Futures summer enrichment program for underserved youth.
121. T
rained all legislative body liaisons on the use of Legistar. 1-73
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122. R
eviewed internal procedures and systems to maximize efficiencies. 123. R
eceived the Government Finance Officers Association’s (GFOA) Award for Excellence in Financial Reporting for the City’s Annual Comprehensive Financial Report and the Distinguished Budget Presentation Award for the City’s Operating Budget. 124. E
xpanded community outreach for Proposition 218 utility rate notices to include the renter community.
125. E
nhanced OpenGov transparency portal on the City’s website to be updated daily rather than annually.
126. U
nveiled the new all -electric Bookmobile and implemented a new flexible service model with expanded stops at schools, parks, and other communitywide locations, including all Mountain View Whisman School District elementary schools and the Mountain Vie w Los Altos High School District Adult School.
127. C
ompleted network and telephone installation for 888 Villa Street offices to support a new office location for City staff.
128. R
eplaced the City’s core data storage with a system with more capacity and better performance.
129. L
aunched the Learners Program to help community members achieve life goals through reading.
130. C
ompleted a refresh of the Library’s History Center space and began the process to inventory and assess the collection and services.
131. A
dded new Library Children’s Room furniture, including sofas and tables for increased comfort and work areas.
132. R
eceived $9,300 in federal bulletproof vest grant funding. 133. R
eceived $12,000 from the Santa Clara County Public Health Department for tobacco enforcement operations with retailers in the City of Mountain View. 134. Ad
ded bicycle repair kits to the circulating collection to increase access for community cyclists.
135. 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. 1-74
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136. 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.
137. A
warded $1.6 million from the 2024 Community Project Funding (CPF) Grant through the Department of Housing and Urban Development’s (HUD) Economic Development Initiative to facilitate the development of the 87 East Evelyn Avenue affordable housing project. 138. S
ubmitted a $5 million grant application for HUD’s Pathways to Removing Obstacles to Housing (PRO Housing) funding.
139. O
ffered lunch-hour parenting programs with increased focus on mental health topics for parents and caregivers of teens.
140. E
xpanded 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. 141. A
ttended a record number of community events and ran extensive outreach campaigns for rental housing registration, compliance, and eviction prevention targeted to vulnerable and hard-to-reach communities, including seniors, small property owners, and non-English speakers, to increase community awareness and understanding of tenant protections. 142. St
reamlined the rental housing petition process and increased program accessibility, resulting in a significant increase in tenant petition filings. 143. R
edesigned the annual Homeless Initiatives Update report layout and informational graphics to highlight the City’s efforts in assisting homeless and unstably housed residents. 144. R
educed the number of youth programs that require registration and moved to drop -in hours to increase accessibility and best accommodate families’ scheduling needs. 145. De
veloped new and enhanced access to employee resources on the new intranet site. 146. 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.
147. I
ncreased Summer Reading Program participation to approximately 1,950 participants across all age groups, which represents one in four elementary schoolchildren in the district participating.
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148. Launched a new online public catalog to help users browse the Library collection online, search for items, and manage their Library card accounts from anywhere. 149. R
eceived a $12,000 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.
150. C
ompleted the hiring of a new external audit firm through a formal procurement process. 151. I
ssued the first ever Budget in Brief and Budget video.
152. I
mplemented labor compliance software to track and ensure compliance with federal, state, and local prevailing wage requirements for payment requests on public projects submitted by City contractors.
153. 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. 1-76
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AUDITED ADOPTED RECOM.
ACTUAL BUDGET ESTIMATED BUDGET MAJOR
2022-23 2023-24 2023-24 2024-25 FUND(1)
GOVERNMENTAL FUNDS:
GENERAL FUND
GENERAL OPERATING $ 181,989,739 180,845,980 181,812,720 184,143,980 GF - DEVELOPMENT SERVICES 12,979,325 15,201,100 12,092,480 11,035,120 GF RESERVES 79,818,396 38,791,525 51,359,282 23,287,371 274,787,460 234,838,605 245,264,482 218,466,471 X
SPECIAL REVENUE FUNDS
GAS TAX 4,176,741 4,522,400 4,771,500 4,733,500
OTHER STREETS & TRANSPORTATION 765,452 2,825,900 1,452,679 659,000 CONSTRUCTION/CONVEYANCE TAX 5,628,064 6,131,000 5,900,928 6,243,000 PUBLIC BENEFIT IN LIEU 6,653,460 1,304,300 1,833,000 1,485,000 OTHER TRANSPORTATION DEV FEES 1,214,453 143,900 208,055 160,000 HOUSING 14,238,080 3,405,200 9,208,500 3,427,000
CSFRA/RENTAL HOUSING COMMITTEE 1,526,050 1,641,700 1,454,100 1,729,900 MOBILE HOME RENT STABILIZATION 356,168 350,200 346,000 323,600 SUCCESSOR HOUSING AGENCY 115,654 7,200 35,000 39,000
SHORELINE GOLF/RESTAURANT 4,197,229 4,929,300 4,446,933 4,707,500 DOWNTOWN BENEFIT ASSMT DISTS 2,201,490 2,225,500 2,344,667 2,468,700 GENERAL SPECIAL PURPOSE 37,009 65,900 24,200 61,000
SUPPLEMENTAL LAW ENFRCMNT SRVCS 212,335 175,000 241,583 175,000 HOUSING GRANT 1,693,520 2,096,408 3,798,315 1,645,000
CABLE TELEVISION 169,004 170,000 154,000 145,000
SHORELINE REGIONAL PARK COMM 68,171,827 68,228,400 79,014,600 81,834,500 X OTHER (2) 168,315 0 208,000 0
111,524,851 98,222,308 115,442,060 109,836,700
CAPITAL PROJECTS FUNDS
STORM DRAIN CONSTRUCTION 25,747 39,000 42,500 42,000
PARK LAND DEDICATION 19,401,891 3,259,700 3,816,000 2,685,400 19,427,638 3,298,700 3,858,500 2,727,400
PROPRIETARY FUNDS:
ENTERPRISE FUNDS
WATER 41,842,482 39,820,400 45,839,478 45,867,600 X
WASTEWATER 39,144,705 31,726,200 34,597,759 34,447,100 X SOLID WASTE MANAGEMENT 16,276,587 16,075,700 16,390,492 18,837,000 97,263,774 87,622,300 96,827,729 99,151,700
INTERNAL SERVICE FUNDS
EQUIPMENT MAINT & REPLACMNT 7,398,216 7,638,900 7,712,154 6,575,000 WORKERS' COMPENSATION SELF-INS 2,557,056 2,422,900 2,335,000 2,987,000 UNEMPLOYMENT SELF-INS 65,635 36,600 74,000 17,000
LIABILITY INSURANCE 4,948,003 5,087,300 6,276,468 5,911,900 RETIREES' HEALTH INSURANCE 5,476,171 5,909,250 6,008,886 6,716,360 EMPLOYEE BENEFITS SELF-INS 59,897 75,600 56,600 71,500
20,504,978 21,170,550 22,463,108 22,278,760
TOTAL $ 523,508,701 445,152,463 483,855,879 452,461,031 (2) Revenues received mid-year but not budgeted, such as Police Asset Forfeitures and Grants.
TOTAL FUND REVENUES
(1) Major funds are defined as funds that have revenues or expenditures equal to 10% of their fund-type total and 5% of the grand total of governmental and enterprise funds. The above funds meet the requirement for revenues which match the expenditures test with the exception that the expenditure test includes the Housing Fund. 1-77
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AUDITED ADOPTED RECOM.
ACTUAL BUDGET ESTIMATED BUDGET MAJOR
2022-23 2023-24 2023-24 2024-25 FUND(1)
GOVERNMENTAL FUNDS:
GENERAL FUND
GENERAL OPERATING $ 166,873,308 175,530,346 (2) 179,526,599 183,833,466 (3) GF - DEVELOPMENT SERVICES 20,779,566 17,831,210 (2) 17,327,583 17,454,841 (3) GF RESERVES 51,652,059 61,369,255 64,941,109 41,301,922 239,304,933 254,730,811 261,795,291 242,590,229 X
SPECIAL REVENUE FUNDS
GAS TAX 3,504,200 4,341,800 4,341,800 5,655,500
OTHER STREETS & TRANSPORTATION 882,470 2,861,000 1,247,843 -50,000 CONSTRUCTION/CONVEYANCE TAX 14,754,242 6,375,000 6,675,000 10,593,000 PUBLIC BENEFIT IN LIEU 7,230,000 19,626,000 19,526,000 1,500,000 HOUSING 11,225,320 52,203,787 17,481,348 37,557,514 X
CSFRA/RENTAL HOUSING COMMITTEE 1,515,249 2,061,836 1,692,265 2,345,664 MOBILE HOME RENT STABILIZATION 266,596 346,911 257,532 319,500 SUCCESSOR HOUSING AGENCY 0 1,000,000 0 1,000,000
SHORELINE GOLF /RESTAURANT 4,220,706 4,672,680 4,488,614 4,531,937 DOWNTOWN BENEFIT ASSMT DISTS 1,511,782 685,304 632,052 735,814 GENERAL SPECIAL PURPOSE 41,551 126,778 20,500 131,177
SUPPLEMENTAL LAW ENFRCMNT SRVCS 212,335 175,000 241,583 175,000 HOUSING GRANT 814,900 3,205,828 5,630,089 1,645,000
CABLE TELEVISION 174,162 195,000 217,235 195,000
SHORELINE REGIONAL PARK COMM 56,156,857 60,024,676 60,753,045 59,974,419 X OTHER (4) 58,158 0 0 0
102,568,528 157,901,600 123,204,906 126,309,525
CAPITAL PROJECTS FUNDS
STORM DRAIN CONSTRUCTION 33,000 234,000 234,000 261,000 PARK LAND DEDICATION 30,637,310 8,000,000 8,154,000 1,800,000 30,670,310 8,234,000 8,388,000 2,061,000
PROPRIETARY FUNDS:
ENTERPRISE FUNDS
WATER 52,060,803 55,684,952 55,012,122 51,141,442 X
WASTEWATER 30,991,842 42,483,830 40,247,122 50,254,201 X SOLID WASTE MANAGEMENT 15,764,523 22,604,486 16,198,392 24,334,393 98,817,168 120,773,268 111,457,636 125,730,036
INTERNAL SERVICE FUNDS
EQUIPMENT MAINT & REPLACMNT 4,724,349 13,959,522 8,900,381 15,780,580 WORKERS' COMPENSATION SELF-INS 2,029,034 2,592,500 2,474,372 4,406,500 UNEMPLOYMENT SELF-INS 18,075 127,250 4,843 27,250
LIABILITY INSURANCE 4,885,912 5,087,300 6,397,982 6,911,900 RETIREES' HEALTH INSURANCE 5,499,786 5,934,250 6,020,457 6,716,360 EMPLOYEE BENEFITS SELF-INS 43,028 114,500 45,400 114,500 17,200,184 27,815,322 23,843,435 33,957,090
TOTAL $ 488,561,123 569,455,001 528,689,268 530,647,880 (2) Includes $6.5M and $2.5M budget savings for the General Operating and Development Services Funds, respectively. (3) Includes $8.5M and $2.5M budget savings for the General Operating and Development Services Funds, respectively. (4) Expenditures from mid-year appropriations in funds such as Police Asset Forfeitures and Grants. (1) Major funds are defined as funds that have revenues or expenditures equal to 10% of their fund-type total and 5% of the grand total of governmental and enterprise funds. The above funds meet the requirement for expenditures which match the revenue test with the exception of the Housing Fund.
TOTAL FUND EXPENDITURES
1-78
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FISCAL OPERATING % CHANGE FROM
YEAR REVENUES PRIOR FISCAL YEAR
2015-16 $115,911,000 8.4%
2016-17 $126,689,000 9.3%
2017-18 $136,377,000 7.6%
2018-19 $146,010,000 7.1%
2019-20 $142,667,000 (2.3%)
2020-21 $150,547,000 (1) 5.5%
2021-22 $163,376,000 8.5%
2022-23 $181,989,000 11.4%
2023-24 * $181,813,000 (0.1%)
2024-25 ** $184,144,000 1.3%
* E stimated
** Recommended
(1) Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million.
GENERAL OPERATING FUND REVENUES
1-79
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FISCAL OPERATING % CHANGE FROM
YEAR EXPENDITURES PRIOR FISCAL YEAR
2015-16 $102,590,000 (1) 5.0%
2016-17 $110,936,000 (2) 8.1%
2017-18 $121,682,000 (3) 9.7%
2018-19 $137,279,000 (4) 12.8%
2019-20 $136,911,000 (5) (0.3%)
2020-21 $136,811,000 (0.1%)
2021-22 $145,825,000 6.6%
2022-23 $166,873,000 (6) 14.4%
2023-24 * $179,527,000 (7) 7.6%
2024-25 ** $183,833,000 2.4%
* E stimated
** Recommended
(1)
(2)
(3)
(4)
(5)
(6)
(7)
GENERAL OPERATING FUND EXPENDITURES
Fiscal Year 2015-16 includes additional contributions of $2.0 million towards the CalPERS liability and $1.0 million towards the OPEB liability.
Fiscal Year 2016-17 includes additional contributions of $2.0 million towards both the CalPERS and OPEB liabilities, and transfers of $2.0 million to the Strategic Property Acquisition Reserve (SPAR) and $500,000 to the General Non-Operating Fund (GNOF).
Fiscal Year 2017-18 includes additional contributions of $4.0 million and $2.0 million towards the CalPERS and OPEB liabilities, respectively, and a transfer of $2.0 million to SPAR.
Fiscal Year 2023-24 includes a transfer of $3.0 million to the General Fund Reserve.
Fiscal Year 2022-23 includes an additional contribution of $2.0 million towards the GNOF for payment to the CalPERS liability, and transfers of $1.6 million to the General Fund Reserve, $4.0 million to the Capital Improvement Reserve, $3.0 million to SPAR, $1.0 million to the Budget Contingency Reserve, and $1.0 million to the Liability Fund.
Fiscal Year 2018-19 includes additional contributions of $4.0 million and $1.0 million towards the CalPERS and OPEB liabilities, respectively, and transfers of $6.5 million to the GNOF for the Sustainability CIP, $2.0 million each to the Capital Improvement and Transportation Reserves, and $1.0 million to the General Fund Reserve.
Fiscal Year 2019-20 includes an additional contribution of $4.0 million towards the CalPERS liability, and transfers of $1.0 million to the GNOF for the Sustainability CIP and $2.0 million to the General Fund Reserve. 1-80
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TOTAL FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2022-23 2023-24 2024-25 Change *
Property Taxes $ 143,154,072 140,257,900 156,511,600 11.6% Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 13,171,668 15,663,450 11,807,050 (24.6%) Intergovernmental 14,549,687 10,033,408 7,811,500 (22.1%) Charges for Services (1) 131,049,121 100,728,700 109,065,420 8.3% Miscellaneous Revenues 15,147,185 8,355,299 5,358,200 (35.9%) Use of Money & Property 48,896,775 47,848,747 51,551,961 7.7% Interfund Revenues & Transfers 102,837,605 69,190,959 57,191,300 (17.3%) Other Local Taxes 29,356,385 27,937,000 28,686,000 2.7% Sales Tax 25,346,202 25,137,000 24,478,000 (2.6%)
TOTAL $ 523,508,701 445,152,463 452,461,031 1.6%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. (1) Includes Developer Fees and Contributions.
Sales Tax
Other Local Taxes
Use of Money &
Property
Interfund Revenues &
Transfers
Other Revenues
Property Taxes
22-23 Audited
23-24 Adopted
24-25 Recom.
(dollars in
thousands)
1-81
Table of Contents
GENERAL OPERATING FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2022-23 2023-24 2024-25 Change *
Property Taxes $ 70,873,872 74,558,000 78,063,000 4.7%
Use of Money & Property 27,090,680 28,154,750 30,048,000 6.7% Sales Tax 25,346,202 25,137,000 24,478,000 (2.6%)
Other Local Taxes 25,189,250 22,933,000 23,676,000 3.2% Interfund Revenues & Transfers 19,143,966 16,716,580 14,792,630 (11.5%) Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures 6,415,756 6,738,350 6,767,150 0.4%
Intergovernmental 862,247 738,500 727,000 (1.6%)
Charges for Services 3,449,993 3,440,200 3,385,800 (1.6%) Miscellaneous Revenue 3,617,773 2,429,600 2,206,400 (9.2%) TOTAL $ 181,989,739 180,845,980 184,143,980 1.8%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget.
Other Revenues
Interfund Revenues &
Transfers
Other Local Taxes
Sales Tax
Use of Money &
Property
Property Taxes
22-23 Audited
23-24 Adopted
24-25 Recom.
(dollars in
thousands)
1-82
Table of Contents
OTHER FUND REVENUES
Audited Adopted Recom.
Actual Budget Budget Percent
Revenue Category 2022-23 2023-24 2024-25 Change *
Other Revenues:
Licenses, Permits & Franchise Fees/
Fines & Forfeitures $ 6,755,912 8,925,100 5,039,900 (43.5%) Intergovernmental 13,687,440 9,294,908 7,084,500 (23.8%) Charges for Services (1) 127,599,128 97,288,500 105,679,620 8.6% Miscellaneous Revenues 11,529,412 5,925,699 3,151,800 (46.8%) Property Taxes 72,280,200 65,699,900 78,448,600 19.4%
Interfund Revenues & Transfers 83,693,639 52,474,379 42,398,670 (19.2%) Use of Money & Property 21,806,095 19,693,997 21,503,961 9.2% Other Local Taxes 4,167,135 5,004,000 5,010,000 0.1%
TOTAL $ 341,518,962 264,306,483 268,317,051 1.5%
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. (1) Includes Developer Fees and Contributions.
Other Local Taxes
Use of Money &
Property
Interfund Revenues &
Transfers
Property Taxes
Other Revenues
22-23 Audited
23-24 Adopted
24-25 Recom.
(dollars in
thousands)
1-83
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TOTAL EXPENDITURES BY FUND TYPE
Audited Adopted Recom.
Actual Budget Budget Percent
Fund Type 2022-23 2023-24 2024-25 Change *
General Fund $ 187,652,874 193,361,556 201,288,307 4.1% Special Revenue Funds 102,568,528 157,901,600 126,309,525 (20.0%) Enterprise Funds 98,817,168 120,773,268 125,730,036 4.1% General Fund Reserves 51,652,059 61,369,255 41,301,922 (32.7%) Internal Service Funds 17,200,184 27,815,322 33,957,090 22.1% Capital Projects Funds 30,670,310 8,234,000 2,061,000 (75.0%) TOTAL $ 488,561,123 569,455,001 530,647,880 (6.8%)
* Percent Change From Prior Year Adopted to Current Year Recommended Budget.
Capital Projects Funds
Internal Service Funds
General Fund Reserves
Enterprise Funds
Special Revenue Funds
General Fund
22-23 Audited
23-24 Adopted
24-25 Recom.
* (dollars in
thousands)
1-84
Table of Contents
TOTAL DEPARTMENT EXPENDITURES
Audited Adopted Recom.
Actual Budget Budget Percent
Department 2022-23 2023-24 2024-25 Change *
Non-Departmental (1) $ 245,392,317 227,703,501 169,807,435 (25.4%) Public Works 78,161,214 106,312,305 122,963,360 15.7%
Police 46,291,216 51,235,338 57,291,562 11.8%
Fire 33,291,062 37,528,678 40,654,299 8.3%
Community Services 26,007,272 32,088,874 36,214,859 12.9% Housing 0 56,403,728 36,057,977 (36.1%)
Finance and Admin Srvcs 15,071,290 15,860,173 19,721,558 24.3% Community Development 16,955,427 14,113,275 16,539,330 17.2% ** Information Technology 6,948,023 9,258,528 11,517,316 24.4% City Manager 5,789,560 8,528,831 9,413,197 10.4%
Library 6,393,846 8,067,727 8,455,415 4.8%
City Attorney 3,725,153 5,181,111 5,960,726 15.0%
Human Resources 3,137,083 4,554,933 4,971,750 9.2%
City Clerk 1,092,673 1,109,060 1,538,588 38.7%
City Council 304,987 508,939 540,508 6.2%
Projected Budget Savings Included (9,000,000) (11,000,000) 22.2% TOTAL $ 488,561,123 569,455,001 530,647,880 (6.8%)
* Percent Change From Prior Year Adopted to Current Year Recommended Budget. ** Beginning Fiscal Year 2023-24, the Housing and Neighborhood Services Division was separated from the Community Development Department to form the Housing Department. (1) Includes Housing loans.
City Council
City Clerk
Human Resources
City Attorney
Library
City Manager
Information Technology
Community Development
Finance & Admin. Services
Housing
Community Services
Fire
Police
Public Works
Non-Departmental
22-23 Audited
23-24 Adopted
24-25 Recom.
* (dollars in
thousands)
1-85
Table of Contents
Audited Adopted Recom.
Actual Budget Budget Percent
Department 2022-23 2023-24 2024-25 Change **
Police $ 45,506,204 50,870,338 54,593,881 7.3%
Fire 30,372,385 33,066,079 36,655,581 10.9%
Community Services 17,896,192 22,582,148 24,773,927 9.7% Public Works 12,534,637 14,723,653 16,706,599 13.5%
Non-Departmental 28,736,728 * 19,022,610 * 15,204,690 (20.1%) Information Technology 6,104,581 8,396,074 8,820,846 5.1% Finance and Admin Srvcs 6,537,363 8,245,686 8,735,417 5.9% Library 6,277,846 7,718,627 8,115,215 5.1%
City Manager 4,660,439 6,059,246 6,888,643 13.7%
Human Resources 2,867,946 3,672,933 3,875,850 5.5%
City Attorney 2,448,789 3,831,111 3,860,726 0.8%
Community Development 1,681,748 1,570,131 1,663,630 6.0% *** City Clerk 948,373 1,106,060 1,204,888 8.9%
Housing 0 656,711 693,065 5.5%
City Council 300,077 508,939 540,508 6.2%
Projected Budget Savings Included (6,500,000) (8,500,000) 30.8% TOTAL $ 166,873,308 175,530,346 183,833,466 4.7%
*
** Percent Change From Prior Year Adopted to Current Year Recommended Budget. *** Beginning Fiscal Year 2023-24, the Housing and Neighborhood Services Division was separated from the Community Development Department to form the Housing Department.
GENERAL OPERATING FUND EXPENDITURES
Fiscal Year 2022-23 includes a transfer of $11.6 million to reserves and $1 million to the Liability Fund.
Fiscal Year 2023-24 includes a transfer of $3.0 million to the General Fund Reserve.
City Council
Housing
City Clerk
Community Development
City Attorney
Human Resources
City Manager
Library
Finance & Admin. Services
Information Technology
Non-Departmental
Public Works
Community Services
Fire
Police
22-23 Audited
23-24 Adopted
24-25 Recom.
* (dollars in
thousands)
1-86
Table of Contents
CITY &
COMMUNITY
INFO
Table of Contents
City of Mountain View, California
Community Profile
2-1
The City of the Mountain View’s mission is to provide quality services and facilities that meet the needs of a caring and diverse community in a financially responsible manner.
Locat
ion
Loc
ated in Silicon Valley, the City occupies 12.2 square miles in Santa Clara County and is approximately 36 miles southeast of the City of San Francisco and 15 miles northwest of the City of San Jose (the County seat).
Table of Contents
City of Mountain View, California
Community Profile
2-2
History
Mountain View began as a stagecoach stop and an
agricultural center for the lush Santa Clara Valley.
The town was incorporated in 1902 with a
population of fewer than 1,000 people. Once
covered in orchards and vineyards, b y 1960 with the
growth of the electronic and aerospace industries ,
the City of Mountain View 's (City) population had
exploded to over 30,000. As of January 1, 2024, the
population is 86,535.
Castro Street, 1904
T
oday
Mountain View is a modern, high- tech city that
retains quiet neighborhoods and a historic
downtown core. While Mountain View is
keeping pace with new ideas and innovations,
the City is also committed to the traditional
values of strong neighborhoods and resident
involvement. Mountain View is comprised of a
variety of distinct, locally organized
neighborhood and homeowners associations
which help identify the community’s needs and
shape the City ’s future. In 2023, Niche ranked
Mountain View first, sixth, and 145 for the Best Suburbs to Live in Santa Clara County, California, and Nationally , respectively. Mountain View ranked first, sixth, and 34 for Best Suburbs for Young Professionals in Santa Clara County, California, and Nationally, respectively.
In November, Mountain View was one of only 119 cities, states, and regions across the globe to receive an “A” score for its sustainability efforts and commitment to environmental transparency.
I
n recent years, the City has developed some
of the finest recreation and community
facilities the San Francisco Bay Area has to
offer. The City ’s extensive park system not
only provides an outstanding array of
neighborhood parks, but also includes an
innovative regional park built on reclaimed
landfill. Shoreline at Mountain View,
adjacent to the San Francisco Bay, features
an 18 -hole golf course, professionally
managed concert venue, a sailing lake and
wild life preservation areas. The Civic Center,
Mountain View Veterans Memorial
Table of Contents
City of Mountain View, California
Community Profile
2-3
built around downtown ’s Pioneer Park, has one of the finest theater facilities in Northern California as well as a 60,000 square foot state -of-the-art library. Stevens Creek Trail has been undergoing phases of extensions since 1991 and is currently a 5.14 mile section of paved all- weather pathway for pedestrians and cyclists. Dialogue continues to extend the trail to neighboring cities.
Do
wntown Mountain View is the “heartbeat” of the
City. This vibrant and active center offers a
tremendous array of restaurants, as well as shops, the
Center for Performing Arts , sidewalk cafes, clubs,
businesses and the civic center. Downtown Mountain
View is known for its festivals, parades, cultural events, the weekly farmers’ market, summer concerts and a
variety of unique celebrations throughout the year.
Hundreds of thousands of people come to downtown
Mountain View each year to enjoy the events, and the
character of downtown keeps them coming back.
C
ity Government
The City of Mountain View, incorporated on
November 7, 1902, became a charter city o n January
15, 1952. The City operates under a council -manager
form of government. The City Council is the legislative body, sets policy and directs the course for the City.
Seven City Council members are elected at large for
four-year terms that are staggered so three or four
seats
are filled at the general municipal election in
November of every even -numbered year. Service on
the City Council is limited to two consecutive terms.
Each year in January, the City Council elects one of its members as Mayor and another as Vice Mayor.
Ut
ility Box Public
Art Project
Downtown – Castro Street
Table of Contents
City of Mountain View, California
Community Profile
2-4
C
ity at a Glance
The climate is mild, with average temperatures during the summer months in the mid -70’s and in the high 50’s during the winter.
Population
1960 Census 30,889
1970
Census 54,132
1980 Census 58,722
1990 Census 67,460
2000 Census 71,369
2010 Census 74,066
2020 Census 8 2,376
2021 8 3,489
2022 8 4,199
2023 8 4,463
2024 86,535
S
ource: U.S. Census Bureau (1960-2020)
California State Department of Finance ( CA DOF) ( all other years are provisional estimates as of January 1, revised annually)
2020 Ce
nsus Population Breakdown 2020 ACS Age Distribution
W
hite 40.1% <5 6.5%
Asian 34.9% 5-19 15.4%
Hispanic or Latino 17.2% 20-24 5.2%
Black or African American 1.4% 25-34 22.6%
American Indian and Alaska Native 0.1% 35-44 16.8%
Native Hawaiian and Other Pacific Islander 0.3% 45-54 12.1% Two or More Races 5.3% 55-64 10.2%
Other Race 0.7% 65+ 11.2%
At the time of incorporation in 1902, there were
approximately 611 residents in the City. Fast
forward 100 years to the celebration of the City’s
Centennial, the population had grown to 71,610.
Source: U.S. Census Bureau, 2020 Census State
Redistricting Data
Source: U.S. Census Bureau, 2016-2020 American
Community Survey (ACS) 5-Year Estimates
Table of Contents
City of Mountain View, California
Community Profile
2-5
Downtown Transit Center
Parks, Recreation, and Performing
Arts
18-hole golf course
B oathouse & Sailing Lake
Center for the Performing Arts
22,000 Seat Amphitheatre
Community Center
Senior Center
Teen Center
45 Parks
5 Trails
2 Aquatic Centers
3 Community Gardens
2 Sports Centers
2 Athletic Fields Complexes
Deer Hollow Farm
Library
Shoreline Athletic Fields
Transportation
Highway 101 and Interstate 280
State Routes 82, 85, and 237
Central and Foothill Expressways
Downtown Transit Center
o Caltrain
o Valley Transportation
Authority
Shared Use Paths (Class I): 24.32
miles
Bike Lanes (Class II): 27.57 miles
Bike Routes (Class III): 8.93 miles
Protected Bikeways (Class IV): 2 miles
Mountain View Community Shuttle
MVgo Shuttle Services
Charleston Protected Bikeway
New Rengstorff Park Aquatics Center
Table of Contents
City of Mountain View, California
Community Profile
2-6
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Median Home Values
2014-2023
Single Family House Condo/Townhouse
T
he City’s goal is to facilitate a
Community for All and implement
intentional housing opportunities to
increase the diversity, affordability, and
supply of housing to serve an
economically diverse community.
Through its housing impact fees, Below
Market Rate housing program, and
leveraging external funding, the City
facilitates the development of affordable
rental and ownership housing for families,
seniors, unhoused community members,
and special needs. There are 1, 804 affordable housing units in the City . C urrently, there are nine affordable housing projects in various stages of development, as well as three upcoming land dedication sites, for a total of 12 pipeline projects estimated to add 1,310 units to the City’s affordable housing inventory.
Education
The City is located within reach of some of the best universities in the country: Stanford University, Santa Clara University, San Jose State University, Carnegie Mellon University Silicon Valley, and Universities of California at Berkeley and Santa Cruz. Mountain View also has several elementary and secondary schools that maintain high standards and keep pace with the increasing demands for the requirements of higher education in the working world. The City is served by the Mountain View Whisman School District, Los Altos School District and Mountain View-Los Altos Union High School District.
Housing
40,377 housing units*, including
1,804 affordable housing units
existing
Median Home Values (end of
2023)**
o Single-family home: $2,510,500
o Condo/townhouse: $1,300,000
38.9% owner-occupied***
61.1% renter-occupied***
7.7% Vacancy Rate*
Affordable Housing Development at 1265 Montecito
Avenue, Under Construction
9 Public Elementary Schools, 2 Public Middle Schools, 3 Public High Schools Education Statistics:
o 94.5% age 25 and over are a high school graduate or higher*** o 74.7% age 25 and over have a bachelor’s degree or higher*** o 45.6% age 25 and over have a graduate or professional degree*** Sources: * CA DOF, 1/1/2024 City/County Population and Housing Estimates ** HdL Report from Santa Clara County 2023/24 – 2023/24 Secured Tax Roll and County Recorder *** U.S. Census Bureau, 2022 ACS 1-year Estimates
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City of Mountain View, California
Community Profile
2-7
Sustainability
The City is committed to sustainability and protection of the natural environment, addressing climate change, meeting water conservation and zero waste goals, and ensuring that members of our diverse community are integrated into our policy -making and planning processes through equity-centered programs. We are working to create a resilient city that can adapt to the impacts of climate change and thrive both now and in the future.
The following are a few of the City's sustainability achievements. • R
educed carbon emissions from City operations 46% and
community-wide 37% since 2005.
• Adopted a Zero Waste goal and developed zero waste action plans for municipal operations and the community.
• One of 120 cities worldwide to receive an “A” grade from the Carbon Disclosure Project for our leadership on environmental action, ambition and transparency.
• Developed an Electric Vehicle Ac tion Plan and have been installing 68 publicly-accessible EV chargers at City facilities including 2 level 3 fast charger ports.
• A founding member of Silicon Valley Clean Energy, which provides carbon-free electricity to >97% of Mountain View. • Installed “purple pipe” throughout the North Bayshore area to supply recycled water for landscape irrigation.
• Updated investment policy to divest City investments from fossil fuel companies.
• Joined the ICLEI (Local Governments for Sustainability) Race to Resilience to build resilience and adapt to the impacts of climate change.
• Built on regional collaboration on sustainability and resiliency through participation in the Santa Clara County Climate Collaborative.
• Initiated several decarbonization initiatives including electrification of the Senior Center.
L
and Use Distribution
Estimated Total Acres Percentage of Total
R esidential 2,846 44.3%
Commercial 387 6.0%
Office 1,160 18.1%
Other 2,003 31.2%
Vacant 23 0.4%
Tot al 6,419 100.0%
Community Center EV Charger
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City of Mountain View, California
Community Profile
2-8
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Jun-05
Jun-06
Jun-07
Jun-08
Jun-09
Jun-10
Jun-11
Jun-12
Jun-13
Jun-14
Jun-15
Jun-16
Jun-17
Jun-18
Jun-19
Jun-20
Jun-21
Jun-22
Jun-23
Mar-24
Unemployment Rate 2005-2024
Mountain View Santa Clara County
Income
Based on the U.S. Census Bureau, 2022 American Community Survey (ACS) 1-Year E stimates, the median household income in Mountain View is $1 65,000 (in 2022 inflation-adjusted dollars) . This is higher than the median household income of $ 151,000 in Santa Clara County and $75,000 in the United States.
T
he Census Bureau establishes an income threshold for poverty every year. Below is a summary of the City ’s povert y level compared to Santa Clara County and the United States.
2022 ACS 1-Year Estimated Poverty Status - Percentage Below Poverty Level Entity Total Population Under 18 Years
City of Mountain View 5.9% 9.4%
Santa Clara County 7.4% 6.7%
United States 12.6% 16.3%
H
ealth Care
T
he 2022 ACS estimates 3.2% of Mountain View residents are uninsured.
About one third of Mountain View residents can access a major medical facility within 30 minutes using public transit. El Camino Hospital is the primary hospital in Mountain View and one of the prominent hospitals in the Bay Area. Community health centers such as MayView Community Health Center (which offers services to low- income families and immigrants regardless of status), Kaiser Permanente, and Palo Alto Medical Foundation are also available .
Carbon Health is an urgent care clinic and an alternative to an emergency room.
Employment
Unemployment rates as of
March 2024 (preliminary) from
the Bureau of Labor Statistics:
o 3.2% in Mountain View
o 4.1% in Santa Clara County
o 5.3% in California
o 3.8% in U.S.
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City of Mountain View, California
Community Profile
2-9
Fiscal Year 2023-24 Financial Status Comparisons – Selected Santa Clara County Cities Adopted Adopted Adopted General Fund
General Fund General Fund Total Budget Expenditures
City Population (1) Revenues Appropriations Expenditures Per Capita C
ampbell 4 2,713 $ 69,261,824 $ 69,110,503 $ 105,827,111 $ 1,618 Cupertino 5 9,154 80,281,229 86,062,998 1 21,765,857 1,455 Milpitas 8 1,067 1 26,975,672 1 29,199,524 2 31,869,337 1,594 Mountain View 8 3,601 1 80,845,980 1 82,030,346(2) 5 69,455,001 2,177 Palo Alto 6 7,287 261,140,620 2 79,580,991 1,008,007,000 4,155 San Jose 959, 256 1,874,041,736 2,092,480,477 6,098,926,857 2,181 Santa Clara 132, 476 2 74,263,600 28 1,795,558 2,274,855,295 2,127 Sunnyvale 156,31 7 2 19,167,007 2 37,752,221 608,564,302 1,521 Source: Revenues, Appropriations and Budget obtained from respective cities ’ budget documents
(1) E stimates as of 1/1/ 23, obtained from the CA DOF. (2) Does not include projected budget savings.
$-
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
FY 2023-24 Adopted General Fund Expenditure
Per Capita
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City of Mountain View, California
Community Profile
2-10
Maj
or Employers*
(In alphabetical order)
Employer Type of Business
City of Mountain View Government
El Camino Hospital Health Care
Google LLC R&D, Software Development
Intuit Inc. Software Development
LinkedIn Corporation Business Information
Microsoft Corporation Research and Development
Mountain View Whisman School District Education
Nuro Inc R&D, Software Development
Pure Storage Inc. Information Technology
Sutter Health Palo Alto Medical Foundation Health Care
Synopsys, Inc. Software Development
Waymo LLC R&D, Software Development
Sources: City of Mountain View Business License Data
Silicon Valley Business Journal
Company Representatives
* Based on number of employees (over 500 employees)
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City of Mountain View, California
Community Profile
2-11
Top 25 Sales Tax Producers
As of December 31, 2023
(In alphabetical order)
Allis
on BMW
Best Buy
Bon Appetit
Chevron
Compass Group USA
Costco
Diamond Gas & Mart
Financial Services Vehicle Trust
Google Fiber
In N Out Burger
Kiwi Co
Marshalls
Mountain View Shell
Nuro Inc
Project Fi by Google
Ross
Safeway
Sparks Marketing
Synopsys
Target
Total Wine & More
Valley Oil
Walmart
Waymo
World Wide Technology
S
ource: HdL Companies
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PERCENTAGE
NET OF TOTAL NET
PRIMARY ASSESSED ASSESSED
OWNER AGENCY USE VALUATION VALUATION
Google Inc. City/SRPC Industrial/ $ 7,721,996 17.4%
Unsecured
Baccarat Shoreline LLC SRPC Commercial 694,944 1.6%
Sobrato Interests City/SRPC Commercial/ 406,680 0.9%
Unsecured
Nor Cal Plymouth Realty LLC SRPC Commercial 230,079 0.5% Microsoft Corporation SRPC Industrial/ 209,116 0.5%
Unsecured
P A Charleston Road LLC SRPC Commercial 122,489 0.3%
Intuit Inc. City/SRPC Industrial/ 439,304 1.0%
Unsecured
Richard T. Peery Trustee and Et Al SRPC Commercial 119,706 0.3% Orion V Sac Village Office Property LLC City Commercial 655,972 1.5% IL SH Hotel LLC City/SRPC Commercial 143,096 0.3%
Total $ 10,743,382 24.3%
Fiscal Year 2023-24 Total Net Assessed Valuation $44,283,288 Source: Santa Clara County Assessor Fiscal Year 2023-24 Combined Tax Rolls (as of July 1, 2023).
Ranking based on Tax Revenue.
City: City of Mountain View (General Operating Fund)
SRPC: Shoreline Regional Park Community
FISCAL YEAR 2023-24
Top Ten Property Taxpayers
(dollars in thousands)
2-12
Table of Contents
GENERAL
OPERATING FUND
FIVE-YEAR FINANCIAL
FORECAST
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3-1
GENERAL OPERATING FUND
FIVE-YEAR FINANCIAL FORECAST
INTRODUCTION
Forecasting is a best practice and an important part of a city’s financial planning process as it provides an outlook on the City’s future financial condition by identifying long -term financial needs and potential budget imbalances. The General Operating Fund (GOF) Five-Year Forecast (Forecast) is designed to enhance the City’s ability to identify key drivers and trends in revenues and expenditures and paint a helpful picture of the future economy of the City. While it is challenging to accurately predict local government revenues due to the va riable nature of the revenue sources and their connection to regional, state, national, and even international economic conditions, it is generally possible to identify reasonable financial trends and provide a conceptual financial picture for a multi-year period, which is useful to the City Council’s decision- making. However, with the degree of uncertainty surrounding the current economic climate, forecasting financial trends are difficult to project. The Forecast includes staff’s best estimates for the projected fiscal outlook for the GOF (including the Fiscal Year 2024-25 Recommended Budget).
The Forecast is prepared annually and a longer -range 10 -year Financial Forecast is prepared periodically and presented to the City Council during the budget process. This report is a Five - Year Financial Forecast for the time period of Fiscal Years 2024-25 through 2028-29.
Generally, a financial forecast, even with fluctuating economic variables, can assist with identification of long-term financial trends, causes of fiscal imbalances, future fiscal challenges, opportunities, and potential requirements, all of which may assi st in keeping the City on a continuing path of fiscal sustainability. The Forecast is for the GOF, which provides funding for core community services, such as public safety (Police and Fire), Parks, Recreation, Library, some Planning, Public Works, Sustainability, and all City Administration support functions necessary for ongoing City operations. The GOF is also the fund that is most significantly influenced by economic conditions.
