Newark City Council
June 23, 2022

Packet Page 289
5/19/2022

APN OWNER PARCEL TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2021-22

MAXIMUM

ASSESSMENT
2021-22

APPLIED

ASSESSMENT
092 -0260-011 NEWARK 618, LP APT 75.00 0.75 56.25 $48.36 $2,720.25 $2,720.25 TOTALS: 75.00 56.25 $2,720.25 $2,720.25
Senior Housing (Tract 8157), Zone 3, Annexation No. 2
Exhibit C: FY 2022-23 Assessment Roll
City of Newark
Landscape and Lighting District No. 19
Packet Page 290
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
1 092 -0259-024 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 2 092 -0259-025 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 3 092 -0259-026 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 4 092 -0259-027 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 5 092 -0259-028 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 6 092 -0259-029 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 7 092 -0259-030 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 8 092 -0259-031 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 9 092 -0259-032 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 10 092 -0259-033 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 11 092 -0259-034 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 12 092 -0259-035 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 13 092 -0259-036 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 14 092 -0259-037 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 15 092 -0259-038 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 16 092 -0259-039 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 17 092 -0259-040 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 18 092 -0259-041 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 19 092 -0259-042 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 20 092 -0259-043 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 21 092 -0259-044 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 22 092 -0259-045 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 City of Newark
Landscape and Lighting District No. 19
Tract 8098 (Glass Bay), Zone 4, Annexation No. 3
Exhibit C: Fiscal Year 2022-23 Assessment Roll

Packet Page 291
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
23 092 -0259-046 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 24 092 -0259-047 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 25 092 -0259-048 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 26 092 -0259-049 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 27 092 -0259-050 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 28 092 -0259-051 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 29 092 -0259-052 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 30 092 -0259-053 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 31 092 -0259-054 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 32 092 -0259-055 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 33 092 -0259-056 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 34 092 -0259-057 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 35 092 -0259-058 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 36 092 -0259-059 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 37 092 -0259-060 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 38 092 -0259-061 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 39 092 -0259-062 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 40 092 -0259-063 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 41 092 -0259-064 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 42 092 -0259-065 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 43 092 -0259-066 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 44 092 -0259-067 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 45 092 -0259-068 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 46 092 -0259-069 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 47 092 -0259-070 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 48 092 -0259-071 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 49 092 -0259-072 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 50 092 -0259-073 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 51 092 -0259-074 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14

Packet Page 292
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
52 092 -0259-075 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 53 092 -0259-076 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 54 092 -0259-077 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 55 092 -0259-078 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 56 092 -0259-079 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 57 092 -0259-080 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 58 092 -0259-081 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 59 092 -0259-082 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 60 092 -0259-083 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 61 092 -0259-084 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 62 092 -0259-085 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 63 092 -0259-086 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 64 092 -0259-087 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 65 092 -0259-088 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 66 092 -0259-089 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 67 092 -0259-090 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 68 092 -0259-091 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 69 092 -0259-092 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 70 092 -0259-093 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 71 092 -0259-094 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 72 092 -0259-095 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 73 092 -0259-096 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 74 092 -0259-097 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 75 092 -0259-098 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 76 092 -0259-099 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 77 092 -0259-100 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 78 092 -0259-101 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 79 092 -0259-102 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 80 092 -0259-103 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14

Packet Page 293
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
81 092 -0259-104 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 82 092 -0259-105 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 83 092 -0259-106 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 84 092 -0259-107 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 85 092 -0259-108 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 86 092 -0259-109 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 87 092 -0259-110 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 88 092 -0259-111 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 89 092 -0259-112 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 90 092 -0259-113 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 91 092 -0259-114 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 92 092 -0259-115 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 93 092 -0259-116 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 94 092 -0259-117 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 95 092 -0259-118 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 96 092 -0259-119 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 97 092 -0259-120 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 98 092 -0259-121 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 99 092 -0259-122 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 100 092 -0259-123 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 101 092 -0259-124 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 102 092 -0259-125 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 103 092 -0259-126 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 104 092 -0259-127 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 105 092 -0259-128 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 106 092 -0259-129 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 107 092 -0259-130 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 108 092 -0259-131 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 109 092 -0259-132 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14

Packet Page 294
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
110 092 -0259-133 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 111 092 -0259-134 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 112 092 -0259-135 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 113 092 -0259-136 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 114 092 -0259-137 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 115 092 -0259-138 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 116 092 -0259-139 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 117 092 -0259-140 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 118 092 -0259-141 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 119 092 -0259-142 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 120 092 -0259-143 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 121 092 -0259-144 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 122 092 -0259-145 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 123 092 -0259-146 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 124 092 -0259-147 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 125 092 -0259-148 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 126 092 -0259-149 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 127 092 -0259-150 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 128 092 -0259-151 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 129 092 -0259-152 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 130 092 -0259-153 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 131 092 -0259-154 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 132 092 -0259-155 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 133 092 -0259-156 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 134 092 -0259-157 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 135 092 -0259-158 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 136 092 -0259-159 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 137 092 -0259-160 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 138 092 -0259-161 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14

Packet Page 295
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
139 092 -0259-162 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 140 092 -0259-163 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 141 092 -0259-164 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 142 092 -0259-165 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 143 092 -0259-166 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 144 092 -0259-167 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 145 092 -0259-168 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 146 092 -0259-169 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 147 092 -0259-170 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 148 092 -0259-171 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 149 092 -0259-172 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 150 092 -0259-173 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 151 092 -0259-174 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 152 092 -0259-175 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 153 092 -0259-176 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 154 092 -0259-177 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 155 092 -0259-178 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 156 092 -0259-179 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 157 092 -0259-180 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 158 092 -0259-181 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 159 092 -0259-182 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 160 092 -0259-183 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 161 092 -0259-184 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 162 092 -0259-185 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 163 092 -0259-186 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 164 092 -0259-187 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 165 092 -0259-188 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 166 092 -0259-189 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 167 092 -0259-190 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14

Packet Page 296
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
168 092 -0259-191 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 169 092 -0259-192 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 170 092 -0259-193 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 171 092 -0259-194 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 172 092 -0259-195 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 173 092 -0259-196 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 174 092 -0259-197 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 175 092 -0259-198 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 176 092 -0259-199 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 177 092 -0259-200 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 178 092 -0259-201 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 179 092 -0259-202 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 180 092 -0259-203 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 181 092 -0259-204 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 182 092 -0259-205 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 183 092 -0259-206 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 184 092 -0259-207 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 185 092 -0259-208 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 186 092 -0259-209 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 187 092 -0259-210 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 188 092 -0259-211 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 189 092 -0259-212 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 190 092 -0259-213 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 191 092 -0259-214 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 192 092 -0259-215 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 193 092 -0259-216 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 194 092 -0259-217 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 195 092 -0259-218 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 196 092 -0259-219 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14

Packet Page 297
5/19/2022
Lot No. APN
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
197 092 -0259-220 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 198 092 -0259-221 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 199 092 -0259-222 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 200 092 -0259-223 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 201 092 -0259-224 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 202 092 -0259-225 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 203 092 -0259-226 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 204 092 -0259-227 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 205 092 -0259-228 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 206 092 -0259-229 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 207 092 -0259-230 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 208 092 -0259-231 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 209 092 -0259-232 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 210 092 -0259-233 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 211 092 -0259-234 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 212 092 -0259-235 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 213 092 -0259-236 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 214 092 -0259-237 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 215 092 -0259-238 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 216 092 -0259-239 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 217 092 -0259-240 SFR 1.00 1.00 1.00 $91.14 $91.14 $91.14 TOTALS: 217.00 217.00 $19,777.38 $19,777.38

Packet Page 298
5/19/2022
Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
1 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 2 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 3 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 4 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 5 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 6 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 7 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 8 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 9 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 10 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 11 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 12 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 13 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 14 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 15 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 16 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 17 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 18 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 19 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 20 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 21 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 22 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 23 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 City of Newark
Landscape and Lighting District No. 19
Annexation No. 4, Zone 5 - Bridgeway
Exhibit C: FY 2022-23 Assessment Roll

Packet Page 299
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PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
24 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 25 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 26 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 27 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 28 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 29 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 30 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 31 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 32 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 33 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 34 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 35 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 36 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 37 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 38 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 39 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 40 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 41 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 42 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 43 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 44 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 45 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 46 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 47 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 48 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 49 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 50 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 51 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 52 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 53 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 54 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

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Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
55 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 56 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 57 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 58 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 59 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 60 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 61 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 62 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 63 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 64 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 65 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 66 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 67 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 68 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 69 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 70 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 71 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 72 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 73 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 74 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 75 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 76 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 77 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 78 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 79 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 80 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 81 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 82 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 83 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 84 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 85 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

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Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
86 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 87 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 88 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 89 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 90 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 91 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 92 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 93 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 94 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 95 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 96 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 97 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 98 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 99 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 100 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 101 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 102 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 103 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 104 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 105 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 106 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 107 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 108 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 109 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 110 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 111 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 112 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 113 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 114 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 115 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 116 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

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TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
117 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 118 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 119 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 120 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 121 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 122 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 123 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 124 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 125 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 126 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 127 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 128 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 129 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 130 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 131 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 132 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 133 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 134 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 135 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 136 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 137 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 138 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 139 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 140 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 141 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 142 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 143 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 144 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 145 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 146 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 147 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

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TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
148 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 149 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 150 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 151 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 152 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 153 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 154 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 155 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 156 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 157 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 158 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 159 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 160 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 161 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 162 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 163 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 164 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 165 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 166 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 167 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 168 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 169 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 170 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 171 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 172 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 173 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 174 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 175 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 176 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 177 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 178 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

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2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
179 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 180 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 181 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 182 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 183 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 184 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 185 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 186 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 187 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 188 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 189 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 190 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 191 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 192 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 193 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 194 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 195 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 196 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 197 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 198 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 199 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 200 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 201 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 202 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 203 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 204 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 205 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 206 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 207 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 208 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 209 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

Packet Page 305
5/19/2022
Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
210 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 211 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 212 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 213 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 214 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 215 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 216 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 217 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 218 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 219 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 220 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 221 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 222 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 223 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 224 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 225 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 226 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 227 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 228 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 229 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 230 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 231 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 232 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 233 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 234 537 -0852-019 thru 025 8099 Lennar Homes MFR 4.00 0.75 3.00 $80.00 $240.00 $240.00 235 537 -0852-019 thru 025 8099 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 236 537 -0852-019 thru 025 8099 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 237 537 -0852-019 thru 025 8099 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 238 537 -0852-019 thru 025 8099 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 239 537 -0852-019 thru 025 8099 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 240 537 -0852-019 thru 025 8099 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00

Packet Page 306
5/19/2022
Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
241 537 -0852-019 thru 025 8099 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 242 537 -0852-019 thru 025 8099 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 243 537 -0852-019 thru 025 8099 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 244 537 -0852-019 thru 025 8099 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 245 537 -0852-019 thru 025 8099 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 246 537 -0852-019 thru 025 8099 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 247 537 -0852-019 thru 025 8099 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 248 537 -0852-019 thru 025 8436 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 249 537 -0852-019 thru 025 8436 Lennar Homes MFR 9.00 0.75 6.75 $80.00 $540.00 $540.00 250 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 251 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 252 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 253 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 254 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 255 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 256 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 257 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 258 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 259 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 260 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 261 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 262 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 263 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 264 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 265 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 266 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 267 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 268 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 269 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 270 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 271 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

Packet Page 307
5/19/2022
Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
272 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 273 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 274 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 275 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 276 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 277 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 278 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 279 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 280 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 281 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 282 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 283 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 284 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 285 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 286 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 287 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 288 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 289 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 290 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 291 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 292 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 293 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 294 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 295 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 296 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 297 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 298 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 299 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 300 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 301 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 302 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

Packet Page 308
5/19/2022
Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
303 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 304 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 305 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 306 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 307 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 308 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 309 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 310 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 311 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 312 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 313 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 314 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 315 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 316 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 317 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 318 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 319 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 320 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 321 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 322 537 -0852-019 thru 025 8436 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 323 537 -0852-019 thru 025 8436 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 324 537 -0852-019 thru 025 8436 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 325 537 -0852-019 thru 025 8436 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 326 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 327 537 -0852-019 thru 025 8436 Lennar Homes MFR 7.00 0.75 5.25 $80.00 $420.00 $420.00 328 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 329 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 330 537 -0852-019 thru 025 8436 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 331 537 -0852-019 thru 025 8436 Lennar Homes MFR 4.00 0.75 3.00 $80.00 $240.00 $240.00 332 537 -0852-019 thru 025 8099 Lennar Homes MFR 6.00 0.75 4.50 $80.00 $360.00 $360.00 333 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00

Packet Page 309
5/19/2022
Lot No. APN TRACT OWNER
PARCEL

TYPE UNITS
EDU
FACTOR
TOTAL
EDU'S

RATE PER
EDU
2022-23

MAXIMUM

ASSESSMENT
2022-23

APPLIED

ASSESSMENT
334 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 335 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 336 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 337 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 338 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 339 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 340 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 341 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 342 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 343 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 344 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 345 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 346 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 347 537 -0852-019 thru 025 8099 Lennar Homes SFR 1.00 1.00 1.00 $80.00 $80.00 $80.00 TOTALS: 576.00 508.50 $27,760.00 $40,680.00 $40,680.00

Packet Page 310
5/19/2022
PART D
LANDSCAPING AND LIGHTING DISTRICT NO. 19

METHOD OF APPORTIONMENT OF ASSESSMENT
The total cost of the project, including incidental expenses, and the method of apportionment of assessment are described in detail in each of the Engineer’s Reports, incorporated herein by reference and available in the Office of the Engineer, as follows:

1. Engineer’s Report for Landscaping and Lighting District No. 19 (Zone 1), Tract 8085 (Bayshores), approved by the City Council of the City of Newark pursuant to Resolution No. 10,568.

2. Engineer’s Report for Landscaping and Lighting District No. 19 (Zone 2), Tract 8157 (Lighthouse), Annexation No.1, approved by the City Council of the City of Newark pursuant to Resolution No. 10,692.

3. Engineer’s Report for Landscaping and Lighting District No. 19 (Zone 3), Senior Housing Project (Tract 8157), Annexation No. 2, approved by the City Council of the City of Newark pursuant to Resolution No. 10,694.

4. Engineer’s Report for Landscaping and Lighting District No. 19 (Zone 4), Tract 8098 (Glass Bay), Annexation No. 3, approved by the City Council of the City of Newark pursuant to Resolution No. 10,714.

5. Engineer’s Report for Landscaping and Lighting District No. 19 (Zone 5), Tracts 8099 and 8436 (Bridgeway Development), Annexation No. 4, approved by the City Council of the City of Newark pursuant to Resolution No. 10,920.

Packet Page 311
PART E
LANDSCAPING AND LIGHTING DISTRICT NO. 19

ASSESSMENT DIAGRAMS
See attached Assessment Diagrams for Landscaping & Lighting District No. 19:

Zone 1 – Tract 8085 (Bayshores)
Zone 2 – Tract 8157 (Lighthouse), Annexation No.1
Zone 3 – Newark Senior Housing (Tract 8157), Annexation No. 2 Zone 4- Tract 8098 (Glass Bay), Annexation No. 3
Zone 5 – Tracts 8099 and 8436 (Bridgeway Development), Annexation No. 4 Packet Page 312
Packet Page 313
Packet Page 314
Packet Page 315
Packet Page 316
Packet Page 317
Item  E. 2.

DATE 06/23/2022
TO Honorable Mayor and City Council Members
FROM Soren Fajeau, Public Works Director
SUBJECT    Hearing to consider adopting a resolution for annual levy of assessment in conjunction with Landscaping and Lighting District Nos. 10 and 11

RECOMMENDATION
Staff recommends that the City Council conduct public hearings and, by resolution, approve the diagram and assessments, levy the annual assessments for Landscaping and Lighting District Nos. 10 and 11 for the 2022-2023 fiscal year, and amend the 2022-2024 Biennial Budget.

EXECUTIVE SUMMARY
The City Council previously approved the annual Engineer's Reports and set June 23, 2022 as the date for the public hearings for the annual levy of assessments in conjunction with Landscaping and Lighting District Nos. 10 and 11.  At the conclusion of the public hearings, if a majority protest does not exist for any district, staff recommends adoption of a resolution to approve the diagrams and assessments for each district, levy the annual assessments for each district for fiscal year 2022-2023, and amend the 2022-2024 Biennial Budget.

BACKGROUND
The City of Newark previously completed all necessary proceedings to establish Landscaping and Lighting District Nos. 1, 2, 4, 6, 7, 10, 11, 13, 15, 16, 17, 18 and 19 in order to fund ongoing landscaping and lighting maintenance and improvements at various locations in the City in accordance with the provisions of the Landscaping and Lighting Act of 1972. On April 14, 2022, the City Council initiated proceedings for the levy and collection of annual assessments for each established district and directed staff to prepare and file annual Engineer’s Reports detailing such assessments for the City Council’s consideration. On May 26, 2022, the City Council approved the annual Engineer’s Reports and set June 23, 2022 as the date for the required public hearing to consider the annual levy of assessment for each district.

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DISCUSSION/ANALYSIS
Landscaping and Lighting District No.10 is a consolidated district which includes miscellaneous developments at many locations.  Since this district is for properties responsible for their own maintenance, all property owners for all subdistricts in this district will receive a “zero” assessment for 2022-2023.

Landscaping and Lighting District No. 11 provides for the maintenance of landscaped medians on Edgewater Drive and Parkshore Drive within the Lake Area.  The total assessment for this district as provided in the approved Engineer’s Report is approximately $24,569 for the 2022-2023 fiscal year.  There are a total of 1,127 properties within this district.  The assessment per property is approximately $22, which is the same amount charged per property last year.

FISCAL IMPACT
An amendment to the 2022-2024 Biennial Budget for fiscal year 2022-2023 is necessary to establish the budget and authorize the allocation of all necessary expenditures as identified in the approved annual Engineer’s Report for Landscaping and Lighting District Nos. 10 and 11.

REVIEW AND APPROVAL
Prepared by – Soren Fajeau, Public Works Director
Reviewed by – Kristopher J. Kokotaylo, City Attorney
Approved by – Lenka Hovorka, Assistant City Manager
Attachments
L&L 10 and 11
Engineer's Report - L&L 10
Engineer's Report - L&L 11
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RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

NEWARK CONFIRMING DIAGRAMS AND ASSESSMENTS
AND LEVYING ASSESSMENTS FOR FISCAL YEAR 2022-
2023
ASSESSMENT DISTRICT NOS. 10 and 11
(Pursuant to the Landscaping and Lighting Act of 1972)
WHEREAS, the City Council of the City of Newark (the “City”) previously completed its proceedings in accordance with and pursuant to the Landscaping and Lighting Act of 1972, Part 2, Division 15 of the California Streets and Highways Code (commencing with Section 22500)(the “Act”) to establish the City’s Landscaping and Lighting District Nos. 10 and 11 (the “Districts”); and
WHEREAS, the City has, by previous resolution, declared its intention to hold a Public Hearing concerning the levy and collection of assessments within the Districts; and WHEREAS, a Public Hearing has been held and concluded and notice thereof was duly given in accordance with Section 22626 of the Act or each District; and WHEREAS, at the time and place specified in the Resolution of Intention the City conducted such hearing and considered all objections to the assessments.

The City Council of the City of Newark resolves:

1. Pursuant to Chapter 3 of the Landscaping and Lighting Act of 1972, the City Council, with Resolution No. 11,335, directed the City Engineer, Engineer of Work for Assessment District Nos. 10 and 11, to prepare and file annual reports for fiscal year 2022-2023.

2. The Engineer of Work filed the annual reports on May 26, 2022, and the City Council adopted its resolution of intention, Resolution No. 11,356, to levy and collect assessments within the Landscaping and Lighting Districts for fiscal year 2022-2023 and set a public hearing to be held on June 23, 2022, at 7 p.m. or as soon thereafter as the matter may be heard, in the meeting place of the City Council, 37101 Newark Boulevard, Newark, California, 94560, or by virtual teleconference as published on the City Council agenda at www.newark.org. Notice of the hearing was given in the time and manner required by law.

3. At the public hearing, the City Council afforded to every interested person an opportunity to make a protest to the annual reports either in writing or orally, and the City Council has considered each protest.

4. The City Council hereby confirms the diagrams and assessments as set forth in the previously approved annual reports of the Engineer of Work pursuant to Resolution No. 11,355, and hereby levies the assessments set forth therein for Fiscal Year 2022-2023.

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5. The City Council hereby amends the 2022-2024 Biennial Budget and Capital Improvement Plan for fiscal year 2022-2023 for the funding of levied assessments and the allocation of all necessary expenditures in the approved annual reports of the Engineer of Work for all budgeted line items as identified therein.

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ANNUAL ENGINEER'S REPORT
LANDSCAPING AND LIGHTING DISTRICT NO. 10
The undersigned respectfully submits the enclosed report as directed by the City Council.

DATED: May 26, 2022 SOREN E. FAJEAU, City Engineer
Engineer of Work
By
I HEREBY CERTIFY that the enclosed Annual Engineer's Report, together with Assessment Diagram thereto attached, was filed with me on the 26th day of May , 2022.

SHEILA HARRINGTON, City Clerk
City of Newark
Alameda County, California
By
I HEREBY CERTIFY that the enclosed Annual Engineer's Report, together with Assessment and Assessment Diagram thereto attached, was approved and confirmed by the City Council of the City of Newark, Alameda County, California, on the day of , 2022.

SHEILA HARRINGTON, City Clerk
City of Newark
Alameda County, California
By
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ANNUAL

ENGINEER'S REPORT
LANDSCAPING AND LIGHTING DISTRICT NO. 10

CITY OF NEWARK, ALAMEDA COUNTY

CALIFORNIA
SOREN E. FAJEAU, City Engineer, for Landscaping and Lighting District No. 10, City of Newark, Alameda County, California, makes this Annual Report, as directed by the City Council, pursuant to Section 22785 of the Streets and Highways Code (Landscaping and Lighting Act of 1972).

The improvements which are the subject of this Report are briefly described as follows:
10a. The maintenance of Jarvis Avenue and Lido Boulevard median-island and street landscaping, and lighting adjacent to the boundaries of Tract 5318, Lexington Square.
10b. Maintenance of landscaping and the landscape irrigation system within easement areas adjacent to the public right-of-way on the north side of Central Avenue between the Nimitz Freeway and Timber Street.
10c. Maintenance of landscaping and the landscape irrigation system within easement areas adjacent to the public right-of-way on Morton Avenue for Geomax. 10d. Maintenance of landscaping and the landscape irrigation system within easement areas adjacent to the public right-of-way on Enterprise Court and Enterprise Drive for Parcel 1 of Tentative Parcel Map 5109.
10e. Maintenance of landscaping and the landscape irrigation system adjacent to Cedar Boulevard south of Mowry Avenue for Jiffy Lube.
10f. Maintenance of landscaping and the landscape irrigation system for the apartment complex at the intersection of Rich Avenue and Magnolia Street. 10g. Maintenance of landscaping and the landscape irrigation system within easement areas on Smith Avenue and Cedar Boulevard for the Cedar Boulevard Neighborhood Church.
10h. Maintenance of landscaping and the landscape irrigation system within easement areas for the parcel adjacent to Eucalyptus Grove Park. 10i. Maintenance of landscaping and the landscape irrigation system within easement areas and the public right-of-way on Cherry Street for Thoro Systems. 10j. Maintenance of landscaping and the landscape irrigation system within the public right-of-way and easement areas for the King & Lyons development at Thornton Avenue and Willow Street.

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10k. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Central Avenue for Bay Mirror.
10l. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and easement areas on Cedar Boulevard near Moores Avenue for Empire Tractor.
10m. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Mowry Avenue for the property at the northeast corner of Mowry Avenue and Cedar Boulevard.. 10n. The maintenance of street lighting within the public right-of-way and landscaping and the landscape irrigation system within the public right-of-way and easement areas adjacent to the public right-of-way on Cedar Boulevard and Balentine Drive for TJ Maxx.
10o. The maintenance of street lighting within the public right-of-way and landscaping and the landscape irrigation system within the public right-of-way and the easement areas adjacent to the public right-of-way on Newark Boulevard and Cedar Boulevard for Lido Faire Shopping Center.
10p. The maintenance of street lighting within the public right-of-way and landscaping and the landscape irrigation system within the public right-of-way on Sycamore Street for B.K. Mills.
10q. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Magnolia Street for the Moose Lodge.
10r. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Central Avenue at the Southern Pacific Railroad right-of-way for Leslie Salt Company. 10s. The maintenance of landscaping and the landscape irrigation system within landscape easement areas on Cedar Boulevard at Central Avenue for Parcel 1 of Parcel Map 4073.
10t. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Cedar Boulevard north of Lake Boulevard for Lot 5 of Tract 5361.
10u. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Magnolia Street south of Graham Avenue for Parcel 1 of Parcel Map 6178.
10v. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Smith Avenue west of Cherry Street for Parcel 4 of Parcel Map 1427.

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10w. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Cedar Boulevard and Mowry Avenue for Parcels 1, 2, 3, and 6 of Parcel Map 3028.
10x. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on the cul-de-sac of Enterprise Court at 37569 Enterprise Court.
10y. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Magnolia Street and Graham Avenue at 37088 Magnolia Street (formerly 6963 Graham Avenue). 10z. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on the Thornton Avenue and Locust Street frontage of 37010 Locust Street.
10aa. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Enterprise Drive and Hickory Street at 8610 Enterprise Drive.
10ac. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Thornton Avenue and Sycamore Street at 7275 Thornton Avenue.
10ad. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Thornton Avenue at 6152 Thornton Avenue.
10ae. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Cedar Boulevard south of Mowry Avenue.
10af. The maintenance of landscaping, the landscape irrigation system, and the concrete block wall within the public right-of-way and adjacent easement areas on Mowry Avenue and Cedar Boulevard for the shopping center that includes 5789 Mowry Avenue.
10ag. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Hickory Street at 37137 Hickory Street.
10ah. The maintenance of median-island landscaping and lighting, and street frontage landscaping up to 30 feet in width along all streets within the boundaries of Bridgeway Technology Park on Fircrest Street.
10ai. The maintenance of lighting within public right-of-way and landscaping and landscape irrigation system within easement areas adjacent to the public right-ofway along Dairy Avenue, Newark Boulevard, and Thornton Avenue for the Foxwood condominium project.

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10aj. The maintenance of lighting within public right-of-way and landscaping and landscape irrigation system within easement areas adjacent to the public right-ofway on Magnolia Street, Graham Avenue, and Sycamore Street for the Summerhill Apartments.
10ak. The maintenance of lighting within public right-of-way and landscaping and landscape irrigation system within easement areas adjacent to the public right-ofway on Cherry Street and Dairy Avenue for the Summerhill Apartments. 10al. Maintenance of landscaping, landscape irrigation and lighting within the entire street right-of-way of Potrero Avenue; the easterly portion of Cherry Street, Buena Vista Drive and Parada Street contiguous to Tract 5869; and the easterly portion of Parada Street contiguous to Tract 5810; and the northerly portion of Stevenson Boulevard contiguous to Tract 5810, excluding the median islands within Cherry Street and Stevenson Boulevard.
10am. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and easement areas on Smith Avenue for the Oatey Company. 10an. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Thornton Avenue at Cedar Boulevard for Newark Square shopping center.
10ao. The maintenance and/or construction of landscaping and the irrigation system within the public right-of-way and adjacent easement areas on the Mowry School Road frontage of the property to the rear of Fremont Ford. 10ap. The construction and maintenance of landscaping and an irrigation system within the public right-of-way and adjacent easement areas on Morton Avenue for Morton Salt.
10aq. Construction and maintenance of landscaping and the landscape irrigation system within the public right-of-way and easement areas on the Cedar Boulevard frontage of the shopping center on the northwest corner of Newark Boulevard and Cedar Boulevard.
10ar. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Central Avenue and on Clark Avenue for Matheson Gas.
10as. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Smith Avenue at 6565 Smith Avenue.
10at. The construction and/or maintenance of the Art in Public Places Element required in accordance with Newark City Council Resolution No. 5682 within the public right-of-way and/or adjacent easement areas on Parcels 1 and 2 of Tract 5343. 10au. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Newark Boulevard at 35193 Packet Page 326
Newark Boulevard.
10av. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Cedar Boulevard at 37300 Cedar Boulevard.
10aw. The maintenance and/or construction of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Fircrest Street at Assessor's Parcel No. 537-460-12-3.
10ax. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Enterprise Drive and Willow Street at 8400 Enterprise Drive.
10ay. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Mowry Avenue and Cherry Street.
10az. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Balentine Drive at Parcel 1 of Parcel Map 6692.
10ba. The maintenance and/or construction of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Cherry Street north of Thornton Avenue.
10bb. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Jarvis Avenue and Newark Boulevard.
10bc. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Cherry Street south of Robertson Avenue.
10bd. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement areas on Filbert Street and Central Avenue.
10be. The maintenance of landscaping and the landscape irrigation system within the public right-of-way and adjacent easement along the street frontage on Balentine Drive.

Costs shall include all maintenance and operation costs including normal upkeep, operating expenses, management expenses, replacement and replanting costs.

This report consists of the following:

PART A - Plans and specifications for the improvement.

PART B - An estimate of the cost of improvement.

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PART C - An assessment of the estimated cost of the improvements on each benefited parcel of land within the district.

PART D - Rules for spreading the assessment among the benefited parcels of land.

Respectfully submitted,
SOREN E. FAJEAU
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PART A

PLANS AND SPECIFICATIONS THOUGH BOUND SEPARATELY

ARE FILED AS PART OF THIS REPORT
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 LANDSCAPING AND LIGHTING DISTRICT NO. 10
2022-2023 Fiscal Year
Consolidated (Inactive) District

EXHIBIT B - ANNUAL BUDGET

LANDSCAPE & IRRIGATION SYSTEM COSTS
2021-22 2021-22 2022-23
Budgeted Estimated Proposed
- Contractural Maintenance Costs 0 0 0
- Sweeping 0 0 0
- Irrigation Costs/Water/PG&E 0 0 0
- Irrigation Sprinkler Repairs 0 0 0
- Planting Replacement 0 0 0
- Bid Advertisement 0 0 0
Subtotal $0 $0 $0

OTHER COSTS
- Contingencies 0 0 0
- Computer tape for Alameda County 0 0 0
Subtotal $0 $0 $0
Subtotal $0 $0 $0

INCIDENTAL EXPENSES
- Contract Administration (10%) 0
- Inspection (4%) 0
- Design, Engineering for bids (10%) 0
- Use of existing plans (4%) 0
- Assessment Engineering 0
Subtotal $0
TOTAL ANNUAL COST $0

COLLECTION CHARGES
- Alameda County Collection Charges 0
(Collection Percentage) 1.70%
TOTAL AMOUNT TO BE ASSESSED $0
TOTAL AMOUNT TO BE ASSESSED (ROUNDED) $0
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 LANDSCAPING AND LIGHTING DISTRICT NO. 10
2022-2023 Fiscal Year
Consolidated (Inactive) District

EXHIBIT C - ASSESSMENT ROLL
Note: Total assessment for each parcel is $0.00
L&L Assessor's L&L Assessor's L&L Assessor's
Parcel Parcel No. Parcel Parcel No. Parcel Parcel No.

Zone 10a - Lexington Square
1 92A-2594-1 31 92A-2594-31 61 92A-2594-61
2 92A-2594-2 32 92A-2594-32 62 92A-2594-62
3 92A-2594-3 33 92A-2594-33 63 92A-2594-63
4 92A-2594-4 34 92A-2594-34 64 92A-2594-64
5 92A-2594-5 35 92A-2594-35 65 92A-2594-65
6 92A-2594-6 36 92A-2594-36 66 92A-2594-66
7 92A-2594-7 37 92A-2594-37 67 92A-2594-67
8 92A-2594-8 38 92A-2594-38 68 92A-2594-68
9 92A-2594-9 39 92A-2594-39 69 92A-2594-69
10 92A-2594-10 40 92A-2594-40 70 92A-2594-70
11 92A-2594-11 41 92A-2594-41 71 92A-2594-71
12 92A-2594-12 42 92A-2594-42 72 92A-2594-72
13 92A-2594-13 43 92A-2594-43 73 92A-2594-73
14 92A-2594-14 44 92A-2594-44 74 92A-2594-74
15 92A-2594-15 45 92A-2594-45 75 92A-2594-75
16 92A-2594-16 46 92A-2594-46 76 92A-2594-76
17 92A-2594-17 47 92A-2594-47 77 92A-2594-77
18 92A-2594-18 48 92A-2594-48 78 92A-2594-78
19 92A-2594-19 49 92A-2594-49 79 92A-2594-79
20 92A-2594-20 50 92A-2594-50
21 92A-2594-21 51 92A-2594-51
22 92A-2594-22 52 92A-2594-52
23 92A-2594-23 53 92A-2594-53
24 92A-2594-24 54 92A-2594-54
25 92A-2594-25 55 92A-2594-55
26 92A-2594-26 56 92A-2594-56
27 92A-2594-27 57 92A-2594-57
28 92A-2594-28 58 92A-2594-58
29 92A-2594-29 59 92A-2594-59
30 92A-2594-30 60 92A-2594-60
Zone 10b - Central Avenue at i-880
1 92A-2010-8
2 92A-2010-9
3 92A-2010-10
4 92A-2010-11
5 92A-2010-12
6 92A-2010-13
Zone 10c - Morton Avenue
1 537-751-2
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 2 537-751-3
3 537-751-4
Zone 10d - Enterprise Drive at Enterprise Ct.
1 92-251-15
2 92-251-16
3 92-251-17
4 92-251-18
5 92-251-19
6 92-251-20
7 92-251-21
Zone 10e - Cedar Boulevard south of Mowry Avenue
1 901-188-15
Zone 10f - Rich Avenue at Magnolia Street
1 92-53-2
Zone 10g - Cedar Boulevard at Smith Avenue
1 92A-2375-4-3
Zone 10h - Cedar Boulevard south of Mowry Avenue
1 901-111-7
2 901-111-8
3 901-111-9
Zone 10i - Cherry Street at Smith Avenue
1 92A-2300-6-12
Zone 10j - Thornton Avenue at Willow Street
1 92-100-11-4
Zone 10k - Central Avenue opposite Sycamore Street
1 92A-2165-14
Zone 10l - Cedar Boulevard at Moores Avenue
1 92A-2585-12-1
2 92A-2585-31
Zone 10m - Mowry Avenue at Cedar Boulevard
1 92A-2549-67
2 92A-2549-68
Zone 10n - Cedar Boulevard at Balentine Drive
1 901-111-5
Zone 10o - Lido Faire Shopping Center
1 92A-601-8-2
Zone 10p - Sycamore Street at SPRR
1 92-68-5
Zone 10q - Magnolia Street at Rich Avenue
1 92-52-1-4
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10r - Cargill Salt Company
1 537-751-7
Zone 10s - Cedar Boulevard north of Central Avenue
1 92A-2010-8
Zone 10t - Holy Redeemer Church
1 92A-750-8
Zone 10u - Magnolia Street south of Graham Avenue
1 92-61-13
Zone 10v - Evergreen Oil Company
1 92A-2300-10-3
Zone 10w - Cedar Boulevard south of Mowry Avenue
1 901-188-1
2 901-188-2
3 901-188-3
4 901-188-4
5 901-188-5
6 901-188-8
Zone 10x - Enterprise Court
1 92-251-10
Zone 10y - Magnolia Street at Graham Avenue
1 92-52-17-2
Zone 10z - Thornton Avenue at Locust Street
1 92-126-20
Zone 10aa - Enterprise Drive west of Willow Street
1 92-115-5
Zone 10ab - Inland Container Co.
1 92A-2000-1-6
2 92A-1115-1-7
3 92A-1110-1-1
Zone 10 ac - Thornton Avenue at Sycamore Street
1 92-32-11-02
Zone 10ad - Thornton Avenue west of Newark Boulevard
1 92A-1036-31-2
Zone 10ae - Cedar Boulevard south of Mowry Avenue
1 901-188-7
Zone 10 af - Mowry Avenue opposite Newpark Mall
1 92A-2587-4
Zone 10 ag - Hickory Street
1 537-555-25
2 537-555-26
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10ah - Fircrest Street
1 537-460-13
2 537-460-14
3 537-460-15
4 537-460-16
5 537-460-17
6 537-460-18
7 537-460-19
8 537-460-20
9 537-460-21
10 537-460-22
11 537-460-23
12 537-460-24
13 537-460-25 (Por)
14 537-500-4
15 537-500-5
16 537-500-6
17 537-500-7
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10ai - Foxwood

L&L APN L&L APN L&L APN
Parcel No. Parcel No. Parcel No.
1 92A-2595-14 41 92A-2595-56 81 92A-2595-98
2 92A-2595-15 42 92A-2595-57 82 92A-2595-100
3 92A-2595-16 43 92A-2595-58 83 92A-2595-101
4 92A-2595-17 44 92A-2595-59 84 92A-2595-102
5 92A-2595-18 45 92A-2595-60 85 92A-2595-103
6 92A-2595-19 46 92A-2595-61 86 92A-2595-104
7 92A-2595-20 47 92A-2595-62 87 92A-2595-105
8 92A-2595-21 48 92A-2595-63 88 92A-2595-106
9 92A-2595-22 49 92A-2595-64 89 92A-2595-107
10 92A-2595-23 50 92A-2595-65 90 92A-2595-108
11 92A-2595-24 51 92A-2595-67 91 92A-2595-109
12 92A-2595-25 52 92A-2595-68 92 92A-2595-110
13 92A-2595-26 53 92A-2595-69 93 92A-2595-111
14 92A-2595-27 54 92A-2595-70 94 92A-2595-112
15 92A-2595-28 55 92A-2595-71 95 92A-2595-113
16 92A-2595-29 56 92A-2595-72 96 92A-2595-114
17 92A-2595-30 57 92A-2595-73 97 92A-2595-115
18 92A-2595-31 58 92A-2595-74 98 92A-2595-116
19 92A-2595-32 59 92A-2595-75 99 92A-2595-117
20 92A-2595-33 60 92A-2595-76 100 92A-2595-118
21 92A-2595-34 61 92A-2595-77 101 92A-2595-119
22 92A-2595-35 62 92A-2595-78 102 92A-2595-120
23 92A-2595-36 63 92A-2595-79 103 92A-2595-121
24 92A-2595-37 64 92A-2595-80 104 92A-2595-122
25 92A-2595-39 65 92A-2595-81 105 92A-2595-123
26 92A-2595-40 66 92A-2595-82 106 92A-2595-124
27 92A-2595-41 67 92A-2595-84 107 92A-2595-126
28 92A-2595-42 68 92A-2595-85 108 92A-2595-127
29 92A-2595-43 69 92A-2595-86 109 92A-2595-128
30 92A-2595-44 70 92A-2595-87 110 92A-2595-129
31 92A-2595-45 71 92A-2595-88 111 92A-2595-130
32 92A-2595-46 72 92A-2595-89 112 92A-2595-131
33 92A-2595-47 73 92A-2595-90 113 92A-2595-132
34 92A-2595-48 74 92A-2595-91 114 92A-2595-133
35 92A-2595-49 75 92A-2595-92 115 92A-2595-134
36 92A-2595-50 76 92A-2595-93 116 92A-2595-135
37 92A-2595-51 77 92A-2595-94 117 92A-2595-137
38 92A-2595-52 78 92A-2595-95 118 92A-2595-138
39 92A-2595-54 79 92A-2595-96 119 92A-2595-139
40 92A-2595-55 80 92A-2595-97 120 92A-2595-140
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10ai - Foxwood (Cont)

L&L APN L&L APN L&L APN
Parcel No. Parcel No. Parcel No.
121 92A-2595-141 151 92A-2595-173 181 92A-2595-205
122 92A-2595-142 152 92A-2595-174 182 92A-2595-206
123 92A-2595-143 153 92A-2595-176 183 92A-2595-207
124 92A-2595-144 154 92A-2595-177
125 92A-2595-145 155 92A-2595-178
126 92A-2595-146 156 92A-2595-179
127 92A-2595-147 157 92A-2595-180
128 92A-2595-148 158 92A-2595-181
129 92A-2595-149 159 92A-2595-182
130 92A-2595-151 160 92A-2595-183
131 92A-2595-152 161 92A-2595-184
132 92A-2595-153 162 92A-2595-185
133 92A-2595-154 163 92A-2595-186
134 92A-2595-155 164 92A-2595-187
135 92A-2595-156 165 92A-2595-188
136 92A-2595-157 166 92A-2595-189
137 92A-2595-158 167 92A-2595-190
138 92A-2595-160 168 92A-2595-191
139 92A-2595-161 169 92A-2595-192
140 92A-2595-162 170 92A-2595-193
141 92A-2595-163 171 92A-2595-194
142 92A-2595-164 172 92A-2595-196
143 92A-2595-165 173 92A-2595-197
144 92A-2595-166 174 92A-2595-198
145 92A-2595-167 175 92A-2595-199
146 92A-2595-168 176 92A-2595-200
147 92A-2595-169 177 92A-2595-201
148 92A-2595-170 178 92A-2595-202
149 92A-2595-171 179 92A-2595-203
150 92A-2595-172 180 92A-2595-204
Zone 10aj - Sycamore Street at Graham Avenue
1 92-53-5
Zone 10ak - Cherry Street north of Thornton Avenue
1 92A-919-28-2
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10al - Nantuckett Commons
1 901-193-215 36 901-193-250 71 901-193-285
2 901-193-216 37 901-193-251 72 901-193-286
3 901-193-217 38 901-193-252 73 901-193-287
4 901-193-218 39 901-193-253 74 901-193-288
5 901-193-219 40 901-193-254 75 901-193-289
6 901-193-220 41 901-193-255 76 901-193-290
7 901-193-221 42 901-193-256 77 901-193-291
8 901-193-222 43 901-193-257 78 901-193-292
9 901-193-223 44 901-193-258 79 901-193-293
10 901-193-224 45 901-193-259 80 901-193-294
11 901-193-225 46 901-193-260 81 901-193-295
12 901-193-226 47 901-193-261 82 901-193-296
13 901-193-227 48 901-193-262 83 901-193-297
14 901-193-228 49 901-193-263 84 901-193-298
15 901-193-229 50 901-193-264 85 901-193-299
16 901-193-230 51 901-193-265 86 901-193-300
17 901-193-231 52 901-193-266 87 901-193-301
18 901-193-232 53 901-193-267 88 901-193-302
19 901-193-233 54 901-193-268 89 901-193-303
20 901-193-234 55 901-193-269 90 901-193-304
21 901-193-235 56 901-193-270 91 901-193-305
22 901-193-236 57 901-193-271 92 901-193-306
23 901-193-237 58 901-193-272 93 901-193-307
24 901-193-238 59 901-193-273 94 901-193-308
25 901-193-239 60 901-193-274 95 901-193-309
26 901-193-240 61 901-193-275 96 901-193-310
27 901-193-241 62 901-193-276 97 901-193-311
28 901-193-242 63 901-193-277 98 901-193-312
29 901-193-243 64 901-193-278 99 901-193-313
30 901-193-244 65 901-193-279 100 901-193-314
31 901-193-245 66 901-193-280
32 901-193-246 67 901-193-281
33 901-193-247 68 901-193-282
34 901-193-248 69 901-193-283
35 901-193-249 70 901-193-284
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10al - Nantuckett Commons (cont)
101 901-193-315 151 901-193-365 201 901-193-415
102 901-193-316 152 901-193-366 202 901-193-416
103 901-193-317 153 901-193-367 203 901-193-417
104 901-193-318 154 901-193-368 204 901-193-418
105 901-193-319 155 901-193-369 205 901-193-419
106 901-193-320 156 901-193-370 206 901-193-420
107 901-193-321 157 901-193-371 207 901-193-421
108 901-193-322 158 901-193-372 208 901-193-422
109 901-193-323 159 901-193-373 209 901-193-423
110 901-193-324 160 901-193-374 210 901-193-424
111 901-193-325 161 901-193-375 211 901-193-425
112 901-193-326 162 901-193-376 212 901-193-426
113 901-193-327 163 901-193-377 213 901-193-427
114 901-193-328 164 901-193-378 214 901-193-428
115 901-193-329 165 901-193-379 215 901-193-429
116 901-193-330 166 901-193-380 216 901-193-430
117 901-193-331 167 901-193-381 217 901-193-431
118 901-193-332 168 901-193-382 218 901-193-432
119 901-193-333 169 901-193-383 219 901-193-433
120 901-193-334 170 901-193-384 220 901-193-434
121 901-193-335 171 901-193-385 221 901-193-435
122 901-193-336 172 901-193-386 222 901-193-436
123 901-193-337 173 901-193-387 223 901-193-437
124 901-193-338 174 901-193-388 224 901-193-438
125 901-193-339 175 901-193-389 225 901-193-439
126 901-193-340 176 901-193-390 226 901-193-440
127 901-193-341 177 901-193-391 227 901-193-441
128 901-193-342 178 901-193-392 228 901-193-442
129 901-193-343 179 901-193-393 229 901-193-443
130 901-193-344 180 901-193-394 230 901-193-444
131 901-193-345 181 901-193-395 231 901-193-445
132 901-193-346 182 901-193-396 232 901-193-446
133 901-193-347 183 901-193-397 233 901-193-447
134 901-193-348 184 901-193-398 234 901-193-448
135 901-193-349 185 901-193-399 235 901-193-449
136 901-193-350 186 901-193-400 236 901-193-450
137 901-193-351 187 901-193-401 237 901-193-451
138 901-193-352 188 901-193-402 238 901-193-452
139 901-193-353 189 901-193-403 239 901-193-453
140 901-193-354 190 901-193-404 240 901-193-454
141 901-193-355 191 901-193-405 241 901-193-455
142 901-193-356 192 901-193-406 242 901-193-456
143 901-193-357 193 901-193-407 243 901-193-457
144 901-193-358 194 901-193-408 244 901-193-458
145 901-193-359 195 901-193-409 245 901-193-459
146 901-193-360 196 901-193-410 246 901-193-460
147 901-193-361 197 901-193-411 247 901-193-461
148 901-193-362 198 901-193-412 248 901-193-462
149 901-193-363 199 901-193-413 249 901-193-463
150 901-193-364 200 901-193-414 250 901-193-464
Zone 10al - Nantuckett Commons (cont)
251 901-193-465 301 901-193-515 351 901-193-565
252 901-193-466 302 901-193-516 352 901-193-566
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 253 901-193-467 303 901-193-517 353 901-193-567
254 901-193-468 304 901-193-518 354 901-193-568
255 901-193-469 305 901-193-519 355 901-193-569
256 901-193-470 306 901-193-520 356 901-193-570
257 901-193-471 307 901-193-521 357 901-193-571
258 901-193-472 308 901-193-522 358 901-193-572
259 901-193-473 309 901-193-523 359 901-193-573
260 901-193-474 310 901-193-524 360 901-193-574
261 901-193-475 311 901-193-525 361 901-193-575
262 901-193-476 312 901-193-526 362 901-193-576
263 901-193-477 313 901-193-527 363 901-193-577
264 901-193-478 314 901-193-528 364 901-193-578
265 901-193-479 315 901-193-529 365 901-193-579
266 901-193-480 316 901-193-530 366 901-193-580
267 901-193-481 317 901-193-531 367 901-193-581
268 901-193-482 318 901-193-532 368 901-193-582
269 901-193-483 319 901-193-533 369 901-193-583
270 901-193-484 320 901-193-534 370 901-193-584
271 901-193-485 321 901-193-535 371 901-193-585
272 901-193-486 322 901-193-536 372 901-193-586
273 901-193-487 323 901-193-537 373 901-193-587
274 901-193-488 324 901-193-538 374 901-193-588
275 901-193-489 325 901-193-539 375 901-193-589
276 901-193-490 326 901-193-540 376 901-193-590
277 901-193-491 327 901-193-541 377 901-193-591
278 901-193-492 328 901-193-542 378 901-193-592
279 901-193-493 329 901-193-543 379 901-193-593
280 901-193-494 330 901-193-544 380 901-193-594
281 901-193-495 331 901-193-545 381 901-193-595
282 901-193-496 332 901-193-546 382 901-193-596
283 901-193-497 333 901-193-547 383 901-193-597
284 901-193-498 334 901-193-548 384 901-193-598
285 901-193-499 335 901-193-549 385 901-193-599
286 901-193-500 336 901-193-550 386 901-193-600
287 901-193-501 337 901-193-551 387 901-193-601
288 901-193-502 338 901-193-552 388 901-193-602
289 901-193-503 339 901-193-553 389 901-193-603
290 901-193-504 340 901-193-554 390 901-193-604
291 901-193-505 341 901-193-555 391 901-193-605
292 901-193-506 342 901-193-556 392 901-193-606
293 901-193-507 343 901-193-557 393 901-193-607
294 901-193-508 344 901-193-558 394 901-193-608
295 901-193-509 345 901-193-559 395 901-193-609
296 901-193-510 346 901-193-560 396 901-193-610
297 901-193-511 347 901-193-561 397 901-193-611
298 901-193-512 348 901-193-562 398 901-193-612
299 901-193-513 349 901-193-563 399 901-193-613
300 901-193-514 350 901-193-564 400 901-193-614
Zone 10al - Nantuckett Commons (cont)
401 901-193-615 451 901-193-665 501 901-193-715
402 901-193-616 452 901-193-666 502 901-193-716
403 901-193-617 453 901-193-667 503 901-193-717
404 901-193-618 454 901-193-668 504 901-193-718
405 901-193-619 455 901-193-669 505 901-193-719
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 406 901-193-620 456 901-193-670 506 901-193-720
407 901-193-621 457 901-193-671 507 901-193-721
408 901-193-622 458 901-193-672 508 901-193-722
409 901-193-623 459 901-193-673 509 901-193-723
410 901-193-624 460 901-193-674 510 901-193-724
411 901-193-625 461 901-193-675 511 901-193-725
412 901-193-626 462 901-193-676 512 901-193-726
413 901-193-627 463 901-193-677 513 901-193-727
414 901-193-628 464 901-193-678 514 901-193-728
415 901-193-629 465 901-193-679 515 901-193-729
416 901-193-630 466 901-193-680 516 901-193-730
417 901-193-631 467 901-193-681 517 901-193-731
418 901-193-632 468 901-193-682 518 901-193-732
419 901-193-633 469 901-193-683 519 901-193-733
420 901-193-634 470 901-193-684 520 901-193-734
421 901-193-635 471 901-193-685 521 901-193-735
422 901-193-636 472 901-193-686 522 901-193-736
423 901-193-637 473 901-193-687 523 901-193-737
424 901-193-638 474 901-193-688 524 901-193-738
425 901-193-639 475 901-193-689 525 901-193-739
426 901-193-640 476 901-193-690 526 901-193-740
427 901-193-641 477 901-193-691 527 901-193-741
428 901-193-642 478 901-193-692 528 901-193-742
429 901-193-643 479 901-193-693 529 901-193-743
430 901-193-644 480 901-193-694 530 901-193-744
431 901-193-645 481 901-193-695 531 901-193-745
432 901-193-646 482 901-193-696 532 901-193-746
433 901-193-647 483 901-193-697 533 901-193-747
434 901-193-648 484 901-193-698 534 901-193-748
435 901-193-649 485 901-193-699 535 901-193-749
436 901-193-650 486 901-193-700 536 901-193-750
437 901-193-651 487 901-193-701 537 901-193-751
438 901-193-652 488 901-193-702 538 901-193-752
439 901-193-653 489 901-193-703 539 901-193-753
440 901-193-654 490 901-193-704 540 901-193-754
441 901-193-655 491 901-193-705 541 901-193-755
442 901-193-656 492 901-193-706 542 901-193-756
443 901-193-657 493 901-193-707 543 901-193-757
444 901-193-658 494 901-193-708 544 901-193-758
445 901-193-659 495 901-193-709 545 901-193-759
446 901-193-660 496 901-193-710 546 901-193-760
447 901-193-661 497 901-193-711 547 901-193-761
448 901-193-662 498 901-193-712 548 901-193-762
449 901-193-663 499 901-193-713 549 901-193-763
450 901-193-664 500 901-193-714 550 901-193-764
Zone 10al - Nantuckett Commons (cont)
551 901-193-765
552 901-193-766
553 901-193-767
554 901-193-768
555 901-193-769
556 901-193-770
557 901-193-771
558 901-193-772
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 559 901-193-773
560 901-193-774
561 901-193-775
562 901-193-776
No Assessment (Common Areas)
563 901-191-5
564 901-191-6
565 901-191-7
566 901-192-5
567 901-192-6
Zone 10am - Oatey Company
1 92A-2300-12-2
Zone 10an - Newark Square Shopping Center
1 92A-1006-7
2 92A-1006-12
3 92A-1006-13
Zone 10ao - Mowry School Road
1 901-111-2
Zone 10ap - Morton Salt Company
1 537-751-6
Zone 10aq - Lido Faire Shopping Center
1 92A-601-8-2
Zone 10ar - Matheson Gas
1 92-73-11
Zone 10as - Smith Avenue West of Cherry Street
1 92A-2300-1-26
Zone 10at - Overlake Place
1 537-460-13
2 537-460-14
Zone 10au - Long John Silvers
1 92A-601-5
Zone 10at - Cedar Boulevard s/o SPRR
1 92A-2010-4
2 92A-2010-5
3 92A-2010-6
4 92A-2010-7
Zone 10aw - Fircrest Street
1 537-460-12-3
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h:\aafiles\LL Districts\Annual Budgets\2022 LL10 Final - 5/18/2022 Zone 10ax - Enterprise Drive at Willow Street
1 92-116-58
Zone 10ay - Mowry Avenue at Cherry Street
1 92A-2500-6
2 92A-2500-7
3 92A-2500-8
4 92A-2500-9
Zone 10az - Singer Buick/Cadillac
1 901-195-31
Zone 10ba - Cherry Street north of Thrornton Avenue
1 92-29-10-2
2 92-29-11-2
Zone 10bb - Chevron/Newark Boulevard at Jarvis Avenue
1 92A-601-1-57
Zone 10bc - Cherry Street south of Robertson Avenue
1 92A-2300-20
Zone 10bd - Filbert Street at Central Avenue
1 92-155-18
Zone 10be - Saturn of Newark
1 901-195-33
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PART D
LANDSCAPING AND LIGHTING DISTRICT NO. 10

METHOD OF APPORTIONMENT OF ASSESSMENT
The total cost of the project, including incidental costs, will be spread on the basis of frontage to each property in the district fronting the work to be done.

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ANNUAL ENGINEER'S REPORT
LANDSCAPING AND LIGHTING DISTRICT NO. 11
The undersigned respectfully submits the enclosed report as directed by the City Council.

DATED: May 26, 2022 SOREN E. FAJEAU, City Engineer
Engineer of Work
By
I HEREBY CERTIFY that the enclosed Annual Engineer's Report, together with Assessment Diagram thereto attached, was filed with me on the 26th day of May , 2022.

SHEILA HARRINGTON, City Clerk
City of Newark
Alameda County, California
By
I HEREBY CERTIFY that the enclosed Annual Engineer's Report, together with Assessment and Assessment Diagram thereto attached, was approved and confirmed by the City Council of the City of Newark, Alameda County, California, on the day of , 2022.

SHEILA HARRINGTON, City Clerk
City of Newark
Alameda County, California
By
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ANNUAL

ENGINEER'S REPORT
LANDSCAPING AND LIGHTING DISTRICT NO. 11

CITY OF NEWARK, ALAMEDA COUNTY

CALIFORNIA
SOREN E. FAJEAU, City Engineer, for Landscaping and Lighting District No. 11, City of Newark, Alameda County, California, makes this Annual Report, as directed by the City Council, pursuant to Section 22785 of the Streets and Highways Code (Landscaping and Lighting Act of 1972).

The improvements which are the subject of this Report are briefly described as follows:
a. The maintenance of landscaped medians on Edgewater Drive, Lake Boulevard and Parkshore Drive. Cost shall include all maintenance and operational costs including normal upkeep, operating expenses, management expenses, replacement and replanting costs.

This report consists of the following:

PART A - Plans and specifications for the improvement.

PART B - An estimate of the cost of improvement.

PART C - An assessment of the estimated cost of the improvements on each benefited parcel of land within the district.

PART D - Rules for spreading the assessment among the benefited parcels of land.

PART E - An assessment diagram showing each parcel of land within the assessment district.