BACKGROUND
The Forecast is based on reasonable assumptions utilizing available information from a wide variety of sources. These sources generally include reviewing the City’s historical trends, gathering information from economists that specialize in the regional economics of Silicon Valley, reviewing various indicators (e.g., unemployment data, etc.), networking with staff of neighboring agencies, reviewing State of California (State) and national economic trends, and factoring in known Mountain View conditions, such as lease terms and economic and property development. Staff also utilizes data from the City’s sales tax consultant, HdL Companies; the City’s property tax consultant, HdL Coren & Cone ; the City’s asset management firm, Chandler Asset Management; and the UCLA Anderson Forecast.
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The level of City services, staffing, and cost of operations projected for Fiscal Year 2024-25 is the base ye ar for subsequent fiscal years’ expenditures in the Forecast. Confidence levels in the Forecast assumptions become less certain with each subsequent fiscal year, and it is anticipated that actual future revenues and expenditures will vary from the Forecast. The Forecast is not intended to precisely predict GOF revenues and expenditures, but rather a reasonable indication of what the financial picture might look like.
Historically, recessions have generally occurred between three and nine years, post-World War II, with the longest period of expansion being the most recent lasting more than 10-1/2 years, from June 2009 to February 2020. A table of previous recessions is as follows:
Name Period
Range
Duration
(months)
Time Since Previous
Recession (years)
1949 Recession Nov. 1948 to Oct. 1949 11 3.1
1953 Recession Jul. 1953 to May 1954 10 3.8
1958 Recession Aug. 1957 to Apr. 1958 8 3.3
1960-1961 Recession Apr. 1960 to Feb. 1961 10 2.0
1969-1970 Recession Dec. 1969 to Nov. 1970 11 8.8
1973-1975 Recession Nov. 1973 to Mar. 1975 16 3.0
1980 Recession Jan. 1980 to Jul. 1980 6 4.8
1981-1982 Recession Jul. 1981 to Nov. 1982 16 1.0
Early 1990s Recession Jul. 1990 to Mar. 1991 8 7.7
Early 2000s Recession Mar. 2001 to Nov. 2001 8 10.0
Great Recession Dec. 2007 to Jun. 2009 18 6.1
COVID-19 Recession Feb. 2020 to April 2020 2 10.7
The Forecast does not include an economic slowdown in the projected revenue but does include a decrease in business license tax revenue, based on the projected lower number of employees at local businesses, which have partially resulted from layoffs in the private sector. The Forecast projects a $311,000 operating balance in the initial forecast year, followed by operating negative balances ranging from $ 1.4 million to $ 4.4 million in the remaining forecast years . Although concerning, the deficits are 2 .0% or less of projected revenues. However, based on current projections, balancing the GOF in future years and maintaining a structurally balanced budget may require a pause in staffing additions and forgoing the addition of new programs and/or enhancement of current programs, unless additional dedicated ongoing funding sources are attained.
Staff will continue to monitor economic and financial conditions and will update projections as needed, including the formal midyear budget update presented to the City Council in February 2025.
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0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
1960 Census
1970 Census
1980 Census
1990 Census
2000 Census
2010 Census
2020 Census
2021
2022
2023
2024
Influencing Factors
With national, state, and local economic uncertainty driven by market volatility and the upcoming national election, changes in national, state, and local economies can impact each of the General Operating Fund revenue sources. T here are numerous factors which influence each individual revenue source, some of which have broad ranges affecting multiple revenues , and some are specific to an individual revenue source. The Forecast includes a discussion of a few of these factors below.
Population
The following chart shows histo rical population annually for the past two years and each U.S. Census year back to 1960. From the 2010 Census to the 2020 Census, the City of Mountain View population grew by 8,310 (11.2%). According to the California State Department of Finance (CA DOF), the City’s population estimate , as of January 1, 20 24, is 86,535, a 5.0% growth since the last Census.
1960 Census 30,889
1970 Census 54,132
1980 Census 58,722
1990 Census 67,460
2000 Census 71,369
2010 Census 74,066
2020 Census 82,376
2021 83,489
2022 84,199
2023 84,463
2024 86,535
__________________________________
Sources: U.S. Census Bureau (1960 through 2020).
California State Department of Finance (all other years are provisional estimates as of January 1, revised annually).
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Unemployment
As detailed in the chart below, Mountain View’s unemployment level has been below the County of Santa Clara (County), State, and national levels, except during the recession of the early 2000s, which hit Silicon Valley the hardest . The Bureau of Labor Statistics (BLS) has reported the unemployment rate as of March 2024 in the City at 3.2%, well below the County (4.1%), the State (5.3%), and the United States (3.8%).
ECONOMIC UPDATE
In developing the Forecast, the following economic conditions were taken into consideration.
National
The nation is facing significant challenges and uncertainties. Persistent i nflation remains a dominant concern, with consumer prices continuing to increas e amid continued supply chain disruptions and elevated geopolitical tensions. Even though there has been recent progress on inflation, the Federal Reserve’s target rate of 2% has not been reached, and currently sits at 3.4%.
If inflation is slow to return to the target rate of 2%, the Federal Reserve could maintain high interest rates, which would negatively impact business and consumer spending , further hampering economic activity . The Federal Reserve’s vigilant stance on mo netary policy underscores the urgency of addressing inflationary pressures while striving to maintain economic stability.
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Unemployment Rate
2005-2024
Mountain View Santa Clara County California United States Table of Contents
3-5
Furthermore, the upcoming election cycle introduces an additional layer of uncertainty, with political developments and policy agendas influencing market and investment decisions. The outcomes of the election have the potential to shape economic policies, with implications for fiscal stimulus, regulatory framework, and investor confidence.
As shown in the chart below, annual inflation hit a peak of 9.1% in June 2022 and has declined to
3.4% in April 2024. Inflation has been relatively stable for nearly the last 12 months.
Source: U.S. Labor Department
State of California
In January 2024, Governor Gavin Newsom released his Fiscal Year 2024 -25 Proposed Budget, which projected a $37.9 billion shortfall. Recently, the Governor released the May Revision to the Fiscal Year 2024 -25 Proposed Budget. The May Revision provides an update of revenues, expenditures, and reserve estima tes based upon the latest economic forecast and changes in statistical data and now projects a shortfall of $44.9 billion . This shortfall is partially a result of much lower-than-anticipated “Big Three” revenues, which includes personal income, sales, and corporation tax revenue . Compared to January’s revenue forecast, the May Revision revenue forecast projects a decrease of $10.5 billion in the “Big Three” revenues. After accounting for $17.3 billion of solutions in the Governor’s “Early Action Budget Package,” the remaining budget shortfall is approximately $27.6 billion. To close this gap, the Governor has proposed reductions to various programs, borrowing from special funds, minor delays and pauses in expenditures, and shifting certain expenditures from the General Fund to other funds.
Personal income tax represents two -thirds of all General Fund revenues of the State, and just
1.0% of California’s total tax returns were responsible for half of all the personal income tax paid
2.5%
0.1%
9.1%
3.4%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Jan-20
Mar-20
May-20
Jul-20
Sep-20
Nov-20
Jan-21
Mar-21
May-21
Jul-21
Sep-21
Nov-21
Jan-22
Mar-22
May-22
Jul-22
Sep-22
Nov-22
Jan-23
Mar-23
May-23
Jul-23
Sep-23
Nov-23
Jan-24
Mar-24
Annual Inflation Rates
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3-6
by residents. This small share of Californians earn a significant proportion of their income from stock-based compensation and capital gains , which make their income, and the tax revenue it generates, significantly more volatile and subject to swings in th e financial markets. However, the Federal Reserve has indicated it intends to cut interest rates in the latter part of 2024, which may stimulate real estate transactions and other sectors of California’s economy, potentially improving the revenue outlook.
As the administration plans for possible future state budget deficits coming to fruition , City Finance staff will be monitoring the State’s financial condition and potential impacts on local revenues. It is expected that the State will have fewer tools available to address these shortfalls, resulting in more pressure on the Legislature to look for creative ways to generate revenue or reduce expenditures, which could impact the budgets of local governments. Of note, the State has previously shown an inte rest in challenging the continued distribution of Educational Revenue Augmentation Fund (ERAF) moneys to recipient cities like Mountain View. As stated in the Transmittal Letter, the City was notified in mid -May that Governor Newsom is proposing to divert a portion of excess ERAF revenue to charter schools. The potential immediate impact to the City’s current excess ERAF revenue is $757,000. In addition, if the State were to pursu e additional budget balancing options related to excess ERAF, it could have a significant impact on the City’s finances.
Long-term structural downside risks to the State economy and budget continue, including climate change and more frequent extreme weat her events, such as wildfires, drought, and floods , the challenges of an aging population, declining migration inflows, lower fertility rates, ongoing stock market volatility, high housing and living costs, and potentially worsening income inequality.
Local
The local economy has fully recovered to COVID -19 pr epandemic levels. The City’s major revenues have generally remained strong and have benefited from inflation as well as the increase in interest rates. However, local economic indicators are projecting stable revenues with slower-paced growth anticipated in Fiscal Year 2024 -25, following strong revenue growth the past several fiscal years. Uncertainty with inflation, interest rates, national and state economic policies, and geopolitical conflicts all contribute to the projected slower-paced growth.
One of the most discouraging initial economic impacts of the pandemic was unemployment.
After reaching a low of 1.8% in February 2020, the City’s unemployment rate leapt to a high of
6.4% in May 2020. However, since that time, unemployment has slowly decreased to a low of
1.3% and currently sits at 3. 2%, which is essentially considered full employment and aligns with unemployment rates experienced in 2015 and 2016. The unemployment rate is expected to increase as corporate layoffs in the area have been announced over the past year and continue to occur. In addition, a tight labor market could also push the unemployment rate up . Per the UCLA Anderson Forecast, the “labor force decline is attributable to retirements, migration out - of-state, and individuals choosing to spend their time in non -market activities, su ch as child raising.”
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3-7
Source: Bureau of Labor Statistics
According to Zillow, the average home value (as of April 30, 2024) in Mountain View is $2.0 million, up 8.3% from a year ago. The average monthly rent for a one -bedroom apartment in Mountain View is currently around $3,000, according to statistics tracked by the City.
The above statistic demonstrates the high cost of living in the Bay Area and, more specifica lly, Mountain View. While the City benefits financially from revenues gained through property taxes and real property conveyance taxes, the high cost of living also translates into a more expensive labor market, higher costs for goods and services purchased by the City, and a rising demand for investment in community service programs, such as those designed to prevent displacement and support the unhoused members of our community.
ANALYSIS
Revenue and Expenditure Overview
In order to maintain a high base level of services in the City, continued revenue growth is necessary. If the existing revenue base cannot generate sufficient revenues to fund the cost of operations, the economic base must be enhanced or operating costs r educed. Fiscal Year 2024-25 revenues are projected to increase $3.3 million (1.8%) compared to Fiscal Year 2023-24 adopted revenues and $2.3 million (1. 3%) compared to Fiscal Year 2023-24 estimated revenues.
The Forecast projects the GOF to end with negative balances starting in Fiscal Year 2025-26 and continuing through Fiscal Year 2028 -29. Although concerning, the deficits are 2 .0% or less of
2.0%
6.4%
1.3%
3.2%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
Jan-20
Mar-20
May-20
Jul-20
Sep-20
Nov-20
Jan-21
Mar-21
May-21
Jul-21
Sep-21
Nov-21
Jan-22
Mar-22
May-22
Jul-22
Sep-22
Nov-22
Jan-23
Mar-23
May-23
Jul-23
Sep-23
Nov-23
Jan-24
Mar-24
Mountain View Unemployment Rate
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3-8
projected revenues. However, based on current projections, balancing the GOF in future years and maintaining a structurally balanced budget may require a pause in staffing additions and forgoing the addition of new programs and/or enhancement of current programs, unless additional dedicated ongoing funding sources are attained.
The City is working on new employee labor agreements , hoping to have them in place before July 1, 2024. In the meantime, the Forecast includes modest cost-of-living adjustments (COLAs) assumption in addition to step and merit increases. Projected budget savings of $8.5 million are expected in Fiscal Year 2024-25 based on historical saving data , followed by $8.9 million, $9.1 million, $9.3 million, and $9.5 million of budget savings in the remaining forecast years.
Fiscal Year 2024-25 recommended expenditures are higher by $11.3 million (6.6%) after the projected budget savings when compared to the Fiscal Year 2023-24 adopted expenditures. The increases in expenditures are primarily related to personnel costs as approximately 77.5% of the budget is for the cost of employees to provide services. New ongoing expenditures of $3.5 million are included to address organizational needs. The operating balance is projected to be $311,000 (after the projected budget savings of $8.5 million).
Staff and Council previously recognized the opportunity to take advantage of the City’s healthy financial position to reduce u nfunded pension liabilities for CalPERS (PERS) and Other Postretirement Employee Benefits ( OPEB). As part of the funding stra tegy, from Fiscal Years 2014-15 to 202 3-24, the City ha s contributed $47.1 million in additional discretionary payments (ADPs) toward the CalPERS pension liability and $11.5 million toward the OPEB liability.
There is $ 1.2 million included in Fiscal Year 2024-25 to continue to pay down the CalPERS unfunded liabilities.
The following chart shows the additional discretionary payments to the City’s unfunded liabilities for Fiscal Years 2014-15 through 2024-25 (dollars in millions):
Fiscal Years
2014-15 through
2022-23
Fiscal
Year 2023-24
Recom.
Fiscal Year
2024-25
Total
PERS OPEB PERS OPEB PERS OPEB PERS OPEB
GOF $16.0 $7.0 — — — — $16.0 $7.0
GNOF 17.5 4.5 $5.0 — $0.9 — 23.4 4.5
Other Funds 8.1 — 0.5 — 0.3 — 8.9 —
TOTAL $41.6 $11.5 $5.5 — $1.2 — $48.3 $11.5
The City’s most recent actuarial report from CalPERS (released in July 2023) indicates that the City has an unfunded pension liability of $142.2 million in the Safety Plan and $141.4 million in the Miscellaneous Plan, for a total of $283.6 million as of June 30, 2022, up from $169.0 milli on a year prior, an increase of 67.8%. This large increase is primarily attributable to CalPERS realizing an investment loss of approximately 6.1% in Fiscal Year 2021-22, which is actually 12.9% less than Table of Contents
3-9
the assumed investment return of 6.8%. As of June 30, 2022, the City’s funded status was
69.3% for its Safety Plan and 73.3% for its Miscellaneous Plan, down from 79.6% and
84.3% respectively. Overall, the combined funded status on June 30, 2022 was 71.4%, compared to 82.1% a year earlier, June 30, 2021. Notably, the 6.1% investment loss for Fiscal Year 2021-22 offsets the significant investment return of 21.3% that CalPERS realized in Fiscal Year 2020 -21.
Thus, the funding level for both the Safety and Miscellaneous Plan ha s reverted back to slightly below the June 30, 2020 combined funding level of 71.8%.
For the CalPERS pension liability, the City Council adopted a strategy to contribute a significant additional discretionary payment of $10.0 million (General Fund) in Fiscal Year 2017-18 as well as proportionate contributions from other funds. This ADP is included in the actuarial valuation of June 30, 2018. As part of this strategy, an additional $10.0 million General Fund ADP payment was proposed to come from future Google Parking L ease revenues as well as proportionate contributions from other funds which will be contributed the following fiscal year . These lease payments are on a calendar-year basis and began January 2021. In Fiscal Year 2024-25, $930,000 is budgeted from the Goo gle Parking Lease , and with proportionate contributions from other funds, $1.2 million of payment is included in the Fiscal Year 2024 -25 Recommended Budget, as shown on the table above.
For OPEB, or retirees’ health obligation, the City has made great str ides toward prefunding the Actuarial Accrued Liability (AAL). The liability was last calculated as of June 30, 202 3 along with projections for the following five years. As of the most recent actuarial report based on June 30, 2023 valuation, the City’s AAL was $163.7 million with a 5.6% discount rate, and Actuarial Value of Assets was $170.1 million, with 103.9% of funding status.
The following table includes the projected revenues and recommended expenditures by category for Fiscal Year 2024-25 and projections for the subsequent Forecast years.
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GENERAL OPERATING FUND FORECAST (dollars in thousands)
2023-24
ADOPTED
2023-24
ESTIMATED
2024-25
RECOM.
2025-26
FORECAST
2026-27
FORECAST
2027-28
FORECAST
2028-29
FORECAST
REVENUES:
Property Taxes $ 74,558 $ 74,344 $ 78,063 $ 82,708 $ 87,630 $ 92,844 $ 98,392 Sales Tax 25,137 24,488 24,478 24,875 25,621 26,389 27,181 Other Local Taxes1 22,933 23,544 23,676 24,347 25,012 25,701 26,414 Use of Money and
Property 28,155 28,664 30,048 32,523 35,016 36,420 37,307 Other Revenues2 30,063 30,773 27,879 30,330 30,769 31,223 31,694 TOTAL REVENUES $180,846 $181,813 $184,144 $194,783 $204,048 $212,577 $220,988 EXPENDITURES:
Salaries and All Pays 85,883 79,831 91,737 100,983 107,731 113,206 118,816 Retirement 30,470 29,274 33,644 34,082 35,028 35,548 37,670 Health Benefits 12,796 10,462 14,604 15,503 16,572 17,541 18,569 All Other Benefits 8,300 7,594 9,073 9,321 9,509 9,695 9,879 Salaries and Benefits 137,449 127,161 149,058 159,889 168,840 175,990 184,934 Supplies and Services 25,178 26,086 28,136 29,111 30,122 31,170 32,256 Capital Outlay/
Equipment Repl. 3,032 3,400 1,655 2,176 2,219 2,263 2,309 Interfund Expenditures
and Transfers 13,371 13,880 13,484 9,755 10,165 10,596 11,044 Debt Service -0- -0- -0- 4,189 4,253 4,318 4,385 Total Operating Exp $179,030 $170,527 $192,333 $205,120 $215,599 $224,337 $234,928 Budget Savings (6,500) Included (8,500) (8,900) (9,100) (9,300) (9,500) NET EXPENDITURES 172,530 170,527 183,833 196,220 206,499 215,037 225,428 Transfer to GF Reserve (3,000) (3,000) -0- -0- -0- -0- -0- Transfer to
Transportation Res -0- (1,000)
-0- -0- -0- -0- -0-
Transfer to Open Space
Acquisition Reserve -0- (3,000)
-0- -0- -0- -0- -0-
Transfer to Parental
Leave Reserve -0- (1,000)
-0- -0- -0- -0- -0-
Transfer to Liability Fund -0- (1,000) -0- -0- -0- -0- -0-
OPERATING
BALANCE/(DEFICIT) 3 $ 5,316 $ 2,286 $ 311 $ (1,437) $ (2,451) $ (2,460) $ (4,440) ______________________________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenue consist of License, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, Miscellaneous Revenues, and Interfund Revenues and Transfers.
3 Balance is prior to the change in assets and liabilities, encumbrances, and rebudgets for grants and donations.
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Revenue and Expenditure Background
Revenues
Historical experience demonstrates Mountain View is dependent on a relatively volatile revenue base, primarily related to sales tax, with substantial variation in the amount of revenues collected over time (see Exhibit A for revenue and expenditure history). In addition to the overarching factors described in the Impacting Factors Section, the City’s revenue volatility is co ntinually affected by local factors. In the past decade, however, other revenue sources, such as property taxes and lease revenues, have led to a more stable and predictable overall revenue base.
For Fiscal Year 2024-25, GOF Revenues are projected at $3.3 million, 1.8% higher than the Fiscal Year 2023-24 Adopted Budget. Additional discussion of individual revenue sources can be found later in this Forecast.
A history of total GOF Revenues is as follows (dollars in thousands):
_____________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Est
2024-25
Recom
TOTAL REVENUES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenues² Interfund Rev & Trsf Table of Contents
3-12
Expenditures
During Fiscal Years 2009 -10 through 2012 -13, there were projected structural deficits ranging from $1.1 million to $6.0 million. Through a combination of ope rating efficiencies and expenditure reductions (totaling $7.4 million), modest revenue enhancements, and employee cost containment (totaling $2.2 million), the City was able to balance those budgets and weather the Great Recession. Revenues recovered suff iciently with no budget restructuring necessary beginning in Fiscal Year 2013-14. Since then, t he economic health of the City continued to improve, resulting in a higher level of demand for services to support significant commercial and residential develo pment as well as to support other community priorities , such as affordable housing, transportation, and sustainability.
The Forecast expenditures are calculated in the same manner as the annual budget and include the full cost of each existing position (salary and benefits). For Fiscal Year 2024-25, estimated modest COLAs for the five-year forecast are included in the budget. Also included are multi-year assumptions related to the remaining cost components (e.g., steps, merits, retirement, health care, etc.) throughout the Forecast period. The factors for future health benefit costs are based on health -care trends and his torical experience. The CalPERS rates for Fiscal Years 20 24-25 through 2028-29 were provided by CalPERS based on the Fiscal Year 2021-22 actuarial valuations.
For Supplies and Services and the remaining categories, a base level of expenditures is calculated and then adjusted based on the multi -year assumptions related to each component of cost (e.g., City utilities, equipment maintenance, self-insurance funding, etc.).
Based on historical trends, it is typical to underspend the bud get due to vacant positions and savings in Supplies and Services accounts. Beginning in Fiscal Year 2009-10, a budget savings amount was assumed and has ranged between $1.8 million and $9.0 million. Fiscal Year 2024-25 estimated budget savings have increased to $8.5 million to reflect a current five-year average of actual savings, followed by a savings based on 6.0% of budgeted salaries for vacancies.
SUMMARY
The City has faced a challenging fiscal environment but has emerged stronger as key City revenues have surpassed prepandemic levels. However, local economic indicators are projecting stable revenues with slower -paced growth anticipated in Fiscal Year 2024 -25, following strong revenue growth the past several fiscal years. Uncertainty with inf lation, interest rates, national and state economic policies, and geopolitical conflicts all contribute to the projected slower paced growth. As such, staff will continually monitor the General Operating Fund revenues and expenditures. At this point in time, this Forecast represents staff’s best projection s given the current economic data available.
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Fiscal Year Revenues Expenditures
2019-20 142,667 136,911
2020-21 150,547 136,811
2021-22 163,376 145,825
2022-23 181,989 166,873
2023-24 * 181,813 179,527
2024-25 ** 184,144 192,333
2025-26 194,783 205,120
2026-27 204,048 215,599
2027-28 212,577 224,337
2028-29 220,988 234,928
* Estimated (dollars in thousands)
** Recommended
______________________________
Fiscal Year 2020 -21 includes Excess ERAF revenue of $6.8 million. The Fiscal Year 2024 -25 recommended expenditures and all forecast years do not include the projected operating budget savings. $0
$50,000
$100,000
$150,000
$200,000
$250,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
REVENUE & EXPENDITURE SUMMARY
Salaries & Benefits Supplies & Services Other Revenues
Actual Forecast
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3-14
Total
Fiscal Year Revenues % Change
2019-20 142,667 (2.3%)
2020-21 150,547 5.5%
2021-22 163,376 8.5%
2022-23 181,989 11.4%
2023-24 * 181,813 (0.1%)
2024-25 ** 184,144 1.3%
2025-26 194,783 5.8%
2026-27 204,048 4.8%
2027-28 212,577 4.2%
2028-29 220,988 4.0%
* Estimated (dollars in thousands)
** Recommended
______________________________
¹ Includes Transient Occupancy Tax, Business Licenses, and Utility Users Tax. ² Includes Licenses, Permits & Franchise Fees, Fines & Forfeitures, Intergovernmental, Charges for Services, and Miscellaneous Revenues.
Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million. $0
$50,000
$100,000
$150,000
$200,000
$250,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
TOTAL REVENUES
Property Taxes Sales Tax Other Local Taxes¹
Use of Money and Property Other Revenue² Interfund Rev & Trsf Actual Forecast
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PROPERTY TAXES
Property Taxes include the revenue generated from the City’s share of the 1.0% levy assessed on the taxable value of real and personal property located within the City limits. The assessed value (AV) of secured real property that does not experience a change in ownership or is not subject to new construction is increased annually at a r ate not to exceed the California Consumer Price Index (CCPI) , or 2.0 %, whichever is lower. However, if a property changes ownership, it is reassessed (up or down) at the current market value , and new construction is initially valued at the cost of the con struction. In addition, the County Assessor has the authority to proactively adjust the AV of properties downward to market value during periods of declining property values. Unsecured tax on personal property, such as computers and other equipment, is assessed on the value of the property as self-reported annually to the County.
SOURCES
• Property tax assessed on secured real property.
• Property tax assessed on unsecured personal property. • Property tax assessed on leased property.
ECONOMIC FACTORS
• General economic conditions.
• Proposition 13—determines methodology of tax application, limits the annual AV increase, and sets the tax rate.
• California Consumer Price Index (CCPI—October through October). • New development.
• Property demand, sales, and values.
• County processing time for new development and ownership transfers and inclusion on the tax roll.
• Assessment appeals and proactive assessment reductions by the County Assessor. • Availability of credit.
• State legislation regarding tax allocation.
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HISTORY
In 1992, as a way of solving its own budget shortfall, the State enacted legislation that shifted partial financial responsibility for funding education to local government. Property tax revenues belonging t o cities, counties, and special districts were shifted to the Education Revenue Augmentation Fund (ERAF). The estimated net cumulative loss to the GOF resulting from all ERAF shifts through Fiscal Year 2023-24 is approximately $145.4 million ($149.6 million for the entire City).
For the past two decades, housing activity has remained strong with short periods of uncertainty or declines related to the availability of housing stock, interest rates, and the overall economy.
During Fiscal Year 2008-09, the housing market collapsed, and assessed values across the County suffered and caused some properties to be appraised at less than the outstanding debt on the property. During that time, foreclosures nationwide increased dramatically as homeowners defaulted on their mortgages, and California was the epicenter of the foreclosure crisis.
Mountain View experienced foreclosures, but not as severely as other parts of the State.
In the time period since the beginning of the recession and continuing into the recovery and expansion, commercial property owners have submitted applications for value reductions. The number of appeals submitted Countywide as of April 2024 is higher than the same time frame in 2023. As of April 2024, the County had approximately 9,000 active appeals compared to 7,200 the previous year. Because of the variable nature of commercial properties, the process of reviewing and valuing them is lengthy and more complicated. The County processes Countywide A V roll reductions (primarily the result of resolved appeals) and corrections (additions primarily from escape assessments) throughout the year, which are projected to total a net $ 400.0 million in additions for Fiscal Year 2023-24. The General Fund ’s share of this property tax revenue is approximately $ 42,000 since roll corrections are shared with all jurisdictions within the County the first year, similar to supplemental taxes.
Tracking of property sales activity , including new developments, was initiated in 2007 , and the most recent 12 years of history are detailed below. The highest number of sales transactions for all types of properties and the largest increase in AV resulting from changes in ownership (CIO) occurred in 20 21. There has been growth in the median price of single -family homes (SFH) experiencing a CIO every year from 2010 to 20 22, with the exception of slight declines in 201 9 and 2020. In 2023, the median price for both SFH and condos/townhomes dropped again.
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Median Price Statistics
(Mountain View Residential Properties with a CIO)
Year
Single-Family
Home (SFH)
Number of
SFH CIO
Condo/
Townhome
Number of Condo/
Townhome CIO
2012 $1,000,000 341 $570,000 299
2013 $1,245,000 297 $639,000 356
2014 $1,450,000 255 $781,000 322
2015 $1,600,000 274 $910,000 312
2016 $1,700,000 253 $1,013,000 345
2017 $1,900,000 278 $1,175,000 387
2018 $2,100,000 343 $1,360,000 417
2019 $2,027,000 282 $1,334,000 370
2020 $2,150,000 297 $1,290,000 307
2021 $2,435,000 402 $1,350,000 605
2022 $2,610,000 265 $1,355,500 354
2023 $2,510,500 228 $1,300,000 229
Also impacting the growth in Property Taxes is the CCPI. Over the past 1 2 fiscal years (2012-13 to 2023-24), four years have had annual CCPI increases less than the maximum 2.0% allowed.
In total, Fiscal Year 2023-24 estimated Property Tax revenues of $74.3 million exceeds the Fiscal Year 2022-23 Audited of $ 70.9 million by 4.9% and essentially the same as Fiscal Year 2023-24 Adopted Budget . The information provided by the Santa Clara County Assessor after the beginning of the current fiscal year indicates the total actual July 1, 202 3 General Fund AV increased 7.0% compared to the July 1, 202 2 AV, reflecting growth in both secured AV and unsecured AV.
FORECAST
As described in the Transmittal Letter, t he local housing market has experienced a slowdown in the number of home sales over the last year, primarily impacted by interest rate increases and low inventory. This activity is expected to impact property tax revenues in Fiscal Year 202 4-25.
The slowing in home sales, coupled with sustained elevated home prices is reflected in the Fiscal Year 2024-25 Recommended Budget, in which a 5.0% increase in property taxes is projected, much lower than experienced in recent fiscal years.
The Fiscal Year 2024-25 projected secured property tax revenue is based on the July 1, 20 23 tax roll adjusted for the following:
• A 2.0% CCPI increase to the AV of all eligible residential and commercial property; • Projected AV loss from resolution of pending appeals and projected new appeals; Table of Contents
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• AV changes related to property transfers and sales prior to the January 1 lien date; and • Projected AV increase related to new development, tenant improvements, and remodels.
As mentioned earlier, the County has approximately 9,000 active appeals . The Fiscal Year 2024-25 revenue includes a projected tax loss based on the historic resolution of a ppeals.
For the remaining Forecast years, total secured property tax is projected with net annual increases ranging from 6.2% to 6.3% and an annual change in AV based on a 2.0 % CCPI. In addition, increased AV is projected for Fiscal Years 20 24-25 through 2028-29 as a result of new development projects under construction and in the pipeline (including numerous housing, hotel, corporate campus, and office developments), and anticipated growth from CIO and remodeling.
The Forecast assumes appeals will continue to be filed annually and a portion will be resolved resulting in an AV loss. In addition, the Forecast normally does not include a projection of Excess ERAF property tax to be distributed to the City. This revenue is not ongoing and may end after Fiscal Year 2024-25 depending on whether there are legislative changes.
Unsecured property tax revenue is projected with 5.0% annual increases. S upplemental taxes are projected at $1.2 million based on the average of the prior 10 years for all forecast years as this revenue tends to fluctuate and is dependent on CIO and new construction at the County level.
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
PROPERTY TAXES
Actual Forecast
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3-19
Property
Fiscal Year Taxes % Change
2019-20 54,839 6.6%
2020-21 66,624 21.5%
2021-22 63,996 (3.9%)
2022-23 70,874 10.7%
2023-24 * 74,344 4.9%
2024-25 ** 78,063 5.0%
2025-26 82,708 6.0%
2026-27 87,630 6.0%
2027-28 92,844 6.0%
2028-29 98,392 6.0%
* Estimated (dollars in thousands)
** Recommended
______________________
Fiscal Year 2020-21 includes Excess ERAF revenue of $6.8 million.
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SALES TAX
Sales Tax revenue is currently the third-largest single revenue source of the GOF and also the most volatile. The City of Mountain View is allocated 1.0 % of every sales dollar subject to sales tax. Proposition 172 also provides a half-cent public safety ta x that is set by a pro -rata factor determined by the County’s ratio of sales tax collections to the Statewide total. Mountain View is allocated a share of the collections to offset property taxes lost through ERAF.
SOURCES
• Retail sales of tangible personal property to individuals and other businesses. • Use tax on business consumption of personal property. • State and County pooled sales tax allocated by the City’s share of the Countywide tax on point-of-sale transactions.
ECONOMIC FACTORS
• Business expansion, reduction, or relocation.
• State of the economy.
• Purchasing patterns.
• California Department of Tax and Fee Administration (CDTFA) allocation decisions. • Level of business-to-business sales.
• Technology changes.
HISTORY
Since the early 1990s, sales tax has been an extremely volatile revenue source . The variations typically occur as businesses move in and out of the City, compa nies modify reporting and/or sales methods, and the economy changes. Fundamentally, as the service economy grows, less manufacturing is done locally, resulting in a smaller commercial tax base as sales tax is not applicable to most technology company sale s. As a result of the Great Recession, Sales Tax revenue fell in excess of $2.0 million (11.8%) to $15.2 million in Fiscal Year 2009-10.
Subsequently, sales tax revenue grew steadily through Fiscal Year 2015-16 but, since then, has either seen little growth or has declined. In Fiscal Year 2017-18, the CDTFA experienced issues with its new software system , which delay ed payments to local agencies. Approximately $1.6 million received in Fiscal Year 2018-19 has been identified as late payments for Fiscal Year 2017-18. After adjusting for these late payment s, total sales tax revenue for Fiscal Year 2017-18 would be $22.3 million instead of the $20.7 million audited, and total sales tax revenue for Fiscal Year 2018-19 would be $22.8 million instead of the $24.4 million audited. The COVID-19 pandemic dropped sales tax revenue to $19.5 million and steadily recovered by Fiscal Year 2021-22.
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Fiscal Year 2023-24 estimated sales tax revenue is $24.5 million, $649,000 (2.6%) lower than budget. Revenues from restaurants and hotels are strong and are estimated 7.2% higher compared to the prior fiscal year. However, the increases are not sufficient to offset declines in new automobile sales, business closures, audit corrections, and State and County pools.
FORECAST
Fiscal Year 2024-25 sales tax revenue is projected at $24.5 million, essentially the same as the Fiscal Year 2023-24 estimated. The remaining Forecast years project 1.6% to 3.0% increases.
Fiscal Year Sales Tax % Change
2019-20 19,452 (20.2%)
2020-21 18,058 (7.2%)
2021-22 23,376 29.4%
2022-23 25,346 8.4%
2023-24 * 24,488 (3.4%)
2024-25 ** 24,478 (0.0%)
2025-26 24,875 1.6%
2026-27 25,621 3.0%
2027-28 26,389 3.0%
2028-29 27,181 3.0%
* Estimated (dollars in thousands)
** Recommended
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
SALES TAX
Actual Forecast
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3-22
OTHER LOCAL TAXES
Other Local Taxes is comprised of Transient Occupancy Tax (TOT), Business License Tax, and Utility Users Tax (UUT).
SOURCES
• TOT is a 10.0% tax assessed on hotel and motel per-room occupancies. Any occupancy by a government employee while on government business, or a stay exceeding 30 consecutive days, is exempt from the tax. This tax is self -reported on a quarterly basis by hotels and motels within the City limits, and a compliance audit is performed on a periodic basis. On November 13, 2018, the City Council adopted an ordinance related to the short-term rental (STR) of residential property. These rentals will be subject to the City’s 10.0% TOT. • Business License Tax is assessed on all businesses known to be operating in Mountain View and billed annually. Currently, there are approximately 5,600 active businesses licensed.
Prior to Measure P, approved by Mountain View voters in November 2018, the tax rate was generally $30 per year for most businesses (73.0%), but reached $250 for certain types of businesses. The Business License Tax structure changed effective January 1, 2020, whereby the tax is assessed based on a structure of tiered number of employees . The change was phased in over a three-year period for businesses with more than 50 employees. The City Council earmarked by resolution 80.0% of additional revenue generated from the restructured tax to transportation and 10.0% to affordable housing. • UUT is a 3.0 % tax assessed on the consumption of all telecommunication (2.5 % tax on purchases of Mobile Telephony Services (MTS)), electricity, and gas services. Companies providing taxable utility services remit UUT payments monthly, and a compliance audit is performed on a periodic basis.
ECONOMIC FACTORS
• TOT: Number of hotel rooms and STR properties, room rate, occupancy rate, and number of exemptions.
• Business License Tax : Number and types of businesses licensed by the City , number of employees, and the applicable tax rate.
• UUT: Customer base, level of consumption, and price of the commodity.
HISTORY
TOT: The current tax rate of 10.0 % was last modified in June 1991 from 8.0 %. Occupancy and room rates in the City typically grow in nonrecessionary times. The impacts of economic downturns or disruptions are immed iately reflected in TOT revenue as demonstrated by the Table of Contents
3-23
52.1% decline resulting from the dot -com bust, 26.6% decline during the Great Recession , and
72.8% decline during the COVID-19 pandemic. TOT quarterly payments have recovered back to COVID-19 prepandemic levels beginning Q2 2022 due to the increase in the occupancy rate and the two new hotels opened in the City . Fiscal Year 202 3-24 revenue is $ 8.6 million, $116,000 (1.4%) higher than budget.
Business License Tax : Prior to the approval of Mea sure P, t his revenue d id not change significantly from year to year as the tax rate has remained essentially unchanged since June 1954 (excluding two business types updated in 1985). Any fluctuation in the number of businesses did not significantly change annual revenue because of the low annual tax rate.
As mentioned previously, in November 2018, Mountain View voters approved Measure P, which restructured the Business License Tax. The new structure is an incremental, progressive tax based on number of employees. The new tax was phased-in over a three-year period beginning January 1, 2020. Revenue for Fiscal Year 2019-20 rose to $2.4 million, $2.2 million higher than the prior year audited for the first year phase -in. Fiscal Year 2020-21 audited was $4.1 million, an increase of $1.7 million for the second -year phase -in. Fiscal Year 2021-22 audited was $6.3 million, an increase of $2.1 million for the last year of the phase -in. Revenue is currently estimated at $5.5 million, a 8.3% decrease compared to the prior fiscal year due to less employee headcounts being reported by the major employers at the City.
UUT: The tax is calculated on the consumer cost of the energy (gas and electricity) and telecommunication services utilized. The tax revenue fluctuates with the cost, customer usage, and/or customer base and is negatively impacted by economic downturns as a result of business closures and reduction in usage by both residenti al and commercial customers. In November 2010, the voters approved a ballot measure which broadened the base to include all telecommunications services in order to treat all customers equally, and the amended ordinance became effective March 2011. As a result, UUT generated from telecommunications increased.
An audit of telecommunications providers was completed in January 2014 and resulted in a $1.1 million settlement and one-time assessment. In addition, during Fiscal Year 2014-15, staff worked to bri ng another telecommunications provider into compliance, resulting in a payment of the amount due for that fiscal year and a $1.6 million payment for a prior time period. Both of these companies are remitting monthly UUT payments, contributing to ongoing revenue.
The agreement between the CDTFA and the City for prepaid phone cards was executed in December 2015, and the City received the first quarterly payment in September 2016. In addition, direct providers of prepaid phone cards began remitting UUT paym ents in July 2016.
UUT revenue from telecommunications has been declining since Fiscal Year 2015-16 as more customers “cut the cord” on services , with the exception of a slight increase in Fiscal Year 2022-23. The pervasive use of cell phones has eliminated the necessity and cost of a landline for many people , and it is not uncommon for a cell phone to be utilized for both personal and professional uses.
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Fiscal Year 2023-24 is currently estimated at $ 9.4 million, essentially the same as Fiscal Year 2023-24 adopted. Revenue is 2.6% lower than the prior fiscal year, primarily from a decline in telecommunications revenue . Staff is working on a refund request f rom a large telecommunications provider that believes it has remitted payments in error.
FORECAST
TOT: Fiscal Year 2024-25 projected revenue is essentially the same as the Fiscal Year 2023-24 estimated. The remaining Forecast years reflect steady growth of 2.0%.
Business License Tax: Fiscal Year 2024-25 business license tax revenue is projected to experience a 6.0% decline compared to the Fiscal Year 2023-24 estimated, which considers known and potential layoffs. The City Council earmarked by resolution 80.0% of the increased tax revenue for transportation and 10.0% for affordable housing, resulting in a net revenue gain to the GOF of approximately $742,000. Transfers to the Transportation Reserve and General Housing Fund are included in the Forecast and discussed later in the Expenditures section.