Respectfully submitted,
SOREN E. FAJEAU
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PART A

PLANS AND SPECIFICATIONS THOUGH BOUND SEPARATELY

ARE FILED AS PART OF THIS REPORT
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h:\aafiles\LL Districts\Annual Budgets\L&L 11 2022-23 Budget - 5/20/2022 LANDSCAPING AND LIGHTING DISTRICT NO. 11
2022-23 FISCAL YEAR
LAKE AREA - Edgewater & Parkshore Drive Medians

EXHIBIT B - ANNUAL BUDGET

CASH BALANCE CALCULATION
- Cash Balance $108,678
- Other Revenue - LARA $0
- Unencumbered Anticipated Expenses this Fiscal Year
Other Contractual Costs $0
Extra Work (Contractor) $0
Extra Work (City Forces) $0
Budget Adjustment $0
Water $0
Administration Costs ($1,800)
Ala. Cty. Collection Costs ($745)
- Less Reserve Fund ($40,000)
Total Carryover/deficit: $66,133
2021-22 2021-22 2022-23
Budgeted Estimated Proposed

LANDSCAPE & IRRIGATION SYSTEM COSTS
- Contractural Maintenance Costs 14,000 16,128 18,000
Parkshore and Edgewater Median Landscaping
- Jarvis Avenue Landscaping 2,250 0 2,300
- Extra Work - 8,000 0 8,000
- Irrigation Costs/Water/PG&E 500 300 450
- Irrigation Sprinkler Repairs (Battery Replacement) 1,000 0 1,000 - Planting Replacement 54,000 0 51,850
- Bid Advertisement 0
Subtotal $79,750 $16,428 $81,600

OTHER COSTS
- Contingencies 0 0 0
- Assessment District Consultant Review 150 150 150
Subtotal $150 $150 $150
Subtotal $79,900 $16,578 $81,750
Carryover/deficit $66,133
Subtotal $15,617
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h:\aafiles\LL Districts\Annual Budgets\L&L 11 2022-23 Budget - 5/20/2022 Note: Following questions will insert appropriate costs into Incidental Expenses:

Contract to be bid (Y/N)? N

INCIDENTAL EXPENSES
- Contract Administration (10%) 0
- Inspection (8%) 6,540
- PS&E for bids (8%) 0
- Assessment Engineering 2,000
Subtotal $8,540
TOTAL ANNUAL COST $24,157

COLLECTION CHARGES
- Alameda County Collection Charges 411
(Collection Percentage) 1.70%
TOTAL AMOUNT TO BE ASSESSED $24,568
TOTAL AMOUNT TO BE ASSESSED (ROUNDED) $24,600
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h:\aafiles\LL Districts\Annual Budgets\L&L 11 2022-23 Budget - 5/18/2022 LANDSCAPING AND LIGHTING DISTRICT NO. 11
2022-23 FISCAL YEAR
LAKE AREA - Edgewater & Parkshore Drive Medians

EXHIBIT C - ASSESSMENT ROLL
Assessment Amount per Parcel w/o Collection Charge - $21.44 Collection Charge per Parcel - $0.36
Total Assessment Amount per Parcel - $21.80
Total Number of Parcels - 1,127
Total w/o Collection Charge $24,157.92
Total Collection Charge - $410.68
Total Assessment Amount - $24,568.60
Maximum Amount per Parcel per Proposition 218 Limits - $25.00 Packet Page 349
PART D
LANDSCAPING AND LIGHTING DISTRICT NO. 11

METHOD OF APPORTIONMENT OF ASSESSMENT
The total cost of the project, including incidental expenses, will be spread equally to each property in the district.

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Item  E. 3.

DATE 06/23/2022
TO Honorable Mayor and City Council Members
FROM Krysten Lee, Finance Director
SUBJECT    Adopt a resolution approving the 2022-2024 Biennial Budget and Capital Improvement Plan

RECOMMENDATION
Staff recommends that the City Council, by resolution, adopt the 2022-2024 Biennial Budget and Capital Improvement Plan for the City of Newark for FY 2023 and FY 2024 and provide for the post-auditing of paid demands certified or approved as confirming such approved budget.

EXECUTIVE SUMMARY
Staff is submitting the 2022-2024 Biennial Budget and Capital Improvement Plan to the City Council for adoption.  The attached 2022-2024 Biennial Budget and Capital Improvement Plan includes the action plan objectives to be accomplished during the upcoming fiscal years and was prepared pursuant to the City Council’s strategic priorities and aligns with the City’s five-year financial forecast.

BACKGROUND
The City maintains fiscally prudent budgeting practices of balancing ongoing expenditures with ongoing revenues and adopting balanced operating budgets. The budget planning process is the primary tool used in identifying the City department’s goals and allocating financial resources necessary to achieve them. Accordingly, the budget process includes early City Council involvement in setting major policy goals and priorities as articulated in this document.  Each department is responsible for reviewing service level needs, establishing priorities, and developing a budget plan.

The 2022-2024 Biennial Budget and Capital Improvement Plan have been discussed at several Council Meetings and is the product of City Council and Staff’s collective efforts to produce the spending plan for FY 2023 and FY 2024.

DISCUSSION/ANALYSIS
The 2022-2024 Biennial Budget and Capital Improvement Plan have been discussed at several Council meetings. Those meetings included the following:
• On March 10, a budget work session was presented to Council where various items were discussed.  These items included the pandemic’s impact on the budget, economic trends and inflation, financial updates and the five-year forecast, department priorities, Packet Page 359
CalPERS, and the budget process; and
• On May 19, staff presented an overview of the FY 2023 and FY 2024 CIP to City Council and the City Council adopted resolutions approving the 2022-2024 Capital Improvement Plan with project funding recommendations. The resolutions were final approval for the 2022-2024 CIP for final adoption with the Biennial Budget; and • On May 26, staff presented to the Council a draft 2022-2024 Biennial Budget without the CIP.

The attached 2022-2024 Biennial Budget and CIP incorporates City Council direction provided throughout the process described above.

The proposed resolution adopting the 2022-2024 Biennial Budget and Capital Improvement Plan provides for expenditures by specific appropriations.

FISCAL IMPACT
The City’s spending plan for FY 2023 and FY 2024 is detailed in the 2022-2024 Biennial Budget and Capital Improvement Plan for each department and capital project.

Subsequent changes to the adopted budget, as a result of unanticipated events, will be presented separately as budget amendments for City Council approval.

REVIEW AND APPROVAL
Prepared by – Krysten Lee, Finance Director
Reviewed by – Kristopher J. Kokotaylo, City Attorney
Approved by – David J. Benoun, City Manager
Attachments
Resolution Biennial Budget
2022-2024 Biennial Budget FINAL
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RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

NEWARK APPROVING AND ADOPTING A BUDGET AND

A CAPITAL IMPROVEMENT PLAN FOR THE CITY OF
NEWARK FOR FISCAL YEARS 2023 AND 2024 AND

PROVIDING FOR THE POST-AUDITING OF PAID

DEMANDS CERTIFIED OR APPROVED AS CONFORMING

TO SUCH APPROVED BUDGET
WHEREAS, the City Council of the City of Newark desires to establish a Biennial Budget and Capital Improvement Plan of the City of Newark for Fiscal Years 2023 and 2024; and WHEREAS, the City Council has reviewed and considered the Biennial Budget and Capital Improvement Plan and has received input from the public; and WHEREAS, the City Council adopted resolutions providing final approval of the 2022- 2024 Capital Improvement Plan with project funding recommendations for final adoption with the Biennial Budget; and
WHEREAS, the City Manager has prepared a balanced budget which provides for organizational adjustments and allocation of resources in a manner which aligns with available resources; and
WHEREAS, the City Council is required to adopt a budget before the Fiscal Year begins on July 1, 2022.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark as follows:

Section 1. The City of Newark, California, Biennial Budget 2022-2024 and Capital Improvement Plan for Fiscal Years 2023 and 2024, a copy of which is attached hereto and made a part hereof, and which is designated as Exhibit “A,” is hereby adopted and approved.

Section 2. Pursuant to Sections 37201 and 37202 of the Government Code of the State of California, demands against the City for money or damages shall be audited by the Finance Director and thereafter submitted to this City Council for approval or rejection prior to payment, either separately or in a register of audited demands, and shall have attached thereto an affidavit or certificate of the Finance Director certifying as to the accuracy of the demands and the availability of funds for payment thereof; provided, however, that pursuant to Sections 37207 and 37208 of the California Government Code properly approved and certified payroll warrants need not be audited by this City Council prior to payment when such payrolls are included in the register of audited Packet Page 361
demands presented to this City Council at the first meeting after delivery of such warrants; and provided further, however, that pursuant to Section 37208 of the Government Code of the State of California, warrants may be drawn and delivered in payment of demands certified or approved by the Finance Director as conforming to the detailed authorized expenditures set forth in that certain document entitled “City of Newark, California, Biennial Budget 2022-2024 and Capital Improvement Plan,” a copy of which is on file in the Office of the City Clerk and which is hereby approved and adopted, even though such demands and warrants have not been audited by this City Council prior to payment, so long as such budgeted paid demands are presented to this City Council for ratification and approval in the register of audited demands presented at the first meeting after delivery of such warrants.

Section 3. Within any specific appropriation set forth in Exhibit A, the “City of Newark, California, Biennial Budget 2022-2024 and Capital Improvement Plan,” sums may be transferred from one activity to another upon approval by the City Manager, and thereafter payments may be made in accordance with the procedures set forth in the preceding Section 2.

Section 4. The Finance Director and the Accounting Manager are hereby authorized to cause to be transferred, at such times as are appropriate, those amounts designed as transfers in the budget, in consideration of the balances of funds affected and the fact of services furnished or expenses incurred.

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BIENNIAL 2023-2024
& Capital Improvement Plan
City of Newark, California
Biennial Budget
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Alan L. Nagy
Mayor
Michael K. Hannon
Vice Mayor
Maria “Sucy” Collazo
Council Member
Mike Bucci
Council Member
Luis L. Freitas
Council Member
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s EXECUTIVE TEAM

CITY MANAGER
David Benoun

ASSISTANT CITY MANAGER
Lenka Hovorka

COMMUNITY DEVELOPMENT DIRECTOR
Steven Turner

FINANCE DIRECTOR
Krysten Lee

FIRE CHIEF
William McDonald

POLICE CHIEF
Gina Anderson

PUBLIC WORKS DIRECTOR
Soren Fajeau

HUMAN RESOURCES DIRECTOR
Jennifer Solito
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s ORGANIZATION CHART
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TABLE OF CONTENTS
Introduction
City Council Members .................................................................................................................. i City Staff & Executive Team ........................................................................................................ii City Organization Chart ..............................................................................................................iii Table of Contents ..................................................................................................................... v-x Mission Statement & Core Values ........................................................................................... 1-3 City Manager Transmittal Letter ............................................................................................. 4-8 Budget Overview
Biennial Budget ..................................................................................................................... 9-10 Basis of Budgeting .................................................................................................................... 11 Budget Cycle ............................................................................................................................. 12 Five Year Forecast
Five Year Forecast Overview .................................................................................................... 13 Critical Issues and Strategies ............................................................................................... 14-17 Other Budget and Financial Issues ..................................................................................... 18-23 Economic and Financial Forecast ........................................................................................ 24-37 Five Year Forecast ..................................................................................................................... 38 Development Forecast ........................................................................................................ 39-44 Budget Structure
General Fund and Cost Centers .......................................................................................... 45-46 How To Read the Budget Summary .................................................................................... 48-49 Budget Structure ...................................................................................................................... 50 Account Code Descriptions ...................................................................................................... 51 Packet Page 368
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TABLE OF CONTENTS
Summary Tables, Charts & Graphs
Historical Fund Balances ........................................................................................................... 52 Revenue
Summary of Budget Revenues ............................................................................................ 53-55 Revenue Graphs .................................................................................................................. 56-57 Summary of Budget Revenues by General and Cost Center Funds FY 2023 ....................... 58-59 Summary of Budget Revenues by General and Cost Center Funds FY 2024 ...................... 60-61 Expenditures
Expenditures Graphs ........................................................................................................... 62-63 Summary of Budgeted Expenditures ................................................................................... 64-67 5 years Revenue ..................................................................................................................................... 68 5 years Expenditures .............................................................................................................................. 69 Summary Cost Center Fund Revenue & Expenditures ........................................................ 70-71 Personnel
Authorized & Funded Full-Time and Regular Part-Time Position & Full-Time Equivalents/Contractual ...................................................................................................... 72-75 Breakdown of Full-Time Equivalents (Part-time Seasonal & Temporary) ........................... 76-77 General Fund
Department Mission Statements and Key Objectives ........................................................................... 79 General Government / Management & Support Services Summary ....................................... 80 General Government

10.010.100 Mayor-Council ....................................................................................................... 81

13.013.130 City Clerk ................................................................................................................ 82

15.015.150 City Attorney ......................................................................................................... 83 Packet Page 369
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TABLE OF CONTENTS
Management Support Services

20.020.200 City Manager’s Office ............................................................................................ 84 Department Mission Statements and Key Objectives ........................................................................... 85

21.021.210 Information Technology Department ................................................................................. 86 Department Mission Statements and Key Objectives ............................................................. 87

22.022.220 Human Resources Services ................................................................................... 88 Department Mission Statements and Key Objectives ........................................................................... 89

80.080.800 Finance Department .............................................................................................. 90 Economic Development and Library
Department Mission Statements and Key Objectives ............................................................. 91 Economic Development and Library Summary......................................................................... 92

50.051.510 Economic Development ...................................................................................................... 93

27.027.270 Library Support ...................................................................................................... 94 Police Services
Department Mission Statements and Key Objectives ...................................................................... 95-99 Police Service Summary ...................................................................................................................... 100

30.030.300 Police Administration .......................................................................................... 101

30.030.301 School Crossing Guards ....................................................................................... 102

30.030.302 Animal Control ..................................................................................................... 103

30.031.310 Patrol ................................................................................................................... 104

30.032.320 Investigations ...................................................................................................... 105

30.033.330 Records & Communications ................................................................................ 106

30.034.340 Police Reserves and Explorer Program ............................................................... 107 Fire Services
Department Mission Statements and Key Objectives ......................................................................... 108 Fire Service Summary ............................................................................................................ 109

40.040/40.041.400 Emergency Services and Fire, Life, and Environmental Protection ........ 110 Packet Page 370
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TABLE OF CONTENTS
Cost Centers
Development Cost Center Fund
Department Mission Statements and Key Objectives ......................................................................... 112 Development Cost Center Fund Summary ........................................................................................... 113 Community Development

50.052.520 Planning ............................................................................................................... 114

50.053.530 Community Preservation .................................................................................... 115

50.054.540 Community Development General Plan ............................................................. 116

50.059.590 Community Development Grants/Pass Through ................................................ 117 Public Works

60.061.611 Engineering .......................................................................................................... 118

60.062.620 Building Inspection .............................................................................................. 119 Recreation & Community Service Cost Center Fund
Department Mission Statements and Key Objectives .................................................................. 121-122 Recreation & Community Services Cost Center Fund Summary ......................................................... 123 Recreation & Community Services

70.071.710 General Recreation Services ............................................................................... 124

70.072.720 Youth/Adult Sports, Fitness & Wellness ............................................................. 125

70.073.730 George M. Silliman Activity & Family Aquatic Center ......................................... 126

70.074.740 Community Center Licensed Child Care .............................................................. 127

70.075.750 Senior Services .................................................................................................... 128

70.075.755 Paratransit Services – Measure B/BB .................................................................. 129

70.076.760 Grants/Pass Through............................................................................................ 130 Packet Page 371
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TABLE OF CONTENTS
Maintenance Cost Center Fund
Department Mission Statements and Key Objectives .................................................................. 132-134 Maintenance Cost Center Fund Summary ........................................................................................... 135 Public Works

60.063.631 Waste Management ............................................................................................ 136

60.063.632 Storm Drains ........................................................................................................ 137

60.064.641 Weed Abatement ................................................................................................ 138

60.064.612 Street Lighting & Traffic Signals .......................................................................... 139

60.064.642 Street Repairs ...................................................................................................... 140

60.068.682 Landscape & Lighting Districts ............................................................................ 141

60.064.643 Park & Landscape Maintenance .......................................................................... 142 Capital Funds
Capital Funds Summary ........................................................................................................................ 144 Capital Projects

90.091.910 Street Construction ............................................................................................. 145

90.092.920 Housing Community Development (HCD) ........................................................... 146

90.093.930 Park Construction ................................................................................................ 147

90.094.940 Capital Improvements ......................................................................................... 148 Internal Service Funds
Internal Service Funds Summary .......................................................................................................... 150 Capital Outlay

87.701.800 Equipment Replacement...................................................................................... 151 General

87.705.800 Office Support Services ....................................................................................... 152 Insurance

87.707.200 Workers’ Compensation Self-Insurance .............................................................. 153

87.706.150 Public Liability Self-Insurance .............................................................................. 154 Packet Page 372
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TABLE OF CONTENTS
Maintenance

87.703.671 Equipment Maintenance ..................................................................................... 155

87.704.672 Civic Center & City Facilities Building Maintenance ........................................... 156

87.704.673 Community Activity Center Maintenance ........................................................... 157

87.704.674 Police Building Maintenance ............................................................................... 158

87.704.675 Library Building Maintenance ............................................................................. 159 Capital Improvement Plan (CIP) .......................................................................................................160-174 Capital Improvement Plan Project Descriptions .............................................................................175-251 Glossary .............................................................................................................................. 252-259 Packet Page 373
MISSION STATEMENT & CORE VALUES s
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The City of Newark’s Vision, Mission, Culture, and Values Statements were created in a strategic planning process that involved the City Council, the Executive Team, and the employees. These statements are designed to align us to a clear purpose and inspire us to do our best for all citizens. All of the City’s policies and resources are dedicated to realizing our Vision and Mission.

Vision
We see a place where it is safe to live, to play, and to raise children.

We see a place where diverse and energetic people strive to live in harmony.

We see a place that cherishes small town values and also enjoys being progressive.

We see a place where educational programs are available and first-rate.

We see a place where cultural and recreational opportunities are plentiful and spiritually enriching.

We see a place with residents filled with civic pride, social concerns, and community involvement.

We see a place with tree-lined streets and open green parks.

We see a place where the economy is strong and vital and provides jobs.

We see a place where government is stable, accessible, and responsive.

We see a place that is well-planned, well-managed, and well-maintained.

Mission
It is our mission to provide the quality of services that meets the highest expectations of all those whom we serve in Newark.

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MISSION STATEMENT & CORE VALUES s
Culture
Newark is a community-driven, customer-focused organization which values fiscal independence, fosters a competitive spirit, and works together as a team to achieve community goals. These comprise our organizational culture.

Community Driven and Customer-Focused
• We are more than a service organization. We strive to provide excellent services by involving the community.
• Our citizens are the owners of our corporation. They are our customers and our stakeholders. They are the reason we exist.
• We strive to assure that our efforts are guided by long-term goals rather than by short-term objectives.

Fiscal Independence
• We assure that we have the necessary resources to meet community needs. • We develop resources through aggressive economic development that attracts and retains businesses; this is the lifeline of our community. • We invest and allocate resources wisely to maximize our ability to provide community services.

Competitive Spirit
• We are committed to achieving the vision, mission, and goals of our City. • We set our own standards and expectations that we assertively and creatively are determined to achieve.
• We see our goals as personal and professional challenges towards which we focus our energies.

Team Approach
• We enhance the potential for achievement of City goals by working together as a team, drawing upon the talents and abilities of all members of the organization, the City Council, Commissioners, staff members and volunteers. • We develop strength and commitment within the organization by building trust, mutual respect, and appreciation for all members of the City family. • We develop partnerships in the community with the Newark Unified School District, the Chamber of Commerce, homeowners groups, neighborhoods, nonprofit organizations, and citizens to build alliances and common understanding.

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MISSION STATEMENT & CORE VALUES s
Values
We, the employees of the City of Newark, take PRIDE in our work and this community. The trust the community places in us is of the utmost importance. In the daily course of our work and in the planning of this community we value:

Personal Service. Each of us will take personal responsibility for being responsive to the needs of the community and our organization. Personal Service means being fully accountable for our actions.

Responsibility. We will manage our resources in the most efficient way possible, seeking the greatest value for the community.

Integrity. We will be open, honest, courteous, ethical, and professional in all interactions
Diversity. The diversity of this community and our organization is a strength. We will recognize and respect this strength. We will use this strength to build dynamic teams to benefit and enrich the community and our organization.

Empowerment. We will support each other in creating an environment that fosters ingenuity, self-confidence, motivation, and success.

We are Newark and
We are proud of who we are.

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s TRANSMITTAL LETTER
City Manager’s Budget Message
Honorable Mayor and City Councilmembers,
We are particularly proud of the City’s efforts to minimize adverse impacts that the COVID-19 pandemic would cause on our municipal budget. Two years ago, we had feared substantial multimillion dollar deficits would ensue for each fiscal year of the 2020-2022 biennial budget as a result of what was perceived as then-rapidly declining revenue (particularly in Utility Users Tax, Transient Occupancy Tax, and Charges for Services); however, despite those projections, we operated at a small surplus in FY 2021 and we anticipate a modest surplus of around $2.6 million in FY 2022 before transfers. These surpluses were the result of substantial reductions of expenditures, including a hiring freeze of non-essential positions, an overall reduction in thirdparty consultants and travel and training, and suspension of various programming and services.

The City’s fiscal position is certainly much stronger today than it was at this time two years ago at the onset of the pandemic and when we were planning for the 2020-2022 biennial budget. As explained below, the continued expansion of the economy, coupled with Federal funding, has allowed us to restore several positions as well as restore services and programming at a level the public was accustomed to prior to the pandemic.

Increased Revenue for Property Tax, Sales Tax, and Transient Occupancy Tax We have reached the point where we remain comfortable in increasing revenue projections to reflect continued economic growth in our area, including increased revenues for Property Tax, Sales Tax, and Transient Occupancy Tax.

Property Tax not only continues to serve as a stable and reliable source of revenue, but also continues to increase as a result of the substantial construction that Newark continues to experience. A ten-year look back is illustrative of increased Property Tax. In FY 2013 the City received $12.6 million in Property Tax; however, in FY 2022 we anticipate receiving $26.0 million.

In fact, for the second straight year, Newark observed the second largest increase in Property Tax revenue among cities in Alameda County.

As for Sales Tax, while the State always retains authority to modify online purchases relating to online pools and while large retailers may change their reporting practices in a manner that could adversely impact sales tax to Newark, Sales Tax is estimated to continue to contribute over $14.7 million (Bradley Burns) and $5.7 million (Measure GG) general fund revenue and reflect a total of 30% of the City’s revenue.

Finally, although Transient Occupancy Tax (“TOT”) continues to be far below pre-pandemic levels (staff was projecting $5.2 million in FY 2020), we anticipate receiving $3.8 million in FY 2023, which is more than what we received during the pandemic. Staff anticipates these numbers improving in this budget cycle as large Silicon Valley businesses reopen and the economy in Packet Page 4 377
s TRANSMITTAL LETTER
general continues to expand, albeit we do not anticipate a return to pre-pandemic levels by FY 2024.

Slower Recovery for City Charges for Services
We have observed a slower than anticipated return for revenue related to Charges for Services, which is due to the slower than expected reopening of recreational amenities, including use of our Silliman Activity Center, facility rentals, childcare, and recreation classes.

In addition, development activity is steady and continued movement with new development and growth in the area. There are four notable projects currently in the entitlement phase, including a Hyatt House Hotel and residential projects containing townhomes and duplexes. An important component of building an inclusive community is to provide affordable housing opportunities within Newark. The City has also applied for State of California Homekey Grant funds, which, if granted, would help fund the acquisition and conversion of the Newark Towne Place Suites extended-stay hotel to 125 units of affordable housing. Several additional notable projects are further discussed in the Development Forecast section.

In addition to the increased tax revenue (and despite slower growth on charges for services), Newark’s finances continue to be stable as a result of two additional resources: (1) Federal relief provided to the City; and (2) a continuation of the Utility Users Tax, both of which are explained below.

American Rescue Plan Act (“ARPA”)
In March of 2021, the Federal Government enacted ARPA legislation, a $1.9 trillion relief package aimed to stimulate the economy, including providing $350 billion in relief funding to State and local governments. The City of Newark was allocated $11.8 million and received the first tranche last July and we anticipate receiving the second tranche this summer.

Under Federal law, these monies can be used to achieve a variety of objectives, including supporting public health expenditures, addressing negative economic impacts caused by the public health emergency, replacing lost public sector revenue, and improvements related to broadband infrastructure.

Last fall the Council held public work sessions to discuss the use of Newark’s ARPA allocation and ultimately adopted the City of Newark ARPA Recovery Plan, allocating $4,857,000 (approximately 41%) towards restoring the budget and $6,943,000 (approximately 61%) towards various special projects and programs, including exceptional small business grants, broadband infrastructure improvements for the public, restarting the Chamber of Commerce, financial assistance to Old Town businesses, non-profit grants, scholarships for our recreation services, and affordable housing projects, among others.

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s TRANSMITTAL LETTER
The restoration of the budget component is primarily being used to fund critical positions, including Accountant, Aquatic Activity Specialist, Community Preservation Manager, 2 General Laborers, Human Resources Technician, Plan Check Engineer, and Senior Engineer. ARPA funding will pay for these positions through the end of calendar year 2024, at which point they will need to be absorbed by the City’s General Fund.

Utility User Tax (“UUT”)
During the last budget cycle, Newark voters approved Measure PP, an extension of the Utility User Tax (“UUT”) that was originally approved by Newark voters back in 2010. This tax applies to gas, electric, phone, and cable services, with exemptions for seniors and low-income households. The tax rate is 3.25% and generates $3.3 million, which reflects approximately 5% of the City’s revenues.

Measure PP was passed overwhelmingly by Newark voters, by almost 72%. This critical source of revenue continues to fund general operating expenditures, such as Public Safety, Recreation Programs, and Streets Maintenance.

Civic Center Completion / Measure GG
Finally, we would be remiss if we failed to mention the Civic Center project – the largest Capital Improvement Project in Newark’s history – was completed on time and within budget. The project was budgeted for $88.7 million and although we are finalizing the last of our expenditures, we anticipate we will be within budget by more than $4.0 million. This new Civic Center, which includes a new City Hall, Police Station, and Library, will serve the public for years to come.

Funding for these facilities was made possible by Measure GG – a one-half cent sales tax increase that was adopted by Newark voters in November of 2016 that will expire in 2042. In 2019, the City Council borrowed from this revenue stream by issuing bonds. Revenue from Measure GG continues to exceed the required bond payments. Measure GG funds have been designated for Civic Center debt service payments and project costs. Staff projects by the end of FY 2024 there will be excess in fund balance. The use of these funds is a policy decision for the Council as Measure GG is a general tax, meaning revenue deriving therefrom can be used for any legitimate government purpose.

Summary of 2022-2024 Biennial Budget and Capital Improvement Plan In summary, the attached budget includes total operating revenue projections of $69.0 million for FY 2023 and $71.6 million for FY 2024. The operating expenditures for FY 2023 are $64.0M and $65.6M for FY 2024.

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s TRANSMITTAL LETTER
FY 2023 projected revenue of $69.0 million is largely comprised of Property Tax ($27.3 million), Sales Tax ($14.5 million), Licenses, Permits, and Fees ($10.0 million), and Measure GG ($6.0 million). The remaining balance of revenues come from Transient Occupancy Tax ($3.8 million), Utility Users Tax ($3.3 million), Other Taxes ($2.0 million), and Other Revenues ($2.1 million). Personnel Expenditures of $34.4 million make up 54% of the total operating expenditures, with the balance coming from the ACFD Fire Contract ($11.8 million), and NonPersonnel Expenditures ($17.7 million).

Similar to FY 2023, the projected revenue of $71.6 million is largely comprised of Property Tax ($28.9 million), Sales Tax ($14.9 million), Licenses, Permits, and Fees ($10.2 million), and Measure GG ($6.1 million). The remaining balance of revenues come from Transient Occupancy Tax ($3.9 million), Utility Users Tax ($3.3 million), Other Taxes ($2.1 million), and Other Revenues ($2.1 million). Personnel Expenditures of $35.2 million make up 54% of the total FY2024 operating expenditures, with the balance coming from the ACFD Fire Contract ($12.7 million), and Non-Personnel Expenditures ($17.7 million).

In FY 2023, the Capital Improvement Plan will fund $11.4 million in projects, including ongoing street maintenance programs and maintenance of existing city facilities. Projects funded in FY 2023 include traffic signal coordination projects on three of the City’s primary corridors and park improvement projects at Jerry Raber Ash Street Park and Mel Nunes Sportsfield Park. In FY 2024, the Capital Improvement Plan will fund an additional $4.3 million in projects, primarily composed of annual street maintenance programs. The Capital Improvement Plan also includes projects that were previously funded but have not yet been completed. Staff acknowledges that there is a large number of projects on this list; however, it should be noted that several of the projects are annual roadway maintenance projects that, by their nature, appear on this list each budget cycle. In addition, a number of these projects have been completed but still have a minimal amount of funds remaining due to withholding of retention or because they are in the process of being closed out. Staff also recognizes that there is a significant amount of building maintenance and city facility projects on the list. Staff will soon initiate a multi-department operational evaluation that is anticipated to help address a number of projects that have not yet been completed. This could potentially include one or more positions to help facilitate completion of these projects.

ACKNOWLEDGMENTS
The preparation of the 2022-2024 Biennial Budget and Capital Improvement Plan is the result of a team effort by City Staff. Finance Department staff led an extraordinary effort that begins months in advance of producing this final document. Each department is responsible for reviewing service level needs, establishing priorities, and developing a budget plan that meets those needs with our new fiscal budget capabilities.

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We also want to acknowledge the efforts of the Executive Team for their important role in balancing the needs and interests of our community with conservative budget practices.