UUT: Fiscal Year 2024-25 total projected UUT revenue is 5.5% higher than the Fiscal Year 2023-24 estimated, primarily from higher collections for energy services . The remaining F orecast years reflect incremental growth plus UUT generated from development anticipated in the Shoreline Regional Park Community as identified in the North Bayshore Precise Plan Fiscal Impact Analysis. $0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
OTHER LOCAL TAXES
TOT Business License UUT
Actual Forecast
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3-25
Total
Transient Business Utility Other Local
Fiscal Year Occupancy Tax License Tax Users Tax Taxes % Change 2019-20 5,602 2,408 7,870 15,880 5.0%
2020-21 1,917 4,146 7,654 13,717 (13.6%)
2021-22 4,437 6,277 7,949 18,663 36.1%
2022-23 9,521 5,996 9,672 25,189 35.0%
2023-24 * 8,626 5,500 9,418 23,544 (6.5%)
2024-25 ** 8,571 5,170 9,935 23,676 0.6%
2025-26 8,742 5,429 10,176 24,347 2.8%
2026-27 8,917 5,700 10,395 25,012 2.7%
2027-28 9,096 5,985 10,620 25,701 2.8%
2028-29 9,278 6,284 10,852 26,414 2.8%
* Estimated (dollars in thousands)
** Recommended
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USE OF MONEY AND PROPERTY
Use of Money and Property is comprised of investment earnings and revenu e from rents and leases of City -owned property. Investment Earnings are generated from the General Fund’s share of the City’s pooled investment portfolio. Rents and Leases revenue is generated fr om rental properties and lease agreements . This combined category is the second largest revenue source of the GOF.
SOURCES
• Monthly interest allocation generated by the City’s pooled investment portfolio. • Leased and rented properties, including:
— North Charleston, Crittenden, and Charleston East ground leases — Shoreline Amphitheatre
— Ameswell
— Recology
— Center for the Performing Arts
— Community School of Music and Arts (CSMA)
— CVS (parking structure, retail space)
— Historic Adobe Building, Community Center, and Senior Center — Bean Scene Café, Olympus Caffe, and Savvy Cellar Wines, Inc. — Wireless Telecommunication Providers (GTE Mobilnet , d.b.a. Verizon Wireless, T-Mobile)
— Various construction staging sites
ECONOMIC FACTORS
• Economy.
• Federal Reserve policy and interest rates.
• Portfolio balance.
• City Investment Policy.
• Rental revenues received and lease agreements.
HISTORY
Investment Earnings: One of the City’s financial strateg ies is to build reserves in anticipation of budget constraints in order to generate additional revenue in the form of investment earnings and to maintain sufficient funds to withstand significant, temporary declines in revenues. After overseeing a long period of extremely low interest rates, t he Federal Reserve , through the Federal Open Market Committee (FOMC), raised its benchmark interest rates 11 times from the benchmark target of 0.25% to 0.5% to a bench mark target of 5. 25% to 5. 50%, resulting in increased yields on investment securities available for the City to purchase.
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Fiscal Year 2023-24 investment earnings are estimated at $5.8 million, $1.1 million higher than the prior fiscal year audited, and exceeds budget by $517,000. The City has a practice of laddering its portfolio so the impact of higher interest rates will have a greater impact on future fiscal years as lower-yielding securities mature and are replaced with higher-yielding securities.
Rents and Leases : Over time, the City has strategically developed City -owned properties and negotiated lease agreements that generate long-term revenue for the GOF. These leases and the revenue generated are important during economic downturns as they generally do not immediately fluctuate with the economy, and most include annual inflationary increases.
In 1995, 1996 , and 2008, the City first negotiated and signed ground lease agreements for the North Charleston, Crittenden, and Charleston East sites, respectively. As allowed in the ground leases, the rent includes fixed annual increases and is revalued every 10 year s to market. The decennial revaluation of the North Charleston lease was effective April 1, 2016, resulted in a 141.0% rent increase ($3.3 million for a full year) , and will continue to escalate 4.0 % annually.
The decennial revaluation of the Crittenden lease was effective January 1, 2017, resulted in a 104.8% rent increase ($3.1 million for a full year), and will continue to escalate 4.0% annually.
The first decennial revaluation for the Charleston East (Lot 1) lease between the City and Google LLC (Google) was effective February 1, 2018. This lease includes a cap on the revalued rent that is not included in the other two land leases. The cap is 165.0 % of the monthly rent payable during the initial year of the prior 10 -year period. In this cas e, the rent for the period beginning February 1, 2018 is capped at 165.0 % of the rent paid in February 2008. The total annualized revalued rent is $1.9 million, an increase of $387,000 (26.5%) compared to the prior year annualized rent, and will continue to escalate 3.0% annually.
In late Fiscal Year 2005-06, Council approved the amended and restated lease between the City and SFX Entertainment, Inc. ( the operating company of Live Nation, Inc.), for the lease of the Shoreline Amphitheatre. The terms of t he lease eliminated the percentage rent structure and replaced it with a fixed amount of $200,000 per month for the concert season (nine months), a total of $1.8 million annually. The first annual contractual increase of 2.0 % went into effect March 2018. The estimated Fiscal Year 2023-24 payment is $2.0 million.
In September 2007, CVS opened in the Bryant Street parking structure and began paying the City the negotiated monthly lease rent. The parking structure was partially funded with former Revitalization Authority funds and, based on the Compensation Agreement, any revenues generated from the parking structures are shared with the taxing entities in the same proportion of the Authority’s contribution to the structures. The Compensation Agre ement was effective July 1, 2014, resulting in annual lease revenue of $165,000 to the GOF, a loss of $78,000 annually.
The CVS lease agreement provides for an 11.9 % increase that is effective September 2017 through September 2022 . The CVS lease was amended September 2022, and monthly rent dropped from approximately $26,400 to $2,600 effective through September 2027 . The Table of Contents
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estimated Fiscal Year 2023-24 revenue is approximately $19,000, a decrease to the GOF of $173,000 (first full year impact).
In May 2010, Savvy Cellars opened to the public at the Centennial Plaza Train Depot and, in accordance with the lease, the annual revenue to the City for the first five years was $29,700.
The first annual increase was effective December 2014, and there have been annual increases effective each subsequent December. In addition, there are various other rentals of City-owned property as listed previously in the Sources section which contribute revenue to the GOF.
On December 11, 2018, staff updated the City Council on the Public Safety Building Expansion Study and confirmed most of the revenue generated from the Ameswell development is earmarked for debt service related to this facility . All revenue generated from the Ameswell development are set-aside for the Public Safety Administration Building.
For Fiscal Year 2023-24 estimated, rents and leases revenue is $22.8 million, essentially the same as adopted.
FORECAST
Investment Earnings : The Fiscal Year 2024-25 projection is based on the assumption that as investments mature, the funds will be reinvested at rates higher than those available prior to the FOMC actions stated above, resulting in a projected average portfolio yield of 2.8% for Fiscal Year 2024-25. The City’s average portfolio yield is anticipated to continue increasing through Fiscal Year 2027-28 with a slight decline Fiscal Year 2028-29, as the investments from the higher rates mature and are replaced by lower-yielding securities.
Rents and Leases: Fiscal Year 2024-25 revenues are projected at $23.5 million, $699,000 (3.1%) higher than the Fiscal Year 2023-24 estimated. Rental revenue is projected to increase and continue throughout the Forecast.
The Ameswell rent of $ 2.2 million will continue to be transferred to the Budget Contingency Reserve and will be part of the $4.1 million that is recommended to be set aside and dedicated for the Public Safety Building project. The Forecast for the three long-term ground leases includes annual increases. For the remaining leases and rental agreements, the Forecast period includes annual contractual increases and assumes renewal options will be exercised or extended.
As previously discussed with the City Council, Google paid the City $6 00,000 for extending the sublease of Parking Lots C and D from SFX through December 31, 2020. In addition, Google agreed to lease the parking lots from the City for an additional five years (January 2021 to December 2025) and will pay over $2.0 million annually, unless the lease is terminated early. As these payments are limited -period in nature, they will not flow through the GOF. As discussed with the City Council during the Fiscal Year 2017-18 budget process, the $2.0 million annual payments ($10.0 million over the five-year period) will be recorded as one -time General Fund revenues and then contributed to CalPERS toward the City’s unfunded pension liability, and both the annual earned portion of the $600,000 and the annual rent in excess of the $2.0 million will Table of Contents
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be transferred to the Capital Improvement Reserve. On May 23, 2023 , Council approved the amendment for the Parking Lots C and D sublease and agreed to reduce the annual rent amount to $930,000 beginning Fiscal Year 2023-24, to escalate by 2.0% annually , and exten d through Fiscal Year 2028-29. Consequently, the Capital Improvement Reserve will not receive any transfers until Fiscal Year 2028-29, when the $10.0 million total contribution to CalPERS is met.
Total
Rents & Investment Use of Money
Fiscal Year Leases Earnings and Property % Change
2019-20 18,970 3,375 22,345 0.1%
2020-21 19,280 2,915 22,195 (0.7%)
2021-22 21,617 2,913 24,530 10.5%
2022-23 22,404 4,686 27,090 10.4%
2023-24 * 22,841 5,823 28,664 5.8%
2024-25 ** 23,540 6,508 30,048 4.8%
2025-26 25,186 7,337 32,523 8.2%
2026-27 26,902 8,114 35,016 7.7%
2027-28 28,058 8,362 36,420 4.0%
2028-29 29,020 8,287 37,307 2.4%
* Estimated (dollars in thousands)
** Recommended
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
USE OF MONEY AND PROPERTY
Rents & Leases Investment Earnings
Actual Forecast
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LICENSES, PERMITS, AND FRANCHISE FEES/FINES AND FORFEITURES This revenue category is comprised of Licenses, Permits, Franchise Fees, Fines, and Forfeitures.
SOURCES
• Licenses and Permits revenues are generated from businesses requiring specific City permits, such as Police business permits.
• Franchisees are required to pay Franchise Fees as compensation to the City for the use of City property while providing a commercial service to Mountain View businesses and residents. The City has franchise agreements with Recology; Pacific Gas and Electric; Comcast and DirecTV Cable; and California Water Service. • Fines and Forfeitures are generated from Library fines and citations issued by the City Police Department and the California Highway Patrol.
ECONOMIC FACTORS
• State of the economy.
• Franchise agreements and revenues generated by franchisees. • State and federal regulations, legislation, and funded programs.
HISTORY
Licenses, Permits, and Franchise Fees : Historically, Licenses and Permits revenue tended to fluctuate with the development cycle. In Fiscal Year 2006-07, Building Services was separated from the GOF to better facilitate tracking and accounting. In order to pro vide a more comprehensive picture of the development process and to more accurately align all development-related revenues and expenditures, Council approved the consolidation of all development-related functions within the City into a Development Services Fund for Fiscal Year 2014-15. Development -related revenues and expenditures were moved from the GOF to the Development Services Fund, which decreased revenues in several categories, including this one, and eliminated the effect of development. Fiscal Ye ar 2023-24 estimated Licenses and Permits revenue is $103,000 higher than the Fiscal Year 2022-23 Audited and $17,000 lower than the Fiscal Year 2023-24 Adopted. The variance compared to the prior fiscal year is primarily due to new revenue from the new outdoor patio license application fee and the associated annual rent.
Franchise Fee revenue generated from gas and electricity usage has historically increased as a result of significant commercial and residential development and declined during economic downturns as a result of commercial office vacancies and conservation by residential and commercial customers.
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In accordance with the agreement between the City and the City’s trash and recycling collector, Recology, a monthly service fee is owed to the City. This fee includes a portion for the exclusive right to perform this activity , and a portion is attributable to the City providing billing and collection services. This revenue has fluctuated over the past decade as a result of conservation efforts, migration to smaller -size containers, the amount of construction debris discarded, and increases in trash and recycling service charges in addition to the economic factors listed above.
Beginning in Fiscal Year 2011-12, Cable Franchise revenues were budgeted directly as General Fund Franchise revenue in lieu of a transfer from the Cable Fund. This revenue grew through Fiscal Year 2015-16 but has been declining since.
Fiscal Year 2023-24 Franchise Fee revenues are $83,000 lower than the Fiscal Year 2023-24 Adopted and $218,000 higher than the Fiscal Year 2022-23 Audited.
Fines and Forfeitures: This revenue source includes false alarm response fees, bail/fine payments from the County, Library fines, and parking violation payments. Overall, the Fiscal Year 2023-24 Fines and Forfeitures revenue sources are estimated at $478,000, $28,000 lower than the prior year audited and $71,000 higher than Fiscal Year 2023-24 Adopted Budget.
FORECAST
Licenses, Permits, and Franchise Fees: Revenue is projected to increase $78,000 (1.3%) in Fiscal Year 2024-25 from the Fiscal Year 2023-24 estimated, primarily from the increase from franchise fees offset by no projected revenue from the new outdoor patio license annual rent as the applications submitted in the current fiscal year will not expire until June 30, 2025. Revenues are projected to increase incrementally in the remaining Forecast years.
Fines and Forfeitures: Fiscal Year 2024-25 is projected to be $21,000 (4.4%) lower than the Fiscal Year 2023-24 estimated. The Forecast period remains steady as this category tends to fluctuate year to year.
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Total Licenses,
Permits, and Franchise
Licenses, Permits, Fines and Fees/Fines and
Fiscal Year and Franchise Fees Forfeitures Forfeitures % Change 2019-20 5,596 768 6,364 (1.3%)
2020-21 5,365 312 5,677 (10.8%)
2021-22 5,619 317 5,936 4.6%
2022-23 5,910 506 6,416 8.1%
2023-24 * 6,232 478 6,710 4.6%
2024-25 ** 6,310 457 6,767 0.8%
2025-26 6,660 457 7,117 5.2%
2026-27 6,919 457 7,376 3.6%
2027-28 7,190 457 7,647 3.7%
2028-29 7,473 457 7,930 3.7%
* Estimated (dollars in thousands)
** Recommended
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
LICENSES, PERMITS & FRANCHISE FEES/
FINES & FORFEITURES
Licenses, Permits & Franchise Fees Fines & Forfeitures
Actual Forecast
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INTERGOVERNMENTAL
Intergovernmental revenue is remitted or allocated to the City by other governmental agencies.
SOURCES
• Other governmental agencies —Santa Clara County, State of California, U.S. government, and local government.
ECONOMIC FACTORS
• Actions by the State Legislature.
• State and federal regulations, legislation, and funded programs.
HISTORY
For more than a decade, many revenues from the State have been reduced or eliminated, including Vehicle License Fees (VLF), Community-Oriented Policing Services (COPS), Public Library Funds, Rapid Enforcement Allied Computer Team (REACT), Senate Bill ( SB) 90 mandate reimbursement, and other programs. Fiscal Year 2023-24 is estimated at $906,000, higher overall compared to the Fiscal Year 2023-24 Adopted Budget and Fiscal Year 2022-23 Audited by $167,000 and $44,000, respectively.
FORECAST
Fiscal Year 2024-25 is projected at $727,000, $12,000 (1.6%) lower than Fiscal Year 2023-24 Adopted to primarily adjust for County reimbursements. The projected budget does not include any mandated reimbursement funding or intergovernmental grants and reimbursements as the amounts are variable. The remaining Forecast years are at essentially the same level.
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Fiscal Year Intergovernmental % Change
2019-20 795 9.2%
2020-21 782 (1.6%)
2021-22 1,986 154.0%
2022-23 862 (56.6%)
2023-24 * 906 5.1%
2024-25 ** 727 (19.8%)
2025-26 727 0.0%
2026-27 727 0.0%
2027-28 727 0.0%
2028-29 727 0.0%
* Estimated (dollars in thousands)
** Recommended
$0
$500
$1,000
$1,500
$2,000
$2,500
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
INTERGOVERNMENTAL
Actual Forecast
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CHARGES FOR SERVICES
Charges for Services revenue is comprised of revenue from fees for services provided by various City departments, primarily related to recreation and development activities.
SOURCES
• City Recreation programs.
• City sports facility use.
• Reimbursement of administrative costs related to private development activity. • Center for the Performing Arts (CPA) facility use and ticket services.
ECONOMIC FACTORS
• State of the economy.
• Level of participation in City Recreation programs.
• Level of attendance at Center for the Performing Arts programs. • Level of development activity.
HISTORY
In order to ensure appropriate pricing for services, during Fiscal Year 2009-10, staff initiated a Police services cost-of-service study, and the City Council approved a Recreation Cost Recovery Policy (Policy). As a result of these actions, increased recovery levels for services provided by other departments, and new or increased service fees were adopted. Subsequent to approval of the Policy, staff completed an analysis of participation levels, revenues, and changes in programming related to Recreation services. There was an indication that participation levels decreased in some programs, and the utilization of the fee waiver program increased (likely as a result of the struggling economy at that time). Therefore, the number of programs and classes was reduced as attendance did not achieve the minimum requirement authorized in the Policy, and new revenue sources, such as sponsorships, were approved.
As noted earlier, effective with the Fiscal Year 2014-15 Adopted Budget, Dev elopment Services was separated from the GOF in order to facilitate better tracking and accounting and allow for an effective way to match revenues and expenditures. The separation caused a significant decline in actual revenue from Fiscal Year 2013-14 to Fiscal Year 2014-15. The remaining development-related revenue is for Heritage tree applications and reimbursement to the GOF for administrative support provided to development projects.
Staff continually reviews programming and pricing, adjusts as appr opriate, and Recreation - related Service Charge revenue has continued to improve. Effective with the Fiscal Year 2015-16 Adopted Budget, some Charges for Services revenue was determined to be rental income and was moved to the appropriate revenue category.
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On December 13, 2016, the City Council approved revision of the Recreation Financial Assistance Program (FAP) to a two-tier system which was implemented in September 2017. In addition, the City Council authorized staff to make future amendments to the FAP as part of the City’s annual budget process and update the relevant information in the Master Fee Schedule. In order to ensure that cost-recovery fees remain in line with actual costs, the City is currently working with a consultant to perform a cost -recovery study and analysis, which will result in updates to the City’s Master Fee Schedule, including the possibility of new fees that are not currently on the Master Fee Schedule.
Total Service Charge revenue for Fiscal Year 2023-24 is estimated at $3.3 million, $185,000 (5.4%) lower than the Adopted Budget, primarily because the Adopted Budget did not decrease from administrative service charges for a Google reimbursement agreement that expired Fiscal Year 2022-23.
FORECAST
Total Service Charge revenue for Fiscal Year 2024-25 is projected to be $3.4 million, $131,000 (4.0%) higher than the Fiscal Year 2023-24 estimated. Revenues are projected to increase incrementally in the remaining Forecast years.
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Total
Recreation General Charges for
Fiscal Year Service Charges Service Charges Services % Change 2019-20 1,086 1,008 2,094 (29.3%)
2020-21 1,346 595 1,941 (7.3%)
2021-22 2,127 910 3,037 56.5%
2022-23 2,382 1,068 3,450 13.6%
2023-24 * 2,385 870 3,255 (5.7%)
2024-25 ** 2,509 877 3,386 4.0%
2025-26 2,510 886 3,396 0.3%
2026-27 2,511 894 3,405 0.3%
2027-28 2,513 902 3,415 0.3%
2028-29 2,514 913 3,427 0.4%
* Estimated (dollars in thousands)
** Recommended
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
CHARGES FOR SERVICES
Recreation Service Charges General Service Charges
Actual Forecast
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MISCELLANEOUS REVENUES
Miscellaneous Revenues is comprised of a variety of reimbursed services and nonspecific revenues.
SOURCES
• Donations and grants.
• Reimbursements for services provided by the City.
• Miscellaneous.
ECONOMIC FACTORS
• State of the economy.
• Grant availability, City applications, and grants awarded to the City. • Services provided to businesses, school districts, and other agencies.
HISTORY
The City receives numerous donations and grants for a variety of City programs and serv ices, many of which are not budgeted. Appropriations are increased when a grant or donation is approved or the funds are received by the City.
Some reimbursement for services provided in Fiscal Year 2023-24 and prior fiscal years are budgeted as they are ongoing in nature. Other reimbursements are one -time in nature and are not budgeted. The City provides the following categories of services:
• Maintenance services to the school districts for Graham Athletic Field, Whisman Sports Complex, and Mountain View Sports Pavilion.
• Mutual-aid fire support to other cities and the State of California which are later reimbursed by the State and federal governments.
• Public safety dispatch to the Midpeninsula Regional Open Space District (MROSD). • Contractual first responder for Rural Metro (expires Fiscal Year 2023-24). • Staffing and other support for some Shoreline Amphitheatre events and other special events.
Total annual Miscellaneous Revenues vary, but over the past 10 years has averaged approximately $3.8 million annually. Fiscal Year 2023-24 is estimated at $3.2 million.
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FORECAST
Fiscal Year 2024-25 Miscellaneous Revenues are projected to be $223,000 (30.8%) lower than the Fiscal Year 2023-24 Adopted Budget, primarily because the City’s agreement with Santa Clara County to provide first-responder support to Rural Metro will expire June 30, 2024. As discussed earlier, the projected revenue is lower than the Fiscal Year 2023-24 estimated as a result of grants, donations, and reimbursements not budgeted. The remaining Forecast period is projecting incremental increases.
Miscellaneous
Fiscal Year Revenues % Change
2019-20 3,273 (32.1%)
2020-21 4,358 33.2%
2021-22 4,133 (5.2%)
2022-23 3,618 (12.5%)
2023-24 * 3,190 (11.8%)
2024-25 ** 2,206 (30.8%)
2025-26 2,232 1.2%
2026-27 2,259 1.2%
2027-28 2,286 1.2%
2028-29 2,315 1.3%
* Estimated (dollars in thousands)
** Recommended
$0
$1,000
$2,000
$3,000
$4,000
$5,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
MISCELLANEOUS REVENUES
Actual Forecast
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INTERFUND REVENUES AND TRANSFERS
Interfund Revenues result from internal charges for staff time, building space, and maintenance services provided to other funds and capital projects by the GOF. The cost of this internal support provided to other funds is calculated in the City’s Full Cost Allocation Plan (Plan). Interfund Transfers include transfers from a variety of other funds.
SOURCES
• Interfund Revenues are reimbursements to the GOF for internal support services provided to other funds and capital improvement projects.
• Interfund Transfers are transfers from other City funds.
ECONOMIC FACTORS
• Level and cost of services provided by GOF staff to other funds and capital improvement projects.
HISTORY
Interfund Revenues: In the early 1990s, with the assistance of a cost plan consultant, the City began preparing and utilizing a full cost plan allocation for reimbursement to the GOF. The Plan has been updated approximately every two to four years, most recently during Fiscal Year 2014-15 and the results incorporated for Fiscal Year 2015-16. Fiscal Year 2023-24 revenue is estimated at $15.1 million, essentially the same as budget. The higher-than-budgeted Capital Improvement Program (CIP) overhead offset the temporarily suspending the overhead transfer from Development Services Fund as there was a large deficit.
Interfund Transfers: These vary from year to year and are both ongoing and one -time/limited- period in nature. Fiscal Year 2023-24 estimated includes the annual transfers from the Gas Tax and Parking District funds, and net operating income from Shoreline Golf Links.
In April 2011, the City executed a long -term (52 years) ground lease with Google for the other portion of the Cha rleston East site , which became effective in June 2011. Google remitted $30.0 million in prepaid rent to the City , which is invested and generates annual investment earnings. The $30.0 million of prepaid rent was received from Google for the Charleston East site when the portfolio yield was above 2.5% and the average annual rate was projected at 3.5% for the 52 years. However, due to the previous recession, the FOMC reduced interest rates, and the actual investment yields have currently been significantly lower than the 3.5 % originally projected. This low interest rate environment lasted longer than anticipated; therefore, in order to preserve the principal amount of the prepaid rent, beginning in Fiscal Year 2014-15, Council agreed to defer transfers until interest rates regain prior levels and revenues can be reevaluated.
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FORECAST
Interfund Revenues : Fiscal Year 2024-25 Interfund Revenues include reimbursement from various funds which receive support from the GOF with the exception from DS F as they are anticipated to have a large deficit. The reimbursement will resume the remaining Forecast period and includes annual increases of less than 1.0%.
Interfund Transfers : For Fiscal Year 2024-25, Interfund Transfers include $1. 4 million of reimbursement from the Gas Tax Fund and $108,000 of reimbursement from the Parking District.
As discussed previously, the transfer from the Lease Reserve continues to be deferred. The remaining Forecast period projects the remaining transfers are either level or increasing slightly. $0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
INTERFUND REVENUES AND TRANSFERS
Revenues Transfers
Actual Forecast
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Total
Interfund Interfund Interfund
Fiscal Year Revenues Transfers Rev & Trans % Change
2019-20 15,221 2,404 17,625 (0.8%)
2020-21 15,305 1,890 17,195 (2.4%)
2021-22 16,114 1,605 17,719 3.0%
2022-23 17,282 1,862 19,144 8.0%
2023-24 * 15,080 1,632 16,712 (12.7%)
2024-25 ** 13,297 1,496 14,793 (11.5%)
2025-26 15,348 1,510 16,858 14.0%
2026-27 15,478 1,524 17,002 0.9%
2027-28 15,610 1,538 17,148 0.9%
2028-29 15,743 1,552 17,295 0.9%
* Estimated (dollars in thousands)
** Recommended
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Total
Fiscal Year Expenditures % Change
2019-20 136,911 (0.3%)
2020-21 136,811 (0.1%)
2021-22 145,825 6.6%
2022-23 166,873 14.4%
2023-24 * 179,527 7.6%
2024-25 ** 192,333 7.1%
2025-26 205,120 6.6%
2026-27 215,599 5.1%
2027-28 224,337 4.1%
2028-29 234,928 4.7%
* Estimated (dollars in thousands)
** Recommended
______________________
The Fiscal Year 2024 -25 recommended expenditures and all forecast years do not include the projected operating budget savings.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
TOTAL EXPENDITURES
Salaries & Benefits Supplies & Services Cap/Equip Exp & Trans Debt Service Actual Forecast
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SALARIES AND BENEFITS
The Salaries and Benefits category makes up the largest component of GOF expenditures and represents all personnel-related costs.
CATEGORIES
• Salaries
• Wages
• Overtime
• Other Pays (e.g., holiday-in-lieu, out-of-class, etc.) • Health Benefits
• Retirees’ Health
• California Public Employees Retirement System (CalPERS) • Workers’ Compensation
• Unemployment Insurance
• Other Benefits (e.g., life insurance, long-term disability, FICA, etc.)
HISTORY
The City is primarily a service organization, based on the efforts of our employees. The City is obligated by law to meet and confer with bargaining units and also meets with other employees on matters of employee compensation. There are four recognized bargaining groups in the City:
the Police Officers Association (POA , sworn and nonsworn), the Mountain View Professional Firefighters Union (MVFF Local 1965), the Service Employees International Union (SEIU Local 715), and the EAGLES (Management, Professional, and certain Front -Line positions). The remaining employees include certain unrepresented Management, Professional, Confidential, and Front-Line positions. The outcome of negotiations with each group is a major factor in salary and benefit costs.
Since Fiscal Year 2000-01, there have been two downturns in the economy resulting in a net reduction of approximately 70.0 positions and other employee compensation cost containment.
From Fiscal Year 2009-10 to Fiscal Year 2013-14, a salary freeze was in effect for two to four years, depending on the employee group. During Fiscal Year 2011-12, the City negotiated three- year contracts with all employee groups that expired June 30, 2015, then two -year contracts were negotiated with all employee groups that expired June 30, 2017, then three-year contracts were negotiated with all employee groups that expire d June 30, 2020, then two-year contracts were negotiated with all employee groups that expire d June 30, 202 2. Staff work ed with employee groups to extend the contracts for another two years through June 30, 202 4 with a reopener for salary in the second year. Staff negotiated with employee groups for the new salary increases, and the agreements were extended through June 30, 2024. Actual and estimated COLAs are built in to this Forecast for budget purposes. Additional cost-containment measures that became effective for Fiscal Year 2012-13 for all or some of the employee groups included maximum vacation accruals, modified sick -leave incentive program, HMO medical plan copay, Table of Contents
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option of new high -deductible healt h plans, improved alignment of dental and vision plans between groups, and Retirees’ Health Trust contributions.
Pension costs have increased dramatically since 2000, when pension costs were $2.9 million (4.7% of GOF expenditures), compared to $30.5 million (17.0% of GOF expenditures) adopted for Fiscal Year 2023-24. Pension costs continue to increase and, in many cities, the employer pays some or all of the employee contribution. Mountain View employees not only pay the full employee contribution, but they also pay a portion of the employer contribution. This was an unusual and progressive arrangement when instituted in Mountain View and reflects the collaborative approach of our employees. For Fiscal Year 2023-24, employee shares range from
10.5% to 17.4%, depending on the employee group.
In 2012, structural changes were adopted Statewide with the Public Employees’ Pension Reform Act (PEPRA). For new employees hired on January 1, 2013 and thereafter, reduced benefit formulas and increased retirement ages became effective. However, the changes resulting from pension reform will likely not be realized for 15 years or more, until there are a majority of employees under the new formula.
As a result of the significant financial losses to CalPER S during the Great Recession and the resulting impacts to the financial sustainability of the pension plans, many changes in the way CalPERS rates are calculated have been adopted in the past several years, as detailed below:
• In March 2012, the CalPERS Board approved the reduction of 0.25 % in the discount rate used to calculate the pension liability and corresponding employer contribution rates. The impact was a 0.92 % and 1.4% employer rate increase for miscellaneous employees and a
2.56% and 1.6% employer rate increase for safety employees for Fiscal Years 2013 -14 and 2014-15, respectively. For Mountain View, this resulted in an increase to pension costs of $1.3 million (net of additional cost share) phased in over two years. • On April 17, 2013, the CalPERS Board adopted recommendations of the Chief Actuary that changed the methodology for the amortization and smoothing of rates. Overall, the methods were expected to result in higher volatility in employer rates in normal year s but less vol atility in employer rates in years where extreme events occur (e.g., significant investment losses). The method was expected to result in increased employer rates over time but was also expected to result in improved funding levels. This change was reflected in the employer rates beginning in Fiscal Year 2015-16. • On February 18, 2014, the CalPERS Board adopted changes as a result of the demographic study. The study resulted in increased rates as life expectancy continues to rise.
Generational mortality tables were also incorporated in the actuarial assumptions. The demographic changes were anticipated to raise rates by 4.5% and 7.05% over five years, for miscellaneous and public safety, respectively. This impact was reflected in the employer rates beginning in Fiscal Year 2016-17.
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• On November 18, 2015, the Ca lPERS Board adopted an approach to mitigate future rate volatility. The Funding Risk Mitigation Policy include d attributes of the flexible glide path methodology, a lowering of the discount rate, and expected investment volatility following a great invest ment return with reviews to allow the ongoing monitoring and assessing of the progress toward reducing risk and investment volatility in the funding of the pension system.
• On December 21, 2016, the CalPERS Board approved lowering the discount rate from
7.5% to 7.0 %. The reduction was phased in over three years beginning in Fiscal Year 2018-19 for local governments with the full impact reached in Year 7 ( Fiscal Year 2024-25) due to the five -year ramp -up and ramp -down methodology previously adopted. CalP ERS initially indicated the reduction would result in employer normal costs rate increases between 1.0 % and 3.0 % of payroll for most miscellaneous plans and increases of 2.0% to 5.0% for most safety plans. In addition, CalPERS estimated increases of 30.0% to 40.0% in unfunded accrued liability (UAL) annual payments. Rates provided in the June 30, 2016 actuarial valuation showed the impact to the rates were not as drastic as CalPERS originally indicated: 1.9 % and 3.1 % for Miscellaneous and Safety normal c ost, respectively, and 11.5% and 14.2% for Miscellaneous and Safety UAL, respectively. • On February 14, 2018, the CalPERS Board adopted changes to the Amortization Policy to shorten the amortization period from 30 years to 20 years for new gains and los ses and remove the ramp -up and ramp -down effects attributable to assumption, noninvestment, and investment gains and losses. The policy changes were effective June 30, 2019.
These actions have been adopted to maintain the financial sustainability of the pension fund; however, they have also resulted in higher rates for the City. The City Council approved additional contributions (including the CalPERS Discount Rate Change Funding Strategy proposed by staff to pay down the unfunded CalPERS liability) from the General Fund totaling $38.5 million from a combination of carryover funds and budgets since Fiscal Year 2014-15 through Fiscal Year 2023-24. The GOF represents approximately 80.0% of the total CalPERS contribution; therefore, additional contributions from the Other Funds, proportional to the GOF contribution, were also included in Fiscal Years 2014-15 through 2023-24.
FORECAST
The discussion below includes information regarding COLAs and medical rates and comparisons of projected costs.
All current labor agreements are effective through June 30, 2024. Fiscal Year 2024-25 includes modest COLAs assumptions and for the remaining Forecast years. All Forecast years also include step and merit increases.
Fiscal Year 2024-25 medical insurance rates are projected to increase 8.0% to 10.0% (depending on the health plan ) f or the second half of the fiscal year , and dental rates are projected to Table of Contents
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increase between 7.0% and 10%. The remaining Forecast years assume medical rates will increase 5.0% to 10.0% annually (depending on the health plan) , and dental rates will continue to increase by 2.0% annually.
For Fiscal Year 2024-25, retirement benefit costs (including the cost for new positions ) are projected to increase 11.9% compared to the Fiscal Year 2023-24 Adopted Budget. The Forecast years include the rates provided in the June 30, 2022 CalPERS actuarial valuations that determine the rates for Fiscal Year 2024-25. Retirement costs are impacted by salary increases (COLAs, steps, and merits) and CalPERS rates , which include the impact of the discount rate change and investment loss. The Forecast does not include additional ADP funding from the GOF to pay down the unfunded CalPERS pension obligation with additional contributions, as the City has been able to do for seven of the past nine fiscal years. However, additional discretionary payments from the General Non-Operating Fund (GNOF) are recommended.
Beginning with the June 30, 2015 CalPERS actuarial valuation report (rates for Fiscal Year 2017-18), CalPERS provides a rate for the normal cost component and a flat dollar payment for the UAL. Staff then converts the flat -dollar UAL payment into a rate based on estimated payroll provided in the CalPERS actuarial report in order to distribute the cost to all funds through payroll. Below are the projected employer rates provided in the June 30, 2022 actuarial valuations (the valuation for Fiscal Year 2024-25 rates and estimates through Fiscal Year 2029-30).
FY
2024-25
FY
2025-26
FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
Miscellaneous 32.570 36.400 37.100 37.500 39.500 39.100 Safety 61.180 62.200 63.100 63.300 66.200 65.000
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Salaries
Fiscal Year and Benefits % Change
2019-20 105,185 6.4%
2020-21 105,929 0.7%
2021-22 110,238 4.1%
2022-23 116,647 5.8%
2023-24 * 127,161 9.0%
2024-25 ** 149,058 17.2%
2025-26 159,889 7.3%
2026-27 168,840 5.6%
2027-28 175,990 4.2%
2028-29 184,934 5.1%
* Estimated (dollars in thousands)
** Recommended
_____________________
Fiscal Year 2019-20 includes an additional $4.0 million CalPERS contribution.
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SUPPLIES AND SERVICES
The Supplies and Services category makes up the second largest component of GOF expenditures and represents costs of operations.
CATEGORIES
• Materials and Supplies
• Maintenance and Operations
• Utilities
• Professional/Technical Services
• Training, Conference, and Travel
• Miscellaneous Expenditures
HISTORY
The budget for Supplies and Services has fluctuated depending on economic conditions impacting the GOF, and staff was able to contain costs, particularly during recessionary times in the past.
However, there were significant cost increase s in Fiscal Years 2022-23 and 2023-24 due to the recent higher-than-normal inflation.
FORECAST
Fiscal Year 2024-25 (including adopted discretionary and nondiscretionary increases) is increasing $3.0 million (11.8%) compared to the Fiscal Year 2023-24 Adopted. The increase is primarily related to contracting services for recreation classes, licenses, gas and electricity , and other utilities increases. The remainder of the Forecast period includes average annual changes of 3.0%.
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Supplies
Fiscal Year and Services % Change
2019-20 17,611 2.8%
2020-21 17,753 0.8%
2021-22 18,784 5.8%
2022-23 21,546 14.7%
2023-24 * 26,086 21.1%
2024-25 ** 28,136 7.9%
2025-26 29,111 3.5%
2026-27 30,122 3.5%
2027-28 31,170 3.5%
2028-29 32,256 3.5%
* Estimated (dollars in thousands)
** Recommended
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
SUPPLIES AND SERVICES
Actual Forecast
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CAPITAL OUTLAY AND EQUIPMENT REPLACEMENT
The Capital Outlay and Equipment Replacement category represents the new and replacement equipment needs of the City. Although Capital Outlay is one-time in nature, the City includes this category in the Operating Budget to reflect capital needs on an annual basis. In addition, annual contributions to the Equipment Replacement Fund are made by other funds as appropriate, based on the equipment used by each of those operations. Equipment replacement expenses are accounted for in the Equipment Replacement Reserve Fund.
CATEGORIES
• Capital Outlay
• Equipment Replacement
HISTORY
Capital Outlay: Annual expenditures have grown as a result of an increased level of technology and related equipment, an increase in the number and quality of safety vehicles, and the addition of hybrid vehicles to the fleet. This category is also influenced by the economic condition impacting the GOF and has experienced fluctuations over the past 10 fiscal years. For the past decade, annual budgeted expenditures for Capital Outlay have ranged between $200,000 and $525,000. For the Fiscal Year 2023-24 Adopted Budget, Capital Outlay was funded at $746,000.
Equipment Replacement : The Equipment Replacement Reserve was funded with year -end General Fund carryover in Fiscal Years 1992-93 and 1993-94. Subsequently, appropriations were gradually increased until the GOF was fully funding its share in Fiscal Year 2001-02. Then, after several years of reduced contributions, a review of cost methodologies, useful life assumptions, and annual contributions was completed in Fiscal Year 2005-06, and staff concluded annual funding would need to be restored in order to financially sustain the replacement schedule. This was accomplished through a combination of increasing operating budget contributions supplemented by General Fund carryover. Beginning in Fiscal Year 2009-10, the full share of funding is budgeted in the GOF. The Fiscal Year 2023-24 contribution to Equipment Replacement was $2.3 million.
FORECAST
Capital Outlay: For Fiscal Year 2024-25, the Capital Outlay has a budget of $271,000, and for the remainder of the Forecast period, Capital Outlay is budgeted at $750,000.
Equipment Replacement: The GOF contribution for Fiscal Year 2023-24 is decreasing by 39.5% to $1.4 million. The reductions are a result of reevaluating the funding mythology and status of the Equipment Replacement Fund (ERF). Some items in the ERF are being replaced at a slower pace than initially anticipated. As a consequence, the funding status of the ERF is currently higher than what was projected to be necessary.
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Total
Capital Equipment Capital Outlay &
Fiscal Year Outlay Replacement Equip. Replcmnt. % Change 2019-20 549 2,248 2,797 (9.4%)
2020-21 526 2,373 2,899 3.6%
2021-22 609 2,245 2,854 (1.6%)
2022-23 259 2,382 2,641 (7.5%)
2023-24 * 1,114 2,286 3,400 28.7%
2024-25 ** 270 1,385 1,655 (51.3%)
2025-26 750 1,426 2,176 31.5%
2026-27 750 1,469 2,219 2.0%
2027-28 750 1,513 2,263 2.0%
2028-29 750 1,559 2,309 2.0%
* Estimated (dollars in thousands)
** Recommended
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
CAPITAL OUTLAY AND EQUIPMENT REPLACEMENT
Capital Outlay Equipment Replacement
Actual Forecast
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INTERFUND EXPENDITURES AND TRANSFERS
This category includes Self-Insurance funding and Interfund Transfers. Self-Insurance represents the GOF’s share of insurance costs accounted for in the Internal Service Funds , such as General Liability, Retirees’ Health, and V ision Care. Special Funds and the Enterprise Funds also contribute to Self-Insurance. Interfund Transfers includes any transfers from the GOF to another fund (with the exception of the Equipment Replacement Transfer).
CATEGORIES
• General Liability
• Vision Care
• Retirees’ Health Program
• Housing
• Limited-Period Needs
• Capital Improvements
• Strategic Property Acquisition
HISTORY
General Liability: In Fiscal Year 1993-94, the City joined a liability insurance pool (ACCEL) with other select medium-sized cities for the provision of coverage in excess of the $1.0 million self- insured retention (SIR). Beginning in Fiscal Year 2001-02, funding of liability insurance was spread to all funds which receive a benefit from this insurance coverage. Previously, the cost was funded entirely by the GOF.