Finally, we remain grateful for the insight and direction provided by the City Council during the development of this budget, and we value the spirit of cooperation that exists between the City Council, City staff, and the public whom we all serve.

Respectfully submitted,
David J. Benoun Lenka Hovorka Krysten Lee
City Manager Assistant City Manager Finance Director
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s BIENNIAL BUDGET

TWO-YEAR BUDGET
In 1999, City Council directed City staff to transition from an annual to a biennial budget cycle beginning with fiscal years 2001 and 2002. This change affected the preparation of the Budget, Capital Improvement Plan, and the Five-Year Forecast documents.

There are a number of advantages in a multi-year budgeting approach. First, the City has made a strong commitment to closely tie specific short- and long-term goals directly to the budget. The City views the budget planning process as the primary tool used in identifying the most important things to accomplish and then ensuring that the budget allocates the resources necessary to achieve them. Accordingly, the budget process includes early City Council involvement in setting major policy goals and priorities as articulated in this document. Many of the City’s Strategies and Action Items do not fit into one-year increments. A multi-year approach is more conducive to setting meaningful objectives with realistic timeframes for completing them.

A multi-year approach also strengthens fiscal year control by providing for more orderly spending patterns for departments in managing their operating budgets. This helps to eliminate the last minute expenditure decisions that are made at the end of a typical fiscal year budget cycle. Multiyear budgets allow departments to plan for the funding of worthwhile activities or projects and ensure that the funding is available for multi-year objectives and operating activities.

The preparation of the Five-Year Forecast, Budget, and Capital Improvement Plan is an extensive, time-consuming process that involves virtually everyone in the organization, including the City Council. This requires a significant commitment of staff time and resources; however, significant savings are realized in the second year as a result of not having to prepare department budget plans and create new documents. The budget will be reviewed after the first year and any necessary adjustments will be made at that time. This will require much less staff time.

Finally, a multi-year budgeting process emphasizes the City’s fundamental commitment to fiscal health and independence as outlined in the City’s Culture Statement. It also encourages a more thorough and forward-thinking planning process. Planning must be done not just for one year, but also for the foreseeable future and involves developing and implementing solutions to meet longer term needs.

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s BIENNIAL BUDGET

BUDGET POLICIES
The 2023 and 2024 budget will be the twelfth biennial budget for the City. This budget will be based on some key principles that support the City’s strategy of fiscal independence and sustainability.
• The budget will be balanced and fiscally conservative. • The City will continue providing services at least at current levels and with adequate funding.
• General Fund and Capital Fund balances will be maintained at levels that will support the City during future economic and other financial uncertainties. • Expenditures and revenues will be estimated at conservative, but realistic levels. • The budget will support the Critical Issues and Strategies and related Action Items that are identified in the Strategic Plan.
• All operating budget appropriations not spent in the current fiscal year will lapse on June 30th, unless encumbered to meet specific obligations such as contracts and agreements, services, and other procurements incurred during the fiscal year. These will be reappropriated in the new fiscal year. • The General Fund operating reserve, “Emergency Reserves,” should be maintained at its current level of 15% of the operating expenditures.
• The General Fund “Fiscal Uncertainty” reserve should be maintained at its current level of 10% of the operating expenditures.
• The General Fund Pension and OPEB Reserve fund should be maintained with surpluses from salary expenditures to provide for sufficient funding of pension and OPEB obligations.
• A modest Capital Improvement Program should continue to be implemented due to the limited capital reserves.

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s BASIS OF BUDGETING
The City’s Budget is prepared in conformity with generally accepted accounting principles (GAAP) with the exception of the Area Improvement Districts (AIDs) and Landscaping and Lighting Districts (L&Ls) funds. The budget for these funds is not included in the proposed budget and is processed separately through a budget amendment resulting in resolutions for the City Council’s approval.

The Budget is organized and operated on a fund basis. The underlying accounting records are maintained on a modified accrual basis which recognizes revenues when received, unless subject to accrual. Revenues are accrued when they are measurable and available to finance City’s operations. For example, property taxes collected within 60 days after the close of the fiscal year (June 30) are classified as revenues for the current fiscal year. Expenditures, other than general long-term debt, are recorded when the liability is incurred. For example, when the City receives a delivery of office supplies, a liability to pay is created. General long-term debt is recorded in the year when due; e.g., payment of principle and interest on a long-term lease.

The City’s Budget uses a line-item budget format within the funds. Revenues are categorized by sources and expenditures are presented by programs and by activities within the funds. Within the activities are detail categories that include personnel, supplies, contractual services, and capital outlay.

BUDGET AMENDMENTS
During the fiscal year, amendments to the Budget are presented to the City Council for approval.

Budget amendments occur when unanticipated events result in an increased appropriation for a given service; for example, an increase in utility costs. An amendment request may be proposed for additional appropriation from reserves or an appropriation transfer from one department activity category to another.

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s BUDGET CYCLE
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s FIVE YEAR FORCAST

FIVE-YEAR FORECAST
The Five-Year Forecast is used by the City Council and City Staff as an important planning tool for making short and long-term budgetary decisions. The Forecast provides information in three distant areas, each having potentially significant budgetary impact. First, development activities are highlighted, including significant economic development trends and planned city-wide development projects. Next, economic and financial information is outlined, including national, state, and local economic forecasts, as well as specific revenue and expenditure projections for the City of Newark. These financial forecast are five-year projections based on specific assumptions about future condition such as inflation, job growth, population, and other factors that impact the local economy. These assumptions and financial projections are updated and revised at least biennially, but more often if economic conditions dictate. Finally, the City’s strategic and budget plans are outlined. These include specific information regarding the City’s approach to budgeting and the status of the Strategic Action Plan.

BIENNIAL BUDGET AND CAPITAL IMPROVEMENT PLAN (CIP)
The Biennial Budget and CIP are presented to the City Council at a work session in May, then for approval in June. Following the Five-Year Forecast, it contains all the detailed financial information and appropriations necessary to fund the services and acquire or maintain the infrastructure required by the City Council’s direction. The Biennial Budget and CIP include the Action Plan objectives to be accomplished during the fiscal year. These objectives support the Strategic Plan’s Critical Issues and Strategies.

Overview
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CRITICAL ISSUES AND STRATEGIES s
I. PUBLIC SAFETY SERVICES
Provide a level of public safety services that will protect our citizens, property, and community assets.

A. Continue to serve and protect based on a community-oriented policing philosophy.

B. Continually evaluate the technological needs of public safety services and make upgrades where appropriate.

C. Respond to evolving demands caused by changes in regulatory requirements or in the community.

D. Continue the training and updates of internal and external emergency preparedness programs.

E. Participate in collaborative efforts with other agencies.

F. Identify and request the timely repair, upkeep, and replacement of safety equipment and buildings.

G. Minimize risk potential for members of the public and staff.

H. Explore opportunities to regionalize resources with other agencies.

I. Identify and evaluate resources to assist with the procurement of grant funding for public safety services.

J. Implement a service model reflective of our existing budget and staffing, while utilizing new and existing technologies to increase efficiencies.

K. Develop policing and outreach programs that encourage community involvement.

L. Continue to train and educate staff in order to provide the highest level of service to our community and for future growth of the department.

M. Continue to utilize community engagement strategies to leverage our social media footprint to enhance community relations.

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II. EDUCATION
Support, encourage, and offer opportunities and programs that facilitate quality community education.

A. Continue to work with the Newark Unified School District and private schools and support other collaborative efforts that strive toward the development of a “world class” school system.

B. Offer meaningful educational, intergenerational, and cultural programs through the Recreation and Community Services Department.

C. Encourage continued business community involvement in supporting education.

D. Work with Ohlone College on future improvement of the Newark Campus and continue to explore other opportunities for partnerships with the Community College District.

III. QUALITY OF LIFE
Provide programs, services, facilities, parks, and open spaces that make Newark a desirable and healthy place to live
A. Promote, enforce, and preserve city beautification measures as resources allow.

B. Continue to offer quality Senior Services for the senior community.

C. Provide facilities that allow all community members an opportunity to engage in cultural, recreational, and educational programs and services.

D. Monitor transportation conditions, including traffic congestion, bicycle and pedestrian mobility, and transit level of service.

E. Collaborate with local agencies and organizations to enhance delivery of Recreation and Community Services programs and services.

F. Continue to offer a variety of Recreation and Community Services activities that help enhance the quality of life within the community.

G. Encourage, support, and recognize community volunteerism.

H. Provide clean, safe, inviting, and well-maintained facilities, parks, and open spaces for community use.

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I. Implement programs and services that promote healthy lifestyles and encourage healthy eating and physical fitness.

J. Promote climate protection, water efficiency, storm water protection, energy conservation, and innovative solid waste management practices.

IV. COMMUNITY DEVELOPMENT
Make development decisions that maintain a vibrant, balanced, quality community.

A. Improve housing diversity, add community amenities, and enhance long-term revenue through new development consistent with Specific Plans and the General Plan.

B. Ensure that the community has a coherent and long-term vision for the future through its General Plan, Specific Plans, and Master Plans.

C. Market our community through partnerships with regional agencies, neighboring communities, and directly with property owners, businesses, and the Newark Chamber of Commerce.

D. Support the local business community.

E. Promote investment and quality of life in existing neighborhoods.

F. Strengthen community identity and City revenue by promoting a strong hotel identity and a varied and vibrant retail mix within attractive retail areas.

G. Promote the development of transportation options such as Dumbarton Transit alternatives and bicycle and pedestrian improvements.

V. CITY GOVERNMENT OPERATIONS
Operate a City government that enables the organization to meet service demands of the community.

A. Provide and maintain public facilities as resources allow.

B. Continue to take actions that promote and enhance long-term fiscal stability and independence.

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CRITICAL ISSUES AND STRATEGIES s
C. Continually evaluate the technological needs of the organization and make upgrades where appropriate.

D. Identify short and long-term space needs, and ensure facility needs for City departments are provided.

E. Work with other agencies to meet the needs of the community.

F. Participate in regional and sub-regional collaborative efforts.

G. Provide a safe and effective work environment that engages each employee to perform at an optimum level of service.

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EMPLOYEE PENSION
The cost of retirement benefits continues to be significant for the City. California Public Employee Retirement System (CalPERS) pension costs have grown from $3.6 million in 2013 to about $10.2 million in 2024. This is rapidly increasing due to changes in CalPERS’ actuarial methods and assumptions. To address this growing liability, the City established the Pension and OPEB reserve in FY 2017 and in FY 2021 made the first additional discretionary payment (ADP) of $10M to paydown the pension liability. This pension cost is expected to be 15.6% and 15.7% in FY 2023 and FY 2024, respectively.

Amortization of the City’s Unfunded Accrued Liability (UAL) is the most rapidly growing component of costs given that the UAL has more than doubled from $47.7 million to $115.9 million over FY 2013 through FY 2022. The City’s UAL is projected to be reduced to $98.4 million in FY 2023 following strong investment performance by PERS in FY 2021, which reduced the City’s UAL but this benefit was offset somewhat by the recently enacted discount rate reduction to

6.8%.

These changes will be reflected in the upcoming Summer 2022 valuation reports and won’t impact the City’s payment schedule until FY 2024. As of April 2022, CalPERS is on pace to underperform its 6.8% discount rate target, which if realized would likely result in a future UAL increase. How much, if any impact this may cause to the City is currently unknown and is subject to finalized investment returns for FY 2022.

The City has undertaken several strategies to better manage these costs and will continue to evaluate other budgetary measures. Cost management strategies that the City has taken are detailed below.

At the beginning of the fiscal year, the City is prepaying it’s annual UAL payment instead of making monthly payments to receive an approximate 3.4% discount (roughly half of the discount rate) on the required amount. This prepayment is often made from cash reserves. For FY 2023, these savings would amount to about $334,000.

The Fresh Start option that CalPERS provides shortens the UAL amortization period and creates a more linear payment structure. The UAL balance would remain the same and be amortized at the same current discount rate (7%), so there would be no present value savings to the modified structure. A shorter Fresh Start time horizon relative to a more standard UAL amortization schedule would increase payments in the near term but would also reduce overall cumulative payments as less interest would be accrued over time. However, it should be noted that once a Fresh Start is initiated, a public agency would not be allowed to revert back to its prior (longer) amortization schedule.

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The City has previously implemented 20-year Fresh Start options for its PEPRA Safety Police Plan in FY 2015, Safety Plan in FY 2016, and Miscellaneous Plan in FY 2017. While the City is restricted in extending these UAL payment schedules with CalPERS, it does retain the ability to restructure them again with a shorter payment schedule. (e.g. 10 or 15-year Fresh Starts).

Public agencies typically use cash reserves to make additional discretionary contributions in one of two ways. These options commonly involve directly paying off a portion of specific amortization bases with CalPERS or establishing and funding a Section 115 Trust that is managed by a separate entity.

For a direct paydown, the City can choose to eliminate a portion or all of any amortization base within its Plans and receive credit at the CalPERS discount rate (currently 6.8%). A paydown would thereby eliminate the future payments associated with the amortization base that is paid off. It should be noted that the longer (maturity) an amortization basis is, the more cumulative cash flow savings would be presented relative to those of a shorter base, but savings would be relatively lower on an annual basis. Conversely, a shorter amortization base paid off would show higher annual savings, but a lesser relative amount on cumulative basis.

As mentioned above in FY 2021, the City made a direct paydown (the first ADP) of $10 million for the Safety Plan. The $10 million paydown has a projected average annual savings through FY 2037 amount of slightly over $1 million, starting at about $861,000 for FY 2022. Through FY 2037, the City would see about $17 million reduced in UAL payments.

A Section 115 Trust is a separate account managed by a third party but can only be used to fund pension and OPEB costs. The key benefit of this trust is flexibility, meaning that the City can elect when and how it would like to utilize the funds. The funds can be invested in a variety of ways, with varying investment objectives available based on the City’s desired risk tolerance. Funds can be left in the account to grow over time, used to make additional contributions directly to PERS, or used to make the City’s required annual PERS payments during challenging budgetary years. Staff will be providing information to Council for consideration of establishing a Section 115 Trust in the new fiscal year.

CAPITAL IMPROVEMENT PLAN
The Capital Improvement Plan (CIP) was developed to provide the City Council with a method for selecting and prioritizing potential capital projects, special studies, and new equipment purchases over $10,000, and determining their financial feasibility.

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Capital improvements are major physical improvements throughout the community or expenditures that involve significant resources of more than $10,000 above and beyond the City’s operating budget. They tend to be special one-time projects designed to address or study a significant community need or problem and can include feasibility studies, equipment, and/or systems (e.g., radios, telephones, etc.) that are not normally part of the City’s operating budget.

CIP projects exclude most ongoing maintenance projects, replacement of equipment, and operating programs.

The objectives of the CIP are to: (a) assist City staff in projecting future requirements for personnel and equipment in the development of departmental programs and the City’s Biennial Budget; (b) relate the planning of CIP projects more effectively to general City goals and the operating budget; and (c) improve planning and coordination of projects that require significant funding commitments.

Projects that should be included in the CIP are as follows:

1. All projects which involve expenditures of $10,000 or more for the improvement of public buildings and the construction or improvement of public streets and parks, with the exception of most maintenance or repair.

2. All other projects, equipment, or studies over $10,000, which would not normally be included as part of the City’s operating budget.

3. All purchases of property, including street easements and rights-of-way.

The following items should not be included in the CIP:

1. All equipment replaced through the City’s equipment replacement fund (701.87.701), which is managed by the Finance Department.

2. Most park maintenance, building or street repairs to City facilities, which are handled through the Maintenance Division.

3. All capital outlay items costing less than $10,000, which are included in a department’s operating budget.

The CIP is processed concurrently and is published with the Biennial Budget as a single document.

The CIP considers capital expenditures, establishes priorities for those expenditures, determines the funds available, analyzes short- and long-term budget impacts, and prioritizes projects for Packet Page 20 393
OTHER BUDGET AND FINANCIAL ISSUES s
implementation. It provides a framework for determining the amount of future funds and possible additional sources of funds that are available for projects.

CAPITAL PROJECT FUNDING
Surplus General funds have been used to replenish the capital projects fund. Significant impact fees have also been collected over the last two years to provide funding for park projects.

Measure GG has provided funding for the Civic Center Project. Even with this improved funding status, staff will continue to look into new revenue sources for future capital projects and provide City Council with recommendations on what type of new revenues would be most fiscally prudent.

LEVEL OF RESERVES
Many of the City’s primary revenue sources – sales tax, property tax, and transient occupancy tax are impacted by changes in the economy. When the economy slows down or goes into recession, these revenues drop. Reserve levels are established to provide a cushion for these times and to absorb sudden losses of revenue as a result of other reasons such as legislative acts. This was the case when the State shifted property tax revenues away from cities in the early 1990s as part of the Educational Reimbursement Augmentation Fund (ERAF) shift.

In determining the proper level of reserves, staff estimates the potential impact of a recession on its primary revenues as noted above. Staff also looks at the prevailing practices of other cities and reviews guidelines established by the California State Municipal Finance Officers Association (CSMFO) and Government Finance Officers Association (GFOA). The City maintains a number of designated reserves including:

1. A general fund reserve designated for operations, referred to as the “Emergency Reserves.” This reserve is set aside to meet sudden unexpected expenses such as a legal liability or costs associated with an unexpected disaster. The balance of this reserve is set at 15% of operating expenditures. The balance at the end of fiscal year 2021 was $11.4 million and is projected to be at the same level at the end of fiscal year 2022.

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2. A general fund reserve designated for fiscal uncertainty. This reserve is set aside to reduce the organizational impact of a short-term revenue loss. Between 2006 and 2010, in addition to the severe cuts to service and staffing levels, the City used $7 million in reserves while balancing the budget. The reserve has been designated to be 10% of the operating expenditures. The balance in the Fiscal Uncertainty Fund at the end of fiscal year 2021 was $10.7 million and is projected to be at the same level at the end of fiscal year 2022.

3. A Capital Projects Reserve set aside to fund the Capital Improvement Plan. As the unallocated fund balance has allowed, transfers have been made into the Capital Reserves. The unallocated Capital Reserve is estimated to be at $1 million for fiscal year 2022.

4. An Equipment Replacement Reserve set aside to fund the replacement of vehicles, maintenance equipment, and other department items. As the unallocated fund balance has allowed, transfers have been made into the Equipment Replacement Reserves. The unallocated Equipment Replacement Reserve is estimated to be $6.2 million for fiscal year 2022.

5. A committed Pension and OPEB Reserve was established in 2017. This reserve can only be used to pay pension or OPEB costs. Current pension and OPEB costs are included in the budget and this reserve will be used only to fund additional discretionary payments to PERS or if the City’s pension or OPEB obligations cannot be met. The City will evaluate the benefit of paying lump sum contributions toward the unfunded liabilities. The current balance at the end of fiscal year 2021 was $6.8 million and is projected to be $4.6 million after year end transfers which includes a secondary ADP of $5.0 million to CalPERS in June 2022.

The City also has a number of restricted funds which can only be used for a limited number of specific purposes and non-discretionary funds which can be used for General Fund purposes. For example, Gas Tax can only be used to maintain streets and rights-of-ways.

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UNALLOCATED FUND BALANCE
Funds that have not been appropriated, identified as reserves, or legally identified for a specific purpose remain in the General Fund as unallocated fund balance. Staff has gone through a risk assessment exercise provided by the Government Finance Officers Association and will provide an update to the current fund reserve policy in fiscal year 2023.

PROJECTED 2022 GENERAL FUND RESERVES

APPROPRIATION LIMIT
The State election on June 5, 1990 resulted in the passage of Proposition 111, amending Article XIII B of the California Constitution, the governing legislation for calculating the appropriations limit. Under the amended legislation, the appropriations limit may increase annually by a factor comprised of the change in population (city or county), combined with either the change in California per capita personal income or the change in the local assessment roll due to local nonresidential construction. Fiscal year 1986-87 is the base year from which these factors are applied. The intent of the amended legislation was to provide a more equitable method of calculating the appropriations limit. This resulted in a significant increase in the City’s appropriations limit. The City’s current fiscal year 2022 Annual Budget includes appropriations subject to the limit of $43,386,376. This is well below the City’s appropriation limit of $452,001,225. Staff has no concerns regarding our ability to stay within the limit.

General Fund Reserves and
Unallocated Fund Balance
Balance as of
June 30, 2021
Projected Fund
Balance as of
June 30, 2022
Emergency Reserve 11.40 11.40
Fiscal Uncertainty Reserve 10.70 10.70
Pension/OPEB Reserve 6.82 4.56
Equipment Replacement Reserve 6.00 6.20
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ECONOMIC AND FINANCIAL FORECAST s
The COVID-19 Pandemic
The City’s financial condi�on has fared beter than ini�ally expected from when the World Health Organiza�on declared COVID-19 a pandemic on March 11, 2020. The pandemic caused major shi�s in social and lifestyle perspec�ves and resulted in significant nega�ve impacts to local, state, and federal economies. In response, the City’s budget was adjusted to reflect a dire outlook for certain revenues which were hard hit. Almost two years later, the City’s main revenues such as property tax and sales tax (including the Measure GG ½ cent sales tax) either remained strong or recovered more quickly than an�cipated. Other revenue sources, such as transient occupancy tax, charges for services, and interest earnings con�nue to reflect the nega�ve impacts of the pandemic but have markedly improved since the onset of the COVID-19 pandemic. The projected uses of fund balance to address an�cipated deficits did not materialize, due largely to cost savings measures the City implemented in response to projected revenue shor�alls.

Throughout the pandemic, the Federal Government offered several s�mulus and relief packages to bolster the economy and alleviate the hardship felt by many throughout the country. On March 27, 2020, the Coronavirus Aid, Relief, and Economic Security Act (CARES) was signed into law and appropriated $2.3 trillion for many different efforts, including $150 billion in grants to state and local governments. From this relief package, the City received $0.6 million which provided funding for small business grants, residen�al rental assistance, and reimbursement to the City for costs associated with personal protec�on equipment and food distribu�on events.

On March 11, 2021, the Federal Government passed the American Rescue Plan Act (ARPA), a $1.9 trillion relief package aimed to s�mulate the economy by providing direct relief to businesses, states, and local communi�es. Under ARPA, the Coronavirus State and Local Fiscal Recovery Fund (SLFRF) was established, and the City of Newark was awarded $11.8 million. This alloca�on of Federal funds went to fund various City programs to address the nega�ve impacts of the pandemic on the community and restore 8 staff posi�ons which were frozen as a cost cu�ng measure. ARPA allocated funds addressing the local business community includes small business grants to eighty-two local businesses, assistance to the Chamber of Commerce, Old Town Newark business assistance and façade improvements, and assistance to non-profit agencies. ARPA allocated funds addressing the residen�al community includes an affordable housing project, scholarships for children’s recrea�on programs, funding for a Newark family resource center, and improved services such as broadband infrastructure and public outreach so�ware.

Governor Gavin Newsom signed a $100 billion relief package for the hardest hit Californians. The state’s relief package included $6.2 billion in tax cuts, $4 billion grant program for small business assistance, $12 billion tax rebate program for two out of every three Californians, $1 billion in grants to workers who lost their jobs, and $5.2 billion in rent relief for low-income Californians.

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Economic Indicators
The Consumer Price Index (CPI) for San Francisco-Oakland-Hayward increased 0.8% for the last two months of 2021, and prices were up 4.2% from a year prior. The CPI is a measure of the average change in prices over �me in a fixed market basket of goods and services. The December 2021 increase was likely influenced by an increase in prices for new and used motor vehicles.

The City’s median household income has consistently been significantly higher than both the California State and United States medians. In 2019, Newark’s median household income was $116,856, compared to the Alameda County median income of $99,406.

Prior to the COVID-19 Pandemic, 2019 housing prices in the City of Newark were slightly decreasing throughout the year. Housing prices were beginning to increase from January to March 2020, and then they began slightly decreasing by April 2020. However, home Index Values show that housing prices in Newark have been rela�vely stable throughout the Pandemic, increasing 1.21% on average from January 2020 to January 2022. From April 2020 to June 2020, housing values decreased slightly but then began increasing again by July 2020. The greatest increase in home value was a 2.94% increase in March 2021 to $1.05 million from $1.02 million in February 2021.

The Newark home index value is higher than Alameda County’s average home index value, but not by much. However, the Newark home index value is significantly higher than the State of California average. Newark’s home values are on average approximately 40% greater than the State of California average.

As of January 2022, the United States unemployment rate has fallen to 4% nearly reaching the pre-Pandemic unemployment rate of 3.5% in February 2020. However, the State of California is higher at 5.8% as of December 2021. At the �me of this wri�ng, the unemployment rates for California and the City of Newark are only available up to December 2021.

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Newark’s popula�on in the 2020 Census is 47,529, a nearly 12% increase from the 2010 Census.

It is projected that Newark will see stable growth in popula�on over the forecast period and that basic service demands will remain constant.

The remainder of the Economic and Financial Forecast details the assump�ons used in developing revenue and expenditure es�mates for the City over the next five years. These es�mates are used by City staff in planning current and future year opera�ng and capital project budgets. The projec�ons were developed using trend analysis forecas�ng combined with informa�on regarding known development growth and economic trends in Newark.

Policy decisions made at both the State and Federal levels can significantly impact local revenues and expenditures and are also taken into considera�on when developing these projec�ons.

Below are explana�ons of significant revenue sources for the City. 0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Apr-21
May-21
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Aug-21
Sep-21
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Unemployment Rate
City of Newark Unemployment Rate
December 2019-December 2021
City of Newark Alameda County California
Source: https://data.edd.ca.gov
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Property Tax and Property Tax in Lieu of Vehicle License Fee (VLF) Property tax revenue is generally the most stable source of revenue due to a combina�on of higher assessed valua�ons on proper�es due to ownership changes and annual infla�on adjustments allowed under Proposi�on 13. Under Proposi�on 13, the annual real estate tax on a parcel of property is limited to 1% of its assessed value. This "assessed value" may be increased only by a maximum of 2% per year un�l, and unless, the property has a change of ownership.

Property tax revenues increase around 7% on average year to year. It’s es�mated that property taxes will increase to 20.1 million for FY 2022, $21.1 million for FY 2023, and then to $22.3 million for FY 2024. Property tax in lieu of vehicle license fees (VLF) are es�mated to follow a similar growth rate patern to property tax. The City is subject to losses due to delinquencies and nonpayments by taxpayers.

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Sales Tax (Bradley Burns)
Sales Tax accounts for approximately 20% of the total opera�ng revenue, making it the secondlargest revenue source a�er property tax revenues.

Statewide, ongoing COVID-19 Pandemic impacts such as supply chain disrup�ons, manufacturing slowdowns and employment shortages had a significant effect on sales tax revenue. Consumer trends have also impacted sales tax revenue due to the COVID-19 impacts, a shi� in lifestyle perspec�ves, and growing opportunity for online merchandise.

HdL Companies, the City of Newark’s Sales Tax Consultant, completed a sales tax trends and economic drivers forecast for the State of California, examining sales tax for seven major industry groups, including: Business and Industry; Autos and Transporta�on; Building and Construc�on; Restaurants and Hotels; General Consumer Goods; Fuel Service and Sta�ons; and Food and Drugs. The following details statewide as well as local trends within the aforemen�oned industry categories. The sales tax revenues in the transfers and uniden�fied category are excluded from the following graph and details because the total is insignificant.

The following provides highlights of ac�vity within the major industry groups.

Business and Industry: The business and industry group, including fulfillment centers, medical/biotech facili�es, and business-to-business groups, are reaching pre-Pandemic tax levels. While the state is struggling with Pandemic-related challenges like raw material and $0.0 $1.0 $2.0 $3.0 $4.0 $5.0
Business and Industry
State and County Pool
Autos and Transportation
Building and Construction
Restaurants and Hotels
General Consumer Goods
Fuel and Service Stations
Food and Drugs
Revenue Totals in Millions
Major Industry Group
City of Newark Sales Tax Revenues by Major Industry Groups Fiscal Year 2021 Actuals and 2022 Estimates
FY 2019-20 FY 2020-21 FY 2021-22 Estimates
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qualified worker shortages, we are s�ll seeing an increase in tax revenue. Fulfillment centers heavily influenced growth through online sales and the con�nued shi� of taxes from countywide pools to agencies with these in-state facili�es. Medical/biotech increased by purchases of medical equipment, pharmaceu�cals and investment in research and development. The Business-to-business category witnessed big gains as companies adapted to new ways of doing work.

Business and Industry was Newark’s highest sales tax revenue source for the last two fiscal years, reaching $4.67 million in FY 2021. The total revenue for business and industry in FY 2021 is $1.8 million higher than the second largest sales tax revenue source, auto and transporta�on. It’s an�cipated that Newark will con�nue to see an increase in this category.