Vision Care: Vision care claims for employees and retirees with the City’s Health Net medical coverage and safety employees and retirees who are covered by the CalPERS health insurance program (PEMHCA) and reimbursement for safety glasses submitted by current employees are paid for by the Employee Benefits Fund. The annual cost of this program is allocated to other funds as appropriate.
Retirees’ Health Insurance Program: The medical premiums for elig ible retirees are paid by the Retirees’ Health Fund. Council began allocating funds to this reserve beginning in Fiscal Year 1992-93, although the City is not required to fund this liability.
In 2004, the Government Accounting Standards Board (GASB) publ ished Statement No. 45, Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions (OPEB), which required the City report the annual cost of this liability in the City’s Annual Comprehensive Financial Report (ACFR) beginning in Fiscal Year 2007-08. The Retirees Health program encompasses annual funding of the normal cost (NC), annual self -insurance funding of the unfunded actuarial accrued liability (UAAL) and periodically includes additional funding transfers from the GOF. An actuarial report was completed and beginning in Fiscal Year 2006-07, the calculated NC portion for current employees has been budgeted in all the affected funds. In Table of Contents
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addition, for Fiscal Year 2006-07, Council approved contributions from other funds for their proportionate share of the UAAL. The combined NC and the amortization of the UAAL represents the annual required contribution (ARC). The City has committed to contributing the ARC on an annual basis. The actuarial valuation is required t o be updated every two years and was most recently updated as of June 30, 2021.
In February 2008, Council approved an agreement authorizing the City’s participation in the CalPERS-administered CERBT Fund, and in February 2009, the City began depositing fu nds into the CERBT. The balance in the CERBT is $155.2 million as of June 30, 202 3. All funds have fully contributed to their share of the actuarial accrued liability. However, changes such as the option to choose the Defined Contribution plan has added volatility to calculating the actuarial accrued liability for each fund. Staff will continue calculations as valuations are updated. The City Council has approved additional General Fund contributions totaling $1 1.5 million from Fiscal Years 2014-15 through 201 8-19. As part of the agreement for Public Safety to move to the CalPERS Health Care system, Public Safety employees are contributing an ongoing 1.2% of salary toward the OPEB liability.
GASB Statement No. 75, Accounting and Financial Reporting by Employers for Post-Employment Benefits Other than Pensions , is effective with the fiscal year ending June 30, 2018. The new OPEB standard parallels the pension standard issued with GASB Statement No. 68, Financial Reporting for Pension Plans , which essentially requires the City to report the unfunded liability on the face of the City’s financial statements and enhances the note disclosures and required supplementary information (RSI) the City’s OPEB liability.
Housing: As a result of the dissolution of the former Revitalization Authority (RDA), the GOF now receives its share of the former RDA property taxes. For Fiscal Years 2014 -15 and 2015 -16,
20.0% of the GOF share has been appropriated for low- and moderate-income housing as limited- period funding in the GNOF. As directed by Council, beginning Fiscal Year 2016-17, the budget includes an annual transfer of these property taxes, in the amount of $51,000, to the General Housing Fund. In addition, the Fiscal Year 2016-17 Adopted Budget included a transfer from the GNOF to the General Housing Fund for the balance of prior fiscal year funds.
In November 2018, Mountain View voters approved Measure P, which restructure d the City’s Business License Tax. The new structure is an incremental, progressive tax based on the number of employees. As previously noted, t he City Council earmarked by resolution 80.0% of the increased tax revenue for transportation and 10.0 % for housing. Fiscal Year 2023-24 estimated transfer of $525,000, representing 10.0% of the increased Business License Tax revenue.
General Non-Operating Fund (GNOF): As directed by the City Council at the Fiscal Year 2016-17 budget public hearing, the Adopted Budget included a transfer of $500,000 to the GNOF to fund a one-time employee bonus, recruitment strategies and employee engagement activities, and a new limited -term Communications Training Supervisor position. At the April 30, 2019 Study Session, the City Council directed staff to allocate funding of $7.5 million for sustainability efforts.
This allocation is made up of $4.5 million from the GOF carryover for Fiscal Year 2018-19, Table of Contents
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$2.0 million originally designated for the Strategic Property Acquisition Reserv e (SPAR) in Fiscal Year 2018-19, and $1.0 million from the GOF in Fiscal Year 2019-20. A Sustainability CIP is included in Fiscal Year 2019-20 with all funding sources transferred to the G NOF and the total $7.5 million transferred to the Sustainability CIP. Fiscal Year 2023-24 transferred $5.0 million for payment to CalPERS to pay down the City’s pension liabilities.
General Fund Reserve : For Fiscal Year 2018-19 and 2019 -20, transfers of $1.0 million and $2.0 million, respectively, from the General Fund were included. For Fiscal Year 2023-24, a transfer of $3.0 million is included. The transfers are required to bring this reserve above the minimum level of 20.0% of operating expenditures.
GF Budget Contingency Reserve : The full amount of projected annual revenue s from the Ameswell property is estimated at over $ 4.1 million. The major ity of this revenue is currently earmarked to fund the Public Safety Building Project (see Debt Service section).
As part of the Fiscal Year 2022-23 budget adoption process, Council approved all revenue generated from the Ameswell property would be set-aside for the Public Safety Building project.
The Fiscal Year 2023-24 includes an estimated transfer of $4.1 million at year -end, which is a combination of rent , TOT, sales tax, and property taxes. There is approximately $1 2.2 million previously deposited for a total estimate of $15.3 million in the GOF and $3.0 million in the GNOF of Ameswell revenue that has been set-aside.
GF Transportation Reserve: A number of priority transportation projects were identified, and a new Transportation Reserve was established Fiscal Year 2018-19 with $2.0 million initial funding from the Fiscal Year 2017-18 GF carryover and $2.0 million funding from the Fiscal Year 2018-19 GOF. As previously noted, the City Council earmarked by resolution 80.0% of the increased business license t ax revenue for transportation . Fiscal Year 2023-24 included a transfer of $4.2 million from the increased tax revenue.
GF Capital Improvement Reserve: By mid-Fiscal Year 2017-18, the decennial revaluation process had been completed for the three City -owned land leases between the City and Google. Based on the revaluations of the three sites, annualized rent payments increas ed approximately $6.8 million. It is probable that during the time span before the next decenn ial adjustment in April 2026, there will be at least one economic downturn , and if a downturn occurs when a revaluation occurs, the lease revenues to the City could decline. Staff reviewed the changes in AV for the past 13 years and identified a potential 15.0% loss in secured AV in the event of an economic downturn. Therefore, to reduce dependency on these revenues, staff recommended, and the City Council adopted, a strategy to set aside 10.0 % of this potential decline in lease revenues (“at-risk” lease revenue) to fund future capital projects. In Fiscal Year 2017-18, a potential 10.0% decline in revenues, calculated at $1.2 million, was transferred to the Capital Improvement Reserve to fund projects in Fiscal Year 2018-19 or later. In Fiscal Year 2018-19, a total $3.4 million was transferred —$1.4 million in “at -risk” lease revenue a nd an additional $2.0 million from GOF balance for potential debt service to fund the Public Safety Building project should the City Council desire to fund the project s ooner than revenues from the Ameswell Table of Contents
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development will be received. Fiscal Year 2019-20 included $1.5 million in “at-risk” revenue and an additional $3.0 million allocation for potential debt service to fund the Public Safety Building project; however, with the impact of COVID -19 on GOF revenues, this $3.0 million transfer was reversed midyear.
GF Strategic Property Acquisition Reserve (SPAR): The City has successfully leveraged City-owned property for ongoing revenues and setting aside available resources in the SPAR could assist in obtaining future strategic properties. The Fiscal Years 2016 -17 and 2017 -18 Adopted Budgets included transfers of $2.0 million each in order to increase the available funding for future property investment. For Fiscal Year 2018-19, the budget included a transfer of $2.0 million to the SPAR; however, as stated above, at the April 30, 2019 Study Session, the City Council directed staff to instead use the $2.0 million for sustainability efforts.
FORECAST
General Liability: The Fiscal Years 2023-24 through 2027-28 projections are based on maintaining the minimum policy level for reserve balances. The City currently has a $1.0 million SIR. For Fiscal Year 2024-25, the GOF recommended contribution is $3.1 million for the cost of claims and administering the program, a 17.4% increases from Fiscal Year 2023-24 Adopted. The remaining Forecast period includes 3.0% annual increases.
Vision Care: The cost of the self-funded vision plan has gone down based on usage and, thus, the GOF’s share of funding has decreased for Fiscal Year 2024-25.
Retirees’ Health Insurance Program : The City has made great strides toward funding the AAL .
The actuarial valuation was updated as of June 30, 2023 along with projections for the following five years. For Fiscal Year 2024-25, the estimated A AL is $ 163.7 million, using a 5.6% discount rate, showing the City is fully funded.
Housing: As a result of the dissolution of the former Revitalization Authority (RDA), the GOF now receives its share of the former RDA property taxes. An annual transfer of these property taxe s in the amount of $51,000 to the Housing Fund is included for the remaining Forecast period. As a result of the restructured Business License Tax and the City Council ’s earmarking 10.0% for housing. $492,000 was included in the Fiscal Year 2024-25 Recommended Budget.
GF Budget Contingency Reserve: As discussed above, revenue from the Ameswell development began late Fiscal Year 2017-18 and by the end of the Forecast period is projected over $4.3 million annually. This revenue is earmarked for the Public Safety Building project (see Debt Service section). The annual debt payment is included in the forecast beginning Fiscal Year 2025-26. Fiscal Year 2024-25 estimated revenue of $4.1 million, along with an estimated $18.3 million previously deposited into the Budget Contingency Reserve, are dedicated for the Public Safety Building project.
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GF Transportation Reserve : The Forecast reflects 80.0% of the increased business license tax revenue, estimated at $3.9 million for Fiscal Year 2024-25 and growing to $4.8 million in the last year of the Forecast period.
GF Capital Improvement Reserve: As mentioned in the History section above, in order to reduce the dependency on the long -term lease revenues, $1. 8 million is included to be transferred to the Capital Improvement Reserve for Fiscal Year 2024-2. For the remaining Forecast period, this amount is increased by the annual rent escalation factors referenced in the lease agreements. $0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
INTERFUND EXPENDITURES AND TRANSFERS
Self-Insurance Transfers
Actual Forecast
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Self- Total SI
Fiscal Year Insurance Transfers and Transfers % Change
2019-20 3,404 7,914 11,318 (37.7%)
2020-21 3,476 6,754 10,230 (9.6%)
2021-22 4,076 9,873 13,949 36.4%
2022-23 2,664 23,375 26,039 86.7%
2023-24 * 2,615 20,265 22,880 (12.1%)
2024-25 ** 3,070 10,414 13,484 (41.1%)
2025-26 3,162 6,593 9,755 (27.7%)
2026-27 3,257 6,908 10,165 4.2%
2027-28 3,355 7,241 10,596 4.2%
2028-29 3,455 7,589 11,044 4.2%
* Estimated (dollars in thousands)
** Recommended
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DEBT SERVICE
The Debt Service category represents the GOF’s debt payment obligations.
CATEGORIES
• Public Safety Building
• Hope Street Parking
HISTORY
The GOF has had no debt obligations since prior to Fiscal Year 2009-10, when the City Hall/Center for the Performing Arts debt repayment was transferred to Construction /Conveyance Tax funding. This debt was fully retired in Fiscal Year 2015-16.
FORECAST
Public Safety Building: The Forecast assumes revenue generated from the Ameswell development is earmarked for the Public Safety Building project. It is assumed debt will be issued for the project, and annual debt service payments of approximately $ 4.2 million to $4.4 million have been included as a placeholder beginning in Fiscal Year 2025-26. $0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
2019-20
2020-21
2021-22
2022-23
2023-24*
2024-25**
2025-26
2026-27
2027-28
2028-29
DEBT SERVICE
Actual Forecast
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Debt
Fiscal Year Service % Change
2019-20 0 0.0%
2020-21 0 0.0%
2021-22 0 0.0%
2022-23 0 0.0%
2023-24 * 0 0.0%
2024-25 ** 0 0.0%
2025-26 4,189 100.0%
2026-27 4,253 1.5%
2027-28 4,318 1.5%
2028-29 4,385 1.6%
* Estimated (dollars in thousands)
** Recommended
GZ/6/FIN
541-06-11-24GOFFY
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Exhibit A
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GENERAL OPERATING FUND HISTORY (dollars in thousands)
________________________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges for Services, Miscellaneous Revenues, and Interfund Revenues and Transfers. 3 Balance prior to changes in assets and liabilities, encumbrances, and rebudgets for grants and donations, net transferred to General Non- Operating Fund and General Fund Reserve.
2013-14
AUDITED
2014-15
AUDITED
2015-16
AUDITED
2016-17
AUDITED
2017-18
AUDITED
REVENUES:
Property Taxes $ 31,120 $ 35,173 $ 39,461 $ 43,774 $ 49,419 Sales Tax 16,936 19,773 21,401 21,828 20,713
Other Local Taxes1 13,089 14,805 15,137 15,866 15,444
Use of Money and Property 10,690 10,928 12,219 16,896 19,659 Other Revenues2 28,316 26,261 27,693 28,325 31,142
Loan Repayments 1,894 -0- -0- -0- -0-
TOTAL REVENUES 102,045 106,940 115,911 126,689 136,377
EXPENDITURES:
Salaries and All Pays 52,379 52,231 54,024 55,262 59,483 Retirement 11,219 11,799 12,575 13,606 15,360
Health Benefits 8,215 7,886 8,102 8,320 8,527
All Other Benefits 4,385 4,791 5,372 5,968 6,254 Salaries and Benefits 76,198 76,707 80,073 83,156 89,624 Supplies and Services 13,608 14,386 13,969 14,926 16,089 Capital Outlay/Equipment Replc. 2,562 2,582 2,696 2,950 3,184 Interfund Expenditures and Transfers 2,565 3,002 2,852 3,404 4,785 Debt Service -0- -0- -0- -0- -0-
TOTAL EXPENDITURES 94,933 96,677 99,590 104,436 $113,682 Transfer to GNOF -0- -0- -0- (500) -0-
Transfer to GF Reserve -0- -0- -0- -0- -0-
Transfer to Trans Res -0- -0- -0- -0- -0-
Transfer to Cap Impr Res -0- -0- -0- -0- -0-
Transfer to SPAR -0- -0- -0- (2,000) (2,000)
CalPERS Contrib. -0- -0- (2,000) (2,000) (4,000)
OPEB Contrib. -0- (1,000) (1,000) (2,000) (2,000)
OPERATING BALANCE3 $ 7,112 $ 9,263 $ 13,321 $ 15,753 $ 14,695 Table of Contents
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GENERAL OPERATING FUND HISTORY (dollars in thousands)
________________________________________
1 Other Local Taxes consist of Transient Occupancy Tax, Business Licenses, and Utility Users Tax. 2 Other Revenues consist of Licenses, Permits and Franchise Fees, Fines and Forfeitures, Intergovernmental, Charges f or Services, Miscellaneous Revenues, and Interfund Revenues and Transfers. 3 Balance prior to changes in assets and liabilities, encumbrances, and rebudgets for grants and donations, net transferred to General Non- Operating Fund and General Fund Reserve.ss
2018-19
AUDITED
2019-20
AUDITED
2020-21
AUDITED
2021-22
AUDITED
2022-23
AUDITED
REVENUES:
Property Taxes $ 51,451 $ 54,839 $ 59,783 $ 63,996 $ 70,874 Sales Tax 24,390 19,452 18,058 23,376 25,346
Other Local Taxes1 15,131 15,880 13,717 18,663 25,189
Use of Money and Property 22,316 22,345 22,195 24,530 27,090 Other Revenues2 32,722 30,151 29,953 32,811 33,490 Loan Repayments -0- -0- -0- -0- -0-
TOTAL REVENUES 146,010 142,667 143,706 $163,376 $181,989 EXPENDITURES:
Salaries and All Pays 62,949 64,899 68,292 71,709 75,452 Retirement 16,723 20,247 21,672 22,257 24,397
Health Benefits 8,675 8,963 9,090 9,190 9,335
All Other Benefits 6,547 7,076 6,875 7,082 7,463 Salaries and Benefits 94,894 101,185 105,929 110,238 116,647 Supplies and Services 17,128 17,611 17,753 18,784 21,546 Capital Outlay/Equipment Replc. 3,086 2,797 2,899 2,854 2,641 Interfund Expenditures and Transfers 5,671 8,318 10,230 13,949 13,439 Debt Service -0- -0- -0- -0- -0-
TOTAL EXPENDITURES $120,779 $129,911 $136,811 $145,825 $154,273 Excess ERAF -0- -0- 6,841 -0- -0-
Transfer to GNOF (6,500) (1,000) -0- -0- (2,000)
Transfer to GF Reserve (1,000) (2,000) -0- -0- (1,600)
Transfer to Trans Res (2,000) -0- -0- -0- -0-
Transfer to Cap Impr Res (2,000) -0- -0- -0- (4,000)
Transfer to SPAR -0- -0- -0- -0- (3,000)
Transfer to Budget Contingency Res -0- -0- -0- -0- (1,000) Transfer to Liability Fund -0- -0- -0- -0- (1,000)
CalPERS Contrib. (4,000) (4,000) -0- -0- -0-
OPEB Contrib. (1,000) -0- -0- -0- -0-
OPERATING BALANCE3 $ 8,731 $ 5,756 $ 13,736 $ 17,551 $ 15,116 Table of Contents
DEPARTMENT
BUDGETS
Table of Contents
4-1
GENERAL NOTES
T
hese notes explain the format and conventions used for each Department Summary that appear in the following section of this document.
A. O
rganizational Charts
I
ncluded for each department is the organizational structure of the department. A City-wide organizational chart is included prior to the Introduction Section of this document.
B. T
ext Pages
1. C
entered at the top of the page is a title identifying the Department or Division name and if it is the Department Summary or a Division Summary.
2. T
he Department or Division Manager is identified.
3. T
he Department mission statement and an overview of the functions and responsibilities of the Department and Divisions are provided.
4. T
he Department’s functions are listed on the Department Summary only.
Functions are the key ongoing responsibilities of the Department and are tied to performance measures.
5. T
he Department’s major goals/projects/initiatives for Fiscal Year 2024-25 are listed on the Department Summary. Items in bold are tied to Fiscal Years 20 22-23 through 2024-25 Council Work Plan projects. Major Department Goals/Projects/Initiatives are short-term in nature.
6. Majo
r Division Changes are new funding items and are identified by fund on the Division Summary pages or the Department Summary if there are no Divisions for the Department.
7. As
part of the Fiscal Year 2024 -25 budget development, a new set of Performance/Workload Measures have been created. The new Performance/Workload Measures are meaningful and have a direct connection to department functions. Performance measures are listed on the Department Summary pages only. If a Department Function has a new Performance/Workload Measure tied to it, it is noted in parenthesis with an “ NM” and the Performance/Workload Measure number(s) following (e.g. NM 1, 2, 3).
Table of Contents
4-2
GENER
AL NOTES
(Continued)
C. Nume
rical Pages
1. The
listed number of positions for each Department or Division represents the maximum number of regular authorized positions that can be filled. "Part- Time Hourly" positions identify the number of full -time equivalent positions budgeted to be filled by hourly personnel. Limited-Period and c ontract personnel are not included in this listing.
2. Pos
itions listed in the "2022-23 Adjusted" column are those positions approved in the adopted budget that year plus any adjustments made midyear. Positions listed in the “2023-24 Adopted” column are those positions approved in the Fiscal Year 2023-24 Adopted Budget. Positions listed in the “ 2024-25 Recom.” column are those positions in the “ 2023-24 Adopted” column plus any amendments or adjustments made during the fiscal year and any changes recommended for Fiscal Year 2024-25.
3. Salaries f
or regular positions are calculated using the employees’ actual salary plus any agreed to COLA and potential merit increases for the upcoming budget year .
Vacant positions are budgeted at fifth step or control point. Hourly positions are calculated using the minimum/maximum range of the position classification. In general, hourly positions are budgeted at the higher end of the range; seasonal hourly positions are generally budgeted at mid-range.
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4-3
Table of Contents
City Attorney's
Office
City Clerk's
Office City Council
City Manager's
Office
Community
Development
Community
Services
Finance and
Administrative
Services Fire
GENERAL FUND
General Operating $ 3,860,726 1,204,888 540,508 6,888,643 1,663,630 24,773,927 8,735,417 36,655,581 Development Services 0 0 0 0 12,795,792 0 0 982,493
General Non-Operating 0 333,700 0 2,329,554 725,700 517,200 397,500 305,900 General Fund Reserves 0 0 0 0 0 0 0 0
TOTAL $ 3,860,726 1,538,588 540,508 9,218,197 15,185,122 25,291,127 9,132,917 37,943,974
SPECIAL REVENUE
Gas Tax $ 0 0 0 0 0 0 0 0
Other Streets & Transportation 0 0 0 0 0 0 0 0
Construction/Conveyance Tax 0 0 0 0 0 0 0 0
Public Benefit In Lieu 0 0 0 0 0 0 0 0
Below-Market-Rate Housing 0 0 0 0 0 0 0 0
Housing Impact 0 0 0 0 0 0 0 0
General Housing 0 0 0 0 0 0 0 0
CSFRA/Rental Housing Committee 0 0 0 0 0 0 0 0
MHRSO/Rental Housing Committee 0 0 0 0 0 0 0 0
Successor Housing Agency 0 0 0 0 0 0 0 0
Shoreline Golf Links/Restaurant 0 0 0 0 0 4,339,377 0 0 Downtown Benefit Assmt Districts 0 0 0 0 630,604 0 0 0
General Special Purpose 0 0 0 0 0 0 0 0
Supplemental Law Enforcement Services 0 0 0 0 0 0 0 0
Housing Grant Fund 0 0 0 0 0 0 0 0
Cable Television 0 0 0 195,000 0 0 0 0
Shoreline Regional Park Community 70,000 0 0 0 723,604 5,850,455 132,500 220,678 TOTAL $ 70,000 0 0 195,000 1,354,208 10,189,832 132,500 220,678
CAPITAL PROJECTS
Storm Drain Construction $ 0 0 0 0 0 0 0 0
Park Land Dedication 0 0 0 0 0 0 0 0
TOTAL $ 0 0 0 0 0 0 0 0
ENTERPRISE
Water $ 0 0 0 0 0 0 1,140,491 0
Wastewater 0 0 0 0 0 0 0 2,398,647
Solid Waste Management 0 0 0 0 0 0 0 0
TOTAL $ 0 0 0 0 0 0 1,140,491 2,398,647
INTERNAL SERVICE
Equipment Maint & Replacmnt $ 0 0 0 0 0 733,900 0 91,000 Workers' Compensation 0 0 0 0 0 0 4,406,500 0
Unemployment 0 0 0 0 0 0 27,250 0
Liability 2,030,000 0 0 0 0 0 4,881,900 0
Retirees' Health 0 0 0 0 0 0 0 0
Employee Benefits 0 0 0 0 0 0 0 0
TOTAL $ 2,030,000 0 0 0 0 733,900 9,315,650 91,000
GRAND TOTAL $ 5,960,726 1,538,588 540,508 9,413,197 16,539,330 36,214,859 19,721,558 40,654,299 FISCAL YEAR 2024-25 RECOMMENDED BUDGET APPROPRIATIONS MATRIX 4-4
Table of Contents
Housing
Human
Resources
Information
Technology Library Police Public Works
Non-
Departmental Total
GENERAL FUND
General Operating $ 693,065 3,875,850 8,820,846 8,115,215 54,593,881 16,706,599 15,204,690 192,333,466 Development Services 0 0 0 0 0 5,451,766 724,790 19,954,841 General Non-Operating 47,701 1,081,900 560,300 340,200 285,400 806,500 15,079,000 22,810,555 General Fund Reserves 0 0 0 0 0 0 18,491,367 18,491,367 TOTAL $ 740,766 4,957,750 9,381,146 8,455,415 54,879,281 22,964,865 49,499,847 253,590,229
SPECIAL REVENUE
Gas Tax $ 0 0 0 0 0 0 5,655,500 5,655,500
Other Streets & Transportation 0 0 0 0 0 0 (50,000) (50,000) Construction/Conveyance Tax 0 0 0 0 0 0 10,593,000 10,593,000 Public Benefit In Lieu 0 0 0 0 0 0 1,500,000 1,500,000
Below-Market-Rate Housing 21,792,172 0 0 0 0 0 4,033,330 25,825,502 Housing Impact 9,669,669 0 0 0 0 0 950,840 10,620,509
General Housing 525,058 0 0 0 0 0 586,445 1,111,503
CSFRA/Rental Housing Committee 2,126,974 0 0 0 0 0 218,690 2,345,664 MHRSO/Rental Housing Committee 283,570 0 0 0 0 0 35,930 319,500 Successor Housing Agency 0 0 0 0 0 0 1,000,000 1,000,000 Shoreline Golf Links/Restaurant 0 0 0 0 0 0 192,560 4,531,937 Downtown Benefit Assmt Districts 0 0 0 0 0 0 105,210 735,814 General Special Purpose 0 0 0 0 0 0 131,177 131,177
Supplemental Law Enforcement Services 0 0 0 0 175,000 0 0 175,000 Housing Grant Fund 895,000 0 0 0 0 0 750,000 1,645,000
Cable Television 0 0 0 0 0 0 0 195,000
Shoreline Regional Park Community 24,768 0 0 0 40,000 2,140,952 50,771,462 59,974,419 TOTAL $ 35,317,211 0 0 0 215,000 2,140,952 76,474,144 126,309,525
CAPITAL PROJECTS
Storm Drain Construction $ 0 0 0 0 0 0 261,000 261,000
Park Land Dedication 0 0 0 0 0 0 1,800,000 1,800,000
TOTAL $ 0 0 0 0 0 0 2,061,000 2,061,000
ENTERPRISE
Water $ 0 0 556,070 0 0 39,711,486 9,733,395 51,141,442 Wastewater 0 0 0 0 0 24,735,415 23,120,139 50,254,201
Solid Waste Management 0 0 0 0 0 22,383,853 1,950,540 24,334,393 TOTAL $ 0 0 556,070 0 0 86,830,754 34,804,074 125,730,036
INTERNAL SERVICE
Equipment Maint & Replacmnt $ 0 0 1,580,100 0 2,197,281 11,026,789 151,510 15,780,580 Workers' Compensation 0 0 0 0 0 0 0 4,406,500
Unemployment 0 0 0 0 0 0 0 27,250
Liability 0 0 0 0 0 0 0 6,911,900
Retirees' Health 0 0 0 0 0 0 6,716,360 6,716,360
Employee Benefits 0 14,000 0 0 0 0 100,500 114,500
TOTAL $ 0 14,000 1,580,100 0 2,197,281 11,026,789 6,968,370 33,957,090 GRAND TOTAL $ 36,057,977 4,971,750 11,517,316 8,455,415 57,291,562 122,963,360 169,807,435 541,647,880 FISCAL YEAR 2024-25 RECOMMENDED BUDGET APPROPRIATIONS MATRIX 4-5
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4-6
Table of Contents
BUD/OC-CA FY2023-24
CITY ATTORNEY S OFFICE
CITY ATTORNEY
(Jennifer Logue)
Administration
1 Executive Assistant to the City
Attorney
1 Legal Secretary
Legal
3 Senior Assistant City Attorney
2 Assistant City Attorney
FISCAL YEAR 2024-25 POSITION TOTALS: 11.0 Full-Time
Legal Support
1 Paralegal
Code Enforcement
1 Senior Code Enforcement Officer
1 Code Enforcement Officer I/II
4-7
Table of Contents
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-8
DEPARTMENT MANAGER—CITY ATTORNEY
DEPARTMENT MISSION STATEMENT
To p
rovide exceptional legal representation and advice to the City Council and all City boards, commissions, departments, officers, and employees.
DEPARTMENT OVERVIEW
The C
ity Attorney is appointed by the City Council to serve as the Attorney for the City and legal advisor to the City Council. The City Attorney hires Deputy City Attorneys and Assistant City Attorneys to assist in the discharge of assigned responsibilities. The City Attorney’s Office defends and prosecutes or retains counsel to defend a nd prosecute all civil actions and proceedings to which the City is a party and prosecutes all criminal actions involving violations of the City Code.
The C
ity Attorney’s Office drafts, reviews and revises local laws and legal documents including but no t limited to ordinances, resolutions, contracts, and other agreements pertaining to the City’s business and handles claims filed against the City. The Office is also responsible for providing legal services in connection with the Shoreline Regional Park Community (North Bayshore), Downtown Parking District, and Downtown Revitalization Authority.
The C
ode Enforcement unit is under the direct supervision of the City Attorney. Code Enforcement officers are primarily responsible for enforcing the City Code provisions related to neighborhood preservation.
PERFORMANCE MEASURE UPDATE
As par
t 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.
Perfor
mance 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
• Represen
t the City, its officers and employees in legal proceedings. (NM 1, 2) • Mana
ge outside legal counsel and experts retained to represent and advise the City. (NM 1) • Review
and resolve all claims filed against the City. (NM 2)
• Negot
iate and draft City contracts and legal agreements.
• Draft
and revise ordinances, resolutions, and other legal documents. (NM 3, 4) • Over
see Code Enforcement Division operations, including prosecution of City Code violations. (NM 5) Table of Contents
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-9
• Work with the Community Development Department to draft, finalize, and execute agreements as needed for developments.
• D
raft and revise Council policies, City policies, and administrative instructions.
FI
SCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • D
eveloped a Community Workforce Agreement in conjunction with the Public Works Department and City Manager’s Office.
• B
egan reviewing and updating the Shoreline Community Shoreline Area Plan in conjunction with the Community Development, Community Services, and Public Works Departments and the City Manager’s Office.
• Explored the feasibility of a potential 2024 revenue measure in conjunction with the City Manager’s Office and Finance and Administrative Services Department.
• Supported the procurement of a consultant to prepare a Citywide update to the Cost Allocation Plan and Master Fee Schedule, and commenced the project with the Finance and Administrative Services Department.
• S
upported the development and implementation of strategies for enhancing the Downtown area, including a newsletter, performances, interim infrastructure for the Castro Pedestrian Mall, and new furniture, banners, and passive recreational equipment in conjunction with the Community Services, Public Works, and Community Development Departments and City Manager’s Office. • 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 in conjunction with the Information Technology Department, City Manager’s Office, and City Clerk’s Office. • Negotiated and drafted a new Joint Use Agreement between the City of Mountain View and Mountain View Whisman School District in conjunction with the Community Services Department. • P
rovided legal support and advice for builder’s remedy projects. • Launched an update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City f
acilities, communications, and programs in conjunction with the Public Works Department and City Manager’s Office.
• C
ompleted updates to the City Zoning Code consistent with the City’s adopted Housing Element and State laws while streamlining Lot Line Adjustment procedures and revising Accessory Dwelling Unit regulations in conjunction with the Community Development Department.
• Updated Council Policies A- 10, Authorization to Execute City Contracts and Agreements ; A-11, Financial and Budgetary Policy ; B-2, Investment Policy ; and B -5, Claims & Litigation in conjunction with the Finance and Administrative Services Department.
Table of Contents
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-10
• Updated the City’s California Public Records Act Policy in conjunction with the City Clerk’s Office. • Developed and implemented the process for issuing new concealed firearms permits in conjunction with the Police Department.
• Implemented an ordinance regulating firearms dealers citywide in conjunction with the Police Department. • 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 Public Works and Community Development Departments.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES F OR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • D
evelop an ordinance to ban vaping sales citywide in conjunction with the Police Department. • Conclude exploration of the feasibility of a potential 2024 revenue measure in conjunction with the Finance and Administrative Services Department and City Manager’s Office. • Complete the review and update of the Shoreline Regional Park Community Shoreline Area Plan in conjunction with the Community Development, Public Works, and Community Services Departments and City Manager’s Office.
• R
eview and recommend amendments to the Municipal Code to remove contradictory, unenforceable, or otherwise outdated sections, as staff time is available. • Complete the Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the F
inance and Administrative Services Department.
• Continue implementing recommendations from the Development Review Study to make ongoing improvements to the development review proc ess in conjunction with the Public Works, Information Technology, Community Development, Finance and Administrative Services, Fire, and Community Services Departments.
• Complete development of the City’s Artificial Intelligence Appropriate Use Policy and Guidelines in conjunction with the Information Technology and Human Resources Departments and the City Manager’s Office.
• C
omplete the update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City facilities, communications, and programs in conjunction with the City Manager’s Office and Public Works Department.
Table of Contents
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-11
E xisting Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
City Attorney’s Office:
1. Total cost of legal services, in-house and
outside counsel, as a percentage of the
General Operating Fund expenditures. 1.3% 1.2% <2% 1.3%
2. Percentage of claims entered into the
claim reporting system, reported to
ACCEL, and directed to appropriate
departments for response within fiv
e
working days of receipt of the claim. 100% 100% >90% 100%
3. Percentage of standard contracts
reviewed within two working days. 95% 97% >85% 85%
4. Percentage of complex contracts
reviewed within 20 working days. 100% 98% >80% 85%
5. Percentage of code enforcement cases
responded to within five working days of
receipt of complaint or observation of
violation.
98% 96% >95% 95%
N
EW 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.
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 operat ions.
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.
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.
Table of Contents
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-12
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 Number of claims received and percent of claims acted on within statutory deadlines.
Workload
Performance 100%
3 Departmental
Number of standard contract reviews requested and
percent reviewed (or returned to department for
further action) within five business days.
Workload
Performance 100%
4 Departmental Number of code enforcement complaints received and percent receiving initial response within 72 hours.
Workload
Performance 100%
5 Departmental
Number of code enforcement investigations opened. Workload a. Number of investigations that lead to an
en
forcement action Workload
b. Number of cases reassigned to other
departments for investigation or other action Workload
Table of Contents
CITY ATTORNEY’S OFFICE
DEPARTMENT SUMMARY
4-13
MAJOR DEPARTMENT CHANGES
Original
Amount Change
Recom.
Budget
Liability Insurance Fund:
Legal Services (Limited-period) $ - $ 1,700,000 $ 1,700,000 Provides funding to continue outside counsel
for litigation related costs.
Shoreline Regional Park Community Fund:
Legal Services (Limited-period) $ - $ 50,000 $ 50,000 Provides funding to continue outside counsel
related to the Shoreline Community.
Note: Limited-period items do not show original budget due to their one-time nature.
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
3 3 3
2 2 2
1 1 1
1 1 1
1 1 1
Paralegal 0 1 *1 1
1 1 1
10 11 11
TOTAL POSITIONS 10 11 11
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,308,674 3,266,421 3,375,036
1,414,475 1,824,690 2,574,690
0 80,000 0
2,004 10,000 11,000
TOTAL EXPENDITURES $ 3,725,153 5,181,111 5,960,726
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,448,789 3,831,111 3,860,726
9,700 0 0
0 20,000 70,000
1,266,664 1,330,000 2,030,000
TOTAL FUNDING $ 3,725,153 5,181,111 5,960,726
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,250 23,750 23,750
999 2,000 2,000
TOTAL REVENUES $ 2,249 25,750 25,750
CITY ATTORNEY'S OFFICE
POSITIONS
Interfund Expenditures
Capital Outlay
Supplies and Other Services
Salaries Wages and Benefits
Legal Secretary
City Attorney
Senior Code Enforcement Officer
Assistant City Attorney
Addition of a Paralegal position.
DEPARTMENT SUMMARY
Liability Self-Insurance
General Non-Operating
FUNDING SOURCES
Miscellaneous Revenue
EXPENDITURE SUMMARY
Shoreline Regional Park Community
Fines and Forfeitures
REVENUE SUMMARY
Senior Assistant City Attorney
General Operating
Exec Asst to the City Attorney
Code Enforcement Officer I/II
TOTAL REGULAR
4-14
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,545,102 2,195,535 2,251,646
19,446 0 0
744,126 1,070,886 1,123,390
2,308,674 3,266,421 3,375,036
32,033 19,160 19,160
2,998 27,200 27,200
1,183 3,350 3,350
1,364,770 1,540,900 740,900
13,491 234,080 1,784,080
1,414,475 1,824,690 2,574,690
0 80,000 0
2,004 10,000 11,000
TOTAL EXPENDITURES $ 3,725,153 5,181,111 5,960,726
DEPARTMENT SUMMARY
CITY ATTORNEY'S OFFICE
Interfund Expenditures
EXPENDITURES
Utilities
Maintenance and Operations
Other Expenses
Professional/Technical Services
Benefits
Wages
Salaries
Materials and Supplies
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
Capital Outlay
4-15
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4-16
Table of Contents
BUD/OC-CC FY2023-24
CITY CLERK S OFFICE
FISCAL YEAR 2023-24 POSITION TOTALS: 5.0 Full-Time
1 Senior Administrative Assistant
1 Administrative Assistant
CITY CLERK
(Heather Glaser)
1 Assistant City Clerk 1 Deputy City Clerk
4-17
Table of Contents
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-18
DEPARTMENT MANAGER—CITY CLERK
DEPARTMENT MISSION STATEMENT
To maintain official records, administer elections, and provide administrative support to the City Council.
DEPARTMENT OVERVIEW
The City Clerk is appointed by the City Council. The City Clerk is responsible for facilitating the conduct of business by the City Council and fulfilling legal requirements as set forth in the City Charter, City Code, and State law. The City Clerk’s Office administers City elections and campaign and financial disclosure laws.
The
City Clerk’s Office maintains a record of all proceedings of the City Council; meets all requirements regarding public postings, legal advertising, recordations, and mailing of public hearing notices; processes assessment districts, annexations, deeds, tax cancellations, appeals, and initiative petitions; administers the selection process for Council appointment of members to the City board, commissions, and committees; and provides support for Sister City activities.
The
City Clerk’s Office provides administrative assistance to the Council, edits and maintains the City Code and City Charter, is custodian of the City Seal, administers oaths or affirmations, and maintains the official record of City contracts and agreements. The City Clerk’s Office also maintains official City records, administers the Public Records Act request process, and provides information to the public regarding the legislative operations of government.
PERFORMANCE MEASURE UPDATE
As pa
rt 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.
Perfo
rmance 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
• Administer City elections. (NM 1, 2)
• Mai
ntain the City Code and City Charter.
• Admi
nister campaign disclosures, financial disclosures, and oaths. • Coo
rdinate, prepare, and distribute Council agenda materials and minutes. ( NM 3, 6) • Mai
ntain official City records and provide records management support services for all departments. • Noti
ce legal documents and process annexation and assessment district proceedings, deeds, appeals, initiative petitions, and ordinances. (NM 2, 4, 6)
Table of Contents
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-19
• P
rovide administrative support to the City Council. (NM 1) • M
anage coordination of the Council meeting agenda preparation process. (NM 6) • Administer Public Records Act request process. (NM 5) FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Implemented standardized procedures for hybrid public meetings and remote public participation for Council Advisory Bodies and Council Subcommittees in conjunction with the City Attorney’s Office, City Manager’s Office, and Information Technology Department.
• Developed and implemented an ongoing training program for City advisory boards and staff liaisons on public meeting process and legal requirements in conjunction with the City Manager’s Office and City Attorney’s Office.
• Trained all legislative body liaisons on the use of Legistar. • Reviewed internal procedures and systems to maximize efficiencies. • Reviewed and updated City Council policies as appropria te. • Updated the City’s California Public Records Act Policy in conjunction with the 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) • C
onduct the November 5, 2024 General Municipal Election for four Council seats and local ballot measures. • Implement electronic document recording with Santa Clara County Clerk –Recorder’s Office. • Upgrade 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 Information Technolog y D
epartment.
Table of Contents
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-20
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Elections:
1. Percentage of official election notices
published without errors and on time N/A 100% 100% N/A
Legislative:
2. Percentage of minutes prepared for a
City Council meeting without relevant
errors of fact 98% 97%(A) 100% 100%
3. Percentage of legal hearing notices
published and mailed within legal
deadlines and per the City’s noticing
guidelines 100% 100% 100% 100%
Administrative/Support to Council:
4. Percentage of Council service requests
responded to within one working day of
receipt
100% 100% 100% 100%
(A) O n the February 28, 2023 meeting, there was a correction between publication and adoption to provide clarity on carryforward projects and planned projects.
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.
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.
Table of Contents
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-21
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 Number of official election notices and percent published without error and on time.
Workload
Performance 100%
3 Departmental
Number of meeting minutes for City Council
meetings and percent prepared without relevant
error of fact.
Workload
Performance 100%
4 Departmental
Number of legal hearing notices and percent
published and mailed within deadlines and
pursuant to the City's noticing guidelines.
Workload
Performance 100%
5 Departmental Number of Citywide public records act requests and total time spent on providing response.
Workload
Workload
6 Departmental Number of public meeting agendas and percent published on time.
Workload
Performance 100%
Table of Contents
CITY CLERK’S OFFICE
DEPARTMENT SUMMARY
4-22
MAJOR DEPARTMENT CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
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.
General Non-Operating Fund:
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.
Note: Limited-period items do not show original budget due to their one-time nature.
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
5 5 5
TOTAL POSITIONS 5 5 5
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 861,664 1,029,000 1,127,828
231,009 80,060 410,760
TOTAL EXPENDITURES $ 1,092,673 1,109,060 1,538,588
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 948,373 1,106,060 1,204,888
144,300 3,000 333,700
TOTAL FUNDING $ 1,092,673 1,109,060 1,538,588
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 50 0 0
1,816 0 0
TOTAL REVENUES $ 1,866 0 0
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 558,720 675,068 744,195
5,846 8,000 8,000
297,098 345,932 375,633
861,664 1,029,000 1,127,828
27,627 16,825 26,825
0 24,475 24,475
272 290 290
184,640 16,000 339,700
18,470 22,470 19,470
231,009 80,060 410,760
TOTAL EXPENDITURES $ 1,092,673 1,109,060 1,538,588
DEPARTMENT SUMMARY
CITY CLERK'S OFFICE
Administrative Assistant
General Operating
FUNDING SOURCES
Salaries Wages and Benefits
EXPENDITURE SUMMARY
TOTAL REGULAR
Materials and Supplies
Deputy City Clerk
City Clerk
POSITIONS
Senior Administrative Assistant
TOTAL PERSONNEL
General Non-Operating
Supplies and Other Services
Miscellaneous Revenue
General Service Charges
Assistant City Clerk
EXPENDITURES
Salaries
Wages
Maintenance and Operations
Utilities
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
Other Expenses
Benefits
REVENUE SUMMARY
4-23
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NOTES
(This page intentionally left blank)
4-24
Table of Contents
CITY COUNCIL
BUD/OC-Council SC FY2024-25 4-25
CITY COUNCIL
Term
Councilmembers Expires
Patricia Showalter, Mayor 01/2025
Lisa Matichak, Vice Mayor 01/2025
Margaret Abe-Koga 01/2025
Alison Hicks 01/2027
Ellen Kamei 01/2027
Lucas Ramirez 01/2027
Emily Ann Ramos 01/2025
AD HOC SUBCOMMITTEES
2024 Revenue Ballot Measure
Matichak
Ramirez
Ramos
Race, Equity, and Inclusion
Abe-Koga, Chair
Kamei
Ramos
STANDING COMMITTEES
Appointments Review Committee (CARC)
Showalter, Chair
Hicks
Matichak
Finance Committee (CFC)/
Investment Review Committee (IRC)*
Matichak, Chair
Ramirez
Ramos
Neighborhoods Committee (CNC)
Showalter, Chair
Ramirez
Ramos
NOFA Review Committee
Ramirez, Chair
Hicks
Ramos
Policy and Procedures Committee (CPPC)
Ramirez, Chair
Hicks
Showalter
Sustainability Committee (CSC)
Hicks, Chair
Abe-Koga
Showalter
Transportation Committee (CTC)
Kamei, Chair
Hicks
Matichak
Youth Services Committee (CYSC)
Ramos, Chair
Abe-Koga
Kamei
* The IRC consists of the members of the CFC and
two members of the public.
Table of Contents
CITY COUNCIL
DEPARTMENT SUMMARY
DEPARTMENT MISSION STATEMENT
To
represent the needs, priorities, and concerns of the Mountain View community by providing fiscally responsible policy direction to its appointed officers and govern in an ethical and transparent manner.
DEPARTMENT OVERVIEW
The
City Council is the elected legislative and policy -making body for the City with the responsibility and power to enact City ordinances, appropriate funds to conduct City business, sets policy, and establ ishes the City’s overall priorities and direction. The Council appoints the City Manager, City Attorney, and City Clerk.
Cou
ncilmembers serve on subject-specific committees, each with three members, that provide feedback to staff within their purview and recommend relevant policies for adoption by the full Council. The current Council committees are:
• Ad-ho
c Subcommittee on 2024 Revenue Ballot Measure and Race, Equity and Inclusion • Appointments Review
• Environmental Sustainability
• Finance and Investment Review
• Neighborhoods
• Notice of Funding Availability (NOFA) Review
• Policy and Procedures
• Transportation
• Youth Services
In addi
tion, Councilmembers represent the City through service on numerous regional agencies and organizations.
The
City Council generally holds Regular Meetings at 6:30 p.m. on the second and fourth Tuesday of each month in the Council Chambers located in City Hall, 500 Castro Street. Additional Special Meetings are scheduled as needed.
A calendar of all City Council meetings, along with agendas, minutes, video recordings, and other materials can be found at https://mountainview.legistar.com/Calendar.aspx.
The
times and places of City Council committee meetings and the meetings of outside agencies on which Councilmembers serve can be obtained on the City’s website or from the City Clerk’s Office.
DEPARTMENT FUNCTIONS
• Ser
ve as Board of Directors for the Mountain View Shoreline Regional Park Community and the City of Mountain View Capital Improvements Financing Authority. • Par
ticipate on regional boards and organizations which directly affect the City of Mountain View and the needs and interests of the residents.
• Adopt
the annual budget and Capital Improvement Program.
• Appoi
nt members to the Council advisory bodies.
• Adopt
the City’s strategic priorities and work plan of projects and initiatives every two years. 4-26
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CITY COUNCIL
DEPARTMENT SUMMARY
MOUNTAIN VIEW STRATEGIC ROADMAP
VISION
:
A wel
coming, vibrant city that plans intentionally and leads regionally to create livable, sustainable neighborhoods, access to nature and open spaces, and a strong, innovation-driven local economy.
STR
ATEGIC PRIORITIES FOR FISCAL YEARS 2024-25 AND 2025-26:
• Commu
nity for All: Support Mountain View’s socioeconomic and cultural diversity. Engage and protect vulnerable populations through policies that promote access to housing, transportation, and other programs and services.
• Liva
bility and Quality of Life: Enhance Mountain View as a great place to live that values community health and well -being. Preserve Mountain View’s unique character, restore and enhance wildlife habitats, and promote arts and culture. Provide and enhance parks, open space, and othe r key amenities. • Int
entional Development and Housing Options: Support an increase in the quantity and diversity of housing options, including assistance for the unhoused. Provide opportunities for affordable housing as well as home ownership. Plan for neighborhoods with nearby transit, jobs, and amenities that balance density with livable, green, mixed-use development.
• Mob
ility and Connectivity: Develop a mobility network that enhances connectivity across Mountain View and establishes green corrid ors. Promote transit and safe active transportation options that reduce single - occupancy vehicle trips and traffic, and increase walking and biking. • Sus
tainability and Climate Resilience: Through implementation of the Sustainability Action Plan and other actions, reduce and minimize the City’s greenhouse gas emissions and prepare for sea level rise. Protect and enhance local ecosystems and biodiversity through rewilding and other measures. Support residents and businesses to adopt sustainable practices and use resources wisely. • Eco
nomic Vitality: Support a walkable, beautiful, vibrant downtown and accessible village centers that draw residents and visitors. Create an environment where small, local, diverse businesses can thrive across the City alongside large employers. Continue to work in partnership with the business community so that Mountain View remains a center for innovations with meaningful jobs for workers. • Orga
nizational Strength and Good Governance: Continue to innovate, collaborate, and continuously improve to deliver a high level of customer service. Recruit, develop, and retain top -notch staff. Maintain fiscal responsibility and effective intergovernmental partnerships. Communicate and engage regularly and transparently with our multilingual community.
4-27
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
6 6 6
7 7 7
TOTAL POSITIONS 7 7 7
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 232,780 352,359 383,928
72,207 156,580 156,580
TOTAL EXPENDITURES $ 304,987 508,939 540,508
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 300,077 508,939 540,508
4,910 0 0
TOTAL FUNDING $ 304,987 508,939 540,508
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 107,562 113,647 118,871
125,218 238,712 265,057
232,780 352,359 383,928
10,470 11,200 11,200
6,875 12,780 12,780
12,105 15,000 15,000
42,757 117,600 117,600
72,207 156,580 156,580
TOTAL EXPENDITURES $ 304,987 508,939 540,508
DEPARTMENT SUMMARY
CITY COUNCIL
Supplies and Other Services
POSITIONS
Councilmember
Mayor
General Non-Operating
General Operating
FUNDING SOURCES
TOTAL REGULAR
Salaries Wages and Benefits
EXPENDITURE SUMMARY
EXPENDITURES
Salaries
Benefits
TOTAL PERSONNEL
Materials and Supplies
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-28
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BUD/OC-CM FY2024-25 4-29
CITY MANAGER S OFFICE
FISCAL YEAR 2024-25 POSITION TOTALS: 19.0 Full-Time
3.0 Limited-Period
COMMUNICATIONS AND
OUTREACH
1 Chief Communications
Officer
(Lenka Wright)
1 Deputy Communications
Officer
1 Communications
Coordinator
1 Senior Outreach
Coordinator
1 Website Coordinator
(Limited-Period)
0.25 Administrative
Assistant
1 Community Outreach
Specialist
CITY MANAGEMENT
0.75 Deputy City Manager
1 Assistant to the City
Man
ager
1 Principal Management
Analyst
0.75 Management Fellow
(Limited-Period)
0.25 Administrative
Assistant
SUSTAINABILITY
1 Chief Sustainability
and Resilience Officer
(Danielle Lee)
1 Sustainability Program
Manager
2 Analyst I/II
1 Analyst I/II
(Limited-Period)
0.25 Administrative
Assistant
CITY MANAGER
(Kimbra McCarthy)
ASSISTANT CITY MANAGER
(Audrey Seymour Ramberg)
HUMAN SERVICES
0.25 DeputyCity Manager
(Kimberly Thomas)
1 Human Services
Manager
1 Program Assistant
0.25 Management Fellow
(Limited-Period)
0.25 Administrative
Assistant
ASSISTANT CITY MANAGER
(Arn Andrews)
Administration
1 Executive Assistant to the City Manager
(Kimberly Thomas)
Table of Contents
CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—ASSISTANT CITY MANAGER
DEPARTMENT MISSION STATEMENT
To support the City Council in the development and execution of the City Council’s goals and policies; to provide leadership and guidance to City departments in the delivery of City services; to inform and engage the community through a range of outreach, communication, and marketing activities; to develop and implement homelessness response strategies and other human services for vulnerable populat ions in collaboration with community and regional partners; and to collaborate with City departments, the community, and other partners to achieve a thriving, sustainable community.
DEPARTMENT OVERVIEW
The
City Manager is appointed by the City Council. The City Manager’s Office consists of four divisions: City Management, Communications and Outreach, Sustainability, and Human Services. In addition, the Economic Development Division, while officially a part of the Community Development Department budget , reports to the City Manager through the Assistant City Manager/Community Development Director. Through these divisions, the Office: provides professional leadership in the administration of all City services, activities, and facilities; directs the execution of policies and objectives adopted by the City Council; develops and presents to the City Council recommendations and strategies in response to community issues; plans and executes programs to meet the current and future needs of the City of Mountain View; provides strategic communication and marketing services and conducts outreach and engagement in a variety of languages and formats to maximize access to information, services, and opportunities for input; develops and implements strategies and programs to address homelessness and other human -service needs for vulnerable populations; plans and implements strategies to support the Mountain View economy and businesses; and plans and coordinates a wide range of sustainability and resiliency policies and programs.
PERFORMANCE MEASURE UPDATE
As pa
rt 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.
Perfo
rmance 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
• Develop and present to the City Council recommendations and strategies in response to community issues.
• Pro
vide leadership to City departments in the execution of policies, objectives, and programs adopted by the City Council.
• Respond to all City Council and resident inquiries received by the City Manager’s Office in a timely mann
er. (NM 7)
4-30
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Manage customer/resident relationship management (CRM) “ Ask Mountain View ” web - and mobile - based systems.
• Assist the City Council in setting strategic priorities and track departments’ progress in achieving Citywide goal
s. (NM 2, 5)
• Develop and submit an annual balanced City budget to the City Council and support City Council efforts in
long-term financial planning. (NM 1)
• Develop, lead, and execute the City’s legislative advocacy and intergovernmental relations efforts. ( NM 3, 4)
• Coo
rdinate specific interdepartmental and intergovernmental compliance issues. • Manag
e complex, cross-departmental projects.
• Dev
elop, execute, and lead the City’s external and internal communication and outreach strategy using a broad range of communication channels and Citywide communication initiatives. • Provide information to the community through public forums, publications, and government access prog
ramming to expand visibility and awareness of emerging issues, programs, priorities, and progress on City goals and initiatives. (NM 12, 13)
• Enhanc
e and promote the City’s overarching identity and manage the marketing function in a manner consistent with the City’s vision, organizational values, Code of Ethics, and cultural ideals. • Serve as the City’s Public Information Officer and manage media relations. ( NM 9) • Manage the Multicultural Engagement Program to provide clear, timely, and meaningful information and oppor
tunities for input to a diverse and multilingual community. (NM 10, 11) • Deve
lop and oversee outreach strategies to enhance civic engagement using a range of social media and other platforms to enable proactive and positive interactions. (NM 6, 8) • Pro
vide staff support to the Human Relations Commission.
• Ser
ve as the lead staff liaison to the Public Safety Advisory Board. • Act as City liaison to and coordinate with various community groups, nonprofit organizations, and int
ergovernmental partners to maintain effective relationships to assess and address the needs of the most vulnerable Mountain View residents. (NM 16)
• Deve
lop policy recommendations and response strategies to work collaboratively with local and regional partners to address homelessness and the human service needs of vulnerable Mountain View residents. • Administer budgets, agreements, and grants to provide safe parking, outreach, housing support services, basi
c human services, and other associated programs. (NM 17, 18) • Con
vene cross -departmental teams to plan and coordinate City services and initiatives for homeless, unstably housed, and other vulnerable residents.
4-31
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Track, analyze, and report data and outcomes associated with programs and services associated with homeless, unstably housed, and other vulnerable residents. • Pro
vide staff support to the Council Sustainability Committee (CSC) and Council Policy and Procedures Committee (CPPC).
• Coord
inate cross-departmental sustainability and resiliency strategic planning and policy -making. • Develop and oversee implementation of sustainability and resiliency initiatives. ( NM 14, 15) • Provide information and resources to encourage the community to undertake sustainability actions. • Deve
lop partnerships with regional agencies, neighboring jurisdictions, and local employers to coordinate and maximize the impact of sustainability and resiliency solutions. • Ident
ify and seek grant funding to support sustainability and resiliency efforts.
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 Public Works Department and City Attorney’s Office.
• Onboarded a consultant and launched the Broadband Needs Assessment and Gap Analysis project. • Negotiated a five- year contract extension fo r the City’s childcare center operator including a City subsidy for low-income residents.
• Launched the development of the Homelessness Response Strategy and Expenditure Plan in conjunction with the Housing Department.
• Explored the feasibility of a potential 2024 revenue measure in conjunction with the Finance and Administrative Services Department and City Attorney’s Office. • Began reviewing and updating the Shoreline Community Shoreline Area Plan in conjunction with the Community Development, Community Services, and Public Works Departments and City Attorney’s Office.
• Supported the procurement of a consultant to a Citywide update to the Cost Allocation Plan and Master Fee Schedule, and commencement of the project, in conjunction with the Finance and Administ rative Services Department.
• Launched a comprehensive Climate Change and Resiliency strategy update, including developing a decarbonization plan, vulnerability assessment, and resilience plan. • Began work on an update to the Race, Equity, and Inclusion Action Plan. 4-32
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Supported the development and implementation of strategies for enhancing the Downtown area, including a newsletter, performances, interim infrastructure for the Castro Pedestrian Mall, and new furniture, banners, and passive recreational equipmen t in conjunction with the Community Services, Public Works, and Community Development Departments and City Attorney’s Office. • Launc
hed an update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City facilities, communications, and programs in conjunction with the City Attorney’s Office and Public Works Department.
• Coordinated an update of department performance metrics citywide in conjunction with the Finance and Administrative Services Department.
• Coordinated Spanish- and Chinese-language Civic Leadership Academies. • Supported the simplification and translation of rental housing program materials to improve their readability, clarity, and accessibility in multiple languages, including English, Spanish, Chinese, and Russian in conjunction with the Housing Department.
• Deve
loped a citywide Language Access and Multicultural Engagement Policy. • Org
anized and hosted a celebration of the Elevate MV Guaranteed Basic Income Pilot Program’s first anniversary, featuring a documentary screening and roundtable discussion. • Organized a Mental Health First Aid training opportunity for City staff in conjunction with the Human Resources Department.
• Planned and hosted the Shoreline Regional Park 40 th Anniversary Celebrate Shoreline community event in conjunction with the Community Services Department.
• Opened a commuter parking area at the Shoreline Lot B Safe Parking Program site, providing space for up to 23 ancillary (non-living) vehicles to park.
• Completed an RFP and vendor selection for the Utility Billing System in conjunction with the Information Technology, Finance and Administrative Services, and Public Works Departments. • Prepared a three- year extension to the short -term Education Enhancement Reserve Joint Powers Authority in response to a request from the Mountain View Whisman School District. • Hosted a Joint Agency Meeting between the City Council, Mountain View Whisman School District, and Mountain View Los Altos High School District.
• Impl
emented st andardized procedures for hybrid public meetings and remote public participation for Council Advisory Bodies and Council Subcommittees in Council Chambers, Plaza, and Atrium Conference Rooms in conjunction with the City Attorney’s Office, City Clerk’s Offi ce, and Information Technology Department.
• Received an “A” score from the Carbon Disclosure Project for City sustainability efforts and commitment to environmental transparency, a designation earned by only 119 cities, states, and regions worldwide. 4-33
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Published a special edition of The View newsletter called The View at Shoreline as part of multifaceted communications support for the 40th anniversary celebration of Shoreline at Mountain View Regional Park.
• Redesigned the annual Homeless Initiatives Update report layout and informational graphics to highlight the City’s efforts in assisting homeless and unstably housed residents. • Relaunched the Collaborate Mountain View platform to provide online public engagement opportunities for City initiatives, including the Parks and Recreation Strategic Plan, Electrify Mountain View, and the I Am MV Storytelling Project.
• Debut
ed a redesigned intranet site, InsideMV, supported the development and launch of the Development Permits specialty website; and provided content development support for the Downtown Mountain View site.
• Issued the first ever Budget in Brief and Budget video in conjunction with the Finance and Administrative Services Department.
• Exe
cuted the second annual Lunar New Year Celebration, the Multicultural Festival, and the Earth and Arbor Day event, in conjunction with the Community Services Department.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • Comp
lete the Homelessness Response Strategy and Expenditure Plan and present to the City Council in conjunction with the Housing Department.
• Develop the Climate Change and Resiliency strategy update (transitioning from SAP -4) in conjunction with the Public Works Department.
• Conclude exploration of the feasibility of a potential 2024 revenue measure in conjunction with the Finance and Administrative Services Department and City Attorney’s Office. • Support the completion of the Biodiversity Plan and Urban Forestry Plan (biodiversity requirements and Community Tree Master Plan) in conjunction with the Community Services and Public Works Departments.
• Com
plete the Public Services Study and present findings and recommendations to the City Council. • Complete the review of and update to the Shoreline Community Area Plan in conjunction with the Public Works, Community Development, and Community Services Departments and the City Attorney’s Office.
• Complete the Broadband Needs Assessment and Gap Analysis and present findings to the City Council in conjunction with the Public Works and Information Technology Departments. 4-34
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
• Support the completion of a Citywide update to the Cost Allocation Plan and Master Fee Schedule in conjunction with the Finance and Administrative Services Department. • Continue implementing strategies for a vibrant downtown, including the Castro Pedestrian Mall in conjunction with the Public Works, Community Development, and Community Services Departments. • Complete updates to the Race, Equity, and Inclusion Action Plan. • Expa
nd the Legislative Services Program to support participation and advocacy in federal and regional bodies and issues.
• Implement a new Utility Billing System in conjunction with the Information Technology, Finance and Administrative Services, and Public Works Departments.
• Implement the Language Access and Multicultural Engagement Policy. • Continue to work with Silicon Valley Clean Energy to improve electrification opportunities in Mountain View in conjunction with the Community Development Department. • Com
plete development of the City’s Artificial Intelligence Appropriate Use Policy and Guidelines in conjunction with the Information Technology and Human Resources Departments and the City Attorney’s Office.
• Complete the update to the City’s Americans with Disabilities Act (ADA) assessment and transition plan for City facilities, communications, and programs in conjunction with the City Attorney’s Office and Public Works Department.
• Increase the production of original programming about City services and programs for the City’s government channel, Mountain View City Television, and YouTube channel. • Begin conducting biannual website audits of MountainView.gov for quality assurance and optimal content experience of City website visitors.
• Support interagency collaboration on climate resilience and Sea Level Rise in conjunction with the Public Works Department.
4-35
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
City Management Division:
1. Percentage of City Manager’s Office cost as
a percent of the General Operating Fund
expenditures.(A) 1.6% Discontinued
2. Number of communications regarding the
City’s position on legislation or legislative
issues made annually to the State
Legislature, Congress, and other branches
of government. 44(B) 52(B) 12 19
3. Percentage of Strategic Roadmap Action
Plan Projects completed within two year
plan horizon.
New for
FY22-23 49%(C) 50% N/A(D)
Communications and Outreach Division:
4. Number of outreach and support activities
the Multicultural Engagement Program
conducted to support City initiatives (in-
person and virtual attendance at special
events, community, and resident meetings;
and interpretation requests fulfilled). 358(E) 247 >=150 161
5. Number of written translation requests the
Multicultural Engagement Program fulfilled
to support City initiatives. 285 249 >=125 246
6. Number of Community Information and
Outreach Program products provided
(newsletters, press releases, internet
postings, media contacts, etc.). 875 760 800 819
7. Number of media inquiries. 199 177 132 57
8. Engagement rate of City’s social media
channels for:
• Twitter (@MtnViewGov)
• Facebook
2.7%
4.9%
2.9%(F)
6.9%
2.5%
6.0%
3.4%
5.7%
9. Number of film permits and inquiries. 26 Discontinued Sustainability Division:
10. Percentage of Sustainability Division
“Sustainability Action Plan” items
completed. 24% (G) 73%(H) 80% 86%(I)
11. Increase in the number of community
engagement points of contact. 402 1,295(J) 500 906
12. Increase in the number of people
“Informed or “Engaged” through
Collaborate Mountain View. 378 Discontinued
4-36
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
13. Increase in the number of people who
participate in at least one program/event. 768 610 Discontinued
14. Percentage of event attendee survey
respondents who reported increased
knowledge. 86% 83% Discontinued
Human Services Division:
15. Number of meetings held with community-
based organizations for human services
collaboration and coordination.
New for
FY22-23 11 >=11 4(K)
16. Number of outreach communications to
people living in vehicle community.
New for
FY22-23 24 >=12 30
17. Public service grant monitoring reports and
low-income subsidy tracking reports
received on time.
New for
FY22-23 72%(L) >90% 63%(M)
18. Percentage at capacity for safe parking
lots.
New for
FY22-23 95% >90% 87%(N)
19. Percentage at capacity for LifeMoves
Mountain View.
New for
FY22-23 91%(O) >90% 92%
_________________________
(A) Percentage is for the City Management Division only. (B) Due to a higher volume of State/Federal legislative matters related to Council priorities, the City produced a hi
gher volume of communications stating the City's position. (C) Strategic Roadmap Action Plan projects often require longer than two years to complete due to their size and co
mplexity and many were impacted by staffing vacancies.
(D) The FY 23-25 Council Work Plan was adopted in June 2023. The majority of projects are underway. (E) Due to COVID-19, outreach activities increased and many were conducted virtually. (F) Changes to the "X" (formerly Twitter) social media platform have impacted this channel of engagement. Staff is mo
nitoring the situation and will adjust social media outreach strategy accordingly. (G) Lower than target completion rate due to COVID-19 an d staff vacancy impacts. (H) Reflects updates to the SAP -4 approved at the May 30, 2023 Council Sustainability Committee meeting. Lower than target completion rate due to ongoing work on major projects. An addition 12% of projects are nearing completion and 48% are in progress.
(I) Reflects updates to the SAP -4 ap proved at the May 30, 2023 Council Sustainability Committee meeting.
Remaining 14% of projects are in progress.
(J) Actuals were higher due to increased capacity as a result of onboarding more staff in the Sustainability Division in
FY 22-23.
(K) Human Services hosts a monthly meeting with CBOs. There were no meetings in July and August due to summer vac
ations.
(L) Some agencies requested extensions for submitting their quarterly reports. 72% is the highest on-t ime reporting rate the program has achieved.
(M) Some agencies requested extensions for submitting their quarterly reports. (N) The Safe Parking Program is operated by MOVE Mountain View, which reviews the eligibility process and co
nducts intakes. Occupancy fluctuates based on demand and availability. The occupancy rate was as high as 91% in the six-month reporting period.
(O) Interim housing occupancy rates depend on many variables external to the Human Services Division's work. 4-37
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CITY MANAGER’S OFFICE
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 tr acking to begin in Fiscal Year 2024-25.
The
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.
In
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 i nclude 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.
In
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.
New Performance/Workload Measures (NM)
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
1 Administration Percentage of actual expenditures to budgeted expenditures for department operations. Performance <100% 2 Administration
Number of Priority A items on the Strategic
Roadmap Action Plan and percent completed
within two-year plan horizon.
Workload
Performance 90%
3 Administration
Number of communications regarding the City's
position on legislation or legislative issues made
annually to the State Legislature, Congress, or
other branches of government.
Workload
4 Administration
Number of positions taken on legislative issues
outside the City (County/State/Federal) and
percent resulting in legislation that reflects the
City's position.
Workload
Informational
5 Administration Total number of City Council meetings and average meeting time.
Workload
Workload
4-38
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CITY MANAGER’S OFFICE
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
6 Administration Total number of agenda items addressed by City Council. Workload
7 Citywide
Number of inquiries directed to the Mayor
and/or City Council and percent receiving initial
staff response within 72 business hours.
Workload
Performance 100%
8 Citywide
Number of community survey respondents and: Workload Expected to be
tracked
beginning
in fiscal
year
2025-26.
a. Percent who rate Mountain View as a
good or excellent place to work or live Performance
b. Percent who rate Mountain View
services as good or excellent
Performance
9 Communications Number of media inquiries. Workload
10 Communications
Number of City-sponsored or community-based
outreach events attended by the Multicultural
Engagement Program Team.
Workload
11 Communications
Total number of interpretation and translation
requests fulfilled by language:
a. Spanish Workload
b. Chinese Workload
c. Russian Workload
12 Communications Number of unique visitors to the City's website and percent increase/decrease year-over-year.
Workload
Performance
13 Communications Open rate for the City's bi-weekly newsletter. Performance 14 Sustainability Carbon Disclosure Project Grade. Performance A 15 Sustainability Annual greenhouse gas emissions and percent reduction from baseline year (2005).
Performance
Performance
16 Human Services
Number of meetings held with community-
based organizations for human services
collaboration and coordination.
Workload
17 Human Services
Number of clients/households served through
City-funded programs and partnerships and
average cost per client/household.
Workload
Performance
18 Human Services Exits to permanent housing from City-funded homelessness programs. Performance
4-39
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
2 2 2
1 1 1
1 1 1
1 1 1
Chief Sustainability and Resilience Officer 1 1 1
1 1 *2 1
1 1 1
1 1 1
Sustainability Program Manager 1 1 1
Analyst I/II 2 2 2
Program Assistant 0 1 *3 1
1 1 1
0 1 *4 1
1 0 *4 0
0 1 *3 1
1 1 1
Administrative Assistant 1 1 1
17 19 19
TOTAL POSITIONS 17 *1 19 *5 19 *5
*1
*2
*3
*4
*5
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,805,788 4,365,321 4,225,801
990,137 1,647,997 2,117,347
Sustainability 666,886 896,819 1,202,719
1,326,749 1,618,694 1,867,330
TOTAL EXPENDITURES $ 5,789,560 8,528,831 9,413,197
Senior Outreach Coordinator
Community Outreach Specialist
Communications Coordinator
CITY MANAGER'S OFFICE
Communications and Outreach
Human Services Manager
DEPARTMENT SUMMARY
Principal Management Analyst
POSITIONS
City Manager
Assistant City Manager
Deputy City Manager
Assistant to the City Manager
Chief Communications Officer
Deputy Communications Officer
TOTAL REGULAR
Exec Asst to the City Manager
Human Services
Community Outreach Coordinator
DEPARTMENT DIVISIONS
City Management
In addition there are the following limited-period positions: Management Fellow, 0.5 Website Coordinator, and Analyst I/II (funded by the Sustainability CIP).
Title change from Digital Engagement and Resilience Officer to Deputy Communications Officer.
Addition of a Program Assistant and a Community Outreach Specialist.
Reclassification of the Community Outreach Coordinator position to Senior Outreach Coordinator.
In addition there are the following limited-period positions: Management Fellow, Website Coordinator, and Analyst I/II (funded by the Sustainability CIP through Fiscal Year 2024-25).
4-40
Table of Contents
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 4,017,885 5,481,240 6,301,037
1,771,675 3,047,591 3,112,160
$ 5,789,560 8,528,831 9,413,197
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 4,660,439 6,059,246 6,888,643
954,959 2,274,585 2,329,554
174,162 195,000 195,000
$ 5,789,560 8,528,831 9,413,197
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 169,004 170,000 145,000
$ 169,004 170,000 145,000
Miscellaneous Revenue
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
Cable Television
TOTAL FUNDING
REVENUE SUMMARY
TOTAL EXPENDITURES
FUNDING SOURCES
General Non-Operating
TOTAL REVENUES
General Operating
CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
4-41
Table of Contents
CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT CITY MANAGER
DIVISION OVERVIEW
The City Management Division supports the City Council policy- making process through the preparation of City Council meeting and Study Session agendas and reports; plans, facilitates goal-setting, and tracks progress on Council priority projects and Citywide strategic plans; coordinates cross -departmental projects; provides oversight and support to all City services, activities, and facilities; serves as a liaison for intergovernmental relations; develops, executes, and leads the City’s external and internal communication strategy using a broad range of communication channels and Citywide communication initiatives; manages the Multilingual Community Outreach Program to provide clear, ti mely, and meaningful information and opportunities for input to a diverse and multilingual community; provides staff support to the Human Relations Commission; and promotes the City’s best interests in interactions with other levels of government.
4-42
Table of Contents
CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
MAJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Non-Operating Fund:
Federal and State Legislative Advocacy (Limited-
Period) $ - $ 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.
Continuous Improvement Services (Limited-Period) $ - $ 200,000 $ 200,000 Provides funding for consulting services related to
continuous organizational improvements.
Management Fellow Position (0.75 FTE) (Limited-
Period) $ - $ 143,900 $ 143,900
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. The remaining 0.25 FTE is located in the
Human Services Division.
Race, Equity, and Inclusion Plan Implementation
(Limited-Period) $ - $ 30,000 $ 30,000
Provides funding for the implementation of the
City’s Race, Equity, and Inclusion (REI)Action plan.
4-43
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CITY MANAGER’S OFFICE—CITY MANAGEMENT
DIVISION SUMMARY
(Co
ntinued)
Original
Amount Change
Recom.
Budget
Training, Conference, and Travel (Limited-Period) $ - $ 18,000 $ 18,000 Provides funding for training, conference,
registrations and related travel.
Note: Limited-period items do not show original budget due to their one-time nature. 4-44
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
7.25 7.25 7.25
TOTAL POSITIONS 7.25 *1 7.25 *1 7.25 *1
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,626,061 1,989,255 2,117,575
14,361 26,400 26,400
661,559 832,331 913,991
2,301,981 2,847,986 3,057,966
47,646 42,160 42,160
38,650 0 0
727 720 720
374,469 1,347,750 987,750
42,315 126,705 137,205
503,807 1,517,335 1,167,835
TOTAL EXPENDITURES $ 2,805,788 4,365,321 4,225,801
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 169,004 170,000 145,000
TOTAL REVENUES $ 169,004 170,000 145,000
Materials and Supplies
Maintenance and Operations
TOTAL SUPPLIES AND SERVICES
REVENUES
Utilities
Professional/Technical Services
Other Expenses
CITY MANAGER'S OFFICE - CITY MANAGEMENT
Total Regular
POSITIONS
DIVISION SUMMARY
In addition there is 0.75 of a limited-period Management Fellow position.
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
Benefits
Miscellaneous Revenue
4-45
Table of Contents
CITY MANAGER’S OFFICE—COMMUNICATIONS AND OUTREACH
DIVISION SUMMARY
DIVISION MANAGER—CHIEF COMMUNICATIONS OFFICER
DIVISION OVERVIEW
The Communications and Outreach Division leads the City’s communication strategy using a broad range of communication channels and outreach methods to provide clear, timely, and meaningful information, access to City services, and opportunities for input t o Mountain View’s diverse and multilingual community. The Division serves as the central point of contact for the news media; drives the use of technology and digital media to further enhance community and stakeholder relationships; and oversees internal employee communications. The Division provides a unique and robust Multicultural Engagement Program to provide translation and interpretation in Spanish, Chinese/Mandarin, and Russian; coordinate leadership development and networking in the community; and conduct outreach to share information about City services and meetings. As the hub of Citywide communications, the Division strives to build deeper connections with the community, deliver clear communications that enhance transparency and exemplify the City’s values and identity, and use technology and outreach to enhance community engagement.
4-46
Table of Contents
CITY MANAGER’S OFFICE—COMMUNICATIONS AND OUTREACH
DIVISION SUMMARY
MAJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
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.
General Non-Operating Fund:
Downtown Revitalization Consultation (Limited-Period) $ - $ 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.
Website Coordinator Position (1.0 FTE) (Limited-Period) $ - $ 246,700 $ 246,700 Provides continued funding for a Website Coordinator
position.
Language Access and Multicultural Engagement Policy
Implementation (Limited-Period) $ - $ 25,000 $ 25,000 Provides funding for the implementation of the
forthcoming Citywide Language Access and Multicultural
Engagement Policy.
Training, Conference, and Travel (Limited-Period) $ - $ 11,000 $ 11,000 Provides funding for training, conference, registrations and related travel.
Note: Limited-period items do not show original budget due to their one-time nature. 4-47
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
4 5 *2 5
TOTAL POSITIONS 4 *1 5 *3 5 *3
*1
*2
*3
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 602,478 955,581 1,065,746
47,321 53,500 53,500
245,267 395,745 423,930
895,066 1,404,826 1,543,176
35,948 22,500 22,500
180 43,800 43,800
1,096 0 0
44,060 160,446 465,446
13,787 16,425 42,425
95,071 243,171 574,171
TOTAL EXPENDITURES $ 990,137 1,647,997 2,117,347
DIVISION SUMMARY
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
In addition there is a limited-period Website Coordinator position.
In addition there is a 0.5 limited-period Website Coordinator position.
CITY MANAGER'S OFFICE - COMMUNICATIONS AND OUTREACH
POSITIONS
Total Regular
EXPENDITURES
Addition of a Community Outreach Specialist.
Salaries
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
TOTAL SUPPLIES AND SERVICES
4-48
Table of Contents
CITY MANAGER’S OFFICE—SUSTAINABILITY
DIVISION SUMMARY
DIVISION MANAGER—CHIEF SUSTAINABILITY AND RESILIENCE OFFICER DIVIS
ION OVERVIEW
The Sustainability and Resiliency Division oversees the City’s sustainability activities both from a communitywide and municipal operations perspective. This includes formulating strategies and policies and implementing programs and projects based on broad stakeholder engagement with residents, businesses, and City employees and direction from the City Council. The Division addresses environmental, social equity, and economic considerations, seeking to create a more resilient, safe, and livable Mountain View for all community members by: (1) optimizing land use, transportation, energy, water, waste, and ecosystem resources; (2) mitigating and adapting to the effects of climate change through outreach, education, and action; and (3) increasing the efficiency of City operations to reduce expenses.
4-49
Table of Contents
CITY MANAGER’S OFFICE—SUSTAINABILITY
DIVISION SUMMARY
MAJ
OR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Non-Operating Fund:
Training, Conference, and Travel (Limited-Period) $ - $ 13,000 $ 13,000 Provides funding for training, conference,
registrations and related travel.
Note: Limited-period items do not show original budget due to their one-time nature. 4-50
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
4.50 4.50 4.50
TOTAL POSITIONS 4.50 *1 4.50 *1 4.50 *1
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 346,918 456,147 766,350
2,170 3,000 0
169,869 267,172 399,869
518,957 726,319 1,166,219
10,931 15,000 15,000
700 0 0
2,222 0 0
129,239 147,000 0
4,837 8,500 21,500
147,929 170,500 36,500
TOTAL EXPENDITURES $ 666,886 896,819 1,202,719
TOTAL PERSONNEL
CITY MANAGER'S OFFICE - SUSTAINABILITY
DIVISION SUMMARY
POSITIONS
Total Regular
EXPENDITURES
Salaries
Wages
Benefits
In addition there is a limited-period Analyst I/II position funded by the Sustainability CIP through Fiscal Year 2024-25.
TOTAL SUPPLIES AND SERVICES
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
4-51
Table of Contents
CITY MANAGER’S OFFICE—HUMAN SERVICES
DIVISION SUMMARY
DIVISION MANAGER—DEPUTY CITY MANAGER
DIVISION OVERVIEW
The Human Services Division leads the City’s programs, services, and partnerships to meet the needs of Mountain View’s most vulnerable residents to improve the quality of life for all residents. This includes developing policy recommendations and response strategies; coordinating with community -based organizations, nonprofits, and intergovernmental partners; managing cross -departmental planning; promoting access to essential services; and administering budgets, agreements, and grants. The Division works i n collaboration with a network of service providers to assist homeless, unstably housed, and other vulnerable residents through housing services, mental health services, and other basic-need human services.
4-52
Table of Contents
CITY MANAGER’S OFFICE—HUMAN SERVICES
DIVISION SUMMARY
MAJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
Non-Profit Funding $ 135,700 $ 3,000 $ 138,700 Provides increased funding to support local non-
profit agencies.
General Non-Operating Fund:
Safe Parking Program (Limited-Period) $ - $ 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.
Homelessness Response Funding (Limited-Period) $ - $ 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 (Limited-
Period) $ - $ 75,000 $ 75,000
Provides funding for consulting services to
evaluate and communicate the City's
homelessness programs.
Community Services Agency Case Management
(Limited-Period) $ - $ 60,000 $ 60,000
Provides funding for case management of the
Community Services Agency (CSA) contract.
4-53
Table of Contents
CITY MANAGER’S OFFICE—HUMAN SERVICES
DIVISION SUMMARY
(Continued)
Original
Amount Change
Recom.
Budget
Non-Profit Funding (Limited-Period) $ - $ 60,000 $ 60,000 Provides funding to non-profit organizations to
support community activities.
Management Fellow Position (0.25 FTE) (Limited-
Period) $ - $ 48,000 $ 48,000
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. The remaining
0.75 FTE is located in the City Management
Division.
Training, Conference, and Travel (Limited-Period) $ - $ 4,000 $ 4,000 Provides funding for training, conference,
registrations and related travel.