Autos and Transporta�on: Auto and transporta�on tax revenues are expected to exceed its longterm trend rate of growth in the upcoming year. A strong demand in 2021, along with low supply due to supply chain disrup�on within the automo�ve industry, increased the cost of new cars by 10% and used cars by 25%. Higher earning consumers bought more expensive luxury brand vehicles, leading to a higher per vehicle amount that offset the reported 13% third quarter 2021 drop in U.S. manufacturer new vehicle volumes. Newark received $2.8 million in sales tax revenue in FY 2021, a 20.4% increase from FY 2020. New and used automo�ve dealers combined made up a majority of the sales tax revenue for this category, with sectors such as auto repair shops, supply stores, and auto leasing services providing addi�onal revenue. The auto and transporta�on industry have been impacted by ongoing supply chain issues throughout the COVID-19 Pandemic, including semiconductor or microchip shortages, which have caused car manufacturers to cut produc�on. Addi�onally, COVID-19 outbreaks in manufacturing facili�es and shipping blockages have disrupted the auto and transporta�on industry. The issue is s�ll being felt into Quarter 2, 2022, and on April 6, 2022, the White House held a briefing with United States lawmakers acknowledging the risks to the American economy from semiconductor supply chain issues and proposing funding to subsidize produc�on. While funding to help strengthen the research and development of semiconductors may improve the issues, it will not be a quick fix and we are likely to see the impacts of supply chain issues well into 2022.

Building and Construc�on: Building and construc�on tax revenues are forecasted to flaten in 2022 followed by moderate growth therea�er. Costs are expected to remain high through mid2022, however, permit ac�vity from fourth quarter 2021 shows office development increasing while Bay Area construc�on is growing. In FY 2021, Newark received $1.66 in sales tax revenue from building and construc�on. As predicted, this was just a slight increase of 5.4% from FY 2020.

Newark is an�cipa�ng several residen�al and commercial development projects star�ng in 2022 that could cause an increase in future revenue levels.

Restaurants and Hotels: Restaurant and hotel 2021 tax levels rose 0.5% in comparison to 2019.

Higher rates of business and tourist travel will keep the growth rate high for 2021-2022, though Packet Page 29 402
ECONOMIC AND FINANCIAL FORECAST s
rates will likely vary by region. Quick service and casual dining establishments are the dominant tax-producing segments, which likely won’t change in the near future. Newark saw a 15.7% (nearly $200,000) decrease in Restaurant and Hotel sales tax revenue from FY 2020 to FY 2021.

This is likely due to the ongoing travel restric�ons and lack of business travel that extended into 2021. The increased desire to travel and spend more a�er having been sheltered in place should lead to growth in the restaurant and hotel tax levels. An increase in business travel in par�cular will lead to a growth in the restaurant and hotel tax levels, however it is unclear if business travel will rise to pre-pandemic levels. Addi�onally, one factor to consider in measuring travel related taxes is that increased fuel prices have caused a price increase in airline travel, which may deter some leisure travel.

General Consumer Goods: Retailers were nega�vely impacted during 2020, though they started seeing strong sales figures in late 2021, leading to short-term elevated tax figures. However, as consumer behavior and technology shi� more to e-commerce, the outlook for place of sale transac�ons should be subdued. The cost of taxable goods is expected to rise faster than sales, and tax receipts could revert to the conven�onal growth rate of 2%.

General and consumer goods in Newark have been slowly decreasing each fiscal year since 2018.

The fiscal year ending June 2021 was $864,087, a 2.6% decrease from the previous fiscal year.

The 2.6% decline in general and consumer goods is likely due to the rise of e-commerce, as well as COVID-19 business closures and shelter in place orders. E-commerce shopping was rising prior to the COVID-19 pandemic, though the shelter-in-place orders exacerbated online shopping. HdL Companies 3-Year Sales and Use Tax Budget Es�mate projects that Newark will experience a 17% growth in general consumer goods sales tax for FY 2022 as consumers are heading back to shopping in-person. A�er this ini�al significant increase in FY 2022, Newark will likely follow the conven�onal growth rate of 2% that is predicted for the State of California. As the final FY 2022 data is made available, trends in general consumer goods will be clearer.

Fuel and Service Sta�ons: Fuel prices and demand for fuel has significantly increased since 2020.

Short-term gains are projected as more people are travelling for work and pleasure. This is an�cipated to be followed by long-term annual escala�ons of 2%. Newark’s FY 2021 fuel and service sta�on sales tax was $502,155, 3.7% lower than FY 2020. With increased travel in the later half of 2021 and into 2022, as well as the rising costs, and geopoli�cal impacts, revenue from fuel is projected to rise nearly 30% for FY 2022.

Food and Drugs: This category has shown modest improvement since 2020, around a 1% increase. Consumers are moving towards shopping for groceries and medicine with apps, changing the way that sales tax is distributed. This trend is projected to con�nue, thus investment in digi�zed solu�ons, low-cost delivery op�ons, and inventory op�miza�on could help merchants maintain the botom line and offset price pressures. Newark received $343,065 in food and drugs sales tax revenue for FY 2021, under a 1% increase from FY 2019. According to HdL Companies Packet Page 30 403
ECONOMIC AND FINANCIAL FORECAST s
Sales Tax data for City of Newark and Alameda County, the FY 2021 sales dollars per capita for the food and drug category was $702.15, while Alameda County’s sales dollar per capita was $1,082.06. This suggests that Newark residents may be going out of the city for these purchases.

Sales Tax Forecast
Most Californian ci�es have experienced a significant bounce back in sales tax revenue, especially during the last six months of the calendar year 2021 (Q3 and Q4). Most ci�es had sales tax revenue return to pre-Pandemic levels or are achieving healthy growth, including Newark. For fourth quarter 2021 as compared to fourth quarter 2020, Newark experienced growth of 6.26%, including healthy increases of 15.44% and 7.03% respec�vely for the top 100 and top 25 sales tax producers in Newark.

In working with HdL Companies sales tax team staff has developed a five year sales and use tax budget es�mate for Newark, projec�ng a total sales and use tax revenue minus County Share and administra�ve costs at $14.9 million in FY 2022, $14.5 million in FY 2023 and $14.9 million in FY 2024. The FY 2023 projec�on does not include sales tax es�mates for the Costco store at NewPark Mall. The proposed Costco, expected to open November 2022, will be 161,000 square feet with a 32-pump fuel sta�on. If included, es�mates for fiscal years 2023 and 2024 would increase by approximately $1.2 and $1.8 million respec�vely.

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Measure GG (½ Cents Sales Tax)
In November 2016, voters approved Measure GG, a one-half percent transac�on and use tax increase, beginning April 1, 2017. This sales tax provides an increase in general fund revenues, allowing the City to construct a new Civic Center, including a Police Sta�on, Library and City Hall.

The tax will terminate 25 years a�er collec�on began, unless extended by voters.

Measure GG FY 2020 revenues decreased by 17% from FY 2019, and then increased by 23% in FY 2021. FY 2022 will see a nega�ve impact due to a large nega�ve taxpayer correc�on made by the State of California Department of Tax and Fee Administra�on (CDTFA) that reversed taxes for overpayments made in error in prior years. However, the impact is not included in the es�mate as the City has had knowledge of the error and revenue projec�ons that have been presented are adjusted accordingly. Future Measure GG projec�ons indicate increases more consistent with prior years. FY 2023 es�mates do not include the new Costco at Newark Mall; if included, es�mates for FY 2023 through FY 2027 would increase.

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ECONOMIC AND FINANCIAL FORECAST s
Transient Occupancy Tax
The City has 11 hotels (DoubleTree Hilton, Homewood Suites Hilton, Courtyard by Marriot, Newark Residence Inn by Marriot, Town Place Suites, ALo� Silicon Valley, Chase Suites, Comfort Inn, E-Z8 Hotel, Staybridge Suites, and SpringHill Suites by Marriot). These hotels remit a 10% transient occupancy tax (TOT) to the City and has made up around an average of 10% of total tax revenues for the City of Newark between 2011 and 2021.

Prior to the COVID-19 Pandemic, the City saw an average of nearly 12% increases year over year in TOT revenues. Given the COVID-19 Pandemic travel restric�ons and hesita�on in 2020 and 2021, there was a significant decline in revenue in FY 2020 and FY 2021. The total revenue for FY 2021 reached $2.92 million, which is higher than the 2020-2022 Biennial Budget forecast but

46.5% lower than the $5.4 million revenue in FY 2020. The City forecasts a 22% increase by the end of FY 2022, up to $3.5 million, and then a 20% increase in FY 2023. As business and leisure travel con�nue to increase, it is projected that the tax revenue will increase year over year at approximately 12% on average, similar to the pre-COVID-19 average yearly increase.

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Utility User Tax (UUT)
In November 2010, the voters of Newark passed Measure U, a 3.5% Utility User Tax (UUT). This UUT is applied to electricity, natural gas, telecommunications, and cable service and was implemented to restore some of the services that were severely cut during the recession. In November 2014, the voters extended the UUT and reduced the rate to 3.25%. In November 2020, Newark voters approved Measure PP to again extend the UUT another 9 years at the current rate to maintain vital services which include public safety, fire protection, streets and pothole repair, and crime and gang-prevention programs.

On average, the Utility User Tax (UUT) revenue is $3.3 million per year. The fluctuations shown below appear to be a reflection of consumer habits due to changing technology. Specifically, there is a trend of people switching from traditional television channel providers (such as Comcast) to internet-based programming through streaming which UUT is not subject to. These changes result in fewer gross receipts from u�lity providers, which means less UUT revenue for the City.

Other Taxes
The Other Taxes category includes Business License Tax and Property Transfer Tax and is projected to be $1.5 million and $556,000 respec�vely, at the end of FY 2022.

Business license taxes are paid by individuals and entities to conduct business in the City of Newark. Business license revenue is affected by the number of businesses in the City and the gross receipts these businesses generate. While business license tax revenue fluctuates with the economy, it is to a lesser degree than sales taxes.

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The Business License Taxes are based upon the calendar year with a due date of January 31st.

Payments received after January 31st will be assessed penalties. The City has collected approximately $1.5 million from 2,615 businesses for the period of December 1st through April 1st, 2022, of which 67% renewed/applied through the web portal. However, as of April 1st, there were approximately 584 outstanding business license renewals. The projected fees, for those remaining businesses, would be $66,000 in business license fees and $33,000 in penalties, which are assessed at 50% of the business license fee.

Property Transfer Tax is levied on the sale of real property. The County of Alameda collects $1.10 per $1,000 of the sale price when any real property is sold, of which the City receives half, or $0.55 per $1,000. The major economic drivers for property transfer tax are the volume of property sales and home prices. Unlike the 1.0 percent property tax revenue, property transfer tax receipts reflect current economic condi�ons without lag �me. Even though there is low inventory, the median home price has con�nued to rapidly grow over the past year.

Licenses, Permits, and Fees
This category includes recrea�on fees, franchise fees, animal licenses, construc�on permits, encroachment permits, and building permits. The Licenses, Permits & Fees category is projected to end the year at $4.0 million.

The closure of the Recreation and Community Services’ facilities due to the COVID-19 pandemic resulted in a significant drop in revenue collection during fiscal years 2020 and 2021 and is expected to slowly recover to pre-pandemic levels.

The City collects Franchise Fees from u�lity service providers for the use of city streets and rightsof-way. Franchise fees are currently received on cable TV, garbage, electricity, and natural gas.

Historically, franchise payments are not remited equally throughout the fiscal year: therefore, mid-year receipts are not necessarily predic�ve of year-end actuals. Total Franchise Fee revenues are projected at $4.1 million.

Construction permit revenues are directly associated with the number and value of residential and commercial development activities in the City. Construction permits saw a spike in FY 2016 due to high-cost encroachment permits. Construction permit revenues are projected to be $1.7 million in each FY 2023 and in FY 2024.

For the most part, development ac�vity is steady but expected to level off. Public works services and building permits will remain consistent with prior year amounts due to community needs.

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The 2020-2022 Biennial Budget assumed gradual li�ing of the shelter-in-place orders with a phased approach to reopening our revenue-genera�ng services. Amidst this context, Staff an�cipated minimal revenue in the first two

Use of Money and Property
The use of money and property category includes interest and dividend income on the City’s investment of fund balances, primarily General Fund working capital and reserves. The City’s cash is invested mainly with the State of California Local Agency Investment Fund (LAIF) and with California Asset Management Program (CAMP). Both of these options are secure and no-risk investments. Revenues in this category are forecasted to fluctuate depending upon the General Fund’s invested cash balance.

Operating Expenditures
Personnel expenditures are comprised of all costs associated with employee salary and benefits, except for the cost of the PERS pension payments. The personnel expenditures include salary, and benefit costs for regular full-time, regular part-time, and part-time, seasonal, and temporary positions. These expenditures increase as a result of negotiated salary adjustments, and other salaries and health benefits increase. Transfers in from the American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Funds provide additional funding for personnel expenditures through FY 2024. At the time of this writing, the City is in active bargaining negotiations with employee groups and the exact cost of salary adjustments and benefit increases have not been finalized.

The cost of retirement benefits continues to be significant for the City. The PERS Board continues to adopt changes to their assumptions and accounting methodology. Most recently, high investment rates realized at the end of June 2021 triggered the plan’s risk mitigation policy which lowers the discount rate to 6.5%. The effect of the discount rate reduction is a projected increase to the unfunded liability and increase in the normal cost, which will come into effect for fiscal year 2024.

The Alameda County Fire contract accounts for 18% of the City’s Operating Budget. Other operating expenditures include supplies, other contractual services, utilities, debt service payments, and equipment purchases. These expenditures increase as a result of inflation, increased service demands, and the addition of new programs or service levels. This accounts for the remaining 29% of the Operating Budget.

The City’s fiscal position is certainly much stronger today than it was at this time two years ago at the onset of the pandemic. The continued expansion of the economy, coupled with Federal funding, has allowed for the restoration of several positions as well as restoration of services and Packet Page 36 409
ECONOMIC AND FINANCIAL FORECAST s
programming at a level the public was accustomed to prior to the pandemic. As a result, FY 2022 revenue projections are slightly higher than FY 2021 actual revenue and revenue projections for FY 2023 and FY 2024 are reflecting cautious optimism.

These expenditures and revenue estimates reflect certain assumptions that are subject to change even before the adoption of the FY 2022-2024 Biennial Budget. Approval of supplemental budget requests and funding changes as a result of City Council direction will impact the overall expenditure estimates. Staff also updates these estimates and assumptions on an ongoing basis as a result of changes in the economy and funding priorities.

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s FIVE YEAR FORECAST
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The COVID‐19 Pandemic and the Development Forecast
The COVID‐19 Pandemic has caused significant and direct impact to nearly every aspect of people’s lives, including the physical, social, and economic well‐being of California ciƟes, residents, and businesses. Governor Gavin Newsom’s ExecuƟve Order N‐33‐20 (Stay‐at‐Home Order) was issued March 19, 2020, which required all Californian’s to stay home or at their place of residence, except for certain workers who were deemed essenƟal. During most of 2020 and throughout 2021, impacts of the Pandemic and the necessary shelter in place orders included severely limited economic and social acƟviƟes, surging unemployment claims, declines in revenue from sales tax, transit occupancy (hotel) tax, and other local government revenues.

Area Wide Economic Development Trends
The COVID‐19 Pandemic will have broad and long‐lasƟng impacts, and it accelerated and amplified many exisƟng trends and condiƟons. Between the COVID‐19 Pandemic and acƟons taken by local, state, and federal officials to protect health and promote safety have resulted in dramaƟc shiŌs in social and lifestyle perspecƟves.

Development and construcƟon slowed during the Pandemic due in part to iniƟal limitaƟons on construcƟon acƟviƟes in early 2020, brought on because of uncertainty of the economy. The construcƟon industry also saw significant increases in the costs of materials, labor shortages, delay of shipments of construcƟon materials and shiŌs in demand. The United States construcƟon industry relies heavily on foreign construcƟon materialssuch assteel and stone, and the COVID‐19 Pandemic caused closures and delays at internaƟonal factories that produce these materials. As a result, construcƟon material supply dramaƟcally decreased in the U.S. and what was available became more expensive.

E‐commerce trends such as online shopping, home delivery, and online ordering services for pick up, accelerated for retail, food and drug, and restaurant industries. This lead to greater growth for businesses with exisƟng e‐commerce services and retail businesses with efficient distribuƟon centers, and loss of sales for businesses unable to adapt to a new way of doing business. Many businesses have begun adapƟng to these changes by adding e‐commerce opƟons to their stores or restaurants and offering delivery or pick up opƟons.

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Regulatory bodiesthroughout California are also being more flexible in allowing thingslike added outdoor seaƟng for restaurants, or outdoor sidewalk sales. Many ciƟes have been looking towards adding more pedestrian friendly environments to their downtown and retail focused areas.

There has been a widespread adopƟon of remote work. While people are beginning to go back into the office, many will conƟnue to work part‐Ɵme or even full‐Ɵme from home. This will likely lead to long‐term impacts on the locaƟon and demand for office space.

AddiƟonally, the Pandemic has exposed and accelerated pre‐exisƟng housing supply constraints.

As of October 2021, there was 1.8 months’ worth of housing inventory available on the market in California. Inventory refers to the number of months it would take for all the current homes for sale on the market to sell. A healthy housing market usually has approximately six months of inventory. In the year prior to the Pandemic, there was more than 3.5 months of housing inventory in the state. This can only be solved by more supply of housing or weaker consumer demand.

Local Development Trends
Development and construcƟon may have slowed during the start of the COVID‐19 Pandemic, but the City of Newark has conƟnued to see new development and growth in the area. From fiscal year 2020 to 2021, Newark’s total revenue decreased, however, certain industry groups such as business and industry and auto and transportaƟon saw an increase in sales. Similar to many other U.S. ciƟes, Newark’s tax revenue from restaurants and hotels, fuels services, and retail and other consumer goods has decreased over the COVID‐19 Pandemic.

There are four notable projects currently in the enƟtlement phase, including a HyaƩ House Hotel and residenƟal projects containing townhomes and duplexes.  The proposed HyaƩ House Hotel would be located at 39888 BalenƟne Drive and include 112 guest rooms, two ballrooms, and ameniƟes such as a pool, workout room, and breakfast area. The Cedar Homes development project would be located at 38730 Cedar Blvd and the proposal includes 127 aƩached townhomes and duplexes.  FMC Willow, at Willow and Enterprise Streets, is another project in Packet Page 40 413
DEVELOPMENT s FORECAST
the enƟtlement phase that includes plans for 324 aƩached townhomes, 88 of which will be affordable housing units.

An important component of building an inclusive community is to provide affordable housing opportuniƟes within Newark. In addiƟon to the planned affordable units at FMC Willow, the City recently approved the Timber Street senior‐affordable project containing 78 apartment units.

The City has also applied for State of California Homekey Grant funds, which, if granted, would help fund the acquisiƟon and conversion of the Newark Towne Place Suites extended‐stay hotel to 125 units of affordable housing. The City’s General Plan Housing Element will be updated in January 2023 and will provide new programs that will support affordable housing development throughout the community.

Several addiƟonal notable projects have been completed since the start of the Pandemic.

PanaƩoni Light Industrial, an over 400,000 square‐foot (SF) building, at 7200‐7400 Gateway Blvd was completed in 2021. This space includes 250,000 SF of manufacturing space, 135,000 SF of warehouse space, and 26,000 SF of office space. ConstrucƟon of the new HyaƩ Place Hotel, at 5600 John Muir Drive, is slated to be complete in mid‐2022. The HyaƩ Place Hotel will have 112 guest rooms.

The City is seeing quite a bit of movement on several of their specific plans and master plans, including the Bayside Newark, NewPark Place, and Area 3 and 4 Specific Plans. These master plans are long‐range planning projectsforresidenƟal, commercial, transit‐oriented development, and open space developments.

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DEVELOPMENT s FORECAST
Bayside Newark
The Bayside Transit Oriented District Specific Plan
(Previously known as Dumbarton Transit‐Oriented
Development), adopted in 2010, is a  neighborhood
that provides a broad range of new housing types,
open space and parks, access to future transit
faciliƟes, and neighborhood serving retail and
commercial businesses.   The goal is that the
neighborhood takes advantage of future transit
investment to facilitate alternaƟve commutes,
dramaƟcally increase pedestrian mobility and to
take full advantage of its locaƟon and surrounding open space resources.

The Bayside Transit Oriented District Specific Plan limited residenƟal development to 2,500 units for the enƟre plan area. As of the end of 2021, projects that have been completed or are under construcƟon include Glass Bay, Lighthouse, Bayshores, Compass Bay, Bridgeway, and Harbor Pointe. As menƟoned earlier, FMC Willow is a project currently under review.

NewPark Place Specific Plan
In 2021, the City of Newark and Brookfield ProperƟes, the owner of NewPark Mall, began implemenƟng the NewPark Place Specific Plan. The Plan, adopted in 2018, has a vision to transform the NewPark Mall into a vibrant, urban place with modern residenƟal units, retail, dining opportuniƟes, community venues, and enhanced mulƟ‐modal streets and transit opportuniƟes that will act as a premier Bay Area desƟnaƟon that will revive the regional retail uses within the mall and act as an economic engine for the City of Newark. The Planning Commission and City Council held public hearings in June and July of 2021, respecƟvely, to consider amendments to the Specific Plan and ulƟmately voted to approve the recommendaƟons.

Brookfield ProperƟes would develop two projects that will serve as catalysts for future redevelopment of NewPark Mall. The first is the Phase A ResidenƟal Project, a residenƟal and Packet Page 42 415
DEVELOPMENT s FORECAST
retail mixed use project with a total of 319 dwelling units, approximately 3,700 square feet of ground floor retail, approximately 12,900 square feet or ameniƟessuch as a bike shop, clubroom, co‐workspace, game room and fitness room, a pool courtyard, and enclosed parking to include 506 parking stalls. The structure would sit along Alpenrose Drive at six‐stories tall with five residenƟal levelssituated overthe ground floorretail and ameniƟesspace. The remaining porƟon of the structure is five stories with six and a half levels of enclosed parking. ConstrucƟon is expected to begin in 2022 and be completed in early 2025.

The second proposed project is a Costco warehouse and 32‐pump retail fuel facility to be located on an approximately 10.8‐acre site and constructed by Costco. The space would include approximately 161,000 square feet of gross leasable area that includes a bakery, pharmacy, opƟcal center, hearing aid tesƟng center, food court, photo center, Ɵre sales and installaƟon center, and 10,340 square foot open air canopy. ConstrucƟon is expected to begin in 2022 and be completed in the Fall of 2023.

NewPark Mall Economic Impact
In a Peer Review completed by the HdL Companies ECONSoluƟons Team in June 2021 to evaluate the Economic Benefit Assessment prepared by Brookfield ProperƟes, it was esƟmated that complete implementaƟon of the development allowed in the NewPark Place Specific Plan would bring in approximately 3,000
residents and over 1,400 total
employees.

HdL Companies analysis of
potenƟal revenue generated by
the reposiƟoning and
redevelopment of NewPark
into a mixed‐use retail and residenƟal environment is esƟmated to result in total revenues of approximately  $9.6 million including increases in assessed valuaƟon and sales taxes.

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Summary
Newark has conƟnuously seen strong development acƟvity for the past ten years. The COVID‐19 Pandemic may have had a slight impact on overall development, though the City is sƟll seeing pre‐Pandemic development projects in construcƟon or being completed. Newark’s plans for addiƟonal residenƟal housing are a posiƟve step in response to the housing shortage in the State and the Bay Area. The re‐use of the NewPark Mall in the NewPark Place Specific Plan will transform the area in a very posiƟve way. The long‐term impacts to Newark may be seen in change in use of exisƟng spaces,such as downsizing office space. It will be important to get ahead of such changes to plan for future re‐use.

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GENERAL FUND & COST CENTERS s
General Fund
The General Fund consists of activities that benefit the general public. It includes City Council, City Administration, Police, Fire, Library, and Economic Development. These activities are supported by General Fund revenues.

The concept of a Cost Center is to account for those activities for which a fee is charged to external users of the goods or services. The cost of providing services for an activity should be recovered through fees or charges. In practice, Cost Centers are used to account for activities whose costs are only partially funded by fees and charges. In this case, a well-defined contribution from the General Fund to the Cost Center is required. In other cases, some of the activities in the fund are deemed by the City Council to be of general public benefit, and, therefore, receives a carefully considered contribution.

Services in Cost Centers can be fully cost recovering, which means that all costs of providing services include both direct and overhead costs. The overhead factor is created from a cost allocation plan. In development plan review, for example, the cost allocation plan is reasonable in that it accounts for the cost the planner places on the General Fund. The planner position requires, among other services, personnel administration services (recruitment, benefit administration, etc.), finance services (payroll, computer systems, etc.), and management services (performance review, work planning, etc.). The true cost of providing the plan check includes these costs. These costs are allocated to the planner based on nine criteria developed by the Finance Department and approved by the Executive Team, City Manager, and City Council.

Development Cost Center
The Development Cost Center consists of Planning, Engineering, Building Regulation and Inspection, and Community Development. These are services provided for developmental activities in the community and are supported primarily by development fees. When first adopted, the General Fund contribution to the Development Cost Center was 31% and that contribution is projected to be 41% for fiscal year 2023. In addition for fiscal year 2023, $842,000 is projected to be funded with ARPA funds.

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GENERAL FUND & COST CENTERS s
Recreation Cost Center
The Recreation Cost Center provides for the City’s recreation programs and activities. These services are paid for by user fees that are partially cost covering. The City updates its Master Fee Schedule annually and takes into consideration market comparisons and cost of providing the services. Some General Fund contribution is required due to market constraints in pricing services. This fund was given a 40% General Fund contribution when it was created and is currently projected to receive a 53% contribution for the upcoming fiscal year 2023 budget. The specific activities in this fund include General Recreation Services, Youth/Adult Sports, Fitness and Wellness, George M. Silliman Community Activity Center Phase II – Family Aquatic Center, General Community and Human Services, Youth and Teens, and Seniors Activity. The Recreation Cost Center also includes the licensed childcare program. This program is included in the 53% contribution from the General Fund for fiscal year 2023. Other funding includes $551,000 from the ARPA funds.

Maintenance Cost Center
Maintenance Cost Center provides for the maintenance of the City’s infrastructure assets. The preservation of the City’s infrastructure is a high priority which requires a 84% contribution from the General Fund. Services provided in this fund include Street Repairs, Weed Abatement, Park and Landscape Maintenance, Street Lighting, and Environmental Services. Other funding contributions include $307,000 from ARPA funds and $125,000 from Measure D.

Capital Funds
The Capital Funds are predominantly capital, rather than an operating fund. It contains both capital projects and capital funds. The Capital Improvement Plan (CIP) is included within this fund.

Activities include Street Construction/Gas Tax, Street Tree Program, Park Construction, Art In Public Places, Housing and Community Development (HCD) grant projects, and Capital Improvements. This fund is supported by various revenues, including State Gas Tax, Measure B, BB and SB 1 funds, and Federal, State, and other agencies’ grants. General Fund contributions to this fund fluctuate from year to year depending on capital construction needs and the General Fund’s ability to generate a surplus to support them.

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s
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HOW TO READ THE s BUDGET SUMMARY

HOW TO READ THE BUDGET SUMMARY PAGES

1 The Summary Page provides a summary for each fund in the budget. These funds are the General Fund, Cost Center Funds, and Internal Service Funds. The summary showsinformation at the Organizational Unit. Further budget detail can be found on the Budget Detail by Department.
2 Each Department has a distinct number for coding purposes.  For example, 13 is the Department Number for the City Clerk Services. This column lists the organizational unit which could include the Department, Division and Program numbers.
3 Programs are groups of related activities, and activities are groups of account codes that describe specific City services. For example, Department 13 City Clerk is one activity under the GENERAL GOVERNMENT/MANAGEMENT AND SUPPORT SERVICES SUMMARY program. It contains the budget for all personnel, supplies, services, and capital associated with providing City Clerk services to the City Council and community.
4 The amountsin this column reflect the original budget asit was adopted for fiscal year 2022, which began on July 1, 2021.
5 The amounts in this column reflect budgets as amended by the City Council for fiscal year 2022.
6 The amounts in this column are the projected activity budgets for fiscal year 2022.
7 The amounts in this column are the activity budgets for fiscal year 2023. 8 The amounts in this column are the activity budgets for fiscal year 2024.

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HOW TO READ THE s BUDGET SUMMARY
1 2
3 4 56 7 8
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s BUDGET STRUCTURE
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ACCOUNT CODE DESCRIPTIONS

The following Account Code descripƟons are commonly referred to as expenditure codes. Revenue codes in the 4000 series are described separately in the Glossary. 5100 Regular Employees represent the personnel cost for services provided by full‐Ɵme and regular part‐Ɵme employees. Full‐Ɵme employees have a weekly average regular work schedule of 40 hours.

Regular part‐Ɵme employees have a weekly average regular work schedule of 20‐35 hours. 5120 Personnel costs of services provided by part‐Ɵme seasonal, temporary, or contractual employees.
5140 OverƟme represents the cost for services provided by employees for hours worked in excess of regularly scheduled hours to meet service level needs.
6100 Materials and Supplies represent the cost for tangible goods and commodiƟes which are consumed or materially altered when used.
6200 Services (professional and contractual) represent the cost for general or special City services performed by either private agencies or outside governmental agencies. An example of a private agency contract is a contract for weed abatement services. An example of an outside governmental agency contract is the contract with the City of Fremont for animal shelter services. 6400 Membership, Travel, and Training represent the cost for membership in professional and trade associaƟons, traveling to and parƟcipaƟon in workshops, seminars, and conferences provided by these associaƟons, and in‐house training programs. Examples of some acƟviƟes under this category include disaster preparedness training and exercises, advanced training in computer soŌware use, and technical workshops that introduce new legislaƟve reporƟng requirements. 6800 Internal Service Charges represent allocaƟon of costs incurred by the Internal Service Fund (ISF) acƟviƟes to provide services to other City departments. The ISF acƟviƟes include Office Support, Self‐Insurance (Workers’ CompensaƟon and Public Liability), Maintenance (Equipment, Building), and Equipment Replacement.
7000 Debt Service represents principal and interest payments on long‐term debt for the Civic Center.

This also includes capital lease payments for the acquisiƟon of a fire pumper and street sweeper. 8000 Capital Outlay represents the cost of major and significant acquisiƟons of equipment, land, buildings, and building improvements. An example is a purchase of a new vehicle that is added to the City’s fleet. Another example is the cost for a major building renovaƟon that extends the building’s economic life and expands its funcƟonal use.

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2018* 2019* 2020* 2021* 2022 Estimate
General Fund
Fiscal Uncertainty $ 5,095,000 $ 5,220,000 $ 10,722,000 $ 10,722,000 $ 10,722,000 Emergency Reserve 7,643,000 7,830,000 11,430,000 11,430,000 11,430,000 Pension/OPEB Reserve 7,784,867 10,789,000 15,989,000 6,824,000 4,560,000 Equipment Replacement 2,900,000 3,100,000 5,800,000 6,000,000 6,138,000 Measure GG 5,306,000 5,874,000 10,564,000 16,263,000 7,713,000 Unallocated General Fund 14,215,000 18,480,000 5,712,000 7,474,000 7,554,530 Special Revenue Funds 3,753,000 4,507,000 8,951,000 9,550,000 5,559,545 Capital Funds 46,248,000 56,556,000 53,028,000 60,597,000 65,056,606 * Amounts from ACFR reports

HISTORICAL FUND BALANCES
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
2018* 2019* 2020* 2021* 2022 Estimate
Fiscal Uncertainty Emergency Reserve Pension/OPEB Reserve Equipment Replacement Measure GG Unallocated General Fund Special Revenue Funds Capital Funds Packet Page 52 425

SUMMARY OF BUDGETED REVENUES
Fiscal Years 2021, 2022, 2023 and 2024
Code Revenue by Source 2021 Actual 2022 Budgeted 2022 Estimate 2023 Budgeted 2024 Budgeted

OPERATING REVENUE

TAXES - PROPERTY, SALES, OTHER
4010 Current Secured 17,493,615 19,552,000 19,552,000 19,907,000 21,114,000 4011 Current Secured - VLF 5,494,037 5,851,000 5,851,000 6,228,000 6,606,000 4012 Current Unsecured 859,838 847,000 898,000 1,000,000 1,061,000 4013 Prior Secured 168,127 0 135,000 154,000 154,000
4014 Prior Unsecured 30,354 0 30,000 0 0
4015 Supplemental 483,671 0 14,000 0 0
4016 Penalties 59,895 0 19,000 0 0
4020 Sales & Use Taxes 14,775,027 14,984,000 14,772,000 14,468,000 14,862,000 4021 1/2 Cents Sales Tax 5,699,899 5,697,000 5,697,000 5,958,000 6,142,000 4030 Transient Occupancy Tax 2,916,050 3,876,000 3,650,000 3,840,000 3,917,000 4040 Utility User Tax 3,366,768 3,299,000 3,306,000 3,306,000 3,314,000 4053 Documentary Transfer Tax 635,862 732,000 556,000 556,000 595,000 4050.110 Business License 1,339,963 1,461,000 1,461,000 1,491,000 1,521,000 4050.120 Business License - Penalties 53,553 52,000 52,000 0 0 4050.130 Business License - Registration 82,968 85,000 85,000 0 0 Subtotal 53,459,629 56,436,000 56,078,000 56,908,000 59,286,000

LICENSES & PERMITS
4101.XXX Franchise Fees 4,177,233 4,382,000 4,129,000 4,267,000 4,410,000 4101.140 PEG Fees 61,744 50,000 50,000 50,000 50,000
4103 Animal License 11,678 6,000 9,000 9,000 9,000
4104 Document Reproduction & Certification 16,419 12,000 12,000 0 0 4105 Records Automation fee 220,613 0 123,000 100,000 100,000 4120 Spec NPD Fees-False Alarms 39,684 30,000 34,000 30,000 30,000 4121 Spec NPD Fees-Emergency Response Cost Recovery 10 0 0 0 0 4122 Spec NPD Fees-Towing Administration 40,675 50,000 46,000 25,000 25,000 4123 Abandoned Vehicle Abatement 109,989 20,000 30,000 20,000 20,000 4124 Animal Control Fees 1,530 0 1,000 0 0
4125 Spec NPD Fees-Miscellaneous 1,575 0 10,000 0 0
4130 Special Fire Fee 7,246 8,000 0 7,000 7,000
4132 Spec FD Fee-Fire Permits 150,306 145,000 118,000 118,000 118,000 4135 Spec FD Fee Miscellaneous 3,370 0 3,000 0 0
4140 Home Occupation Fee 20,642 11,000 18,000 11,000 11,000 4141 Zoning Fee 193,022 40,000 201,000 200,000 200,000
4142 Code Enforcement 3,960 10,000 19,000 10,000 10,000 4150 Bldg. Construction Permits 2,222,237 1,650,000 1,424,000 1,680,000 1,680,000 4152 Bldg. Plan Review Fees 1,008,291 830,000 883,000 800,000 800,000 4151 Bldg. Permit Application Fee 112,201 71,000 87,000 70,000 70,000 4153 Fire Preventive Review Fee 158 0 0 0 0
4154.110 Alarm User Permit 3,494 4,000 4,000 4,000 4,000 4154.120 Alarm User Permit - Renewal 5,944 2,000 3,000 2,000 2,000 4157 Street & Curb Permit 248,053 465,000 203,000 250,000 250,000 4158 Plan Checking Fee 283,332 679,000 237,000 325,000 325,000 4160 Maintenance-Utility Charges 660 0 1,000 0 0
4161 Stormwater Quality Control Plan 7,134 6,000 6,000 5,000 5,000 4162 Storm Drain Fees 511,597 505,000 505,000 500,000 510,000 4163 Weed Abatement Fee 5,614 7,000 4,000 4,000 4,000
4164 Landscape & Lighting Maintenance 399,407 0 0 0 0
4199 Other Licenses & Permits 8,402 11,000 11,000 11,000 11,000 Subtotal 9,876,218 8,994,000 8,171,000 8,498,000 8,651,000 Packet Page 53 426

SUMMARY OF BUDGETED REVENUES
Fiscal Years 2021, 2022, 2023 and 2024
Code Revenue by Source 2021 Actual 2022 Budgeted 2022 Estimate 2023 Budgeted 2024 Budgeted

FINES & FORFEITURES
4610 Vehicle Code Fines 509,975 815,000 588,000 588,000 588,000 4611 Parking Fines (247) 50,000 40,000 40,000 40,000
4612 Other Fines (132,024) 10,000 6,000 6,000 6,000
Subtotal 377,704 875,000 634,000 634,000 634,000

USE OF MONEY & PROPERTY
4880 Investment Earnings 941,191 1,092,000 203,000 80,000 80,000 4881 Sweep Invest Earnings 1,513 0 2,000 0 0
4185/489X Rents & Concessions 128,990 367,000 277,000 408,000 420,000 Subtotal 1,071,694 1,459,000 482,000 488,000 500,000

REVENUE FROM OTHER AGENCIES
4019 Paramedic Parcel Tax 255,101 233,000 252,000 233,000 233,000 4701 Motor Vehicle-In-Lieu 35,913 35,000 57,000 57,000 57,000 4703 Prop 172 Public Safety Sales Tax 385,017 0 429,000 437,000 454,000 4704 Homeowner Relief 97,800 88,000 98,000 98,000 98,000 4705 Other State Grants 74,400 10,000 1,000 10,000 10,000 472X State Gasoline Tax 728,163 1,213,000 928,000 1,033,000 1,060,000 4792 Other State Grants 213,076 178,104 139,000 113,000 113,000 4742 Federal & County Grants 330,258 345,000 270,000 275,000 275,000 4750 POST Reimbursement 19,355 30,000 32,000 30,000 30,000 4790 Miscellaneous Services 104,218 12,000 221,000 228,000 228,000 4791 County Grants/Reimbursements 52,818 0 39,000 0 0
4793 Federal Grants 636,861 5,980,000 5,937,000 5,980,000 80,000 4795 Donations 793 0 1,000 0 0
Subtotal 2,933,773 8,124,104 8,404,000 8,494,000 2,638,000

CHARGES FOR SERVICES
4180 General Recreation Services 305,995 287,000 269,000 287,000 290,000 4181 Silliman General Aquatic Program 59,233 627,000 225,000 250,000 300,000 4182 Silliman Center General Admission 51,403 825,000 311,000 280,000 290,000 4183 Silliman Contract Classes 24,168 170,000 138,000 140,000 150,000 4186 Child Care Activity 422 540,000 157,000 430,000 440,000 4187 Preschool Activity 0 138,000 35,000 40,000 45,000
4189 Senior Center Contract Classes 1,080 42,000 2,000 21,000 22,000 4190 Recreation Processing Fee 989 0 2,000 0 0
Subtotal 443,290 2,629,000 1,139,000 1,448,000 1,537,000

OTHER REVENUES
4910 Landscape & Lighting Contract Admin Fee 71,740 71,000 83,000 71,000 71,000 4930 Contribution from Private Sources 0 0 1,000 0 0
4990 Other Revenue 147,488 120,000 111,000 110,000 110,000 4905 Settlement-Court Cases 34,981 0 0 0 0
4995 Misc Reimbursement 127,815 0 5,000 6,000 6,000
4997 Proceeds From Asset Disposition 230 0 0 0 0
4998 Cash Short/Over 1,284 0 (2,000) 0 0
Subtotal 383,538 191,000 198,000 187,000 187,000
TOTAL OPERATING REVENUE 68,545,846 78,708,104 75,106,000 76,657,000 73,433,000 Packet Page 54 427

SUMMARY OF BUDGETED REVENUES
Fiscal Years 2021, 2022, 2023 and 2024
Code Revenue by Source 2021 Actual 2022 Budgeted 2022 Estimate 2023 Budgeted 2024 Budgeted

CAPITAL FUNDS

USE OF MONEY & PROPERTY
4880 Investment Earnings 205,460 0 47,000 0 0
4881 Sweep Invest Earnings 1,392 0 0 0 0
Subtotal 206,852 0 47,000 0 0

REVENUE FROM OTHER AGENCIES
4723 State Gasoline Tax 337,568 0 341,000 380,000 390,000 4725 HUTA RMRA SB1 907,758 1,012,000 1,012,000 1,114,000 1,114,000 4995 Misc Reimbursement 0 0 42,000 0 0
474X Measure B/BB/F 1,516,734 1,515,000 1,228,000 1,539,000 1,564,000 4730 Measure D Revenue 72,416 125,000 146,000 125,000 125,000 4790 Other Governmental Agencies 0 150,000 0 0 0
4793 Federal/County Grants 641,877 0 50,000 138,000 140,000 Subtotal 3,476,353 2,802,000 2,819,000 3,296,000 3,333,000

IMPACT FEES
4146 Art In Public Places 116,855 70,000 50,000 83,000 20,000 4143 Park Impact Fees 2,874,677 2,000,000 1,571,000 3,406,000 442,000 4144 Development Impact Fees 15,819,472 0 7,635,000 9,306,000 5,238,000 4145 Community Development Maint. Fees 780,453 563,000 226,000 54,000 11,000 Subtotal 19,591,457 2,633,000 9,482,000 12,849,000 5,711,000 SUBTOTAL CAPITAL FUNDS REVENUE 23,274,663 5,435,000 12,348,000 16,145,000 9,044,000 TOTAL CAPITAL FUNDS REVENUE 23,274,663 5,435,000 12,348,000 16,145,000 9,044,000 TOTAL REVENUE 91,820,509 84,143,104 87,454,000 92,802,000 82,477,000

REVENUE SUMMARY RECAP
Operating Revenue 68,545,846 78,708,104 75,106,000 76,657,000 73,433,000 Capital Funds Revenue 23,274,663 5,435,000 12,348,000 16,145,000 9,044,000 TOTAL REVENUE 91,820,509 84,143,104 87,454,000 92,802,000 82,477,000 Packet Page 55 428
TOTAL
TOTAL
Fiscal Year 2023
$76,657,000
Budgeted Revenue by Source
Fiscal Year 2023
$92,802,000
Budgeted Operating Revenue by Source

17.4%, 16,145,000

0.2%, 187,000

0.5%, 488,000

9.2%, 8,494,000

0.7%, 634,000

9.2%, 8,498,000

1.6%, 1,448,000

2.2%, 2,047,000

3.6%, 3,306,000

4.1%, 3,840,000

6.4%, 5,958,000

15.6%, 14,468,000

29.4%, 27,289,000
Capital Funds
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property

0.2%, $187,000

0.6%, $488,000

11.1%, $8,494,000

0.8%, $634,000

11.1%, $8,498,000

1.9%, $1,448,000

2.7%, $2,047,000

4.3%, $3,306,000

5.0%, $3,840,000

7.8%, $5,958,000

18.9%, $14,468,000

35.6%, $27,289,000
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property
Packet Page 56 429
TOTAL
TOTAL $73,433,000
Budgeted Revenue by Source
Fiscal Year 2024
$82,477,000
Budgeted Operating Revenue by Source
Fiscal Year 2024

11.0%, 9,044,000

0.2%, 187,000

0.6%, 500,000

3.2%, 2,638,000

0.8%, 634,000

10.5%, 8,651,000

1.9%, 1,537,000

2.6%, 2,116,000

4.0%, 3,314,000

4.7%, 3,917,000

7.4%, 6,142,000

18.0%, 14,862,000

35.1%, 28,935,000
Capital Funds
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property

0.3%, $187,000

0.7%, $500,000

3.6%, $2,638,000

0.9%, $634,000

11.8%, $8,651,000

2.1%, $1,537,000

2.9%, $2,116,000

4.5%, $3,314,000

5.3%, $3,917,000

8.4%, $6,142,000

20.2%, $14,862,000

39.4%, $28,935,000
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property
Packet Page 57 430

SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2023
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center
Total
Operating
Special Revenue &
Capital Funds

TAXES-PROPERTY, SALES, OTHER
4010 Current Secured 19,907,000 0 0 0 19,907,000 0
4011 Current Secured - VLF 6,228,000 0 0 0 6,228,000 0
4012 Current Unsecured 1,000,000 0 0 0 1,000,000 0
4013 Prior Secured 154,000 0 0 0 154,000 0
4020 Sales & Use Taxes 14,468,000 0 0 0 14,468,000 0
4021 1/2 Cents Sales Tax 5,958,000 0 0 0 5,958,000 0
4030 Transient Occupancy Tax 3,840,000 0 0 0 3,840,000 0 4040 Utility User Tax 3,306,000 0 0 0 3,306,000 0
4053 Documentary Transfer Tax 556,000 0 0 0 556,000 0
4050.110 Business License 1,491,000 0 0 0 1,491,000 0
Subtotal 56,908,000 0 0 0 56,908,000 0

LICENSES & PERMITS
4101.XXX Franchise Fees 4,267,000 0 0 0 4,267,000 0
4101.140 PEG Fees 0 0 0 0 0 50,000
4103 Animal License 9,000 0 0 0 9,000 0
4105 Records Automation fee 0 100,000 0 0 100,000 0
4120 Spec NPD Fees-False Alarms 30,000 0 0 0 30,000 0
4122 Spec NPD Fees-Towing Administration 25,000 0 0 0 25,000 0 4123 Abandoned Vehicle Abatement 20,000 0 0 0 20,000 0
4130 Special Fire Fee 7,000 0 0 0 7,000 0
4132 Spec FD Fee-Fire Permits 118,000 0 0 0 118,000 0
4140 Home Occupation Fee 0 11,000 0 0 11,000 0
4141 Zoning Review Fee 0 200,000 0 0 200,000 0
4142 Code Enforcement 0 10,000 0 0 10,000 0
4150 Bldg. Construction Permits 0 1,680,000 0 0 1,680,000 0 4151 Bldg. Permit Application Fee 0 70,000 0 0 70,000 0 4152 Bldg Plan Review Fees 0 800,000 0 0 800,000 0
4154.110 Alarm User Permit 4,000 0 0 0 4,000 0
4154.120 Alarm User Permit - Renewal 2,000 0 0 0 2,000 0 4157 Street & Curb Permit 0 250,000 0 0 250,000 0
4158 Plan Checking Fee 0 325,000 0 0 325,000 0
4161 Stormwater Quality Control Plan 0 5,000 0 0 5,000 0 4162 Storm Drain Fees 0 0 0 500,000 500,000 0
4163 Weed Abatement Fee 0 0 0 4,000 4,000 0
4199 Other Licenses & Permits 1,000 10,000 0 0 11,000 0 Subtotal 4,483,000 3,461,000 0 504,000 8,448,000 50,000 Packet Page 58 431

SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2023
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center
Total
Operating
Special Revenue &
Capital Funds

FINES & FORFEITURES
4610 Vehicle Code Fines 588,000 0 0 0 588,000 0
4611 Parking Fines 40,000 0 0 0 40,000 0
4612 Other Fines 6,000 0 0 0 6,000 0
Subtotal 634,000 0 0 0 634,000 0

USE OF MONEY & PROPERTY
4880 Investment Earnings 80,000 0 0 0 80,000 0
4185/489X Rents & Concessions 0 0 408,000 0 408,000 0
Subtotal 80,000 0 408,000 0 488,000 0

REVENUE FROM OTHER AGENCIES
4019 Paramedic Parcel Tax 0 0 0 0 0 233,000
4701 Motor Vehicle-In-Lieu 57,000 0 0 0 57,000 0
4703 Prop 172 Public Safety Sales Tax 437,000 0 0 0 437,000 0 4704 Homeowner Relief 98,000 0 0 0 98,000 0
4705 State Mandates SB90 10,000 0 0 0 10,000 0
4725 HUTA RMRA SB1 0 0 0 0 0 1,114,000
472X State Gasoline Tax 0 0 0 0 0 1,413,000
4730 Measure D Revenue 0 0 0 0 0 125,000
4792 Other State Grants/Reimbursements 0 0 0 0 0 113,000 4740 ACTC (LOCAL STREETS & ROADS) 0 0 0 0 0 1,060,000
4741 ACTC (BICYCLE & PEDESTRIAN) 0 0 0 0 0 284,000
4742 ACTC (Paratransit Program) 0 0 0 0 0 275,000
4743 ACTC (LOCAL RD IMPROVEMENT/REPAIR PRGM) 0 0 0 0 0 195,000 4750 POST Reimbursement 30,000 0 0 0 30,000 0
4790 Other Governmental Agencies 12,000 216,000 0 0 228,000 0 4793 Federal Grants/Awards 10,000 0 0 0 10,000 6,108,000 Subtotal 654,000 216,000 0 0 870,000 10,920,000

CHARGES FOR SERVICES
4180 General Recreation Services 0 0 287,000 0 287,000 0 4181 Silliman General Aquatic Program 0 0 250,000 0 250,000 0 4182 Silliman Center General Admission 0 0 280,000 0 280,000 0 4183 Silliman Contract Classes 0 0 140,000 0 140,000 0
4186 Child Care Activity 0 0 430,000 0 430,000 0
4187 Preschool Activity 0 0 40,000 0 40,000 0
4189 Senior Center Contract Classes 0 0 21,000 0 21,000 0 Subtotal 0 0 1,448,000 0 1,448,000 0

IMPACT FEES
4146 Art In Public Places 0 0 0 0 0 83,000
4143 Park Impact Fees 0 0 0 0 0 3,406,000
4144 Development Impact Fees 0 0 0 0 0 9,306,000
4145 Community Development Maint. Fees 0 0 0 0 0 54,000 Subtotal 0 0 0 0 0 12,849,000

OTHER REVENUES
4910 Landscape & Lighting Contract Admin Fee 0 36,000 0 35,000 71,000 0 4990 Other Revenue 0 110,000 0 0 110,000 0
4995 Misc Reimbursement 0 6,000 0 0 6,000 0
Subtotal 0 152,000 0 35,000 187,000 0
TOTAL REVENUE 62,759,000 3,829,000 1,856,000 539,000 68,983,000 23,819,000 TOTAL 62,759,000 3,829,000 1,856,000 539,000 68,983,000 23,819,000 Packet Page 59 432

SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2024
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center Total Operating
Special Revenue &
Capital Funds

TAXES-PROPERTY, SALES, OTHER
4010 Current Secured 21,114,000 0 0 0 21,114,000 0
4011 Current Secured - VLF 6,606,000 0 0 0 6,606,000 0
4012 Current Unsecured 1,061,000 0 0 0 1,061,000 0
4013 Prior Secured 154,000 0 0 0 154,000 0
4020 Sales & Use Taxes 14,862,000 0 0 0 14,862,000 0
4021 1/2 Cents Sales Tax 6,142,000 0 0 0 6,142,000 0
4030 Transient Occupancy Tax 3,917,000 0 0 0 3,917,000 0 4040 Utility User Tax 3,314,000 0 0 0 3,314,000 0
4053 Documentary Transfer Tax 595,000 0 0 0 595,000 0
4050.110 Business License 1,521,000 0 0 0 1,521,000 0
Subtotal 59,286,000 0 0 0 59,286,000 0

LICENSES & PERMITS
4101.XXX Franchise Fees 4,410,000 0 0 0 4,410,000 0
4101.140 PEG Fees 0 0 0 0 0 50,000
4103 Animal License 9,000 0 0 0 9,000 0
4105 Records Automation fee 0 100,000 0 0 100,000 0
4120 Spec NPD Fees-False Alarms 30,000 0 0 0 30,000 0
4122 Spec NPD Fees-Towing Administration 25,000 0 0 0 25,000 0 4123 Abandoned Vehicle Abatement 20,000 0 0 0 20,000 0
4130 Special Fire Fee 7,000 0 0 0 7,000 0
4132 Spec FD Fee-Fire Permits 118,000 0 0 0 118,000 0
4140 Home Occupation Fee 0 11,000 0 0 11,000 0
4141 Zoning Review Fee 0 200,000 0 0 200,000 0
4142 Code Enforcement 0 10,000 0 0 10,000 0
4150 Bldg. Construction Permits 0 1,680,000 0 0 1,680,000 0 4151 Bldg. Permit Application Fee 0 70,000 0 0 70,000 0 4152 Bldg Plan Review Fees 0 800,000 0 0 800,000 0
4154.110 Alarm User Permit 4,000 0 0 0 4,000 0
4154.120 Alarm User Permit - Renewal 2,000 0 0 0 2,000 0 4157 Street & Curb Permit 0 250,000 0 0 250,000 0
4158 Plan Checking Fee 0 325,000 0 0 325,000 0
4161 Stormwater Quality Control Plan 0 5,000 0 0 5,000 0 4162 Storm Drain Fees 0 0 0 510,000 510,000 0
4163 Weed Abatement Fee 0 0 0 4,000 4,000 0
4199 Other Licenses & Permits 1,000 10,000 0 0 11,000 0 Subtotal 4,626,000 3,461,000 0 514,000 8,601,000 50,000 Packet Page 60 433

SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2024
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center Total Operating
Special Revenue &
Capital Funds

FINES & FORFEITURES
4610 Vehicle Code Fines 588,000 0 0 0 588,000 0
4611 Parking Fines 40,000 0 0 0 40,000 0
4612 Other Fines 6,000 0 0 0 6,000 0
Subtotal 634,000 0 0 0 634,000 0

USE OF MONEY & PROPERTY
4880 Investment Earnings 80,000 0 0 0 80,000 0
4185/489X Rents & Concessions 0 0 420,000 0 420,000 0
Subtotal 80,000 0 420,000 0 500,000 0

REVENUE FROM OTHER AGENCIES
4019 Paramedic Parcel Tax 0 0 0 0 0 233,000
4701 Motor Vehicle-In-Lieu 57,000 0 0 0 57,000 0
4703 Prop 172 Public Safety Sales Tax 454,000 0 0 0 454,000 0 4704 Homeowner Relief 98,000 0 0 0 98,000 0
4705 State Mandates SB90 10,000 0 0 0 10,000 0
472X State Gasoline Tax 0 0 0 0 0 1,450,000
4725 HUTA RMRA SB1 0 0 0 0 0 1,114,000
4730 Measure D Revenue 0 0 0 0 0 125,000
4792 Other State Grants/Reimbursements 0 0 0 0 0 113,000 4742 ACTC (Paratransit Program) 0 0 0 0 0 1,839,000
4750 POST Reimbursement 30,000 0 0 0 30,000 0
4790 Other Governmental Agencies 12,000 216,000 0 0 228,000 0 4793 Federal Grants/Awards 10,000 0 0 0 10,000 210,000
Subtotal 671,000 216,000 0 0 887,000 5,084,000

CHARGES FOR SERVICES
4180 General Recreation Services 0 0 290,000 0 290,000 0 4181 Silliman General Aquatic Program 0 0 300,000 0 300,000 0 4182 Silliman Center General Admission 0 0 290,000 0 290,000 0 4183 Silliman Contract Classes 0 0 150,000 0 150,000 0
4186 Child Care Activity 0 0 440,000 0 440,000 0
4187 Preschool Activity 0 0 45,000 0 45,000 0
4189 Senior Center Contract Classes 0 0 22,000 0 22,000 0 Subtotal 0 0 1,537,000 0 1,537,000 0

IMPACT FEES
4146 Art In Public Places 0 0 0 0 0 20,000
4143 Park Impact Fees 0 0 0 0 0 442,000
4144 Development Impact Fees 0 0 0 0 0 5,238,000
4145 Community Development Maint. Fees 0 0 0 0 0 11,000 Subtotal 0 0 0 0 0 5,711,000

OTHER REVENUES
4910 Landscape & Lighting Contract Admin Fee 0 36,000 0 35,000 71,000 0 4990 Other Revenue 0 110,000 0 0 110,000 0
4995 Misc Reimbursement 0 6,000 0 0 6,000 0
Subtotal 0 152,000 0 35,000 187,000 0
TOTAL REVENUE 65,297,000 3,829,000 1,957,000 549,000 71,632,000 10,845,000 TOTAL 65,297,000 3,829,000 1,957,000 549,000 71,632,000 10,845,000 Packet Page 61 434
TOTAL
TOTAL
Fiscal Year 2023
$74,742,000
Budgeted Total Expenditures
Fiscal Year 2023
$85,814,100
Budgeted Operating Expenditures

12.9%, $11,072,100

6.9%, $5,956,000

7.2%, $6,151,000

6.7%, $5,729,000

8.8%, $7,557,000

13.9%, $11,908,000

31.5%, $27,058,000

12.1%, $10,383,000
Capital Funds
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund

8.0%, $5,956,000

8.2%, $6,151,000

7.7%, $5,729,000

10.1%, $7,557,000

15.9%, $11,908,000

36.2%, $27,058,000

13.9%, $10,383,000
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund
Packet Page 62 435
TOTAL
TOTAL
Fiscal Year 2024
$76,548,000
Budgeted Total Expenditures
Fiscal Year 2024
$81,081,000
Budgeted Operating Expenditures

7.6% $6,140,000

8.0% $6,509,000

5.6% $4,533,000

7.1% $5,767,000

9.3% $7,568,000

15.8% $12,771,000

34.0% $27,556,000
$10,237,000
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Capital Funds
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund

8.0% $6,140,000

8.5% $6,509,000

7.5% $5,767,000

9.9% $7,568,000

16.7% $12,771,000

36.0% $27,556,000
$10,237,000
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund
Packet Page 63 436

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity
2022
Amended
2022
Estimated
2023
Budgeted
% of
Total Personnel
Non
Personnel
2024
Budgeted
% of
Total Personnel
Non
Personnel