Note: Limited-period items do not show original budget due to their one-time nature. 4-54
Table of Contents
2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1.25 2.25 *2 2.25
TOTAL POSITIONS 1.25 *1 2.25 *1 2.25 *1
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 203,141 343,850 365,605
98,740 158,259 168,071
301,881 502,109 533,676
12,953 0 0
577,164 750,000 835,000
434,751 366,585 498,654
1,024,868 1,116,585 1,333,654
TOTAL EXPENDITURES $ 1,326,749 1,618,694 1,867,330
Materials and Supplies
CITY MANAGER'S OFFICE - HUMAN SERVICES
DIVISION SUMMARY
POSITIONS
Total Regular
Addition of a Program Assistant.
EXPENDITURES
Salaries
Benefits
TOTAL PERSONNEL
In addition there is 0.25 of a limited-period Management Fellow position.
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
4-55
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NOTES
(This page intentionally left blank)
4-56
Table of Contents
BUD/OC-CD FY2024-25 4-57
COMMUNITY DEVELOPMENT DEPARTMENT
FISCAL YEAR 2024-25 POSITION TOTALS: 49.5 Full-Time
* One Deputy Building Official position is funded by the Sustainability CIP through Fiscal Year 2024-25. ** Physically located in the Community Development Department but budgeted in the Fire Department.
ADMINISTRATION
1 Assistant Community Development Director
(Lindsay Hagan)
1.25 Analyst I/II
1 Executive Assistant
PLANNING
1 Assistant Community
Development Director/
Zoning Administrator
(Amber Blizinski)
1 Advanced Planning
Manager
(Eric Anderson)
2 Deputy Zoning
Administrator
1 Principal Planner
7 Senior Planner
6 Junior/Assistant/
Associate Planner
1 Planning Board Clerk
1 Office Assistant
ECONOMIC DEVELOPMENT
1 Economic Vitality
Manager
(John Lang)
2 Economic Development
Strategist
BUILDING
1 Chief Building Official
(Nena Bizjak)
2 Deputy Building
Official*
1 Principal Fire
Protection Engineer
2 Fire Protection
Engineer**
1 Development Services
Coordinator
1 Plan Check Engineer
4 Senior Building
Inspector
1 Plan Check Examiner
4 Building Inspector I/II
1 Assistant Building
Inspector
2 Senior Permit Technician
0.25 Analyst I/II
3 Permit Technician
1 Program Assistant
1 Senior Administrative
Assistant
1 Office Assistant
COMMUNITY DEVELOPMENT DIRECTOR
(Vacant)
**
Table of Contents
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—
COMMUNITY DEVELOPMENT DIRECTOR
DEPARTMENT MISSION STATEMENT
The Community Development Department is dedicated to providing high-quality services by developing and implementing a dynamic framework for quality growth and development, enhancing economic vitality, creating a balanced, sustainable and equitable community, and improving the quality of life for the City's residents, businesses, and visitors.
DEPARTMENT OVERVIEW
The Community Development Department is responsible for the review of development and building activity to ensure compliance with zoning, building and fire codes, General Plan policies, the California Environmental Quality Act, and community values, while also achieving economic development strategic goals. The Department assists the community in establishing land use and neighborhood plans and ensures the quality of new projects through the design and development review process. The Department staffs the Environmental Planning Commission, the Administrative Zoning and Subdivision Committee, the Downtown Committee, and the Visual Arts Committee in addition to establishing and maintaining communications with residents, developers, businesses, other governmental agencies, and other City departments. The Department also provides technical and policy support on land use, development, and economic development to the City Manager and other departments.
PERFORMANCE MEASURE UPDATE
As pa
rt 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.
Perfo
rmance measures are related to Department Functions. If a Department F unction 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
• Ensure quality development meets community goals consistent with City standards. • Mai
ntain a balanced department budget that supports quality building, planning and economic development services of Community Development. (NM 1)
• Achi
eve comprehensive planning , building, s ustainability, and economic goals of the City with strong integration of public input into the City process. (NM 2) • Pro
vide timely assistance on Public Records Act requests. (NM 3) • Coo
rdinate and deliver comprehensive City responses to individual planning, building, and fire protection applications in an effective and efficient manner. (NM 4, 5, 7, 8) • Mai
ntain efficient building and fire permit review and inspection services that integrates all City permitting departments and other public agencies with City service goals. (NM 4, 5, 6) 4-58
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
• Revi
ew planning applications with proposed legislative changes (e.g. General Plan, Zoning Ordinance, and Precise Plan amendments) consistent with City goals and Council, Environmental Planning Commission, and community input. (NM 7, 8, 9)
• Pro
vide timely, professional assistance with the review of proposed subdivision and development applications for Administrative Zoning and Subdivision Committee public hearings. (NM 7) • Reta
in existing businesses and jobs, while also attracting new businesses and jobs throughout the City. (NM 10)
• Pro
vide quality customer service on development information and applications to the public in a timely, accurate, and courteous manner.
• Prov
ide a centralized foundation for long-range planning and policy activities by maintaining a comprehensive database on land use and demographics.
• Pro
vide staff support to the Administrative Zoning/Subdivision Committee, Environmental Planning Commission, Downtown Committee, Visual Arts Committee, and coordinate design review consultations. • Implement City improvements and enhancements to support the business community in alignment with the Economic Vitality Strategy and Council Strategic Priorities. • Suppor
t the ongoing safety of the built environment by addressing building and fire code violations in a timely and emphatic manner.
• Seek oppo
rtunities to improve, enhance and streamline the development review process in collaboration with other City Departments and new technologies.
FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Completed the development of the Economic Vitality Strategy. • Selec
ted a consultant and started a comprehensive update to the Downtown Precise Plan. • Hel
d a community meeting in December 2023 focused on apartment tenants in the R3 zoning district and sought initial direction at a Council Study Session on the R3 (Multifamily Residential) zoning update. • Devel
oped a Request for Proposals for storefront activation services in the Downtown area. • Con
ducted additional community outreach and held a Council Study Session in December 2023 on updating the City’s Historic Preservation Ordinance and Register. • Selec
ted a consultant and started work on creating a Moffett Boulevard Precise Plan. • Hel
d two Council Study Sessions to obtain direction on updates to the Gatekeeper process for private development projects with proposed legislative updates, which will continue into next fiscal year, and accepted Gatekeeper applications under the current Gatekeeper process in March 2024. 4-59
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
• Developed and implemented strategies for enhancing the Downtown area, including a newsletter, performances, interim infrastructure for the Castro Pedestrian Mall, and new furniture, banners, and passive recreational equipment in conjunction with the Public Works and Community Services Departments, City Attorney’s Office, and City Manager’s Office. • Launc
hed a $400,000 outdoor patio furnishings/equipment and facade grant funding programs to support local Mountain View businesses and issued a first round of 25 grants. • Deve
loped a $25,000 social media training and support program in partnership with the Mountain View Chamber of Commerce to assist small businesses with advertising. • Com
pleted updates to the City Zoning Code consistent with the City’s adopted Housing Element and State laws while streamlining Lot Line Adjustment procedures and revising Accessory Dwelling Unit regulations in conjunction with the City Attorney’s Office.
• Sup
ported developer selection and master site plan design review for the City -owned 87 East Evelyn Avenue affordable housing project site and adjacent 57-67 East Evelyn Avenue property, where an affordable housing project is also being considered in conjunction with the Housing Department. • Prep
ared 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 Public Works Department and City Attorney’s Office.
• Impl
emented process and technology improvements aligning with the Development Review Study recommendations, including:
− Com
pleted the Paperless Permitting System rollout in conjunction with the Public Works and Information Technology Departments.
− Lau
nched a new Development Permits website to make it easier for the public to find permit information, typical permit review timeframes, and submittal requirements in conjunction with the Community Services, Public Works, and Information Technology Departments and City Manager’s Office. − Hos
ted biannual developer meetings to discuss current city- lead policy projects and ongoing/upcoming City process improvements in conjunction with the Public Works Department. • Coo
rdinated 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 and Public Works Departments and the Los Altos School District.
• Beg
an 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 Information Technology Departments.
• Revi
sed permit processes to align with state requirements, including:
− Upd
ated residential construction permit review processes citywide to align with AB 2234 in conjunction with the Public Works and Fire Departments.
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
− Launched SolarAPP+ online to allow instantaneous automatic permi t approvals for single -family residential photovoltaic (solar) installations in accordance with SB 379, launched in August 2023, in conjunction with the Finance and Administrative and Information Technology Departments.
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • Prep
are an Existing Conditions report and conduct community outreach for the comprehensive update to the Downtown Precise Plan.
• Prep
are an Existing Conditions report and conduct community outreach for the Moffett Boulevard Precise Plan.
• Review
potential updates to the Gatekeeper authorization and review process with City Council to develop a new Council Policy and Zoning Code amendments.
• Draf
t updates to the Historic Preservation Ordinance and Register based on additional stakeholder outreach, creating a Historic Context Statement, and drafting Zoning Code updates. • Con
tinue implementing the Economic Vitality Strategy, including strategies to support small businesses. • Con
tinue to review and prepare updates to the R3 (Multifamily Residential) Zoning district standards. • Sup
port the development of a strategy to facilitate low-and middle-income home ownership in conjunction with the Housing Department.
• Prov
ide input, support, and coordinate community outreach on the Citywide Transportation Demand Management (TDM) Ordinance in conjunction with the Public Works Department. • Prov
ide input and technical support on the Biodiversity Plan, Urban Forest Plan, and the Parks and Recreation Strategic Plan in conjunction with the Community Services Department and City Manager’s Office.
• Con
tinue implementing strategies for a vibrant downtown, including the Castro Pedestrian Mall in conjunction with the Public Works and Community Services Departments and City Manager’s Office. • Comp
lete the review of and update the Shoreline Regional Park Community Shoreline Area Plan in conjunction with the Public Works and Community Services Departments, City Attorney’s Office, and City Manager’s Office.
• Con
tinue to implement a comprehensive citywide storefront activation program. • Beg
in development of a citywide Dark Skies Ordinance in conjunction with the Community Services and Public Works Departments.
• Consider the revitalization of Gateway Park in conjunction with the Public Works and Community Services Departments.
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
• Develop a pre-approved Accessory Dwelling Unit (ADU) program to comply with state law (AB 1332). • Con
tinue implementing recommendations from the Development Review Study to make ongoing improvements to the development review process in conjunction with the Public Works, Fire, Information Technology, Finance and Administrative Services, and Community Services Departments and City Attorney’s Office.
• Con
tinue to work with Silicon Valley Clean Energy to improve electrification opportunities in Mountain View in conjunction with the City Manager’s Office.
• Cont
inue implementing Programs in the City’s adopted Housing Element. • Suppor
t the acquisition and implementation of a citywide land management software system in conjunction with the Information Technology and Public Works Departments.
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Planning:
1. Number of Planning public hearing and
meeting items (Administrative Zoning,
DRC, EPC, City Council)
New For
FY22-23 122 100 48
2. Number of Planning project reviews by
staff
New For
FY22-23 488(A) 500 207(A)
3. Percentage of on-time response rates
by Project Coordinating Committee
members. (B) 76% Discontinued
Economic Development:
4. Number of new and existing Mountain
View businesses assisted. 79 61(C) 70 32
Housing and Neighborhood Services:
5. Percentage of Federally funded
contracts carried out in compliance
with City and Federal requirements. 100% Discontinued(D)
6. Number of low-/moderate-income
persons served by City housing
programs. 4,247 Discontinued(D)
Building Inspection:
7. Percentage of time where City provides
24-hour building inspection response
for those inspection requests received
by 3:00 p.m. on weekdays. 100% 100% 100% 100%
8. Number of Building and Fire
inspections performed. 59,570 57,896 40,000 21,000
9. Number of Building and Fire plan
checks performed. 5,067 5,397 3,500 2,300
_____
_____________________________
(A) Numbers are lower than expected due to softened economy, resulting in fewer planning permits. 4-62
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
(B) Response rates for a three- week time frame by departments/divisions (Building, Public Works, Fire, CSD, etc.) providing comments regarding planning applications to the Planning Division. (C) Numbers are lower than expected due to reliance on businesses requesting assistance or businesses looking for gra
nts, which were unavailable this fiscal year. Additionally, staffing vacancies reduced ability to provide assistance.
(D) Effective Fiscal Year 2023 -2024, the Housing and Neighborhood Services Division is no longer a part of the Community Development Department and is part of the newly established Housing Department .
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.
The
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.
In
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.
In
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.
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 departmental operations. Performance <100% 2 Departmental Number of Department-led community meetings with the general public/community groups.
Workload
3 Departmental
Number of public records act requests responded to by
the Department and percent completed within statutory
deadlines.
Workload
Performance 100%
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
4 Building
Number of building permits received and percent
reviewed within targeted timeframe (in parentheses1):
a. Same-day permits (single-family and duplex
residential permits that can be obtained online
instantaneously such as reroof, water heater
replacements) (1 day)
Workload
Performance 100%
b. Fast-track permits (commercial tenant
improvements) (5 days)
Workload
Performance 90%
c. Single-family residential new construction
(4 weeks)
Workload
Performance 90%
d. Single-family residential addition/remodel
(4 weeks)
Workload
Performance 90%
e. Accessory dwelling units (2 weeks) Workload
Performance 90%
f. Multi-family residential new construction
(6 weeks)
Workload
Performance 90%
g. Multi-family residential addition/remodel
(4 weeks)
Workload
Performance 90%
h. Non-residential new construction (6 weeks) Workload
Performance 90%
i. Non-residential tenant improvements (4 weeks) Workload Performance 90%
j. Electric vehicle chargers - single-family residential and ADUs (3 days)
Workload
Performance 90%
k. Electric vehicle chargers - multi-family residential and commercial (5 days2)
Workload
Performance 100%
l. Photovoltaic (Solar) - single-family residential
that does not qualify for same-day permit (3 days)
Workload
Performance 90%
m. Photovoltaic (Solar) - multi-family residential
and commercial (5 days)
Workload
Performance 90%
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-
25 Target
5 Building
Percent of building permit reviews by other City
departments completed on-time (no less than 2 days before the targeted timeframe in Measure No. 4):
a. Fire Protection Performance 90%
b. Planning Performance 90%
c. Public Works (PW) - Land Development Performance 90% d. PW - Public Services (utilities, recycled water) Performance 90% e. PW - Solid Waste Performance 90%
f. PW - Traffic Performance 90%
g. PW - Transportation Performance 90%
h. Community Services/Urban Forestry Performance 90%
i. Fire and Environmental Protection Performance 90%
j. Fire - Hazardous Materials Performance 90%
k. Housing Performance 90%
6 Building
Number of inspections scheduled and percent completed as scheduled:
a. Building Workload
Performance 100%
b. Fire Protection Workload
Performance 100%
7 Planning
Number of planning applications received at each approval level:
a. Staff-level Workload
b. Zoning Administrator Workload
c. City Council Workload
8 Planning
Percent of planning permits reviewed by other City
departments within 15 days:
a. Building Performance 90%
b. Fire Protection Performance 90%
c. Public Works/Land Development Performance 90%
d. Community Services/Urban Forestry Performance 90%
e. Fire and Environmental Protection Performance 90%
f. Fire - Hazardous Materials Performance 90%
g. Housing Performance 90%
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure Type 2024-25
Target
9 Planning Number of General Plan and Zoning Amendment
updates in process.
Workload
10 Economic
Development
Number of companies receiving business development
assistance from the City. Workload
Number of jobs created or retained by those companies
receiving assistance. Informational
______
____________________________
1 Numbers are lower than expected due to softened economy, resulting in fewer planning permits. 2 State law (AB 1236) requires City response in 5 days. 4-66
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 0 *6
Community Development Director 0 0 1 *6
3 2 *2 2
Economic Vitality Manager 1 1 1
1 0 *2 0
1 1 1
1 1 1
2 2 2
Principal Planner 1 1 1
2 2 2
2 2 *3 2
1 1 1
1 1 1
2 2 3 *7
1 0 *2 0
Plan Check Examiner 0 1 *4 1
1 0 *2 0
7 7 7
1 0 *2 0
5 5 4 *7
6 6 6
1 0 *2 0
2 1 *5 1
1 0 *2 0
5 1.50 *2 1.50
Senior Permit Technician 0 2 *4/5 2
3 3 3
1 1 1
1 1 1
1 1 1
3 1 *2 1
3 2 *2 2
61 49.50 49.50
TOTAL POSITIONS 61 *1 49.50 49.50
*1
*2
*3
*4
*5
*6
*7
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
Assistant Community Development Director
Project Manager
Assistant Building Inspector
Plan Check Engineer
POSITIONS
Assistant City Manager/Comm. Dev. Director
Housing & Neighborhood Srvcs Manager
Chief Building Official
Economic Development Strategist
Advanced Planning Manager
Development Services Coordinator
Building Inspector I/II
Asst/Associate Planner
In addition there are the following limited-period positions: Two Senior Planners (for the duration of Google Reimbursement Agreement) and a 0.75 FTE Business Development Specialist.
Transfer of 13.5 positions to the Housing Department.
Reclassification of an Building Inspector I/II position to Senior Building Inspector.
Midyear reclassifications of the Assistant City Manager/Community Development Director position to Community Development Director.
Deputy Zoning Administrator
Senior Building Inspector
Senior Planner
TOTAL REGULAR
Housing Officer
Analyst I/II
Permit Technician
Program Assistant
Planning Board Clerk
Senior Administrative Assistant
Office Assistant
Deputy Building Official
Senior Housing Officer
Housing Specialist I/II
Executive Assistant
Senior Management Analyst
Title change from Business Development Specialist to Economic Development Strategist.
Addition of a Plan Check Examiner and a Senior Permit Technician.
Reclassification of an Assistant Building Inspector position to Senior Permit Technician. 4-67
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2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 766,779 784,969 837,256
4,481,970 5,930,031 6,420,240
777,389 1,298,803 1,851,291
3,411,951 0 *1 0
7,517,337 6,099,472 7,430,543
TOTAL EXPENDITURES $ 16,955,426 14,113,275 16,539,330
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 10,424,073 11,026,959 11,645,114
6,749,282 2,935,916 4,740,816
10,450 0 0
(228,379) 150,400 153,400
TOTAL EXPENDITURES $ 16,955,426 14,113,275 16,539,330
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,681,747 1,570,131 1,663,630
0 0 725,700
11,465,194 11,255,982 12,795,792
852,327 0 0
268,653 0 0
1,218,890 0 0
215,586 0 0
413,945 589,124 630,604
439,799 0 0
399,285 698,038 723,604
TOTAL FUNDING $ 16,955,426 14,113,275 16,539,330
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 5,040,877 7,440,100 3,518,900
400,841 0 0
6,347,634 4,763,600 2,829,940
19,320 0 0
TOTAL REVENUES $ 11,808,672 12,203,700 6,348,840
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
General Non-Operating
Capital Outlay
Housing and Neighborhood Services
Building
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Supplies and Other Services
Planning
Economic Development
Transfer of the Housing and Neighborhood Services Division to the Housing Department.
Housing Impact
General Operating
DEPARTMENT DIVISIONS
Community Development Administration
Development Services
Below-Market-Rate Housing
Interfund Expenditures
FUNDING SOURCES
Miscellaneous Revenue
Parking District No.2
MHRSO/Rental Housing Committee
CSFRA/Rental Housing Committee
Grants
Federal Intergovernmental Revenue
General Service Charges
Shoreline Regional Park Community
REVENUE SUMMARY
General Licenses & Permits
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COMMUNITY DEVELOPMENT—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—
COMMUNITY DEVELOPMENT DIRECTOR
DIVIS
ION OVERVIEW
Admi
nistration is responsible for the management of the Community Development Department and provide s land use, development, and economic vitality policy support to the City Manager and other City Departments. The Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
3 2.50 *1 2 *2
TOTAL POSITIONS 3 2.50 2
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 495,882 472,584 490,292
210,553 205,726 240,305
706,435 678,310 730,597
41,900 64,413 54,413
0 286 286
0 5,060 5,060
18,444 36,900 46,900
60,344 106,659 106,659
TOTAL EXPENDITURES $ 766,779 784,969 837,256
DIVISION SUMMARY
COMMUNITY DEVELOPMENT - ADMINISTRATION
EXPENDITURES
Salaries
POSITIONS
Total Regular
Transfer of 0.5 FTE Analyst I/II position to the Housing Department.
Transfer of 0.5 position to the Building Division.
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
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COMMUNITY DEVELOPMENT—PLANNING
DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT COMMUNITY DEVELOPMENT DIRECTOR DIVIS
ION OVERVIEW
The Planning Division is responsible for developing and implementing the goals, policies and objectives of the City’s General Plan (including the Housing Element), Precise Plans and Zoning Ordinance. The Planning Division processes land use and development applications and creates land use policy and standards to achieve the Council’s vision of a welcoming, vibrant city that plans intentionally and leads regionally to create livable, sustainable neighborhoods, accessible to nature and open spaces, with a strong innovation -driven local economy. The Division guides development by providing an exceptional customer experience through planning services and design review delivered in a responsive, resourceful, and solution- oriented manner. The Division also manages land use data for the City , is liaison to the Environmental Planning Commission, and operates the Administrative Zoning and Subdivision Committee hearings, while also conducting design review consultations. 4-71
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COMMUNITY DEVELOPMENT—PLANNING
DIVISION SUMMARY
MAJ
OR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Non-Operating Fund:
Housing Element and Advance Planning (Limited-
Period) $ - $ 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.
Note: Limited-period items do not show original budget due to their one-time nature. 4-72
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
22.38 21.38 *2 21.38
TOTAL POSITIONS 22.38 *1 21.38 21.38
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,671,871 3,405,640 3,542,122
5,265 0 0
1,391,916 1,710,484 1,814,211
4,069,052 5,116,124 5,356,333
22,884 45,515 45,515
3,449 0 0
912 0 0
371,620 742,892 992,892
14,053 25,500 25,500
412,918 813,907 1,063,907
TOTAL EXPENDITURES $ 4,481,970 5,930,031 6,420,240
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 0 15,100 1,000
1,323,027 1,005,000 604,350
TOTAL REVENUES $ 1,323,027 1,020,100 605,350
In addition there are two limited-period Senior Planner positions for the duration of Google Reimbursement Agreement.
COMMUNITY DEVELOPMENT - PLANNING
POSITIONS
Total Regular
DIVISION SUMMARY
Transfer of an Assistant Community Development Director position to the Housing Department.
General Service Charges
EXPENDITURES
Materials and Supplies
Benefits
Salaries
Wages
TOTAL PERSONNEL
General Licenses & Permits
REVENUES
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
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COMMUNITY DEVELOPMENT—ECONOMIC DEVELOPMENT
DIVISION SUMMARY
DIVISION MANAGER—ECONOMIC VITALITY MANAGER
DIVIS
ION OVERVIEW
Economic Development fosters a solution -based approach that supports the diverse business ecosystem within Mountain View. Economic Development staff seek forward thinking policies, partnership opportunities, and establish programs that are responsive to business needs. The team works across all departments within the City as an advocate for helping businesses thrive in the City. Staff are frequently the first point of contact for entrepreneurs, small businesses and brokers seeking clarity in navigating City policies and p rocesses. The Division liaisons with the Mountain View Chamber of Commerce, NOVAWorks, SVCreates, Downtown Business Association and regional economic development organizations.
The
Economic Development Division is also responsible for staffing both the Downtown and Visual Arts Committees.
The Division works closely with businesses, property owners, and developers. The Division is responsible for recruitment and retention of businesses, the review of public-private projects on City land, the review process of new public art, coordination for the continued improvement and maintenance of downtown, and supporting the implementation of the Downtown Precise Plan.
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COMMUNITY DEVELOPMENT—ECONOMIC DEVELOPMENT
DIVISION SUMMARY
MAJ
OR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Non-Operating Fund:
Small Business Grant Programs (Limited-Period) $ - $ 275,000 $ 275,000 Provides funding for the City's Small Business
Grant Programs.
Economic Vitality Services (Limited-Period) $ - $ 100,000 $ 100,000 Provides funding for contract services to support
the implementation of the Economic Vitality
Strategy.
Retail Analysis Services (Limited-Period) $ - $ 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 (Limited-Period) $ - $ 5,700 $ 5,700 Provides funding for a commercial real estate
subscription license to research vacancy, tenant,
and real estate news.
Note: Limited-period items do not show original budget due to their one-time nature. 4-75
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
3 3 3
TOTAL POSITIONS 3 *1 3 3
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 251,735 522,403 577,520
81 32,000 32,000
112,357 263,520 265,991
364,173 817,923 875,511
30,129 11,610 11,610
65,302 96,000 101,700
134,618 133,000 162,200
61,211 109,500 579,500
13,556 22,370 12,370
304,816 372,480 867,380
108,400 108,400 108,400
TOTAL EXPENDITURES $ 777,389 1,298,803 1,851,291
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 289,597 300,000 250,000
157,609 178,600 178,600
19,320 0 0
TOTAL REVENUES $ 466,526 478,600 428,600
Utilities
COMMUNITY DEVELOPMENT - ECONOMIC DEVELOPMENT
DIVISION SUMMARY
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
EXPENDITURES
In addition there is a limited-period 0.75 FTE Business Development Specialist position.
Salaries
Wages
Benefits
Interfund Expenditures
General Service Charges
REVENUES
General Licenses & Permits
Professional/Technical Services
Other Expenses
Miscellaneous Revenue
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
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COMMUNITY DEVELOPMENT—BUILDING
DIVISION SUMMARY
DIVISION MANAGER—CHIEF BUILDING OFFICIAL
DIVIS
ION OVERVIEW
The Building Division provides customer -focused services for building and fire protection code administration, plan review and field inspections of buildings to ensure a safe, accessible, and energy efficient environment throughout the community. The Division is primarily responsible for the review of all building construction -related applications for conformance to the adopted California Building and Fire Codes and other adopted City Codes to ensure safe and habitable structures within the City. The Building Division administers fire protection and building inspection services to ensure conformance to the adopted codes and adherence to approved construction plans. Building staff are a valuable resource to the community and City for building, fire, plumbing, electrical, mechanical, State - and Federal-related interpretations, and guidance on the application of these code requirements. 4-77
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COMMUNITY DEVELOPMENT—BUILDING
DIVISION SUMMARY
MAJ
OR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
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.
Note: Limited-period items do not show original budget due to their one-time nature. 4-78
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
20.62 22.62 *1 23.12 *2
TOTAL POSITIONS 20.62 22.62 23.12
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,113,292 2,834,085 3,016,858
47,164 0 0
1,074,915 1,580,517 1,665,815
3,235,371 4,414,602 4,682,673
24,149 35,515 31,000
7,765 53,500 61,750
14,975 20,000 36,265
4,206,850 1,510,000 2,550,000
15,006 23,855 23,855
4,268,745 1,642,870 2,702,870
13,221 42,000 45,000
TOTAL EXPENDITURES $ 7,517,337 6,099,472 7,430,543
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 4,751,280 7,125,000 3,267,900
3,023,435 3,580,000 2,046,990
TOTAL REVENUES $ 7,774,715 10,705,000 5,314,890
POSITIONS
REVENUES
Interfund Expenditures
EXPENDITURES
Salaries
Wages
Addition of a Senior Permit Technician and a Plan Check Examiner.
Transfer of 0.5 position from the Administration Division.
COMMUNITY DEVELOPMENT - BUILDING
DIVISION SUMMARY
General Licenses & Permits
General Service Charges
Total Regular
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
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NOTES
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BUD/OC-CS FY2024-25 4-81
COMMUNITY SERVICES DEPARTMENT
FISCAL YEAR 2024-25 POSITION TOTALS: 9 6.0 Full-Time
3.25 Regular Part-Time
1.0 Limited -Period
PERFORMING ARTS
1 Performing Arts Manager
(Theresa Yvonne)
1 Administrative Assistant
Business and Facilities
Operations
1 Performing Arts Supervisor
1 Performing Arts Coordinator
Production
1 Performing Arts Supervisor
1 Performing Arts Assistant
1 Senior Stagehand (LP)
Audience and Client Services
1 Performing Arts Assistant
1 Performing Arts Supervisor
1 Senior Ticket Services
Representative
PARKS AND OPEN SPACE
1 Parks and Open Space
Manager
(Timothy Youngberg)
1 Community Services
Project Administrator
1 Sr. Administrative Assistant
South Neighborhood Parks,
Cuesta Park, Irrigation and
Construction, MVSP Maint.
1 Parks Supervisor
3.75 Parks Maint. Worker III
5 Parks Maint. Worker I/II
North Neighborhood Parks,
Rengstorff Park, Turf
Management, WSC Maint.
1 Parks Supervisor
2.75 Parks Maint. Worker III
6.5 Parks Maint. Worker I/II
Shoreline Maintenance
1 Parks Supervisor
2.5 Parks Maint. Worker III
4.5 Parks Maint. Worker I/II
Central Neighborhood Parks,
Castro Street/Civic Center, and
Pest Management Program
1 Parks Supervisor
2 Parks Maint. Worker III
10 Parks Maint. Worker I/II
FORESTRY AND ROADWAY
LANDSCAPE
1 Urban Forest Manager
(Russell Hansen)
1 Office Assistant
Forestry, Heritage Trees, and
Contract Services
1 Urban Forest Supervisor
1 Urban Forest Coordinator
1 Tree Trimmer III
4 Tree Trimmer I/II
RECREATION
1 Recreation Manager
(Colin James)
Senior Programs and
Special Events
1 Recreation Supervisor
1 Senior Recreation
Coordinator
1 Recreation Coordinator
0.5 Administrative Assistant
Youth Development
(Preschool, Elementary, Teens),
Deer Hollow Farm
1 Recreation Supervisor
1 Senior Recreation
Coordinator
3 Recreation Coordinator
1 Recreation Specialist
0.75 Recreation Leader II
Aquatics, Sports, Gyms,
Facilities
1 Recreation Supervisor
0.05 Parks Supervisor
1.75 Senior Recreation
Coordinator
2 Recreation Coordinator
1 Parks Maintenance
Worker III
Contract Classes, Volunteer
s, Front
Desk, Marketing/Sponsorships
0.7 Recreation Supervisor
0.8 Recreation Coordinator
1 Program Assistant
1 Office Assistant
ADMINISTRATION
1 Senior Management Analyst
1 Executive Assistant
COMMUNITY SERVICES DIRECTOR
(John R. Marchant)
1 Assistant Community Services Director (Brenda Sylvia )
SHORELINE GOLF LINKS AND
MICHAELS RESTAURANT
0.1 Parks Supervisor
SHORELINE
1 Shoreline Manager
(Brady Ruebusch)
0.85 Parks Supervisor
1 Senior Administrative
Assistant
Rengstorff House and
Volunteers
0.3 Recreation Supervisor
1.25 Senior Recreation
Coordinator
0.2 Recreation Coordinator
Environmental
1 Wildlife Preservation
Coordinator
Employee-Staffed
Ranger Program
1 Supervising Parks and
Open Space Worker
5 Parks and Open Space
Worker I/II
1 Assistant Community Services Director (Kristine Crosby) Table of Contents
COMMUNITY SERVICES
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—COMMUNITY SERVICES DIRECTOR
DEPARTMENT MISSION STATEMENT
To create community through people, parks, and programs; provide recreational experiences; promote health and wellness; foster human development; protect environmental and open- space resources; strengthen security and safety; support economic growth; facilitate community problem -solving; and strengthen community image and sense of place.
DEPARTMENT OVERVIEW
The Community Services Department is responsible for the programming and operation of the Mountain View Center for the Performing Arts; for the continued development and operation of commercial and recreational activities at the City’s 750- acre Shoreline at Mountain View Regional Park; for the maintenance and operation of Shoreline Golf Links/Michaels at Shoreline Restaurant and of Stevens Creek Trail; for the maintenance of City-owned parks, roadway landscaping, and street trees; and for delivery of recreation programs and services that make Mountain View a better place to live now and in the future.
PERFORMANCE MEASURE UPDATE
As pa
rt 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.
Perfo
rmance 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
• Assure that services provided are responsive to community needs. (NM 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12) • Anal
yze the Department’s services to assure they are provided in a cost-effective manner. (NM 1, 13) • Cont
inue to monitor and evaluate use of recycled water and maintain current aesthetics and plant health. • Pro
vide access to performing arts facilities and provide quality service for clients/licensees. (NM 3) • Pro
vide entertainment opportunities for Center for the Performing Arts patrons. (NM 3) • Pro
vide education and outreach opportunities to the community. • Comp
ly with various regulatory agency requirements as they relate to wetla nds, wildlife, and land use in the Shoreline at Mountain View area.
• Pro
vide the community and visitors a safe and secure outdoor recreation experience by proper maintenance and supervision of trails, pathways, roadway/landscaped areas, turf areas, and facilities in the Shoreline and North Bayshore areas. (NM 4, 5)
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
• Manag
e and operate Shoreline Golf Links and Michaels at Shoreline Restaurant in such a manner as to maximize operating revenues and control operating expenses. (NM 13) • Pro
vide golfing customers an enjoyable golfing experience, including enhanced playing conditions and high levels of customer service. (NM 13)
• Mana
ge the Urban Forestry Program, including maintenance of street, median, and park trees, and enforcement of the Heritage Tree Ordinance. (NM 4, 5)
• Mai
ntain all City landscaped areas, including parks, Stevens Creek Trail, medians, roadways, vacant land, and public facilities. (NM 4, 5, 6, 7, 8)
• Conduc
t safety inspections of all park and playground areas and equipment. (NM 8) • Moni
tor and evaluate Recreation Cost-Recovery Policy goals as approved by the City Council. • Con
tinue to implement positive and constructive activities for youth. (NM 9.a.) • Pro
vide or facilitate scheduling of youth, adult, and older adult recreation activities, sports, classes, events, and facility rentals at the Community Center, Senior Center, The View Teen Center, Mountain View Sports Pavilion, Whisman Sports Center, Graha m Sports Complex, Shoreline Athletic Fields, Cuesta Tennis Center, historic Adobe Building, and Rengstorff House as well as various park areas and school sites. (NM 9, 10, 11, 12)
• Pro
vide environmental education classes and camps at Deer Hollow Farm. • Coo
rdinate the Citywide volunteer program and establish effective partnerships with community- based organizations.
• Pro
vide a comprehensive aquatics program using Eagle and Rengstorff Pools. • Pla
n, implement, and review Citywide special events. (NM 11) FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Launched the Parks and Recreation Strategic Plan development process and completed the initial public input phase of the project.
• Developed and implemented strategies for enhancing the Downtown area, including a newsletter, performances, interim infrastructure for the Castro Pedestrian Mall, and new furniture, banners, and passive recreational equipment in conjunction with the Public Works and Community Development Departments, City Attorney’s Office, and City Manager’s Office. • Beg
an reviewing and updating the Shoreline Community Shoreline Area Plan in conjunction with the Community Development and Public Works Departments, the City Attorney’s Office, and the City Manager’s Office.
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
• Negotiated and drafted a new Joint Use Agreement betwee n the City of Mountain View and Mountain View Whisman School District in conjunction with the City Attorney’s Office. • Com
pleted construction of and hosted a grand opening for Fayette Park in conjunction with the Public Works Department.
• Completed construction and hosted a grand opening and dedication of the Rengstorff Aquatics Center Replacement Project in conjunction with the Public Works Department. • Planned and hosted the Shoreline Regional Park 40 th Anniversary Celebrate Shoreline community event in conjunction with the City Manager’s Office.
• Hosted a ground -breaking ceremony to kick off the construction of the new all -inclusive Magical Bridge Playground at Rengstorff Park.
• Installed the third and final phase of pollinator habitat at Shoreline at Mountain View. • Implemented new volunteer management software for the Citywide volunteer program. • Executed the second annual Lunar New Year Celebration, the Multicultural Festival, and the Earth and Arbor Day event in conjunction with the City Manager’s Office. • Inco
rporated enhanced safety equipment and protocols into the Forestry Division, including a Bluetooth communication helmet system and a new rigging system.
• Supported the launch of a new Development Permits website to make it easier for the public to find permit information, typical permit review timeframes, and submittal requirements, in conjunction with the Community Development, Public Works, and Information Technology Departments and City Manager’s Office.
• In partnership with the Canopy organization, facilitated three Young Tree Care Trainings for City Parks staff. • 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 Development and Information Technology Departments.
• Hosted multiple electric equipment demonstration days for staff to test out new all -electric maintenance equipment and vehicles.
• Coordinated design review of joint-use open space and street frontages at the new school site in San Antonio Center in conjunction with the Community Development Department, Public Works Department, and the Los Altos School District.
• Accepted a donation of six outdoor benches made from repurposed wind turbine propellers. 4-84
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
MAJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • Con
tinue developing a Parks and Recreation Strategic Plan to increase access to parks and open space throughout the City, assess community needs and current programming, and review and identify funding strategies for future parks and open space needs in conjunction with the Public Works and Community Development Departments.
• Develop a citywide Biodiversity and Urban Forest Plan to define biodiversity requirements for landscaping in Mountain View and incorporate the goals of objectives of the Community Tree Master Plan in conjunction with the Community Development and Public Works Departments and City Manager’s Office. • Support the development of a Dark Skies ordinance in conjunction with the Community Development and the Public Works departments.
• Complete the review and update of the Shoreline Regional Park Community Shoreline Area Plan in conjunction with the Community Development and Public Works Departments, the City Attorney’s Office, and the City Manager’s Office.
• Con
tinue implementing strategies for a vibrant downtown, including the Castro Pedestrian Mall in conjunction with the Public Works, Community Development Departments and City Manager’s Office. • Con
sider the revitalization of Gateway Park in conjunction with the Public Works and Community Development departments.
• Collaborate with the Los Altos School District to design the shared-use open space at the new school site on California Street in conjunction with Community Development and Public Works Departments. • Support the design and construction of: Villa -Chiquita Park, Rengstorff Park Maintenance and Tennis Buildings, and Evelyn Park, Mountain View Center for the Performing Arts SecondStage seating and support space upgrades in conjunction with the Public Works Department. • Support construction and host a grand opening and dedication of the all-inclusive Magical Bridge playground in conjunction with Public Works Department.
• Renovate greenside bunkers at Shoreline Golf Links to reshape, line, and add new sand to improve course playability.
• Identify opportunities to purchase property for new parks in conjunction with the Public Works Department. • Support the Pickleball Court Preliminary Study, Design and Construction process in conjunction with the Public Works Department
• 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 Public Works Departments and City Attorney’s Office.
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
• 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 Public Works Department.
• Complete the review of the Home Company Program at the Mountain View Center for the Performing Arts and bring forward suggested changes to the program from the Performing Arts Committee to City Council. • Implement a new Venue Management Software for the Mountain View Center for the Performing Arts in conjunction with the Information Technology Department. • Support the acquisition and implementation of a citywide work order management software system in conjunction with the Public Works and Information Technology Departments. • Expand the agreement with the non -profit Canopy to increase community engagement, educational programming, and tree-planting opportunities.