GENERAL FUND

GENERAL GOVERNMENT

10.010.100 Mayor-Council 326,000 326,000 409,000 0.48 201,000 208,000 413,000 0.51 204,000 209,000

13.013.130 City Clerk 283,000 362,000 535,000 0.62 317,000 218,000 374,000 0.46 325,000 49,000

15.015.150 City Attorney 902,000 549,000 470,000 0.55 0 470,000 482,000 0.59 0 482,000 Subtotal 1,511,000 1,237,000 1,414,000 1.65 518,000 896,000 1,269,000 1.57 529,000 740,000

MANAGEMENT/SUPPORT SERVICES

20.020.200 Management Services 1,009,000 1,078,000 1,468,000 1.71 1,126,000 342,000 1,493,000 1.84 1,153,000 340,000

21.021.200 Information Technology 1,326,000 1,307,000 2,644,000 3.08 1,408,000 1,236,000 2,617,000 3.23 1,445,000 1,172,000

22.022.200 Human Resources Services 1,455,000 1,284,000 1,622,000 1.89 912,000 710,000 1,542,000 1.90 846,000 696,000

80.080.800 Financial Services 2,132,000 1,960,000 2,383,000 2.78 1,587,000 796,000 2,437,000 3.01 1,628,000 809,000 Subtotal 5,922,000 5,629,000 8,117,000 9.46 5,033,000 3,084,000 8,089,000 9.98 5,072,000 3,017,000

ECONOMIC DEVELOPMENT

50.051.510 Economic Development 686,200 705,000 690,000 0.80 331,000 359,000 710,000 0.88 337,000 373,000 Subtotal 686,200 705,000 690,000 0.80 331,000 359,000 710,000 0.88 337,000 373,000

LIBRARY

27.027.270 Library Support 73,000 73,000 162,000 0.19 0 162,000 169,000 0.21 0 169,000 Subtotal 73,000 73,000 162,000 0.19 0 162,000 169,000 0.21 0 169,000

POLICE SERVICES

30.030.300 Police Administration 1,123,000 1,095,000 1,174,000 1.37 1,049,000 125,000 1,191,000 1.47 1,076,000 115,000

30.300.301 School Crossing Guards 124,000 124,000 142,000 0.17 0 142,000 145,000 0.18 0 145,000

30.030.302 Animal Control 408,000 408,000 434,000 0.51 157,000 277,000 440,000 0.54 160,000 280,000

30.031.310 Patrol 16,163,000 15,230,000 16,743,000 19.51 13,310,000 3,433,000 17,198,000 21.21 13,627,000 3,571,000

30.032.320 Investigations 2,999,000 2,074,000 2,955,000 3.44 2,543,000 412,000 2,894,000 3.57 2,602,000 292,000

30.033.330 Records & Communications 4,504,000 5,154,000 5,598,000 6.52 4,474,000 1,124,000 5,676,000 7.00 4,580,000 1,096,000

30.034.340 Police Reserves 18,000 0 12,000 0.01 0 12,000 12,000 0.01 0 12,000 Subtotal 25,339,000 24,085,000 27,058,000 31.53 21,533,000 5,525,000 27,556,000 33.99 22,045,000 5,511,000

FIRE SERVICES

40.040.400 Fire, Life, & Environmental Protection 12,274,000 12,274,000 11,904,000 13.87 0 11,904,000 12,767,000 15.75 0 12,767,000

40.041.400 EMS Assessment 0 4,000 4,000 0.00 0 4,000 4,000 0.00 0 4,000 Subtotal 12,274,000 12,278,000 11,908,000 13.88 0 11,908,000 12,771,000 15.75 0 12,771,000 TOTAL GENERAL FUND 45,805,200 44,007,000 49,349,000 57.51 27,415,000 21,934,000 50,564,000 62.36 27,983,000 22,581,000 Packet Page 64 437

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity
2022
Amended
2022
Estimated
2023
Budgeted
% of
Total Personnel
Non
Personnel
2024
Budgeted
% of
Total Personnel
Non
Personnel
Subtotal brought forward 45,805,200 44,007,000 49,349,000 57.51 27,415,000 21,934,000 50,564,000 62.36 27,983,000 22,581,000

DEVELOPMENT COST CENTER

PLANNING & DEVELOPMENT

50.052.520 Planning 1,328,000 698,000 1,280,000 1.49 636,000 644,000 1,214,000 1.50 651,000 563,000

50.053.530 Community Preservation 534,000 491,000 815,000 0.95 653,000 162,000 825,000 1.02 669,000 156,000 Subtotal 1,862,000 1,189,000 2,095,000 2.44 1,289,000 806,000 2,039,000 2.51 1,320,000 719,000

BUILDING INSPECTION

60.062.620 Building Inspection 2,076,000 1,565,000 1,877,000 2.19 1,424,000 453,000 1,900,000 2.34 1,459,000 441,000 Subtotal 2,076,000 1,565,000 1,877,000 2.19 1,424,000 453,000 1,900,000 2.34 1,459,000 441,000

ENGINEERING

60.061.611 Engineering 2,830,000 2,619,000 3,240,000 3.78 2,018,000 1,222,000 3,277,000 4.04 2,069,000 1,208,000 Subtotal 2,830,000 2,619,000 3,240,000 3.78 2,018,000 1,222,000 3,277,000 4.04 2,069,000 1,208,000

COMMUNITY DEVELOPMENT

50.054.540 General Plans Programs 568,000 326,000 345,000 0.40 345,000 0 352,000 0.43 352,000 0

50.059.590 Grants/Pass Through 1,500,000 1,445,000 0 0.00 0 0.00 Subtotal 2,068,000 1,771,000 345,000 0.40 345,000 0 352,000 0.43 352,000 0 TOTAL DEVELOPMENT FUND 8,836,000 7,144,000 7,557,000 9 5,076,000 2,481,000 7,568,000 9 5,200,000 2,368,000

RECREATION COST CENTER

RECREATION

70.071.710 General Recreation Services 1,123,723 967,000 995,000 1.16 471,000 524,000 1,026,000 1.27 478,000 548,000

70.072.720 Youth/Adult Sports,Fitness,&Wellness 847,000 953,000 638,000 0.74 371,000 267,000 651,000 0.80 378,000 273,000

70.073.730 Activity & Family Aquatic Center 2,793,000 2,255,000 2,521,000 2.94 1,582,000 939,000 2,501,000 3.08 1,596,000 905,000

70.074.740 Licensed Child Care 682,000 614,000 805,000 0.94 640,000 165,000 812,000 1.00 655,000 157,000

70.075.750 Senior Services 436,000 420,000 550,000 0.64 427,000 123,000 557,000 0.69 438,000 119,000

70.075.755 Paratransit (Measure B/BB) 440,000 317,000 220,000 0.26 0 220,000 220,000 0.27 0 220,000

70.079.790 Grants/Pass Through 0 10,000 0 0.00 0 0 0 0.00 0 0 Subtotal 6,321,723 5,536,000 5,729,000 6.68 3,491,000 2,238,000 5,767,000 7.11 3,545,000 2,222,000 TOTAL RECREATION FUND 6,321,723 5,536,000 5,729,000 6.68 3,491,000 2,238,000 5,767,000 7.11 3,545,000 2,222,000 Subtotal carried forward 60,962,923 56,687,000 62,635,000 72.99 35,982,000 26,653,000 63,899,000 78.81 36,728,000 27,171,000 Packet Page 65 438

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity
2022
Amended
2022
Estimated
2023
Budgeted
% of
Total Personnel
Non
Personnel
2024
Budgeted
% of
Total Personnel
Non
Personnel
Subtotal brought forward 60,962,923 56,687,000 62,635,000 72.99 35,982,000 26,653,000 63,899,000 78.81 36,728,000 27,171,000

MAINTENANCE COST CENTER

ENVIRONMENTAL SERVICES

60.063.631 Waste Management 673,104 242,000 376,000 0.44 284,000 92,000 380,000 0.47 290,000 380,000

60.063.632 Storm Drains 963,000 832,000 775,000 0.90 453,000 322,000 790,000 0.97 465,000 325,000 Subtotal 1,636,104 1,074,000 1,151,000 1 737,000 414,000 1,170,000 1 755,000 705,000

WEED ABATEMENT

60.064.641 Weed Abatement 18,000 108,000 39,000 0.05 21,000 18,000 39,000 0.05 21,000 18,000 Subtotal 18,000 108,000 39,000 0.05 21,000 18,000 39,000 0.05 21,000 18,000

STREET OPERATIONS & MAINTENANCE

60.064.612 Street Lighting & Traffic Signals 684,000 711,000 694,000 0.81 146,000 548,000 697,000 0.86 150,000 547,000

60.064.642 Street Repairs 957,000 767,000 1,066,000 1.24 340,000 726,000 1,194,000 1.47 348,000 846,000

60.068.682 Landscape & Lighting Districts 7,500 180,000 0 0.00 0 0 0 0.00 0 0 Subtotal 1,648,500 1,658,000 1,760,000 2.05 486,000 1,274,000 1,891,000 2.33 498,000 1,393,000

PARK & LANDSCAPE MAINTENANCE

60.064.643 Park & Landscape Maintenance 2,570,000 2,414,000 3,201,000 3.73 1,550,000 1,651,000 3,409,000 4.20 1,584,000 1,825,000 Subtotal 2,570,000 2,414,000 3,201,000 3.73 1,550,000 1,651,000 3,409,000 4.20 1,584,000 1,825,000 TOTAL MAINTENANCE FUND 5,872,604 5,254,000 6,151,000 7.17 2,794,000 3,357,000 6,509,000 8.03 2,858,000 3,941,000

FUND TRANSFERS
Transfer Out to Civic Center/Debt Service 5,956,000 6.94 6,140,000 7.57 TOTAL OPERATIONS 66,835,527 61,941,000 74,742,000 87 38,776,000 30,010,000 76,548,000 94.41 39,586,000 31,112,000

CAPITAL FUNDS

CAPITAL PROJECTS

90.091.910 Street Construction 3,230,000 6,011,000 4,080,000 4.75 0 4,080,000 4,390,000 5.41 0 4,390,000

90.092.920 Housing Community Development 0 374,000 141,000 0.16 0 141,000 143,000 0.18 0 143,000

90.093.930 Park Construction 0 (1,000) 2,578,600 3.00 0 2,578,600 0 0.00 0 0

90.094.940 Capital Improvements 1,444,700 4,525,000 4,272,500 4.98 0 4,272,500 0 0.00 0 0 Subtotal 4,674,700 10,909,000 11,072,100 12.90 0 11,072,100 4,533,000 5.59 0 4,533,000 TOTAL CAPITAL FUNDS 4,674,700 10,909,000 11,072,100 12.90 0 11,072,100 4,533,000 5.59 0 4,533,000 TOTAL OPERATIONS & CAPITAL 71,510,227 72,850,000 85,814,100 100.00 38,776,000 41,082,100 81,081,000 100.00 39,586,000 35,645,000 Subtotal carried forward 71,510,227 72,850,000 85,814,100 100.00 38,776,000 41,082,100 81,081,000 100.00 39,586,000 35,645,000 Packet Page 66 439

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity 2022 Amended 2022 Estimated 2023 Budgeted % of
Total Personnel
Non
Personnel 2024 Budgeted
% of
Total Personnel
Non
Personnel
Subtotal brought forward 71,510,227 72,850,000 85,814,100 100.00 38,776,000 41,082,100 81,081,000 100.00 39,586,000 35,645,000

INTERNAL SERVICE FUNDS (ISF)

CAPITAL OUTLAY

87.701.800 Equipment Replacement 995,000 908,000 1,591,000 1.68 0 1,591,000 1,323,000 1.47 0 1,323,000 Subtotal 995,000 908,000 1,591,000 1.68 0 1,591,000 1,323,000 1.47 0 1,323,000

GENERAL

87.705.800 Office Support Services 97,000 115,000 103,000 0.11 0 103,000 103,000 0.11 0 103,000 Subtotal 97,000 115,000 103,000 0.11 0 103,000 103,000 0.11 0 103,000

SELF-INSURANCE

87.707.200 Workers' Compensation 1,085,000 843,000 1,106,000 1.17 35,000 1,071,000 1,117,000 1.24 35,000 1,082,000

87.706.150 Public Liability 1,553,000 1,336,000 1,779,000 1.88 35,000 1,744,000 2,000,000 2.22 35,000 1,965,000 Subtotal 2,638,000 2,179,000 2,885,000 3.05 70,000 2,815,000 3,117,000 3.46 70,000 3,047,000

MAINTENANCE

87.703.671 Equipment Maintenance 1,126,000 1,160,000 1,299,000 1.37 603,000 696,000 1,360,000 1.51 620,000 740,000

87.704.672 Civic Center/Other City Facilities 1,660,218 1,474,400 1,609,000 1.70 462,000 1,147,000 1,682,000 1.87 474,000 1,208,000

87.704.673 Silliman Center 786,016 685,000 822,000 0.87 92,000 730,000 871,000 0.97 94,000 777,000

87.704.674 Police Building 9,061 0 408,000 0.43 0 408,000 436,000 0.48 0 436,000

87.704.675 Library Building 5,820 0 179,000 0.19 0 179,000 196,000 0.22 0 196,000 Subtotal 3,587,115 3,319,400 4,317,000 4.56 1,157,000 3,160,000 4,545,000 5.04 1,188,000 3,357,000 TOTAL INTERNAL SERVICE FUNDS 7,317,115 6,521,400 8,896,000 9.39 1,227,000 7,669,000 9,088,000 10.08 1,258,000 7,830,000 COMPOSITE TOTAL 78,827,342 79,371,400 94,710,100 100.00 40,003,000 48,751,100 90,169,000 100.00 40,844,000 43,475,000 Packet Page 67 440
68,255,000 68,546,000
75,106,000
76,657,000
73,433,000
64,000,000
66,000,000
68,000,000
70,000,000
72,000,000
74,000,000
76,000,000
78,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Operating Revenues
Fiscal Year 2020-2024
78,301,000
91,821,000
87,454,000
92,802,000
82,477,000
70,000,000
75,000,000
80,000,000
85,000,000
90,000,000
95,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Revenues
Fiscal Year 2020-2024
Packet Page 68 441
94,129,000
107,334,000
72,850,000
85,814,000
81,081,000
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Expenditures
Fiscal Year 2020-2024
55,111,000
62,835,000 61,941,000
74,742,000 76,548,000
-
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Operating Expenditures
Fiscal Year 2020-2024
Packet Page 69 442
General Fund Development Cost Center Recreation Cost Center Maintenance Cost Center Special Revenue and Capital Funds Activities Expenditures Expenditures Expenditures Expenditures Expenditures General Government 1,414,000 Planning 1,280,000 General Recreation Services 995,000 Weed Abatement 39,000 Street Construction 4,080,000 Management/Support 8,117,000 Community Preservation 815,000 Youth/Adult Sports, Fitness & Wellness 638,000 Street Lighting & Traffic Signals 694,000 Housing Community Development 141,000 Police Services 27,058,000 Building Inspection 1,877,000 Activity & Family Aquatic Center 2,521,000 Street Repairs 1,066,000 Park Construction 2,578,600 Fire Services 11,908,000 Engineering 3,240,000 Licensed Child Care 805,000 Storm Drains 775,000 Capital Improvements 4,272,500 Economic Development 690,000 General Plans Programs 345,000 Seniors Activity & Services 550,000 Waste Management 376,000 Subtotal 11,072,100 Library Support 162,000 Total 7,557,000 Total 5,509,000 Park & Landscape Maintenance 3,201,000 Total 49,349,000 Total 6,151,000 Fund Transfer to General Fund 0 Special Revenue Funds Total 11,072,100
Paratransit Services 220,000
Transfer Out to Civic Center/Debt Service 5,956,000 Total 220,000 Grand Total of Expenditures 5,729,000
Funding Sources Revenue Revenue Revenue Revenue Revenue Property Tax 27,289,000 Construction Permits 1,680,000 Charges for Services: Charges for Services: Art in Public Places 83,000 Sales Tax 14,468,000 Street & Curb Permits 250,000 General Recreation Services 287,000 Weed Abatement 4,000 PEG Fees 50,000 1/2 Cent Sales Tax 5,958,000 Other Permits & Licenses 906,000 Activity Users Fee 250,000 Environmental Services 500,000 State Gasoline Tax 1,114,000 Transient Occupancy Tax 3,840,000 Charges for Services: General Aquatic Programs 280,000 Other Revenues 35,000 Other Agencies 3,298,000 Utility Users Tax 3,306,000 Zoning Fee 200,000 Concession Operations 408,000 Funded by ARPA 307,000 Federal Grants 6,108,000 Franchise Fee 4,267,000 Plan Checking Fee 325,000 General Community & Human Services 140,000 Funded by Measure D 125,000 Park Impact Fees 3,406,000 Documentary Transfer Tax 556,000 Miscellaneous Reimb. 216,000 Child Care Activity 430,000 General Fund Contribution 5,180,000 84% Development Impact Fees 9,306,000 Business License 1,491,000 Microfilm./Records Auto Fees 100,000 Preschool Activity 40,000 Total 6,151,000 Community Dev. Maint. Fees 54,000 Other Permits & Licenses 28,000 Other Revenues 152,000 Senior Center Activity 21,000 Subtotal 23,419,000 Fines & Forfeitures 634,000 Funded by ARPA 842,000 Other Revenues Use of Money & Property 80,000 General Fund Contribution 2,886,000 38% Funded by ARPA 551,000 Fund Appropriation:

Vehicle In Lieu 57,000 Total 7,557,000 Funded by Measure B 275,000 Street Construction Homeowners Relief 98,000 General Fund Contribution 3,047,000 53% Total 23,419,000 Intergovernmental Revenues 487,000 Total 5,729,000
Charges for Services:

Public Safety 200,000
Subtotal 62,759,000
Transfer from ARPA 429,000
Vacancy Savings 2,531,837
Cost Center Contributions
Development Cost Center (2,886,000)
Recreation Cost Center (3,047,000)
Maintenance Cost Center (5,180,000)
Total 54,606,837
Surplus/(Deficit) (698,163) - - - Surplus/(Deficit) 12,346,900

SUMMARY OF BUDGETED REVENUES &
EXPENDITURES - FISCAL YEAR 2023

OPERATING CAPITAL
Packet Page 70 443
General Fund Development Cost Center Recreation Cost Center Maintenance Cost Center Special Revenue and Capital Funds Activities Expenditures Expenditures Expenditures Expenditures Expenditures General Government 1,269,000 Planning 1,214,000 General Recreation Services 1,026,000 Weed Abatement 39,000 Street Construction 4,390,000 Management/Support 8,089,000 Community Preservation 825,000 Youth/Adult Sports, Fitness & Wellness 651,000 Street Lighting & Traffic Signals 697,000 Housing Community Development 143,000 Police Services 27,556,000 Building Inspection 1,900,000 Activity & Family Aquatic Center 2,501,000 Street Repairs 1,194,000 Park Construction 0 Fire Services 12,771,000 Engineering 3,277,000 Licensed Child Care 812,000 Storm Drains 790,000 Capital Improvements 0 Economic Development 710,000 General Plans Programs 352,000 Seniors Activity & Services 557,000 Waste Management 380,000 Subtotal 4,533,000 Library Support 169,000 Total 7,568,000 Total 5,547,000 Park & Landscape Maintenance 3,409,000 Total 50,564,000 Total 6,509,000 Fund Transfer to General Fund 0 Special Revenue Funds Total 4,533,000
Paratransit Services 220,000
Transfer Out to Civic Center/Debt Service 6,140,000 Total 220,000 Grand Total of Expenditures 5,767,000
Funding Sources Revenue Revenue Revenue Revenue Revenue Property Tax 28,935,000 Construction Permits 1,680,000 Charges for Services: Charges for Services: Art in Public Places 20,000 Sales Tax 14,862,000 Street & Curb Permits 250,000 General Recreation Services 290,000 Weed Abatement 4,000 PEG Fees 50,000 1/2 Cent Sales Tax 6,142,000 Other Permits & Licenses 906,000 Activity Users Fee 300,000 Environmental Services 510,000 State Gasoline Tax 1,450,000 Transient Occupancy Tax 3,917,000 Charges for Services: General Aquatic Programs 290,000 Funded by Measure D 125,000 Other Agencies 3,024,000 Utility Users Tax 3,314,000 Zoning Fee 200,000 Concession Operations 420,000 Other Revenues 35,000 Federal Grants 210,000 Franchise Fee 4,410,000 Plan Checking Fee 325,000 General Community & Human Services 150,000 Funded by ARPA 240,000 Park Impact Fees 442,000 Documentary Transfer Tax 595,000 Miscellaneous 216,000 Child Care Activity 440,000 General Fund Contribution 5,595,000 86% Development Impact Fees 5,238,000 Business License 1,521,000 Microfilm./Records Auto Fees 100,000 Preschool Activity 45,000 Total 6,509,000 Community Dev. Maint. Fees 11,000 Other Permits & Licenses 28,000 Other Revenues 152,000 Senior Center Activity 22,000 Subtotal 10,445,000 Fines & Forfeitures 634,000 Funded by ARPA 643,000 Other Revenues Use of Money & Property 80,000 General Fund Contribution 3,096,000 41% Funded by Measure B 275,000 Fund Appropriation:

Vehicle In Lieu 57,000 Total 7,568,000 Funded by ARPA 546,000 Street Construction Homeowners Relief 98,000 General Fund Contribution 2,989,000 52% Total 10,445,000 Intergovernmental Revenues 504,000 Total 5,767,000
Charges for Services:

Public Safety 200,000
Subtotal 65,297,000
Transfer from ARPA 336,000
Vacancy Savings 2,600,041
Cost Center Contributions
Development Cost Center (3,096,000)
Recreation Cost Center (2,989,000)
Maintenance Cost Center (5,595,000)
Total 56,553,041
Surplus/(Deficit) (150,959) - - - Surplus/(Deficit) 5,912,000

SUMMARY OF BUDGETED REVENUES &
EXPENDITURES - FISCAL YEAR 2024

OPERATING CAPITAL
Packet Page 71 444
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance

13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673

CITY CLERK
City Clerk 1.00 1.00 1.00 1.00 1.00
Subtotal 1.00 1.00 1.00 1.00

CITY ATTORNEY
City Attorney 1.00 - - -
Legal Assistant 0.75 - - -
Subtotal 1.75 - - -

CITY MANAGER
Administrative Analyst - 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 0.10 0.60 0.15 0.15 Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 0.20 0.80
Subtotal 4.00 5.00 5.00 5.00

HUMAN RESOURCES
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Human Resources Director - 1.00 1.00 1.00 0.80 0.10 0.10 Human Resources Technician 1.00 2.00 2.00 2.00 1.00
Subtotal 2.00 4.00 4.00 4.00

INFORMATION TECHNOLOGY
Chief Information Officer/Information Technology Director 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst/Sr. Information Technology Analyst 1.00 1.00 3.00 3.00 1.00 Information Technology Technician I/II 1.00 1.00 2.00 2.00 1.00 Information Systems Manager 1.00 1.00 - -
Information Systems Specialist 1.00 1.00 - -
Information Systems Technician-RPT 0.85 1.85 - -
Subtotal 5.85 6.85 6.00 6.00

FINANCE
Accountant 2.00 2.00 2.00 2.00 1.00
Accounting Assistant II 1.00 1.00 1.00 1.00 1.00
Accounting Manager 1.00 1.00 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00 1.00 1.00
Cashier 1.00 1.00 1.00 1.00 1.00
Collection Assistant 1.00 1.00 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00 1.00
Subtotal 9.00 9.00 9.00 9.00 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted Packet Page 72 445
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance

13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted POLICE
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 Animal Control Officer 1.00 1.00 1.00 1.00 1.00
Community Engagement Manager 1.00 1.00 1.00 1.00 1.00
Community Service Officer 2.00 2.00 2.00 2.00 1.00
Community Service Officer 1.00 1.00 1.00 1.00 1.00
Crime Analyst - 1.00 1.00 1.00
Lead Public Safety Dispatcher 2.00 2.00 2.00 2.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 1.00
Police Lieutenant 1.00 1.00 1.00 1.00 1.00
Police Officer 10.00 10.00 10.00 10.00 1.00
Police Officer 34.00 34.00 34.00 34.00 1.00
Police Officer Overhire 1.00 - - -
Police Records Supervisor 1.00 1.00 1.00 1.00 1.00
Police Sergeant 7.00 7.00 7.00 7.00 1.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Communications Supervisor 1.00 1.00 - -
Police Support Services Manager - - 1.00 1.00 1.00
Public Safety Clerk 3.00 3.00 3.00 3.00 1.00
Public Safety Dispatcher 9.00 9.00 9.00 9.00 1.00
Red Light Photo Technician 1.00 1.00 1.00 1.00 1.00
Vehicle Abatement Officer 1.00 1.00 1.00 1.00 1.00
Subtotal 85.00 85.00 85.00 85.00
Packet Page 73 446
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance

13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted

COMMUNITY DEVELOPMENT
Administrative Support Specialist II 1.00 1.00 1.00 1.00 0.40 0.60 Associate Planner 1.00 1.00 1.00 1.00 0.70 0.30
Community Development Director 1.00 1.00 1.00 1.00 0.30 0.20 0.50 Community Preservation Manager - 1.00 1.00 1.00 1.00
Community Preservation Specialist 2.00 2.00 2.00 2.00 1.00 Deputy Community Development Director 1.00 1.00 1.00 1.00 0.30 0.20 0.50 Economic Development Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner - 1.00 1.00 1.00 1.00
Subtotal 7.00 9.00 9.00 9.00

RECREATION & COMMUNITY SERVICES
Aquatics Coordinator 1.00 1.00 1.00 1.00 1.00
Aquatics Specialist - 1.00 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50 0.50 0.80 0.10 0.10 Administrative Support Specialist II 1.00 1.00 1.00 1.00 0.30 0.10 0.60 Administrative Support Specialist II - RPT 0.75 0.75 0.75 0.75 0.25 0.75 Childcare Instructor 4.00 4.00 4.00 4.00 1.00
Lead Childcare Instructor 1.00 1.00 1.00 1.00 1.00
Recreation & Community Services Manager - 1.00 1.00 1.00 0.20 0.20 0.20 0.20 0.20 Recreation Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator 1.00 1.00 1.00 1.00 0.30 0.35 0.35 Recreation Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor 1.00 1.00 1.00 1.00 0.20 0.10 0.70 Senior Recreation Supervisor 1.00 1.00 1.00 1.00 0.10 0.10 0.80 Subtotal 14.25 15.25 15.25 15.25
Packet Page 74 447
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance

13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted

PUBLIC WORKS
Administrative Analyst 1.00 1.00 1.00 1.00 0.35 0.15 0.25 0.25 Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 Assistant City Engineer 1.00 1.00 1.00 1.00 0.60 0.10 0.30 Assistant Engineer - Civil 1.00 1.00 1.00 1.00 0.75 0.25 Assistant Maintenance Superintendent 1.00 1.00 1.00 1.00 0.10 0.50 0.40 Associate Civil Engineer - 1.00 1.00 1.00 1.00
Building Inspector I 2.00 - - -
Building Inspector I/II 1.00 3.00 3.00 3.00 1.00
Building Mechanic II 1.00 1.00 1.00 1.00 0.65 0.35
Building Mechanic II 1.00 1.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Engineering Technician I 1.00 1.00 1.00 1.00 0.40 0.25 0.35 Environmental Services Manager - 1.00 1.00 1.00 1.00
Equipment Mechanic II 2.00 2.00 2.00 2.00 1.00
General Laborer 1.00 3.00 3.00 3.00 1.00
Junior Engineer 1.00 1.00 1.00 1.00 1.00
Landscape & Park - Maintenance Worker I 2.00 2.00 2.00 2.00 1.00 Landscape & Park - Maintenance Worker II 2.00 2.00 2.00 2.00 1.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 0.20 0.20 0.30 0.30 Permit Technician 1.00 1.00 1.00 1.00 1.00
Plan Check Engineer - - 1.00 1.00 1.00
Project/Administrative Assistant 1.00 - - -
Public Works Director 1.00 1.00 1.00 1.00 0.50 0.10 0.10 0.10 0.10 0.10 Public Works Inspector 1.00 1.00 1.00 1.00 0.90 0.10
Senior Administrative Support Specialist 1.00 1.00 1.00 1.00 1.00 Senior Administrative Support Specialist 0.88 0.88 1.00 1.00 0.10 0.20 0.20 0.20 0.30 Senior Building Inspector 1.00 1.00 1.00 1.00 1.00
Senior Building Mechanic 1.00 1.00 1.00 1.00 0.70 0.30
Senior Civil Engineer 2.00 2.00 2.00 2.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00 1.00 1.00
Senior Landscape & Park Maintenance Worker 1.00 1.00 2.00 2.00 1.00 Senior Landscape Inspector 1.00 1.00 1.00 1.00 1.00
Street Maintenance Worker I 1.00 1.00 1.00 1.00 0.50 0.50 Street Maintenance Worker II 1.00 2.00 2.00 2.00 1.00
Subtotal 35.88 39.88 42.00 42.00
Total Full-Time Equivalents: 165.73 174.98 176.25 176.25 Fire Services are provided by contract with the Alameda County Fire Department Packet Page 75 448
BREAKDOWN OF FULL-TIME EQUIVALENTS FOR FY 2023
(Part-time Seasonal & Temporary)
Dept. Description FTE Dept. Description FTE
20 City Manager 70.071 General Recreation Services
Office Assistant I 0.50 Activity Coordinator 0.50
Total 0.50 Customer Service Rep 0.20
Preschool Instructor 2.00
22 Human Resources Recreation Instructor 0.03
Professional Services Specialist 0.46 Recreation Leader I 1.75 Office Assistant II 0.50 Teen Activity Coordinator 1.00 Total 0.96 Total 5.48