• Begin design of a new park on San Rafael Avenue (909 and 917 San Rafael Avenue) in conjunction with the Public Works Department
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Administration:
1. Number of open space acres per
1,000/population:
Including North Bayshore Area 13.5 13.5 >3 13.5
Excluding North Bayshore Area 2.8(A) 2.8(A) >3 2.81
Center for the Performing Arts:
2. Number of use days(B) 376 801 >300 305
3. Number of performances 396 619 >300 122
4. Percentage of clients surveyed who rate
the theatre experience as “very good” or
“outstanding” 0.97 Discontinued
5. Percentage of patrons surveyed who say
they enjoyed their experience at the
MVCPA N/A(C) Discontinued
Shoreline:
6. Number of Rengstorff House rentals 454 399 >350 297
Shoreline Golf Links:
7. Number of paid rounds of golf 82,223 79,030 >79,108 42,295
8. Number of tournament rounds 5,197 5,029 >5,125 2,811
9. Number of memberships 679 610 >528 521
Forestry:
10. Average maintenance cost per landscaped
median acre $11,222 $7,470(D) <$14,000 $3,614
11. Number of trees planted 461 80(E) >256
Reported
Annually
12. Number of trees trimmed 3,135 1,679(E) >2,700 401
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Parks and Open Space:
13. Average maintenance cost per park acre
(not including Shoreline at Mountain
View) $23,022(F) $33,088(G) <$25,000 $19,502
14. Average water consumption per park acre 610 units 492 units <850 units 422 units Recreation:
15. Percentage of class registrations
completed online (net, not including golf,
tennis, drop-in or lap swim) 88% 89% >70% 88%
16. Number of participants registered in
Recreation classes 8,709 11,154 >8,500 8,982
17. Number of facility rental bookings/hours:
Community Center 9,472 6,698 >6,000 3,562
Senior Center 1,289 676 >750 337
Adobe Building 594 1,060 >700 295
Gyms 3,961 5,449 >5,000 3,031
Athletic Fields 29,053 28,762 >30,000 12,638
18. Barbecue Rentals 9,372 10,335 >6,500 5,478
19. Annual Citywide volunteer hours 22,213 31,070 >30,000 21,032
20. Number of Lap Swim participants 25,693 26,732 >25,000 14,204
21. Number of swim lesson participants 1,994 2,170 >1,800 2,195
22. Number of meals served through the
Senior Center Nutrition Program 53,640 39,112 >30,000 21,989
23. Number of summer camp participants 1,045 1,950 >1,800 1,879
24. Number of preschool participants 48 51 >40 54
25. Number of participants in contract classes 4,290 4,829 >4,000 3,405
26. Number of attendees participating at teen
programs and events 6,102 7,966 >5,000 3,706
27. Number of permits and use notifications
for events 144 145 >125 77
_________________________
(A) Citywide target set at three acres per 1,000 population as defined by the City’s Park Land Dedication Ordinance.
The City continues to develop new open space, but an increase in population has kept the actual below target. (B) Total includes rental of the rehearsal studio.
(C) Center for the Performing Arts did not administer patron surveys during the COVID -19 pandemic but expects to implement digital surveys by the end of FY22-23.
(D) Forestry Division shifted operations in FY22-23 to include new contract and less City staff leading to initial savings in maintenance. Staff will monitor to determine continued costs as operations ramp up with contractor. (E) The high number of vacant positions in FY22 -23 within the Forestry Division, as well as the severe winter storm impacts, diverted department resources from regular tree trimmings and planting of new trees. (F) Due to the addition of two new parks in Fiscal Year 2020-21 and increased maintenance costs over recent years, the average cost per acre h as increased. Future targets will be evaluated and adjusted for additional parks and cost increases.
(G) Parks and Open Space Division shifted operations in FY22 -23 to include new staffing model for Downtown maintenance. Parks performance measures and maintenance operations will be evaluated through Parks and Recreation Strategic Plan process.
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COMMUNITY SERVICES
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 Fiscal Year 2024-25.
The
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.
In
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.
In
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.
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 Administration Open space acres per 1,000 population
(including North Bayshore). Performance >3
3 Center for
Performing
Arts
Number of use days for the Mountain View
Center for the Performing Arts:
a. Main stage Performance 250
b. Second stage Performance 100
4 Forestry Number of trees trimmed and percent trimmed
as a total of trees maintained.
Workload
Performance 10%
5 Forestry Number of trees planted. Workload
6 Parks
Number of park and open space acres
maintained and cost of maintenance per acre
(excluding natural habitat).
Workload
Performance <$25,000
7 Parks Per park acre water consumption. Performance <850 units 4-88
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Measure
Type
2024-25
Target
8 Parks Number of playground inspections completed
and percent of playgrounds inspected.
Workload
Performance 100%
9 Recreation
Total number of recreation program participants
that are:
a. Youth Workload
b. Adults Workload
10 Recreation Percent of recreation program participants that are Mountain View residents. Performance >85%
11 Recreation Number of Department-led special event days. Workload 12 Recreation
Percent of capacity for facility use (hours
booked/total hours available):
a. Community Center Performance >25%
b. Senior Center Performance >35%
c. Adobe Building Performance >35%
d. Gyms Performance >50%
e. Athletic Fields Performance >30%
f. BBQ Areas Performance >30%
13 Golf Percent of cost recovery for golf operations. Performance 100% Dep artmental Hosted 4,200 students at Deer Hollow Farm for school-year field trips. Informational
Dep artmental Delivered 200 trees to residents through the Arbor Day Tree Giveaway program. Informational
Dep artmental Provided 49,560 meals through the Senior
Nutrition Program. Informational
Dep artmental Sold 60,447 tickets for 202 performances at the Center for the Performing Arts. Informational
Dep artmental
Reserved the Community Center, Senior Center,
Historic Adobe Building, gymnasiums, BBQ areas
and athletic fields for a total of 42,386 hours.
Informational
Dep artmental Processed 11,881 recreation class and camp enrollment transactions. Informational
Departmental Hosted 1,000 teens at Teen Job Fairs in April. Informational Dep artmental Welcomed 1,500 visitors to the Rengstorff House historic home tours program. Informational
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
1 2 *1 2
1 1 1
1 1 1
Urban Forest Manager 1 1 *2 1
Parks and Open Space Manager 1 1 1
1 1 1
3 3 3
1 1 *2 1
4 5 *3 5
1 1 1
5 4 *3 4
5 5 5
6 7 *1 7
1 1 *2 1
1 1 1
4 4 4
12 12 12
26 26 26
Supervising Parks and Open Space Worker 1 1 1
Parks and Open Space Worker I/II 2 2 5 *4
1 1 1
Community Services Project Administrator 0 1 *1 1
1 1 1
1 1 1
2 2 2
0.50 0.50 1.50 *5
2 2 2
3 3 2 *5
1 1 1
1 1 1
1 1 1
0.75 0.75 0.75
93.25 96.25 99.25
46.04 55.84 54.71
TOTAL POSITIONS 139.29 152.09 153.96 *6
*1
*2
*3
*4
*5
*6
Midyear reclassification of a Performing Arts Assistant position to Administrative Assistant.
Recreation Specialist
Senior Ticket Service Representative
Addition of three Parks and Open Space Worker I/II postions.
Program Assistant
Performing Arts Assistant
Office Assistant
Executive Assistant
Senior Administrative Assistant
Administrative Assistant
Title changes: Forestry and Roadway Manager to Urban Forest Manager, Tree Supervisor/Arborist to Urban Forest Supervisor, and Forestry Coordinator to Urban Forest Coordinator.
Reclassification of a Recreation Coordinator position to Parks Supervisor.
Recreation Leader II
In addition there is a limited-period Senior Stagehand position.
TOTAL PART-TIME HOURLY
TOTAL REGULAR
Addition of an Assistant Community Services Director, Recreation Coordinator, and Community Services Project Administrator.
COMMUNITY SERVICES
POSITIONS
Community Services Director
Shoreline Manager
Performing Arts Manager
Recreation Manager
Performing Arts Supervisor
Urban Forest Supervisor
Tree Trimmer III
Wildlife Preservation Coordinator
Tree Trimmer I/II
Parks Maintenance Worker III
Senior Management Analyst
DEPARTMENT SUMMARY
Assistant Community Services Director
Performing Arts Coordinator
Recreation Supervisor
Senior Recreation Coordinator
Urban Forest Coordinator
Parks Supervisor
Recreation Coordinator
Parks Maintenance Worker I/II
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2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,070,090 1,724,727 2,611,396
1,948,585 2,021,581 2,327,735
1,774,966 2,197,266 2,670,650
Shoreline Golf Links/Restaurant 3,878,946 4,236,800 4,339,377 1,938,739 2,864,076 3,127,024
8,744,841 10,589,386 11,519,670
6,651,105 8,455,038 9,619,007
TOTAL EXPENDITURES $ 26,007,272 32,088,874 36,214,859
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 15,907,104 20,499,643 22,291,265
9,540,604 10,920,831 12,271,994
65,988 43,400 973,600
493,576 625,000 678,000
TOTAL EXPENDITURES $ 26,007,272 32,088,874 36,214,859
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 17,896,192 22,582,148 24,773,927
63,316 150,000 517,200
3,878,946 4,236,800 4,339,377
4,168,818 5,119,926 5,850,455
Equipment Replacement Reserve 0 0 733,900
TOTAL FUNDING $ 26,007,272 32,088,874 36,214,859
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,500 3,000 3,000
1,164,864 985,150 958,000
133,600 75,000 134,000
2,381,725 2,448,700 2,514,000
2,979,468 3,120,500 3,150,800
1,257,907 1,808,800 1,548,000
447,243 349,600 372,900
878,875 688,600 807,800
55,000 114,000 55,000
TOTAL REVENUES $ 9,301,182 9,593,350 9,543,500
DEPARTMENT DIVISIONS
REVENUE SUMMARY
General Non-Operating
Community Services Administration
Performing Arts
Shoreline
Salaries Wages and Benefits
Interfund Expenditures
FUNDING SOURCES
General Operating
Shoreline Golf Links/Restaurant
Shoreline Regional Park Community
Recreation
EXPENDITURE SUMMARY
Forestry and Roadway Landscape
Interfund Revenue Transfers
Rents & Leases
Local Intergovernmental Revenue
Recreation Service Charges
Golf Course Service Charges
General Service Charges
Miscellaneous Revenue
Restaurant Revenue
Fines & Forfeitures
Supplies and Other Services
Capital Outlay
Parks and Open Space
DEPARTMENT SUMMARY
COMMUNITY SERVICES
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COMMUNITY SERVICES—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—COMMUNITY SERVICES DIRECTOR
DIVIS
ION OVERVIEW
Administration is responsible for the management of the Community Services Department. Th e Division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
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COMMUNITY SERVICES—ADMINISTRATION
DIVISION SUMMARY
MAJO
R DIVISION CHANGES
Original
Amount Change
Recom.
Budget
Shoreline Regional Park Community Fund:
Michael's Restaurant at Shoreline Advertising and
Marketing (Limited-Period) $ - $ 40,000 $ 40,000 Provides funding for advertising and marketing
costs related to Michael's Restaurant at Shoreline.
Note: Limited-period items do not show original budget due to their one-time nature. 4-93
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
3.80 5.80 *1 5.80
TOTAL POSITIONS 3.80 5.80 5.80
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 665,233 1,068,870 1,135,194
315,503 533,054 579,499
980,736 1,601,924 1,714,693
9,261 25,833 25,833
0 250 250
64,604 81,735 81,735
15,489 14,985 54,985
89,354 122,803 162,803
0 0 733,900
TOTAL EXPENDITURES $ 1,070,090 1,724,727 2,611,396
TOTAL PERSONNEL
Materials and Supplies
Addition of an Assistant Community Services Director and Community Services Project Administrator.
COMMUNITY SERVICES - ADMINISTRATION
EXPENDITURES
Salaries
Benefits
POSITIONS
Total Regular
DIVISION SUMMARY
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
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COMMUNITY SERVICES—PERFORMING ARTS
DIVISION SUMMARY
DIVISION MANAGER—PERFORMING ARTS MANAGER
DIVISION
OVERVIEW
Performing Arts is responsible for the management and operation of the Mountain View Center for the Performing Arts, a three-theatre performing arts complex, owned and managed by the City. The Center and the Center’s staff service an active schedule of pe rformances with a mix of community and regional artists. The Center provides a well-maintained and well-equipped facility; technical service support; computerized ticket sales operation; marketing and publication support; house management; and a volunteer usher corps for all performances. 4-95
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COMMUNITY SERVICES—PERFORMING ARTS
DIVISION SUMMARY
MAJO
R DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Non-Operating Fund:
Senior Stagehand Position (1.0 FTE) (Limited-
Period) $ - $ 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).
Note: Limited-period items do not show original budget due to their one-time nature. 4-96
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
9 9 9
1.67 1.67 1.67
TOTAL POSITIONS 10.67 10.67 10.67 *1
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 947,246 1,051,375 1,245,310
246,279 169,196 174,807
566,869 625,763 681,371
1,760,394 1,846,334 2,101,488
35,189 39,397 39,397
72,774 71,700 71,700
275 450 450
72,138 51,800 51,800
7,815 11,900 11,900
188,191 175,247 175,247
0 0 51,000
TOTAL EXPENDITURES $ 1,948,585 2,021,581 2,327,735
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 569,010 424,500 430,800
301,668 241,100 248,000
333,142 281,100 364,600
TOTAL REVENUES $ 1,203,820 946,700 1,043,400
General Service Charges
Rents & Leases
Miscellaneous Revenue
Salaries
Wages
Benefits
TOTAL PERSONNEL
Other Expenses
Materials and Supplies
COMMUNITY SERVICES - PERFORMING ARTS
POSITIONS
EXPENDITURES
Total Regular
Total Part-Time Hourly
DIVISION SUMMARY
Capital Outlay
Maintenance and Operations
Utilities
Professional/Technical Services
TOTAL SUPPLIES AND SERVICES
REVENUES
In addition there is a limited-period Senior Stagehand position. 4-97
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COMMUNITY SERVICES—SHORELINE
DIVISION SUMMARY
DIVISION MANAGER—SHORELINE MANAGER
DIVISION
OVERVIEW
The Shoreline Division is responsible for the operations, maintenance, preservation, and enhancement of the environmental areas within Shoreline at Mountain View; rental and operations of the historic Rengstorff House; regulatory permits, relating to open space and marsh restoration; management of commercial leases (including Shoreline Amphitheatre); park -related capital improvement projects; and oversight of the Citywide Park Ranger Program, including patrol of Stevens Creek Trail.
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COMMUNITY SERVICES—SHORELINE
DIVISION SUMMARY
MAJO
R DIVISION CHANGES
Original
Amount Change
Recom.
Budget
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 located in the Parks and
Open Space Division.
Lawncare Services $ 38,900 $ 32,000 $ 70,900
Provides increased funding for lawncare services
at Shoreline.
Janitorial Services $ 4,700 $ 2,000 $ 6,700
Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.
Note: Limited-period items do not show original budget due to their one-time nature. 4-99
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
8.45 8.45 10.80 *1
3.31 3.31 2.18 *1
TOTAL POSITIONS 11.76 11.76 12.98
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 763,434 913,789 1,155,249
133,014 208,041 151,877
466,629 565,746 784,334
1,363,077 1,687,576 2,091,460
52,078 61,000 61,000
50,007 50,900 52,900
168,158 189,400 228,800
50,645 68,600 100,600
66,611 81,390 6,390
387,499 451,290 449,690
0 43,400 112,500
24,390 15,000 17,000
TOTAL EXPENDITURES $ 1,774,966 2,197,266 2,670,650
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 296,699 304,000 304,000
20 5,000 5,000
84,794 50,000 50,000
TOTAL REVENUES $ 381,513 359,000 359,000
General Service Charges
REVENUES
Rents & Leases
Recreation Service Charges
EXPENDITURES
Wages
Materials and Supplies
Utilities
TOTAL PERSONNEL
Salaries
Benefits
Maintenance and Operations
Addition of 2.35 Parks and Open Space Worker I/II postions and reduction of hourly part-time.
COMMUNITY SERVICES - SHORELINE
DIVISION SUMMARY
POSITIONS
Total Regular
Total Part-Time Hourly
Interfund Expenditures
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
Capital Outlay
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COMMUNITY SERVICES—SHORELINE GOLF LINKS/RESTAURANT
DIVISION SUMMARY
DIVISION MANAGER—SHORELINE MANAGER
DIVISION
OVERVIEW
Shoreline Golf Links is the City’s 18- hole golf course, open for group and individual play 364 days a year. The Shoreline Golf Links/Restaurant Division is responsible for overseeing the management services contract for the operation and maintenance of Shoreline Golf Links and Michaels at Shoreline Restaurant. 4-101
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COMMUNITY SERVICES—SHORELINE GOLF LINKS/RESTAURANT
DIVISION SUMMARY
MAJO
R DIVISION CHANGES
Original
Amount Change
Recom.
Budget
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).
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).
Note: Limited-period items do not show original budget due to their one-time nature. 4-102
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
0.30 0.30 0.30
TOTAL POSITIONS 0.30 0.30 0.30
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 59,944 69,636 73,676
30,241 35,058 38,932
90,185 104,694 112,608
264,887 236,192 267,626
229,568 197,403 228,155
653,991 736,591 875,714
2,127,615 2,281,129 2,261,858
491,060 678,791 593,416
3,767,121 4,130,106 4,226,769
21,640 0 0
0 2,000 0
TOTAL EXPENDITURES $ 3,878,946 4,236,800 4,339,377
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,979,468 3,120,500 3,150,800
1,257,907 1,808,800 1,548,000
0 0 8,700
TOTAL REVENUES $ 4,237,375 4,929,300 4,707,500
Miscellaneous Revenue
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
EXPENDITURES
Salaries
Capital Outlay
Interfund Expenditures
Restaurant Revenue
DIVISION SUMMARY
COMMUNITY SERVICES - SHORELINE GOLF LINKS/RESTAURANT
REVENUES
Golf Course Service Charges
TOTAL PERSONNEL
Maintenance and Operations
Utilities
Professional/Technical Services
Benefits
Materials and Supplies
Other Expenses
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COMMUNITY SERVICES—FORESTRY AND ROADWAY LANDSCAPE
DIVISION SUMMARY
DIVISION MANAGER—URBAN FOREST MANAGER
DIVISION
OVERVIEW
The Forestry and Roadway Landscape Division is responsible for maintaining the landscape on roadways, medians, overpasses, and all nonpark, City-owned lands; managing the Urban Forestry Program, which includes maintenance of street trees (including those in parks and medians); and administering the City’s Heritage Tree Ordinance. The Division is responsible for maintenance of 120.25 acres of roadway landscape and 28,000 trees; maintaining 12 acres in the downtown area consisting of Castro Street, Civic Center, Centennial Plaza, and the Transit Center; and administering an Integrated Pest Management Program.
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COMMUNITY SERVICES—FORESTRY AND ROADWAY LANDSCAPE
DIVISION SUMMARY
MAJO
R DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
Landscaping Services $ 315,600 $ 40,000 $ 355,600 Provides increased funding for contract services
to maintain roadway landscaping.
General Non-Operating Fund:
Outreach and Education Services (Limited-Period) $ - $ 100,000 $ 100,000 Provides funding for outreach and education
programs to support the City's urban forest
preservation and enhancement.
Shoreline Regional Park Community Fund:
Landscaping Services $ 53,100 $ 10,000 $ 63,100
Provides increased funding for contract services
to maintain roadway landscaping.
Note: Limited-period items do not show original budget due to their one-time nature. 4-105
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
Total Regular 9 9 9
TOTAL POSITIONS 9 9 9
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 500,086 966,906 1,015,606
23,292 0 0
320,190 634,820 635,068
843,568 1,601,726 1,650,674
15,336 30,161 30,161
50 9,600 9,600
582,559 707,300 761,300
414,598 378,564 528,564
5,123 7,725 7,725
1,017,666 1,133,350 1,337,350
77,505 129,000 139,000
TOTAL EXPENDITURES $ 1,938,739 2,864,076 3,127,024
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 2,500 3,000 3,000
0 0 59,000
19,748 19,500 19,500
1,764 0 0
0 59,000 0
TOTAL REVENUES $ 24,012 81,500 81,500
Professional/Technical Services
Interfund Revenue Transfers
REVENUES
Fines and Forfeitures
General Service Charges
Miscellaneous Revenue
DIVISION SUMMARY
COMMUNITY SERVICES - FORESTRY AND ROADWAY LANDSCAPE
POSITIONS
EXPENDITURES
Local Intergovernmental Revenue
TOTAL SUPPLIES AND SERVICES
Salaries
Wages
Benefits
TOTAL PERSONNEL
Interfund Expenditures
Other Expenses
Materials and Supplies
Maintenance and Operations
Utilities
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COMMUNITY SERVICES—PARKS AND OPEN SPACE
DIVISION SUMMARY
DIVISION MANAGER—PARKS AND OPEN SPACE MANAGER
DIVISION OVERVIEW
The Parks and Open Space Division is responsible for maintaining the City’s landscape investment at City facilities, 38 urban parks (193.5 acres), and 9.35 miles of pedestrian trail along the Bay; and Permanente Creek, Stevens Creek, Hetch Hetchy, and Whisman Trails.
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COMMUNITY SERVICES—PARKS AND OPEN SPACE
DIVISION SUMMARY
MAJO
R DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
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 $ 367,600 $ 36,600 $ 404,200
Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.
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 located in
the Shoreline Division.
Shoreline Regional Park Community Fund:
Janitorial Services $ 49,000 $ 1,700 $ 50,700 Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract.
Note: Limited-period items do not show original budget due to their one-time nature. 4-108
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
43.35 43.35 44 *1
5.35 5.35 5.35
TOTAL POSITIONS 48.70 48.70 49.35
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 3,881,234 4,445,486 4,736,325
110,594 332,688 349,308
2,359,378 2,757,670 3,104,695
6,351,206 7,535,844 8,190,328
291,894 307,575 313,775
13,647 250,490 288,790
1,346,289 1,802,932 1,948,232
342,471 209,248 209,248
22,143 45,297 45,297
2,016,444 2,615,542 2,805,342
0 0 48,000
377,191 438,000 476,000
TOTAL EXPENDITURES $ 8,744,841 10,589,386 11,519,670
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
Local Intergovernmental Revenue $ 58,600 0 0
188,920 214,500 219,500
55,000 55,000 55,000
TOTAL REVENUES $ 302,520 269,500 274,500
Interfund Revenue Transfers
Total Regular
Total Part-Time Hourly
EXPENDITURES
Salaries
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Utilities
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
COMMUNITY SERVICES - PARKS AND OPEN SPACE
POSITIONS
REVENUES
Miscellaneous Revenue
Capital Outlay
Interfund Expenditures
Addition of 0.65 Parks and Open Space Worker I/II postion. 4-109
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COMMUNITY SERVICES—RECREATION
DIVISION SUMMARY
DIVISION MANAGER—RECREATION MANAGER
DIVISION OVERVIEW
Recreation provides activities to facilitate social/community connections, advance lifelong learning, and promote healthy lifestyles.
Acti
vities, classes, and events are held at Cuesta and Rengstorff Community Parks, Crittenden and McKelvey Athletic Fields, Deer Hollow Farm, Mountain View Sports Pavilion, Whisman Sports Center, Cuesta Tennis Center, Graham Sports Complex, Community Center, Senior Center, The View Teen Center, Eagle Park and Rengstorff Pools, historic Adobe Building, and various other park areas and school sites.
Prog
ram areas include: aquatics; adult and youth sports; seniors; cultural arts; preschool; elementary and teens; youth development; environmental education; community gardens; volunteers; coordination of special events and summer concerts; and reservations of buildings, facilities, and barbecue areas. 4-110
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COMMUNITY SERVICES—RECREATION
DIVISION SUMMARY
MAJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
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.
Janitorial Services $ 116,400 $ 13,100 $ 129,500
Provides increased funding for janitorial services
for City facilities due to cost increase associated
with the new janitorial services contract. The total
increase of $28,100 is offset by $15,000 in
anticipated new revenue.
General Non-Operating Fund:
Community Events (Limited-Period) $ - $ 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 (Limited-Period) $ - $ 90,000 $ 90,000 Provides funding for full-time day porter service
at the Senior Center.
Career Programming (Limited-Period) $ - $ 37,500 $ 37,500 Provides funding for college and career oriented
programs at The View Teen Center.
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COMMUNITY SERVICES—RECREATION
DIVISION SUMMARY
(Continued)
Original
Amount Change
Recom.
Budget
Magical Bridge Programming (Limited-Period) $ - $ 22,000 $ 22,000 Provides funding for programming and
implementation of the new Magical Bridge
Playground located at Rengstorff Park.
Classroom Furniture (Limited-Period) $ - $ 21,300 $ 21,300 Provides funding for new classroom furniture
located in the Senior Center.
Note: Limited-period items do not show original budget due to their one-time nature. 4-112
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
19.35 20.35 *1 20.35
35.71 45.51 *2 45.51
TOTAL POSITIONS 55.06 65.86 65.86
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,826,266 2,251,139 2,369,548
1,521,019 2,425,717 2,551,077
1,170,653 1,444,689 1,509,389
4,517,938 6,121,545 6,430,014
320,911 349,054 494,854
390,482 556,230 674,330
328,147 504,083 553,483
931,923 856,874 1,365,874
102,866 26,252 26,252
2,074,329 2,292,493 3,114,793
44,348 0 28,200
14,490 41,000 46,000
TOTAL EXPENDITURES $ 6,651,105 8,455,038 9,619,007
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 299,155 256,650 223,200
75,000 75,000 75,000
2,381,705 2,443,700 2,509,000
41,033 39,000 55,400
355,049 193,000 215,000
$ 3,151,942 3,007,350 3,077,600
Addition of a Recreation Coordinator position.
COMMUNITY SERVICES - RECREATION
POSITIONS
Professional/Technical Services
DIVISION SUMMARY
Total Regular
Total Part-Time Hourly
EXPENDITURES
Benefits
Wages
Maintenance and Operations
Salaries
Utilities
Materials and Supplies
Addition of hours for the Rengstorff Aquatics Center.
Capital Outlay
TOTAL SUPPLIES AND SERVICES
Other Expenses
TOTAL PERSONNEL
Interfund Expenditures
Recreation Service Charges
REVENUES
General Service Charges
TOTAL REVENUES
Miscellaneous Revenue
Local Intergovernmental Revenue
Rents & Leases
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NOTES
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BUD/OC-FASD FY2024-25
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2024-25 POSITION TOTALS: 37.0 Full-Time
1.0 Regular Part-Time
2.0 Limited-Period
PURCHASING AND SUPPORT
SERVICES
1 Purchasing and Support
Services Manager
(Ann Mehta)
1 Senior Administrative
Assistant
Purchasing
2 Senior Management
Analyst
1 Senior Management
Analyst (Limited-Period)
1 Sup
ervising Buyer
2 Assistant Buyer/
Buyer
0.5 Warehouse Worker
Support Services
1 Document Processing
Supervisor
2 Document Processing
Technician III
1.5 Document Processing
Technician I/II
1 Copy Center Technician
FINANCIAL MANAGEMENT
Budget and Analysis
1 Finance Manager
(Budget)
1 Senior Financial
Analyst
1 Financial Analyst I/II
Treasury
0.3 Finance Manager
(Revenue)
Revenue
0.5 Finance Manager
(Revenue)
1 Financial Analyst I/II
1 Financial Analyst I/II
(Limited-Period)
1 Customer Service
Supervisor
1 Accounting Technician
2 Account Clerk I/II
2 Customer Service
Representative
ACCOUNTING
1 Accounting Manager
(Helen He)
1 Senior Accountant
1 Accountant I/II
0.5 Payroll Accountant
Accounts Payable
1 Accounting Technician
1 Account Clerk I/II
Payroll
1 Senior Payroll
Accountant
1.5 Payroll Accountant
1 Payroll Technician
RISK MANAGEMENT
1 Risk Manager
(Samhitha Cutshaw)
1 Analyst I/II
ADMINISTRATION
0.2 Finance Manager (Revenue)
1 Executive Assistant
FINANCE AND ADMINISTRATIVE SERVICES DIRECTOR
(Derek Rampone)
ASSISTANT FINANCE AND ADMINISTRATIVE
SERVICES DIRECTOR
(Grace Zheng)
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
DE
PARTMENT MISSION STATEMENT
Financial stewardship through collaboration, transparency, and quali ty service.
DEPARTMENT OVERVIEW
The Finance and Administrative Services Department is responsible for administration of the financial affairs and internal support activities of the City; provi ding financial/analytical, purchasing and document processing, and Workers’ Compensation and liability support to all City departments and programs; managing the City’s investment portfolio; and coordinating the City’s budget process and annual independent audit. Specifically, the department processes payroll, accounts receivable, utility billings, all City revenues, accounting entries, accounts payable, financial reporting, purchase orders, labor compliance, Council reports and other documents, and Wor kers’ Compensation and property loss claims. The department is also responsible for warehousing and central receiving, copying and printing, and mail for internal support functions and manages the City’s general liability, property insurance, and industrial disability retirement programs. In addition, the department provides staff support to the Council Finance Committee and Investment Review Committee.
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
• P
lan, monitor, and report in a timely and accurate manner the City’s financial and budgetary position; provide financial analysis and recommendations on major financial issues facing the City. (NM 1, 5) • M
anage the City budget process and produce the annual City budget. (NM 2) • P
rovide staff support to the Council Finance Committee (CFC) and Investment Review Committee (IRC). • M
anage investment of City funds with the objectives of minimizing risk and meeting cash flow requirements while earning market rates of return.
• M
anage the City’s debt obligations, including special assessment debt; monitor the City’s credit rating; recommend and manage issuance of new debt as appropriate. (NM 4) • P
rovide timely, accurate, and cost-efficient financial processing. (NM 8, 9) 4-116
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
• Process billing and collection of charges for utility and miscellaneous services, providing a high level of accuracy and customer service to residents and businesses. (NM 6) • M
anage the City’s centralized financial, budgetary control, and payroll/HR systems, delivering accurate and timely processing of financial transactions and on-time information. (NM 5, 9) • C
oordinate and assist with the City’s annual independent audit; prepare the Annual Comprehensive Financial Report, required State reports, and other reports as necessary. (NM 2, 3, 7) • P
rovide efficient and effective centralized purchasing services, as required by the City Charter and City Code, and maximum returns on the sale of surplus property. (NM 10, 11, 12, 13) • P
rovide cost -beneficial, centralized document processing, document reproduction, and mail distribution services. (NM 14)
• M
anage the City’s comprehensive general liability, property, loss control, Workers’ Compensation, and industrial disa bility retirement programs, including self -insurance programs and excess insurance coverage for catastrophic loss. (NM 15, 16)
FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Explored the feasibility of a potential 2024 revenue measure in conjunction with the City Manager’s Office and City Attorney’s Office.
• Procured a consultant to prepare a Citywide update to the Cost Allocation Plan and Master Fee Schedule, and commenced the project with the support of all City departments. • C
oordinated an update of department performance metrics citywide in conjunction with the City Manager’s Office.
• Completed a Request for Proposal and vendor selection for the Utility Billing System in conjunction with the Information Technology and Public Works Departments and City Manager’s Office. • Implemented and administered a new paid parental leave pilot program in conjunction with the Human Resources Department.
• Implemented labor compliance software to track and ensure compliance with federal, state, and local prevailing wage requirements for payment requests on public projects submitted by City contractors. • Updated Council Policies A- 10, Authorization to Execute City Contracts and Agreements ; A-11, Financial and Budgetary Policy; B-2, Investment Policy; and B-5, Claims & Litigation in conjunction with the City Attorney’s Office.
• Completed Utility Rate Studies for Water, Wastewater and Solid Waste in conjunction with the Public Works Department.
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
• Received the Government Finance Officers Association’s (GFOA) Award for Excellence in Financial Reporting for the City’s Annual Comprehensive Report and the Distinguished Budget Presentation Award for the City’s Operating Budget.
• Expanded community outreach for Proposition 218 utility rate notices to include the renter community. • Enhanced OpenGov transparency portal on the City’s website to be updated daily, rather than annually. • Completed the hiring of a new external audit firm, through a formal procurement process. • Issued the first ever Budget in Brief and Budget video in conjunction with the City Manager’s Office. • 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 Community Development and Information Technology Departments.
MA
JOR DEPARTMENTAL GOA LS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • C
onclude exploration of the feasibility of a potential 2024 revenue measure in conjunction with the City Manager’s Office and City Attorney’s Office.
• Complete the Citywide update to the Cost Allocation Plan and Master Fee Schedule with the support of all City departments.
• Implement a new Utility Billing System in conjunction with the Information Technology and Public Works Departments and City Manager’s Office.
• Implement a Roth 457 deferred compensation plan in conjunction with the Human Resources Department. • Continue implementing recommendations from the Development Review Study to make ongoing improvements to the development review p rocess in conjunction with the Public Works, Fire, Communit y
D
evelopment, Information Technology, and Community Services Departments and City Attorney’s Office. • Prepare and issue the first ever Popular Annual Financial Report. • Update the City’s Travel Policy to be consistent with municipal standards. • Implement a contract/agreement software module that helps streamline and organize all new and current city agreements.
• Implement an electronic workflow for processing accounts payable invoices. • Update Administ rative Instruction 2- 10 to expand the list of direct pay items and clarify purchase order requirements.
• Issue Request for Proposals for as -needed tax audit services covering Business Licenses, the Transient Occupancy Tax, and Utility Users’ Tax.
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Financial Management:
1. Accuracy of final budget numbers—
percentage of budget corrections
needed due to error. 0.1% 1.1% <2% 0.1%
2. Percentage of time portfolio’s market-
risk target (modified duration) is
within:
— 3.0% of the benchmark (policy
requires 25.0% of time within
3.0%). 92% 83.3% >50% 83.3%
— 15.0% of the benchmark (policy
requires 100.0% of time within
15.0%). 100% 100% 100% 100%
3. Percentage of utility accounts and
accounts receivable written off as a
percent of total receivables. 0%(A) 0.06% <2% 0.3%
Accounting:
4. Percentage of correcting accounting
entries to total accounting entries. 4% 4.8% <10% 4%
5. Percentage of month-end closes
completed within 10 working days
(target assumes June and July will not
close within 10 working days due to
year-end workload). 83% 83% 83% 83%
6. Cost of Accounts Payable processing as
a percentage of total dollars spent. 0.2% 0.2% Discontinued
7. Cost per payroll check issued (cost of
payroll operation to total paychecks
issued). $25.01 $28.13 Discontinued
8. Percentage of reissued payroll checks
due to errors versus total issued.(B) 0% 0% <1% 0%
9. Payroll checks issued. 20,461 21,406 Discontinued
Purchasing and Support Services:
10. Cost of procurement services as a
percentage of total dollars spent. 2% 2% Discontinued
11. Percentage of time purchase orders are
issued timely. 93% 91% >89% 75%(C)
12. Percentage of time City Council
documents are completed timely. 100% 100% >90% 100%
13. Percentage of time non-City Council
documents are completed timely. 100% 100% >90% 100%
14. Percentage of time Copy Center
documents are completed timely. 99% 99% >90% 100%
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Risk Management:
15. Percentage of Workers’ Compensation
program costs to total payroll. 1.9% 2.3% Discontinued
16. Percentage of hours lost to
occupational injury compared to total
hours worked. 1.1% 1.3% <2.5%
Reported
Annually
17. Percentage of dollars recovered
compared to expenditures paid to
repair damage to City property. 89% 86% >85% 100%
_________________________
(A) The collection process for utilities and other accounts receivable is on hold due to the COVID-19 pandemic. (B) Measure updated in Fiscal Year 2021-22 from “Percentage of reissued payroll checks versus total issued.” (C) Fi scal Year 2023 -24 six month target did not reflect full staffing, there were several staff vacancies.
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.
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.
N
ew 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% 4-120
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Workload/
Performance
2024-25
Target
2 Departmental
Number of annual awards received in relation to
number of awards applied for from professional
associations.
Performance 1:1
3 Departmental Number of regulatory reports filed and percent in compliance and on time.
Workload N/A
Performance 100%
4 Treasury Maintain the City's credit rating at AAA. Performance Yes 5 Budget
Percentage variance between estimated actuals
from midyear budget update and final actuals for
major revenues (property tax, sales tax, transient
occupancy tax, and rent/leases).
Performance
+ / -5%
6 Revenue Number of utility billings and percent completed within 20 days of the meter reading.
Workload N/A
Performance 90%
7 Accounting
The City's annual financial report is certified by
the independent audit firm and receives an
unmodified opinion.
Performance Yes
8 Accounts
Payable
Increase in percentage of vendors/customers
using direct deposit for payment. Performance >1%
9 Payroll Percent of payroll payments processed outside of the normal cycle. Performance <1%
10 Purchasing
Total number of purchase orders and percent of
time the purchase order is issued within: Workload N/A
7 days (Purchases not requiring additional
bids or documents). Performance 100%
14 days (Purchases requiring additional
documents). Performance 100%
30 days (Informal purchases requiring bids
with specifications or scope of work). Performance 100% 60 days (Formal purchases requiring bids
and noticing). Performance 100%
90 days (Request for Proposals and other
complex purchases). Performance 100%
11 Purchasing
Number of contracts issued and percent issued
within: Workload N/A
14 days (Standard contracts) Performance 100%
30 days (Non-standard contracts) Performance 100%
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/
Section
Measure Workload/
Performance
2024-25
Target
12 Purchasing Number of solicitations and percent awarded within agreed upon timeframe.
Workload N/A
Performance 100%
13 Purchasing Number of contracts and agreements. Informational N/A 14 Purchasing Number of Copy Center work orders and percent completed within agreed upon timeframe.
Workload N/A
Performance 100%
15 Risk
Management
Total cost of workers' compensation program as
a percentage of payroll. Performance <3%
16 Risk
Management
Ratio of workers' compensation claims closed to
claims opened. Performance 1:1
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
Finance Manager 0 0 2 *3
2 2 0 *3
1 1 1
2 2 2
1 1 1
1 1 1
2 2 2
2 2 2
1 1 1
1 1 1
1 1 1
1 1 1
Customer Service Supervisor 0 0 1 *4
2 2 2
1 1 1
3 3 2 *4
3 3 3
2 2 2
1.50 1.50 1.50
0.50 0.50 0.50
1 1 1
1 1 1
1.50 2 *1 2
1 1 1
37.50 38 38
0.30 0.30 0.30
TOTAL POSITIONS 37.80 38.30 *2 38.30 *5
*1
*2
*3
*4
*5
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,371,685 1,575,548 1,670,890
1,914,384 2,630,398 3,085,992
1,605,247 1,944,317 2,009,829
2,031,670 2,727,574 3,095,523
8,148,304 6,982,336 9,859,324
TOTAL EXPENDITURES $ 15,071,290 15,860,173 19,721,558
In addition there are the following limited-period positions: Senior Management Analyst and Financial Analyst I/II.
Midyear reclassification of an Accounting Technician position to Customer Service Supervisor.
Document Processing Technician III
Account Clerk I/II
Accounting Technician
Payroll Accountant I/II
Midyear and FY24-25 reclassifications of the Principal Financial Analyst positions to Finance Manager.
Addition of 0.5 FTE Customer Service Representative.
In addition there is a limited-period Financial Analyst I/II position.
Accounting Manager
Principal Financial Analyst
Analyst I/II
Senior Management Analyst
Senior Accountant
Senior Financial Analyst
Senior Payroll Accountant
POSITIONS
Finance and Administrative Srvcs Director
Purchasing and Support Services Manager
Risk Manager
Assistant Finance and Admin Srvcs Director
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
DEPARTMENT DIVISIONS
Assistant Buyer/Buyer
TOTAL REGULAR
Senior Administrative Assistant
Copy Center Technician
Executive Assistant
Warehouse Worker
Financial Analyst I/II
Accountant I/II
Supervising Buyer
Document Processing Supervisor
Payroll Technician
TOTAL PART-TIME HOURLY
Customer Service Representative
Document Processing Technician I/II
Purchasing and Support Services
Finance and Admin. Services Administration
Financial Management
Risk Management
Accounting
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2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 6,218,838 8,014,003 8,702,138
8,844,056 7,808,170 10,947,420
0 0 30,000
8,396 38,000 42,000
TOTAL EXPENDITURES $ 15,071,290 15,860,173 19,721,558
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 6,537,362 8,245,686 8,735,417
76,790 130,000 397,500
5,000 62,500 132,500
740,438 944,937 1,140,491
4,279,914 2,592,500 4,406,500
18,075 127,250 27,250
3,413,711 3,757,300 4,881,900
$ 15,071,290 15,860,173 19,721,558
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
13,137 15,000 15,000
84,279 85,300 85,000
TOTAL REVENUES $ 97,416 100,300 100,000
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
Capital Outlay
Interfund Expenditures
EXPENDITURE SUMMARY
Salaries Wages and Benefits
Shoreline Regional Park Community
Supplies and Other Services
Miscellaneous Revenue
FUNDING SOURCES
General Operating
General Non-Operating
Water
Workers Compensation Insurance
Unemployment Self-Insurance
Liability Self-Insurance
REVENUE SUMMARY
General Service Charge
TOTAL FUNDING
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FINANCE AND ADMINISTRATIVE SERVICES—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
D
IVISION OVERVIEW
Administration is responsible for the management of the Finance and Administrative Services Department. This division provides leadership, policy development, administrative and technical support, career development, and training opportunities.
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FINANCE AND ADMINISTRATIVE SERVICES—ADMINISTRATION
DIVISION SUMMARY
M
AJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Non-Operating Fund:
Consultant Services (Limited-Period) $ - $ 75,000 $ 75,000 Provides funding to review organizational
structure within the 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.
Note: Limited-period items do not show original budget due to their one-time nature. 4-126
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
3.45 3.20 *1 3.20
TOTAL POSITIONS 3.45 3.20 3.20
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 677,525 689,097 748,083
59,686 20,000 40,000
331,004 340,691 362,047
1,068,215 1,049,788 1,150,130
27,422 24,810 24,810
122,500 295,100 290,100
153,548 205,850 205,850
303,470 525,760 520,760
TOTAL EXPENDITURES $ 1,371,685 1,575,548 1,670,890
Materials and Supplies
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATION
DIVISION SUMMARY
Wages
Benefits
TOTAL PERSONNEL
EXPENDITURES
POSITIONS
Total Regular
Salaries
Transfer of 0.25 Principal Financial Analyst to Financial Management Division. 4-127
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FINANCE AND ADMINISTRATIVE SERVICES—FINANCIAL MANAGEMENT
DIVISION SUMMARY
DIVISION MANAGER—ASSISTANT FINANCE AND
ADMINISTRATIVE SERVICES DIRECTOR
D
IVISION OVERVIEW
The Financial Management Division consists of the Budget and Analysis, Treasury, and Revenue Sections.
T
he Budget and Analysis Section provides information and analytical support to the City Council, City Manager’s Office, and other City departments as requested. This section analyzes economic trends, forecasts revenues, and monitors expenditures and balances for the current fiscal year as well as future fiscal years. In addition, Budget and Analysis manages the budgeting system and produces periodic financial status reports, including periodic budget updates, the Recommended Budget and Adopted Budget documents.
T
he Treasury Section is responsible for cash flow and management of the City’s investment portfolio and debt issues.
T
he Revenue Section processes billing and collection for the City’s water, wastewater, and solid waste utilities; business licenses; transient occupancy tax and miscellaneous accounts receivable. All moneys due to, or collected by, other City departments are forwarded to this section for deposit and tracking in the City’s financial system. In addition, this section is the Finance a nd Administrative Services Department’s primary customer service contact point.
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FINANCE AND ADMINISTRATIVE SERVICES—FINANCIAL MANAGEMENT
DIVISION SUMMARY
M
AJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
Software Licensing Fee $ - $ 35,000 $ 35,000 Provides new funding for the software licensing
fee for OpenGov.
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.
General Non-Operating Fund:
Software Implementation (Limited-Period) $ - $ 75,000 $ 75,000 Provides funding for the implementation of a
contract management software.
Water Fund:
Merchant Services $ 438,000 $ 172,000 $ 610,000
Provides increased funding for fees related to
credit card merchant services, Paymentus.
Financial Analyst I/II Position ($228,400 offset by
charges to CIPs) (Limited-Period): $ - $ - $ -
Provides funding to backfill the Financial Analyst
position for the utility billing system
implementation project.
Note: Limited-period items do not show original budget due to their one-time nature. 4-129
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
10.05 10.80 *1 10.80
TOTAL POSITIONS 10.05 10.80 *2 10.80 *2
*1
*2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 895,473 1,202,719 1,297,182
10,846 0 0
497,745 657,049 737,530
1,404,064 1,859,768 2,034,712
83,645 86,130 121,130
2,336 85,600 160,600
423,184 585,050 757,050
1,155 13,850 12,500
510,320 770,630 1,051,280
0 0 0
TOTAL EXPENDITURES $ 1,914,384 2,630,398 3,085,992
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 13,137 15,000 15,000
TOTAL REVENUES $ 13,137 15,000 15,000
FINANCE AND ADMINISTRATIVE SERVICES - FINANCIAL MANAGEMENT
DIVISION SUMMARY
REVENUES
Total Regular
Professional/Technical Services
Other Expenses
Benefits
TOTAL PERSONNEL
POSITIONS
TOTAL SUPPLIES AND SERVICES
Capital Outlay
EXPENDITURES
General Service Charge
Transfer of 0.25 Principal Financial Analyst from the Administration Division and addition of 0.5 FTE Customer Service In addition, there is a limited-period Financial Analyst I/II position.
Salaries
Wages
Materials and Supplies
Maintenance and Operations
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FINANCE AND ADMINISTRATIVE SERVICES—ACCOUNTING
DIVISION SUMMARY
DIVISION MANAGER—ACCOUNTING MANAGER
D
IVISION OVERVIEW
The Accounting Division manages and maintains the general accounting and financial records of the City pursuant to federal, state, and city statutes in accordance with generally accepting accounting principles. This division is also primarily responsible for citywide accounting policies and procedures and coordinating the independent audit of the City’s financial records and preparation of the Annual Comprehensive Financial Report and othe r required State reports. The Accounts Payable Section of this division matches and reconciles all invoices, purchase requisitions, purchase orders, contracts, and agreements prior to processing payments for City obligations. The Payroll Section of this division processes timecards, payroll documents, and biweekly payroll for all City employees and prepares reports relating to retirement, insurance benefits, deferred compensation, and payroll taxes.
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
9 9 9
TOTAL POSITIONS 9 9 9
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 982,065 1,215,367 1,252,332
0 900 900
599,372 702,850 731,397
1,581,437 1,919,117 1,984,629
9,142 7,200 7,200
351 950 950
7,778 6,000 6,000
6,539 11,050 11,050
23,810 25,200 25,200
TOTAL EXPENDITURES $ 1,605,247 1,944,317 2,009,829
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 7,376 9,000 9,000
TOTAL REVENUES $ 7,376 9,000 9,000
DIVISION SUMMARY
Miscellaneous Revenue
EXPENDITURES
Salaries
FINANCE AND ADMINISTRATIVE SERVICES - ACCOUNTING
REVENUES
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
POSITIONS
Total Regular
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FINANCE AND ADMINISTRATIVE SERVICES—PURCHASING AND
SUPPORT SERVICES DIVISION SUMMARY
D
IVISION MANAGER—PURCHASING AND SUPPORT SERVICES MANAGER D
IVISION OVERVIEW
The Purchasing and Support Services Division manages purchasing and support services activities of the City.
T
he Purchasing Section assures acquisition of price -competitive equipment, services, and supplies for City departments. Other services include is suing requests for bids and proposals; vendor selection; procurement of equipment, supplies, and certain services; contract review; labor compliance; mail delivery; warehousing of operating inventories; central receiving; and sale of surplus property.
Th
e Support Services Section provides building management, document processing, graphic design, printing, document reproduction, mail distribution, and other support services to City departments. 4-133
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FINANCE AND ADMINISTRATIVE SERVICES—PURCHASING AND
SUPPORT SERVICES DIVISION SUMMARY
MAJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
Copier Lease and Maintenance $ 74,000 $ 25,000 $ 99,000 Provides increased funding for the leasing and
maintenance of copiers Citywide.
General Non-Operating Fund:
Senior Management Analyst Position (Limited-
Period) $ - $ 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.
Note: Limited-period items do not show original budget due to their one-time nature. 4-134
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
13 13 13
0.30 0.30 0.30
TOTAL POSITIONS 13.30 13.30 13.30 *1
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,112,721 1,551,487 1,859,773
53,647 30,899 32,345
587,723 908,638 907,855
1,754,091 2,491,024 2,799,973
31,263 50,050 50,050
6,153 60,700 60,700
161,281 6,200 6,200
70,486 81,600 106,600
269,183 198,550 223,550
0 0 30,000
8,396 38,000 42,000
TOTAL EXPENDITURES $ 2,031,670 2,727,574 3,095,523
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 27,152 41,000 41,000
TOTAL REVENUES $ 27,152 41,000 41,000
Capital Outlay
Interfund Expenditures
Materials and Supplies
Maintenance and Operations
Professional/Technical Services
REVENUES
DIVISION SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES - PURCHASING AND SUPPORT SERVICES
POSITIONS
Miscellaneous Revenue
Total Part-Time Hourly
Total Regular
TOTAL PERSONNEL
EXPENDITURES
Salaries
Wages
Benefits
Other Expenses
In addition there is a limited-period Senior Management Analyst position.
TOTAL SUPPLIES AND SERVICES
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FINANCE AND ADMINISTRATIVE SERVICES—RISK MANAGEMENT
DIVISION SUMMARY
DIVISION MANAGER—RISK MANAGER
D
IVISION OVERVIEW
Risk Management is responsible for managing the City’s risk and exposure to loss related to the activities of its departments and employees. The City’s risk exposures are managed by self-insuring or acquiring insurance, requiring vendors to have insurance, and assisting in the maintenance of a safe workplace. This program encompasses the City’s comprehensive general liability, property, property loss recovery, loss control, Workers’ Compensation, and industrial disability retirement programs, including the City’s self-insurance reserves and excess catastrophic insurance coverage. Risk Management is also responsible for State and Occupational Safety and Health Administration reporting and provides guidance to City departments in determining insurance requirements for contracts.
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FINANCE AND ADMINISTRATIVE SERVICES—RISK MANAGEMENT
DIVISION SUMMARY
M
AJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
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.
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.
Note: Limited-period items do not show original budget due to their one-time nature. 4-137
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
2 2 2
TOTAL POSITIONS 2 2 2
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 250,970 529,280 551,499
42,578 1,500 1,500
117,483 163,526 179,695
411,031 694,306 732,694
428 6,000 6,000
185,242 245,950 245,950
7,551,603 6,036,080 8,874,680
7,737,273 6,288,030 9,126,630
TOTAL EXPENDITURES $ 8,148,304 6,982,336 9,859,324
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 49,751 35,300 35,000
TOTAL REVENUES $ 49,751 35,300 35,000
DIVISION SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES - RISK MANAGEMENT
Miscellaneous Revenue
Professional/Technical Services
Other Expenses
TOTAL SUPPLIES AND SERVICES
REVENUES
Wages
Benefits
TOTAL PERSONNEL
Materials and Supplies
POSITIONS
Total Regular
EXPENDITURES
Salaries
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BUD/OC-FD FY2024-25
SUPPRESSION
Operations
3 Battalion Chief
(Melton Wong)
(James Hoefling)
(Jeffrey Cole)
5 Fire Captain/HM
16 Fire Captain
5 Fire Engineer/HM**
16 Fire Engineer**
5 Firefighter/HM**
19 Firefighter/Paramedic**
Training/Safety/EMS
1 Battalion Chief (Jennifer Graham)
1 Fire Captain
Office of Emergency Services
1 Office of Emergency Services
Coordinator
FIRE DEPARTMENT
FISCAL YEAR 2024-25 POSITION TOTALS: 91.5 Full-Time
0.5 Regular Part-Time
* Position directly reports to the Police Department but supports the Fire Department. ** Authorization of 27 Paramedics includes Engineer, Engineer/Hazardous Materials, and Firefighter/Hazardous Materials levels.
*** Physically located in Community Development Department but budgeted in Fire Department.
FIRE CHIEF
(Juan Diaz)
FIRE AND ENVIRONMENTAL
PROTECTION
1 Fire Marshal (Carrie Sandahl)
Environmental Safety
1 Senior Hazardous Materials Specialist
2 Hazardous Materials Specialist
1 Environmental Safety Coordinator
2 Environmental and Safety Protection
Inspector
1 Administrative Assistant
0.5 Program Assistant
Fire and Building Safety
1 Principal Fire Protection Engineer***
2 Fire Protection Engineer***
1 Deputy Fire Marshal
2 Public Education/Fire Safety
Specialist
1 Building Inspector I/II
ADMINISTRATION
1 Deputy Fire Chief (Brian Jones)
1 Senior Management Analyst
1 Systems Specialist
0.5 Executive Assistant*
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FIRE
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—FIRE CHIEF
DE
PARTMENT MISSION STATEMENT
The Mountain View Fire Department exists to save lives and property, protect the environment, and minimize the risk of fire and natural disaster by investing in education, training, and prevention. The vision of the Department is to be a progressive fire department that treats everyone with respect and dignity and applies best practices in innovative emergency response, fire prevention, training, environmental protection, and public educ ation.
DEPARTMENT OVERVIEW
The Fire Department’s personnel and equipment are strategically deployed throughout the City to rapidly assist citizens when emergencies occur, such as emergency medical services, fire suppression, technical rescue, and hazardous materials response, along with community emergency preparedness and recovery training. In addition to emergency response, the Fire Department focuses on community safety and education through fire prevention, housing code enforcement, public education, waste discharge and general surface water pollution prevention, and other services to the community.
PERFORMANCE MEASURE UPDATE
As
part of the Fiscal Year 2024- 25 budget development, the City engaged a consultant to collaborate with departments to revi ew 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
• Respond quickly to all emergencies and take appropriate actions, thereby reducing loss of life, property, and environmental damage while ensuring the safety of all Fire personnel involved. ( NM 2, 3) • M
aintain a professional level of operational readiness as Firefighters, Paramedics, Emergency Medical Technicians, Hazardous Materials First Responders, Hazardous Materials Technicians, Specialists, and Rescuers. (NM 1, 2, 3)
• P
rovide annual training and coordination for City staff, and residential and business community volunteers on disaster preparedness, response, and recovery (NM 7).
• P
rovide management and oversight for the Santa Clara County Regional Command Training Center located in M
ountain View. (NM 7, 8)
• E
nsure that facilities using or storing hazardous materials, or discharging wastewater into the sanitary or storm sewers, comply with applicable Federal, State, and local requirements. ( NM 5) 4-140
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FIRE
DEPARTMENT SUMMARY
• Maintain an ongoing fire prevention program, hazardous materials, and underground storage tank inspection program. (NM 5)
• M
aintain a rental housing inspection program. (NM 4, 6)
FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Sent a team of ten members to attend Fire Suppression Training School to develop skills in structural firefighting. • Received over $27,000 in grant funding from the County of Santa Clara via the EMS Trust Fund for the purchase of paramedic field capture devices and CPR data review software. • Developed the Structural Fire Tactics Guide, which supports Fire personnel on the basic strategies, tactics, safety procedures, and standard terminology required at a structure fire. • Deployed to support four CalOES/CalFire incidents.
• Procured the Battery Extinguisher System Technology (BEST), an extinguishing system for high- voltage lithium batteries in electric vehicles.
• Developed preliminary plans for the new Public Safety Building in conjunction with the Public Works and Police Departments.
• U
pdated residential construction permit review processes citywide to align with AB 2234 in conjunction with the Community Development and Public Works Departments.
M
AJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • C
ontinue to support the implementation of initiatives for unhoused and unstably housed residents, including those living in vehicles, with both short-term and long-term actions. • Implement the recommendations from the Development Services Review study for the development review process, including streamlining process improvements and implementation of technology, in conjunction with the Community Development, Public Works, and Information Technology Departments. • N
egotiate location -based automatic aid agreements with Santa Clara County Fire Department when their Computer Aided Dispatch (CAD) is upgraded to a system compatible with Mountain View’s. • Continue upgrades to the Computer Aided Dispatcher (CAD) system in conjunction with the Police 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.
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FIRE
DEPARTMENT SUMMARY
• Adopt a revised citywide Emergency Operations Plan and continue to train City staff assigned to the Emergency Operations Center in position-based roles following the Federal Emergency Management Agency (FEMA)-based I
ndependent Study Program.
• S
chedule and conduct one Emergency Operations Center drill annually per the Homeland Security Exercise Evaluation Program.
• Develop layout and usage schematics for the new Public Safety Building in conjunction with the Public Works and Fire Departments.
• F
urther enhance emergency medical system capabilities to include both personnel development a nd i
mplementation of a Fire Department -based ground transport program under the County’s established guidelines.
• D
evelop and implement an integrated data management system to fulfill Fire and Environmental Protection Division data management and reporting needs across multiple regulatory program disciplines in conjunction with the Information Technology Department.
• I
mplement the Zonehaven program to help prepare for, train, and execute live evacuations. • Implement a revised Multi -Jurisdictional Hazard Mitigation Plan to assess different vulnerabilities in the community and identify mitigation actions the City can pursue to reduce damages after such an event. • Continue implementing recommendations from the Development Review Study to make ongoing improvements to the development review process in conjunction with the Public Works, Information Technology, Community Development, Finance and Administrative Services, and Community Services Departments and City Attorney’s Office.
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FIRE
DEPARTMENT SUMMARY
Existing Performance/Workload Measures
2021-22
Actual
2022-23
Actual
2023-24
Target
2023-24
6 Months
Suppression:
1. For prehospital medical emergencies,
rescues, and small fires:
• Turnout time of two minutes.* 100% 100% >90% 100%
• Travel time of four minutes for the
first-due unit.* 42%(A) 34%(A) >90% 30%(A)
• First-due unit should arrive within 7
minutes 30 seconds of the time from
t
he receipt of the 9-1-1 call.* 94% 94% >9
0% 81%(A)
2. For building fires:
• Turnout time of two minutes.* 100% 100% >90% 100%
• Travel time of eight minutes for all
units.* 100% 95% >90% 100%
• Multiple-unit effective response
force (ERF) of 15 personnel should
arrive within 11 minutes 30 seconds
from the time of 9-1-1 call receipt.* 100% 100% >90% 100% Fire and Environmental Protection:
3. Percent of plans checked within 15
working days of receipt by division. 100% 100% 100% 100%
4. Number of inspections conducted by
Environment Safety Section. 1,841 1,540 1,500 840
________________________
(A) B elow target as a result of traffic congestion and simultaneous incident activity at peak hours of the day.
Population growth has also contributed to below target travel times. Over the past 10 years, the population has increased by 8%, while call volume h as increased by 44%, which implies an exponential relationship between population increase and call volume. In addition, the department's training model of using the Engine 54 crew citywide with incident activity and traffic congestion thins out available crews too much at peak hours of the day.
This deficiency is addressed in a report conducted by Citygate Associates: "Community Hazard and Risk Assessment, Stands of Cover Study, and Location Analysis (2020)." * P
erformance standards are based on best practice guidelines and criteria in the field of deployment analysis, including National Fire Protection Association (NFPA) standards, the Self-Assessment Criteria on the Commission of Fire Accreditation International (CFAI), Insurance Services Office (ISO), and Citygate’s recommended best practices.
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. 4-143
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FIRE
DEPARTMENT SUMMARY
The 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.
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.
N
ew 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 Fire Protection
Total number of prehospital
emergencies, rescues, and small fires,
and percent where:
Workload
a. The turnout time is two minutes
or less Performance >90%
b. The travel time for the first-due
unit is four minutes or less Performance >90%
c. The first-due unit arrives within 7
minutes, 30 seconds of the time from
the receipt of the 9-1-1 call
Performance >90%
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FIRE
DEPARTMENT SUMMARY
New
Measure
Number
(NM)
Responsible
Division/Section Measure Measure Type 2024-25
Target
3 Fire Protection
Total number of building fires and
percent where: Workload
a. The turnout time is two minutes
or less Performance >90%
b. The travel time for the first-due
unit is four minutes or less Performance >90%
c. The travel time for all Mountain
View units is eight minutes or less Performance >90%
d. The multiple-unit effective
response force (ERF) of 15 personnel
arrives within 11 minutes, 30 seconds
from the time of the receipt of the 9-1-1
call
Performance >90%
4 Fire Prevention
Total number of plan checks conducted
by the Fire Prevention Division and
percent completed within 15 working
days of receipt.
Workload
Performance 100%
5 Fire Prevention
Total number of inspections conducted
by the Environmental Safety Section and
percent of assigned inspections
completed.
Workload
a. Hazardous materials storage Performance 100%
b. Wastewater discharge Performance 100%
6 Fire Prevention
Number of rental housing units
inspected and percent with no correction
notices issued.
Workload
Performance 100%
7 OES Emergency
Response
Number of disaster preparedness,
response, and recovery trainings held
and total number of participants trained.
Workload
Workload
8 OES Emergency
Response
Number of Community Emergency
Response Team members and percent
increase/(decrease) year-over-year.
Workload
Workload
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
1 1 1
1 1 1
4 4 4
1 *1 1 *1 1 *1
1 1 1
1 1 1
0 0 1 *5
3 3 2 *5
1 1 1
2 2 2
5 5 5
14 14 17 *6
5 *2 5 *2 5 *2
0 0 3 *2/5
13 *2 13 *2 13 *2
5 *2 5 *2 5 *2
22 *2 22 *2 19 *2/5
2 2 2
Environmental Safety Coordinator 1 1 1
Environmental & Safety Protection Inspector 2 2 2
1 1 1
Senior Management Analyst 1 1 1
0 1 *3 1
0.50 0.50 0.50
0 0.50 *4 0.50
0 1 *3/4 1
TOTAL REGULAR 86.50 89 92
TOTAL POSITIONS 86.50 89 92
*1
*2
*3
*4
*5
*6
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,414,130 1,823,297 2,062,778
28,566,886 31,129,129 33,841,151
3,310,046 4,576,252 4,750,370
TOTAL EXPENDITURES $ 33,291,062 37,528,678 40,654,299
Deputy Fire Marshal
Office of Emergency Services Coordinator
Fire Engineer/HM
Firefighter/HM
Fire Suppression
Fire Marshal
Fire Protection Engineer
Principal Fire Protection Engineer
Senior Haz Mat Specialist
Public Education/Fire Safety Specialist
Fire and Environmental Protection
Haz Mat Specialist
Transfer of 0.5 FTE Program Assistant and 0.5 FTE Administrative Assistant positions from the Police Department.
The Fire Marshall position is flexibly staffed as safety/non-safety.
DEPARTMENT DIVISIONS
Addition of a Systems Specialist and 0.5 FTE Administrative Assistant positions.
Reclassification of a Fire Protection Engineer position to Principal Fire Protection Engineer, and 3 Firefighter/Paramedic positions to Fire Engineer/Paramedic.
Addition of 3 Fire Captain positions.
Executive Assistant
Authorization of 27 Paramedics includes Engineer, Engineer/HM, and Firefighter/HM levels.
Administrative Assistant
Program Assistant
Fire Administration
FIRE
POSITIONS
Fire Chief
Deputy Fire Chief
Battalion Chief
DEPARTMENT SUMMARY
Fire Captain
Fire Engineer/Paramedic
Fire Captain/HM
Systems Specialist
Fire Engineer
Building Inspector I/II
Firefighter/Paramedic
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2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 31,481,580 34,407,571 38,171,192
1,089,599 1,947,307 1,696,707
192,827 566,800 132,400
527,056 607,000 654,000
TOTAL EXPENDITURES $ 33,291,062 37,528,678 40,654,299
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 30,372,385 33,066,079 36,655,581
334,037 1,001,300 305,900
863,761 908,748 982,493
71,284 179,178 220,678
1,649,595 2,373,373 2,398,647
0 0 91,000
TOTAL FUNDING $ 33,291,062 37,528,678 40,654,299
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 858,905 541,000 541,000
19,540 1,000 1,000
327,399 241,400 241,400
912,830 381,300 26,200
TOTAL REVENUES $ 2,123,195 1,164,700 809,600
EXPENDITURE SUMMARY
Salaries Wages and Benefits
FIRE
DEPARTMENT SUMMARY
Supplies and Other Services
Capital Outlay
Interfund Expenditures
FUNDING SOURCES
General Operating
General Non-Operating
Shoreline Regional Park Community
General Service Charges
Miscellaneous Revenue
Wastewater
REVENUE SUMMARY
General Licenses & Permits
Fines and Forfeitures
Equipment Replacement Reserve
Building/Development Services
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FIRE—ADMINISTRATION
DIVISION SUMMARY
DIVISION MANAGER—FIRE CHIEF
D
IVISION OVERVIEW
Administration is responsible for management of the Fire Department. The Division provides strategic planning, leading, managing, and support for Fire Department personnel and programs in the accomplishment of the Department’s mission.
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
Total Regular 3.50 4.50 *1 4.50
TOTAL POSITIONS 3.50 4.50 4.50
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 867,497 1,067,289 1,130,472
507,117 670,734 754,032
1,374,614 1,738,023 1,884,504
32,332 57,044 57,044
3,140 1,300 1,300
4,044 8,930 8,930
39,516 67,274 67,274
0 0 91,000
0 18,000 20,000
TOTAL EXPENDITURES $ 1,414,130 1,823,297 2,062,778
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
317 0 0
TOTAL REVENUES $ 317 0 0
Miscellaneous Revenue
Maintenance and Operations
TOTAL SUPPLIES AND SERVICES
TOTAL PERSONNEL
Capital Outlay
REVENUES
Interfund Expenditures
Other Expenses
FIRE - ADMINISTRATION
Materials and Supplies
EXPENDITURES
POSITIONS
DIVISION SUMMARY
Addition of a Systems Specialist position.
Salaries
Benefits
4-149
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FIRE—SUPPRESSION
DIVISION SUMMARY
DIVISION MANAGER—FIRE CHIEF
D
IVISION OVERVIEW
The Suppression Division consists of the Operations, Personnel and Training, and Office of Emergency Services/Public Information Sections.
T
he Operations Section provides firefighting, hazardous materials incident, paramedic, and rescue response services from five Fire stations strategically located throughout the City. Firefighters also conduct fire prevention inspections, public education, and equipment and facilities maintenance as well as ongoing training activities. Paramedic Firefighters are assigned to every Fire station.
T
he Personnel and Training Section plans, schedules, and provides training to Firefighters. This Section also coordinates the Firefighter recruitment and selection process.
T
he Office of Emergency Services Public Information Section is responsible for disaster preparedness and coordinates disaster response.
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FIRE—SUPPRESSION
DIVISION SUMMARY
M
AJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
General Operating Fund:
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.
Contract Services $ 5,000 $ 10,000 $ 15,000
Provides increased funding for annual
maintenance of the emergency alert system.
General Non-Operating Fund:
Firefighter Recruit Academy (Limited-Period) $ - $ 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.
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FIRE—SUPPRESSION
DIVISION SUMMARY
(
Continued)
Original
Amount Change
Recom.
Budget
Paramedic Training (Limited-Period) $ - $ 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 (Limited-Period) $ - $ 21,400 $ 21,400 Provides funding for personal protective
equipment for the City's boat rescue teams.
Equipment Compliance (Limited-Period) $ - $ 20,500 $ 20,500 Provides funding to update rescue equipment to
be compliant with new laws.
Software Subscription (Limited-Period) $ - $ 8,100 $ 8,100 Provides funding for software (PEAC) to assist the
Fire Department in identifying hazardous
chemicals.
Note: Limited-period items do not show original budget due to their one-time nature. 4-152
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
Total Regular 69 69 72 *1
TOTAL POSITIONS 69 69 72
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 17,733,854 18,244,172 19,587,314
9,381,098 10,251,824 12,370,004
27,114,952 28,495,996 31,957,318
292,279 852,599 499,449
116,333 123,858 137,108
132,192 171,270 177,070
160,409 227,605 282,605
90,284 159,001 175,201
791,497 1,534,333 1,271,433
161,543 566,800 41,400
498,894 532,000 571,000
TOTAL EXPENDITURES $ 28,566,886 31,129,129 33,841,151
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 4,521 0 0
907,099 362,300 7,200
TOTAL REVENUES $ 911,620 362,300 7,200
Addition of 3 Fire Captain positions.
Local Intergovernmental Revenue
Materials and Supplies
Capital Outlay
EXPENDITURES
Utilities
DIVISION SUMMARY
Miscellaneous Revenue
TOTAL SUPPLIES AND SERVICES
FIRE - SUPPRESSION
Interfund Expenditures
Salaries
POSITIONS
Benefits
Maintenance and Operations
TOTAL PERSONNEL
REVENUES
Professional/Technical Services
Other Expenses
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FIRE—FIRE AND ENVIRONMENTAL PROTECTION
DIVISION SUMMARY
DIVISION MANAGER—FIRE MARSHAL
D
IVISION OVERVIEW
The Fire and Environmental Protection Division consists of the Environmental Safety and the Fire and Building Safety Sections.
T
he Environmental Safety Section is responsible for the enforcement of local hazardous materials storage codes, State underground chemical storage tank regulations, industrial waste discharge, and Federal and State regulations related to the control of industrial waste and stormwater runoff. Efforts are aimed at preventing uncontrolled releases and movement of hazardous and toxic substances.
T
he Fire and Building Safety Section is responsible for conducting the City’s fire and housing code enforcement programs, fire cause investigations, and technical support to the Suppression Division. 4-154
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FIRE—FIRE AND ENVIRONMENTAL PROTECTION
DIVISION SUMMARY
M
AJOR DIVISION CHANGES
Original
Amount Change
Recom.
Budget
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.
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.
Note: Limited-period items do not show original budget due to their one-time nature. 4-155
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2022-23 2023-24 2024-25
ADJUSTED ADOPTED RECOM.
14 15.5 *1 15.5
TOTAL POSITIONS 14 15.5 15.5
*1
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 1,812,623 2,648,957 2,782,461
108 0 0
1,179,283 1,524,595 1,546,909
2,992,014 4,173,552 4,329,370
9,527 23,575 27,575
1,499 3,375 3,375
5,265 4,800 4,800
240,861 299,800 306,600
1,434 14,150 15,650
258,586 345,700 358,000
31,284 0 0
28,162 57,000 63,000
TOTAL EXPENDITURES $ 3,310,046 4,576,252 4,750,370
2022-23 2023-24 2024-25
ACTUAL ADOPTED RECOM.
$ 858,905 541,000 541,000
19,540 1,000 1,000
327,399 241,400 241,400
5,414 19,000 19,000
TOTAL REVENUES $ 1,211,258 802,400 802,400
Wages
Benefits
Addition of 0.5 FTE Office Assistant position, and transfer of 0.5 FTE Program Assistant and 0.5 FTE Office Assistant positions from the Police Department.
General Service Charges
Miscellaneous Revenue
Capital Outlay
Interfund Expenditures
Other Expenses
EXPENDITURES
Professional/Technical Services
FIRE - FIRE AND ENVIRONMENTAL PROTECTION
General Licenses & Permits
Fines and Forfeitures
TOTAL SUPPLIES AND SERVICES
DIVISION SUMMARY
REVENUES
TOTAL PERSONNEL
POSITIONS
Salaries
Materials and Supplies
Maintenance and Operations
Utilities
Total Regular
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BUD/OC-HS FY2024 25
HOUSING DEPARTMENT
HOUSING DIRECTOR
(Wayne Chen)
Administration
0.5 Analyst I/II
AFFORDABLE HOUSING
1 Affordable Housing Manager
(Julie Barnard)
2 Senior Housing Officer
2 Housing Officer
1 Housing Specialist I/II
1 Senior Administrative Assistant
FISCAL YEAR 2024-25 POSITION TOTALS: 16.5 Full-Time
RENT STABILIZATION
1 Rent Stabilization Manager
(Anky van Deursen)
Community Stabilization and Fair Rent Act
(CSFRA)
2 Senior Management Analyst
2 Analyst I/II
1 Senior Administrative Assistant
1 Office Assistant
Mobile Home Rent Stabilization Ordinance
(MHRSO)
1 Analyst I/II
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HOUSING
DEPARTMENT SUMMARY
DEPARTMENT MANAGER—HOUSING DIRECTOR
DE
PARTMENT MISSION STATEMENT
The Housing Department advances diverse, inclusive, and equitable communities by developing and implementing a wide range of housing policies and programs related to affordable housing, rent stabilization, and tenant protection.
DE
PARTMENT OVER VIEW
The Housing Department is composed of three Divisions: the Administration Division, the Affordable Housing Division, and the Rent Stabilization Division. In addition to implementing a wide range of existing programs, the Department develops new housing policies and programs to respond to evolving community needs and in alignment with City Council Strategic Priorities a nd City values, including creating a Community for All, facilitating Intentional Development and Housing Options, and advancing the City’s Race, Equity and Inclusion Initiative . The Department values engagement with stakeholders and the community, including those with limited English proficiency and multi- cultural perspectives, and seeks to reduce barriers and increase access to housing opportunities and resources through intentional program design, education, outreach, and translation/interpretation servi ces. The Department collaborates with external groups and organizations, including community groups, non -profits, developers, other public sector agencies, and private and philanthropic organizations, whenever possible to advance the Department’s mission. The housing programs seek to contribute to complete communities and building social capital within and between neighborhoods.
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
• A
dminister affordable housing programs, including the Below -Market-Rate (BMR) program, funding of n ew a
ffordable housing projects through the City’s affordable housing NOFA program, and facilitating affordable housing development on City- owned sites through a Request for Qualification (RFQ)/Request for Proposals (RFP) process, and implementation of Council policies aimed at increasing affordable housing and responding to displacement. (NM 1, 3, 4)
• De
velop affordable housing policies and programs to implement Council Strategic Priorities to support a community for all; and to increase the quantity, affordability, and diversity of affordable housing. Implement programs related to displacement response, tenant protections, and homeless response. ( NM 2, 4, 5) • P
rovide staff support to the Rental Housing Committee (RHC), the Council Notice of Funding Availability (NOFA) Review Committee, and the Council Neighborhoods Committee (CNC] and neighborhood grant program. (NM 2, 3)
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HOUSING
DEPARTMENT SUMMARY
• I
mplement the City’s rent stabilization and tenant protection programs, including the Community Stabilization and Fair Rent Act and the Mobile Home Rent Stabilization Ordinance, the Tenant Relocation Assistance Ordinance, the MV Mediation Program, and the Housing and Eviction Help Center, and provide education and outreach to tenants and landlords. (NM 1, 4, 5, 6, 7)
• I
mplement the City’s federal Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) programs, including the allocation of funding, compliance and monitor ing, and development and implementation of fair housing plans, in accordance with Federal regulations. Monitor and apply for other funding opportunities, including federal, State, and other sources. ( NM 2, 3) • De
velop affordable housing policies and programs to advance the City’s Race, Equity, and Inclusion Initiative. (NM 4, 5)
• P
rovide support to the City’s intergovernmental relations function, such as analysis of State and federal housing legislation, supporting legislative advocacy efforts, and other related activities. • P
rovide outreach to the community related to the development of affordable housing projects, policies, and/or programs; education; and efforts to reduce barriers and increase to access to housing resources.
Incorporate interpretat ion/translation services to facilitate participation across all members of the community, including the multi-cultural communities and those with limited English proficiency. ( NM 4, 5) • W
ork with external organizations across sectors – including the public sector, private sector, non -profits, community-based organizations, and philanthropy – to advance housing initiatives such as funding partnerships and implementing affordable housing initiatives. (NM 2, 3, 4, 5) • C
ollaborate with other City departments and offices to advance housing efforts, such as with the Community Development Department, the City Manager’s Office, and Human Resources. ( NM 3, 4) FISCAL YEAR 2023-24 ACCOMPLISHMENTS
(Items in bold are related to FY 23-25 Council Work Plan projects) • Selected and entered into an exclusive negotiating agreement with a provider to develop affordabl e h
ousing at the Santa Clara Valley Transportation Authority (VTA) Evelyn Avenue site. • Collaborated with housing developers of the VTA Evelyn Avenue site and adjacent property to facilitate joint site planning efforts and the development of a master site plan and project design enhancing the outcomes of both projects.
• Partnered with San Francisco Bay Area Planning and Urban Research Association (S PUR) and University of California (UC) Berkeley’s Terner Center to host a middle- income housing workshop at th e Community Center as part of the City’s middle-income Council work plan project. • Held Council study sessions on implementing local replacement requirements, housing acquisition and preservation, a community ownership action plan, and other efforts as part of the City’s Displacement Response Strategy.
• Sup
ported the launch of the development of the Homelessness Response Strategy and Expenditure Plan in conjunction with the City Manager’s Office.
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HOUSING
DEPARTMENT SUMMARY
• C
onducted a comprehensive three-year review of the Below-Market-Rate housing program (BMR) and held a Council study session on policy changes to the program. • Implemented a robust compliance and enforcement platform for annual fee payment and mandatory registration of rental properties, contributing to a considerable increase in compliance with program requirements.
• Si
mplified and translated rental housing program materials to improve readability, clarity, and accessibility in multiple languages including English, Spanish, Chinese, and Russian in conjunction with the City Manager’s Office.
• Attended a record number of community events and ran extensive outreach campaigns for rental housing registration, compliance and eviction prevention targeted to vulnerable, and hard- to-reach communities, including se niors, small property owners and non- English speakers to increase community awareness and understanding of tenant protections.
• St
reamlined the rental housing petition process and increased program accessibility, resulting in a significant increase in tenant petition filings.
• Adopted new regulations governing the treatment of utilities and Ratio Utility Billing Systems under the Community Stabilization & Fair Rent Act (CSFRA), resulting in the development of a new Utility Adjustment Petition Process.
• Initiated separate bi-weekly Housing Help Clinics for landlords and tenants to address their specific concerns and rights under the CSFRA and Mobile Home Rent Stabilization Ordinance (MHRSO). • Implemented a Specified Capital Improvement Petition process to support the proper maintenance of healthy and safe housing in coordination with the Multi-Family Inspection Program. • Received the Prohousing designation from Governor Gavin Newsom and the State Department of Housing and Community Development (HCD) recognizing the City as a regional leader in affordable housing. • Awarded $4.2 million in Local Housing Trust Fund (LHTF) grant funds and $1 .1 million in Permanent Local
Housing Allocation (PLHA) grant funds to support affordable housing projects and programs. • A
warded $1 .6 million from the 2024 Community Project Funding (CPF) Grant through the Department of Housing and Urban Development’s (HUD) Economic Development Initiative to facilitate the development of the 87 E. Evelyn affordable housing project.
• S
ubmitted a $5 million grant application for HUD’s Pathways to Removing Obstacles to Housing (PRO Housing) funding.
• L
everaged $9.1 million of federal and Rental Housing Impact Fee funds to support the Crestview Hotel project. • H
eld a Council Study Session to review and update the City's Affordable Housing Notice of Funding Availability process.
• C
ompleted the 2-year Breakthrough Grant cycle as funded by the Partnership for the Bay’s Future. 4-160
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HOUSING
DEPARTMENT SUMMARY
• H
eld an Affordable Housing Month event at 950 W El Camino Real including a tour, panel, and e ducational event for community members.
M
AJOR DEPARTMENTAL GOALS/PROJECTS/INITIATIVES FOR
FISCAL YEAR 2024-25
(Items in bold are related to FY 23-25 Council Work Plan projects) • I
dentify opportunities to facilitate middle-income home ownership, which may include partnering with the Urban Land Institute to hold a Technical Assistance Panel. • I
mplement a down payment assistance program funded by the State Permanent Local Housing Allocation grant program.
• Support the completion of the Homelessness Response Strategy and Expenditure Plan in conjunction with the City Manager’s Office.
• Continue to implement displacement response strategies based on Council direction, including development of a local replacement requirements ordinance, establishment of an acquisition/preservation funding pool, and other related efforts.
• F
acilitate the development of affordable housing at the Santa Clara Valley Transportation Authority (VTA) Evelyn Avenue Site.
• De
velop the City’s 2025 -2030 Federal Consolidat ed Plan and Assessment of Fair Housing/Affirmatively Furthering Fair Housing and Fiscal Year 2025-26 Annual Action Plan as required by HUD. • C
omplete the implementation of Council’s direction in response to the three- year BMR review study. • E
xecute loan agreements with Alta Housing (1020 Terra Bella), Affirmed Housing (87 E Evelyn) and Charities Housing (57-67 E Evelyn), committing City funds to further the affordable housing development pipeline. • Work with the Santa Clara Housing Authority to evaluate opportunities for partnership and new ways to facilitate affordable housing.
• Monitor the potential November 2024 regional housing bond measure and, if the measure passes, work with the County to develop of a regional expenditure plan and potential programmatic funding partnership. • Submit grant applications for the Local Housing Trust Fund, Permanent Local Housing Allocation and ProHousing Incentive Program.
• Monitor and facilitate the delivery of 48 a ffordable housing units to youth aging out of foster care and small families and individuals experiencing homelessness at the Crestview Hotel site. 4-161
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