30.031 Patrol 70.072 Youth/Adult Sports, Fitness, & Wellness Police Officer Trainee 3.00 Activity Coordinator 0.16
Special Assistant 1.00 Special Assistant 0.05
Total 4.00 Dance Instructor 1.00
Sports Official 0.09

30.033 Records & Communications Recreation Leader I/II 1.26 Police Services Aide I 1.00 Total 2.56
Police Services Aide II 1.50
Special Assistant 0.25 70.073 Family Aquatic Center
Total 2.75 Aquatic Instructor 5.00
Customer Service Rep 4.00

60.062 Building Inspection Lifeguard I/II 12.00
Office Assistant I (PST-X) 1.00 Pool Technician 1.00
Total 1.00 Recreation Leader II 0.71
Program Coordinator 2.00

60.061 Engineering Senior Lifeguard 2.75
Special Assistant 0.25 Café Worker I/II 1.00
Total 0.25 Total 28.46

60.064 Maintenance 70.074 Licensed Childcare
General Maintenance Worker III 1.0 Preschool Instructor 0.75 Total 1.0 Total 0.75

70.075 Senior Services
Recreation Leader 0.50
Total 0.50
Grand Total 48.21
Packet Page 76 449
BREAKDOWN OF FULL-TIME EQUIVALENTS FOR FY 2024
(Part-time Seasonal & Temporary)
Dept. Description FTE Dept. Description FTE
20 City Manager 70.071 General Recreation Services
Office Assistant I 0.50 Activity Coordinator 0.50
Total 0.50 Customer Service Rep 0.20
Preschool Instructor 2.00
22 Human Resources Recreation Instructor 0.03
Office Assistant II 0.50 Recreation Leader I 1.75
Total 0.50 Teen Activity Coordinator 1.00
Total 5.48

30.031 Patrol
Police Officer Trainee 3.00 70.072 Youth/Adult Sports, Fitness, & Wellness Special Assistant 1.00 Activity Coordinator 0.16
Total 4.00 Special Assistant 0.05
Dance Instructor 1.00

30.033 Records & Communications Sports Official 0.09
Police Services Aide I 1.00 Recreation Leader I/II 1.26 Police Services Aide II 1.50 Total 2.56
Special Assistant 0.25
Total 2.75 70.073 Family Aquatic Center
Aquatic Instructor 5.00

60.062 Building Inspection Customer Service Rep 4.00
Office Assistant I (PST-X) 1.00 Lifeguard I/II 12.00
Total 1.00 Pool Technician 1.00
Recreation Leader II 0.71

60.061 Engineering Program Coordinator 2.00
Special Assistant 0.25 Senior Lifeguard 2.75
Total 0.25 Café Worker I/II 1.00
Total 28.46

60.064 Maintenance
General Maintenance Worker III 1.0 70.074 Licensed Childcare Total 1.0 Preschool Instructor 0.75
Total 0.75

70.075 Senior Services
Recreation Leader 0.50
Total 0.50
Grand Total 47.75
Packet Page 77 450

GENERAL FUND
The General Fund consists of activities which benefit the general public. It includes Mayor-Council, City Attorney, City Clerk, Management, Financial Services, Human Resources, Police, Fire, Community Development, and some Library support. General Fund revenues also supplement the Development, Recreation, Maintenance cost centers and Capital Funds. 90.7% $56,908,000 7.1% $4,483,000 1.0% $634,000

0.1%
$80,000

1.0%
$654,000

90.8%
$59,286,000

7.1%
$4,626,000

1.0%
$634,000

0.1%
$80,000

1.0%
$671,000
Taxes Licenses & Permits Fines & Forfeitures Use of Money & Property
Revenue from Other
Agencies
Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues

2.3%
$1,414,000

13.4%
$8,117,000

44.8%
$27,058,000

19.7%
$11,908,000

1.4%
$852,000

18.4%
$11,113,000

2.1%
$1,269,000

13.4%
$8,089,000

45.6%
$27,556,000

21.1%
$12,771,000

1.5%
$879,000

19.3%
$11,680,000
General
Government
Management &
Support Services
Police Services Fire Services Economic
Development &
Library
Interfund Transfers
Out
Budgeted Expenditures FY 2023 and FY 2024
2023 Expenditures 2024 Expenditures
Packet Page 78 451
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
CITY MANAGER’S OFFICE, CITY ATTORNEY’S OFFICE, AND

MANAGEMENT SERVICES
The mission of the City Manager’s and City Attorney’s Offices and Management Services are to carry out the direction of the City Council efficiently, effectively, and responsibly in compliance with applicable law and to direct and assist departments in carrying out City policy, ensuring that the public is well informed. Management Services includes the City Clerk’s office, risk management, community affairs, and administration of agreements with other public and private agencies.

KEY OBJECTIVES
• Assist other City departments in developing and carrying out City policies, maximizing the use of City resources and promoting long-term fiscal stability. • Protect the City’s resources by limiting liability and property claims. • For the November 8, 2022, Municipal Election, manage the nomination process for City Council and Mayoral candidates, process any potential ballot measures, and coordinate with the Alameda County Registrar of Voters.
• Explore opportunities to expand partnerships with the Newark Unified School District to enhance education in our public schools.
• Continue to implement the Inclusive Communities Partnership with the National League of Cities.

Packet Page 79 452
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

GENERAL GOVERNMENT

10.010.100 Mayor-Council 326,000 326,000 326,000 409,000 413,000

13.013.130 City Clerk 283,000 283,000 362,000 535,000 374,000

15.015.150 City Attorney 902,000 902,000 549,000 470,000 482,000 Subtotal 1,511,000 1,511,000 1,237,000 1,414,000 1,269,000

MANAGEMENT & SUPPORT SERVICES

20.020.200 Management Services 864,000 1,009,000 1,078,000 1,468,000 1,493,000

21.021.200 Information Technology Systems 1,068,000 1,326,000 1,307,000 2,644,000 2,617,000

22.022.200 Human Resources Services 717,000 1,455,000 1,284,000 1,622,000 1,542,000

80.080.800 Financial Services 1,841,000 2,132,000 1,960,000 2,383,000 2,437,000 Subtotal 4,490,000 5,922,000 5,629,000 8,117,000 8,089,000 TOTAL 6,001,000 7,433,000 6,866,000 9,531,000 9,358,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Accountant 2.00 2.00 2.00
Accounting Assistant II 1.00 1.00 1.00
Accounting Manager 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00
Administrative Analyst 2.00 2.00 2.00
Assistant City Manager 1.00 1.00 1.00
Assistant to the City Manager 1.00 1.00 1.00
Cashier 1.00 1.00 1.00
Chief Information Officer/Information Technology Director 1.00 1.00 1.00 City Attorney 1.00 0.00 0.00
City Clerk 1.00 1.00 1.00
City Manager 1.00 1.00 1.00
Collection Assistant 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00
Human Resources Director 0.80 0.80 0.80
Human Resources Technician 2.00 2.00 2.00
Information Systems Manager (replaced with Chief Information Officer/IT Director) 0.00 0.00 0.00 Information Systems Specialist (replaced with Information Technology Analyst) 0.00 0.00 0.00 Information Systems Technician - RPT (replaced with Information Technology Tech. I/II) 0.00 0.00 0.00 Information Technology Analyst/Sr. Information Technology Analyst 1.00 3.00 3.00 Information Technology Technician I/II 1.00 2.00 2.00
Legal Assistant 0.75 0.00 0.00
Senior Accountant 1.00 1.00 1.00
SUBTOTAL 23.55 24.80 24.80
Seasonal/Temporary Full-time Equivalent 1.46 1.46 1.00
TOTAL 25.01 26.26 25.80

GENERAL GOVERNMENT/MANAGEMENT &

SUPPORT SERVICES SUMMARY
Packet Page 80 453

10.010.100 MAYOR-COUNCIL General Government
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5130 Salaries Council and Commissions 168,000 168,000 186,000 201,000 204,000 Subtotal 168,000 168,000 186,000 201,000 204,000
6100 Materials and Supplies 5,000 5,000 3,000 5,000 5,000 6200 Contractual Services 97,000 97,000 98,000 112,000 114,000 6400 Membership, Travel, Training 52,000 52,000 35,000 63,000 64,000 6800 Internal Service Charges 4,000 4,000 4,000 28,000 26,000 Subtotal 158,000 158,000 140,000 208,000 209,000
TOTAL 326,000 326,000 326,000 409,000 413,000
The City Council is the legislative and policy-making body of the City. There are five members of the Newark City Council, elected at large on a non-partisan ballot. The Mayor is directly elected to serve a two-year term; Council Members are elected to fouryear overlapping terms. The City Council appoints a City Manager and a City Attorney. The City Council also creates and abolishes advisory committees and commissions and appoints citizens to serve as members of these advisory committees and commissions.

Packet Page 81 454

13.013.130 CITY CLERK General Government
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 248,000 248,000 326,000 317,000 325,000 5140 Overtime 0 0 1,000 0 0
Subtotal 248,000 248,000 327,000 317,000 325,000
6100 Materials and Supplies 1,000 1,000 1,000 1,000 1,000 6200 Contractual Services 19,000 19,000 19,000 176,000 10,000 6400 Membership, Travel, Training 2,000 2,000 2,000 6,000 6,000 6800 Internal Service Charges 13,000 13,000 13,000 35,000 32,000 Subtotal 35,000 35,000 35,000 218,000 49,000
TOTAL 283,000 283,000 362,000 535,000 374,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Assistant City Manager 0.10 0.10 0.10
City Clerk 1.00 1.00 1.00
Executive Assistant 0.20 0.20 0.20
TOTAL 1.30 1.30 1.30
The City Clerk is responsible for support functions to the City Council, as well as for the performance of Government Code and Municipal Code mandated services. These services include: preparation of agenda and agenda materials for City Council consideration; records management; municipal code codification; conducting Municipal Elections in coordination with the Alameda County Registrar of Voters; and administration of compliance with the Political Reform Act, Public Records Act, Maddy Act, and the Brown Act.

Packet Page 82 455

15.015.150 CITY ATTORNEY General Government
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 600,000 600,000 105,000 0 0
Subtotal 600,000 600,000 105,000 0 0
6100 Materials and Supplies 8,000 8,000 0 1,000 1,000
6200 Contractual Services 272,000 272,000 428,000 441,000 455,000 6400 Membership, Travel, Training 6,000 6,000 0 0 0
6800 Internal Service Charges 16,000 16,000 16,000 28,000 26,000 Subtotal 302,000 302,000 444,000 470,000 482,000
TOTAL 902,000 902,000 549,000 470,000 482,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
City Attorney 1.00 0.00 0.00
Legal Assistant 0.75 0.00 0.00
TOTAL 1.75 0.00 0.00
The City Attorney is hired by the City Council as a consultant to serve as the legal representative of the City Council, City Manager, City departments, and City commissions. The City Attorney is responsible for representing the City in all lawsuits filed by or against the City. The City Attorney is also responsible for preparing and approving the legality of all proposed contracts, ordinances, and other documents.

Packet Page 83 456

20.020.200 CITY MANAGER'S OFFICE Management Services
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 701,000 701,000 830,000 1,110,000 1,137,000 5140 Overtime 0 0 3,000 0 0
Subtotal 701,000 701,000 833,000 1,126,000 1,153,000
6100 Materials and Supplies 19,000 54,000 54,000 19,000 19,000 6200 Contractual Services 93,000 203,000 140,000 179,000 183,000 6400 Membership, Travel, Training 6,000 6,000 6,000 15,000 15,000 6800 Internal Service Charges 45,000 45,000 45,000 129,000 123,000 Subtotal 163,000 308,000 245,000 342,000 340,000
TOTAL 864,000 1,009,000 1,078,000 1,468,000 1,493,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Analyst 1.00 1.00 1.00
Assistant City Manager 0.60 0.60 0.60
Assistant to the City Manager 1.00 1.00 1.00
City Manager 1.00 1.00 1.00
Executive Assistant 0.80 0.80 0.80
TOTAL 4.40 4.40 4.40
The City Manager's Office is responsible for planning, organizing, staffing, and directing all City programs to implement the policy of the City Council. It also serves as staff to the City Council and is involved in intergovernmental relations necessary to accomplish liaison work with state, regional, county, and other local agencies. The Office is responsible for public records, City Council meetings, and local elections.

Packet Page 84 457
DEPARTMENT MISSIONS STATEMENT AND s KEY OBJECTIVES

INFORMATION TECHNOLOGY DEPARTMENT

The Information Technology Department is dedicated to providing the highest quality of technical services that are secure, cost effective, and tailored to the needs of the City and the greater community it serves. Division staff provide daily support to employees city-wide and all customer-facing technology managed by the City; maintain network infrastructure and all technology components; and increase access and transparency of data for the public.

KEY OBJECTIVES
• Continue implementation of the City Council approved Information Systems Division Strategic Framework Drive customer-focused technology solutions anticipating the City’s current and future needs
• Develop an Information Technology Business Continuity and Disaster Recovery Plan that recovers technology services from a major disaster
• Maintain industry-leading uptime on critical technology infrastructure through architectural decisions, successful monitoring and testing processes, and system redundancy
• Support department initiatives to enhance customer experience through the City’s website, social media, customer service portals and other technology feeds • Identify, evaluate, and implement new technologies that improve operational efficiency • Conduct user training to optimize usage of technology, develop an exceptionally skilled workforce, and protect network systems from outside threats • Update policies and practices to support a highly secure technology environment with greater accountability and standards
Packet Page 85 458

21.021.210 INFORMATION TECHNOLOGY Management & Support Services

DEPARTMENT
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 660,000 660,000 403,000 1,408,000 1,445,000 5140 Overtime 0 0 6,000 0 0
5120 Seasonal/Temporary Employees 0 0 3,000 0 0
Subtotal 660,000 660,000 412,000 1,408,000 1,445,000
6100 Materials and Supplies 40,000 57,000 113,000 116,000 119,000 6200 Contractual Services 78,000 165,000 337,000 370,000 286,000 6300 Communications 226,000 380,000 381,000 498,000 524,000 6400 Membership, Travel, Training 3,000 3,000 3,000 8,000 8,000 6800 Internal Service Charges 61,000 61,000 61,000 244,000 235,000 Subtotal 408,000 666,000 895,000 1,236,000 1,172,000
TOTAL 1,068,000 1,326,000 1,307,000 2,644,000 2,617,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Assistant City Manager 0.15 0.15 0.15
Chief Information Officer/Information Technology Director 1.00 1.00 1.00 Information Systems Manager (replaced with Chief Info. Officer/IT Director) 0.00 0.00 0.00 Information Systems Specialist (replaced with Info. Technology Analyst) 0.00 0.00 0.00 Information Systems Technician - RPT (replaced with Info. Technology Tech. I/II) 0.00 0.00 0.00 Information Technology Analyst/Sr. Information Technology Analyst 3.00 3.00 3.00 Information Technology Technician I/II 2.00 2.00 2.00
TOTAL 6.15 6.15 6.15
The Information Technology Department (IT) manages all of the City's computer, telecommunications, and related systems and services. This includes responsibility for the governance of the City's technological systems, maintenance of the infrastructure, and the overall functionality of the systems. Through automation of routine tasks and securing electronic data, IT ensures staff have tools to provide more efficient and effective customer service, more accessible and reliable government information, and optimal collaboration and communication.

Packet Page 86 459
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

HUMAN RESOURCES DEPARTMENT

The mission of the Human Resources Department is to support a talented and diverse workforce and the equitable delivery of city services. The City is an Equal Employment Opportunity employer. The Department’s functions include: Recruitment and Retention, Classification and Compensation, Employee and Labor Relations, Employee Engagement, Well-Being, and Development, Benefits Administration, Risk Management, Workers’ Compensation, and Safety Programs. The Human Resources Department ensures compliance with employer regulations and obligations as it protects the rights of the individual to fair and equitable treatment in all aspects of employment.

Human Resources staff provide proactive and flexible customer service and endeavor to address the needs of the City’s workforce with relevant and timely information, communication, and skillful assistance in support of Newark employees and the public.

KEY OBJECTIVES
• Provide strategic guidance for the effective resource to the management of organizational change, workplace structure, and employee engagement to drive productivity and innovation.
• Implement cost-effective citywide professional development opportunities that further enhance the success of City employees in service delivery to the community, comply with legal mandates, promote professional growth, and support succession planning. • Ensure that all City departments have viable performance management tools and resources to provide timely, accurate, and relevant performance evaluations and professional development guidance to employees.
• Protect the City’s resources by limiting liability and property claims. • Support employee wellness and safety that effectively promotes, communicates, and acts to protect and enhance employee health and safety
• Manage employee and labor relations activities related to employee group and associations.
• Ensure that Personnel Rules and Regulations and Administrative Regulations related to personnel are updated, effective, and compliant.
• Implement federal and state employment mandates.

Packet Page 87 460

22.022.220 HUMAN RESOURCES SERVICES Management & Support Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 287,000 528,000 450,000 798,000 818,000 5120 Seasonal/Temporary Employees 0 0 81,000 114,000 28,000 Subtotal 287,000 528,000 531,000 912,000 846,000
6100 Materials and Supplies 17,000 34,000 34,000 54,000 54,000 6200 Contractual Services 297,000 695,000 604,000 404,000 418,000 6400 Membership, Travel, Training 60,000 142,000 59,000 130,000 110,000 6800 Internal Service Charges 56,000 56,000 56,000 122,000 114,000 Subtotal 430,000 927,000 753,000 710,000 696,000
TOTAL 717,000 1,455,000 1,284,000 1,622,000 1,542,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Analyst 1.00 1.00 1.00
Assistant City Manager 0.15 0.15 0.15
Human Resources Director 0.80 0.80 0.80
Human Resources Technician 2.00 2.00 2.00
TOTAL 3.95 3.95 3.95
Human Resources provides specialized and strategic administration to all employees in the following areas: employee and labor relations; negotiations with labor associations and employee groups; recruitment and selection; equal employment opportunity; classification and compensation; employee development and training; employee recognition; benefits administration; workers' compensation; state unemployment insurance; employee safety; and confidential records management. Human Resources is the resource point for employees ensuring compliance with federal and state employment laws.

Packet Page 88 461
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

FINANCE DEPARTMENT

The mission of the Finance Department is to ensure that the financial and fiscal activities of the City are performed, recorded, and presented in compliance with professional and ethical standards while supporting the City Council, community, and staff in a prompt and courteous manner.

KEY OBJECTIVES
• Monitor and evaluate City revenues, national and state economies, fiscal policies, and other economic trends that impact the City’s financial condition and make recommendations to the City Manager and City Council to ensure fiscal stability in times of economic downturn.
• Develop the Biennial Budget and Five-Year Forecast in coordination with City departments and community engagement; monitor spending against approved budget and advise Council with budget amendments as needed.
• Prepare and maintain accurate financial records and reports, in compliance with Generally Accepted Accounting Principles (GASB), Federal, State, and County rulings, and grant provisions.
• Procure goods and services in compliance with the City’s Purchasing Policy, Ordinance, and applicable Federal and State laws.
• Provide leadership in the development, implementation, and updates of financial policies for the City.
• Monitor and enforce internal controls of financial process workflows to safeguard financial resources and City assets.
• Review capital projects and equipment replacement spending to determine asset capitalization, replacement schedule, and funding options. • Process all financial transactions for the City, including revenue receipts, vendor and contractor payments, employee payroll checks, and business license issuance. • Complete the replacement of the financial management, human resources, and asset management modules of the Enterprise Resource Planning (ERP) system. • Maintain current Enterprise Resource Planning (ERP) system for systematic updates and enhancements and continue to evaluate additional modules.

Packet Page 89 462

80.080.800 FINANCE DEPARTMENT Management & Support Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,467,000 1,553,000 1,368,000 1,587,000 1,628,000 5115 Leave Conversion 0 0 5,000 0 0
5140 Overtime 0 0 8,000 0 0
Subtotal 1,467,000 1,553,000 1,381,000 1,587,000 1,628,000 6100 Materials and Supplies 5,000 5,000 4,000 7,000 7,000 6200 Contractual Services 277,000 482,000 476,000 526,000 553,000 6400 Membership, Travel, Training 7,000 7,000 14,000 24,000 24,000 6800 Internal Service Charges 85,000 85,000 85,000 239,000 225,000 Subtotal 374,000 579,000 579,000 796,000 809,000
TOTAL 1,841,000 2,132,000 1,960,000 2,383,000 2,437,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Accountant 2.00 2.00 2.00
Accounting Assistant II 1.00 1.00 1.00
Accounting Manager 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00
Cashier 1.00 1.00 1.00
Collection Assistant 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00
TOTAL 9.00 9.00 9.00
The Finance Department maintains the financial records of the City and provides accounting and financial reporting services to City management and staff, City Council, and regulatory agencies. Finance staff assists City departments in developing and submitting a budget to City Council and coordinates the annual financial audit and preparation of the Annual Comprehensive Financial Report. Other Financial Services responsibilities includes cash management, cashier operations, business license administration, debt management, payroll, purchasing, accounts payable, accounts receivable, and maintenance of the ERP system.

Packet Page 90 463
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

ECONOMIC DEVELOPMENT
The Economic Development Division shares and supports the mission of the the Community Development Department and is identified independently because Economic Development is predominantly supported by the General Fund while Community Development has other revenue sources.

The mission of the Community Development Department and the Economic Development Division (Division) is to ensure the long-term independence of the City of Newark by encouraging the development of a physically and fiscally balanced community. The Division is committed to leading initiatives that achieve Newark’s independence, relevant services and providing a timely response to inquiries and accurate and complete information to our customers. Within the City organization, the Division provides staff support, guidance, and coordination assistance to other departments. The Division continually strives to improve its high level of service. Economic Development advances and supports the Community Development Department’s mission in the key objectives listed here.

KEY OBJECTIVES
• Expand efforts to market the community as a business location of choice. • Attract high technology businesses and employment to Newark through land use decisions and business benefits and services.
• Implement the Economic Development General Plan Element. • Support and improve timely and efficient processing of development applications. • Assist Community Development in the implementation of Specific Plans as appropriate. • Work with Regional Agencies to assure Newark will be part of a vibrant and sustainable region.
• Support businesses in the implementation of the Local Hazard Mitigation Plan. • Encourage sustainability in development, land use, and public and private policy and practice.

Packet Page 91 464
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

ECONOMIC DEVELOPMENT

50.051.510 Economic Development 460,000 686,200 705,000 690,000 710,000 Subtotal 460,000 686,200 705,000 690,000 710,000

LIBRARY

27.027.270 Library Support 73,000 73,000 73,000 162,000 169,000 Subtotal 73,000 73,000 73,000 162,000 169,000
TOTAL 533,000 759,200 778,000 852,000 879,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Support Specialist II 0.40 0.40 0.40
Economic Development Manager 1.00 1.00 1.00
TOTAL 1.40 1.40 1.40

ECONOMIC DEVELOPMENT AND LIBRARY SUMMARY
Packet Page 92 465

50.051.510 ECONOMIC DEVELOPMENT Community Development
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 266,000 266,000 260,000 278,000 284,000 5120 Seasonal/Temporary Employees 0 0 53,000 53,000 53,000 Subtotal 266,000 266,000 313,000 331,000 337,000
6100 Materials and Supplies 4,000 4,000 2,000 5,000 5,000 6200 Contractual Services 156,000 382,200 361,000 290,000 305,000 6400 Membership, Travel, Training 18,000 18,000 13,000 27,000 28,000 6800 Internal Service Charges 16,000 16,000 16,000 37,000 35,000 Subtotal 194,000 420,200 392,000 359,000 373,000
TOTAL 460,000 686,200 705,000 690,000 710,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Support Specialist II 0.40 0.40 0.40
Economic Development Manager 1.00 1.00 1.00
TOTAL 1.40 1.40 1.40
The Economic Development activity includes all public information and business promotion functions. Also included in this activity are work with the Chamber of Commerce, publication of the City newsletter, and economic development promotion efforts.

Packet Page 93 466

27.027.270 LIBRARY SUPPORT Library
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6800 Internal Service Charges 73,000 73,000 73,000 162,000 169,000 Subtotal 73,000 73,000 73,000 162,000 169,000
TOTAL 73,000 73,000 73,000 162,000 169,000
The Library Support activity provides for the maintenance of the City's Library building, grounds, and parking lot. The Library is located at 6300 Civic Terrace Avenue and is operated by Alameda County.

Packet Page 94 467
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

POLICE DEPARTMENT
The mission of the Police Department is to provide professional public safety services in partnership with our community.

PROGRAM DESCRIPTION
The police department consists of two divisions: Field Operation and Support Services. Field Operations is administered by one Police Captain and two Lieutenants who are responsible for the day and night patrol operations and the detective unit. The Support Services Division is overseen by a Police Captain responsible for the Communications Center, Records and Property, employee recruitment and hiring, Community Engagement and Volunteers, and Professional Standards and Trainings.

Field Operations consists of teams of sworn and professional staff employees who collaboratively work together to patrol the city streets to preserve the peace; protect life and property, enforce laws, prevent crime, and arrest offenders. Teams consist of Patrol Sergeants, Police Officers, Community Service officers, Dispatchers, and Animal Control officers. Police Canines are attached to patrol teams as well. Canines are used primarily to search for and apprehend criminal suspects, detect and locate narcotics, and perform building and area searches.

The Traffic Unit enforces traffic regulations in conjunction with patrol functions; investigates traffic hazards; analyzes collision reports; participates in regional commercial enforcement activities; and provides traffic safety education. Vehicle Abatement Officers support the Traffic Unit through the identification and ultimate removal of abandoned vehicles throughout the city.

The School Resource Officer (SRO) assigned to Newark Memorial High School interacts closely with students, teachers, school staff, and parents to ensure a safe learning environment for our youth. The SRO also monitors activity, as well as investigates criminal incidents, on and around campus.

Packet Page 95 468
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

POLICE DEPARTMENT, CONTINUED
The Detective Unit handles the investigation of all major crimes that occur within the city. They work with the Federal Bureau of Investigation Silicon Valley Regional Criminal Forensics Laboratory and the Southern Alameda Major Crimes Task Force.

Field Operations is additionally supported by several collateral teams to include Special Weapons and Tactics (SWAT), Crisis Negotiations, Crowd Management, Unmanned Aerial Vehicle (UAV), Criminal Evidence Response Team (CERT), Field Training Officers (FTO), and a Peer Support Team.

The Professional Standards and Training (PST) Unit, located under the Support Services Division, coordinates, delivers, and tracks department and Peace Officers Standards and Training (POST) approved training. Range Staff and Use of Force team work together with PST to provide the most current legal updates as well as relevant scenario and classroom training to all employees.

PST maintains and updates department policy and procedure, assists in the recruitment and background of potential employees, investigates internal affairs matters, and coordinates the testing process for the hiring of new employees and internal promotional testing processes.

Specific activities include:

Solving any policing problems in an effort to reduce crime and enhance the quality of life for the residents of Newark.

Maintaining a minimum average response time of four minutes or less to emergency calls for service to ensure the highest level of public safety.

Maintaining a long, positive, and collaborative partnership with our schools and keeping our schools safe. In furtherance of this goal, continue to provide a liaison officer, continue in depth discussions about our current practices and procedures, and will work together to identify and implement preventative and security measures; this includes providing training and collaborating on safety drills.

Packet Page 96 469
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

POLICE DEPARTMENT, CONTINUED

MAJOR ACCOMPLISHMENTS
• Implementation of program to report stop data in compliance with the Racial Identity Profiling Act of 2015.
• Implementation of the National Incident-Based Reporting System (NIBRS) and California Incident-Based Reporting (CIBRS) of crime data elements.

KEY OBJECTIVES
• By January 2023, implement the first phase of an Intelligence Based Policing model. • By January 2023, implement the first phase of the community safety camera program. • By January 2023, research and evaluate the procurement of a Force Options Simulator for use in the new police facility training room and continue to provide force options (crisis intervention and de-escalation) training to help officers understand and react appropriately to mentally ill and developmentally disabled subjects. • By June 2022, collaborate in a records data sharing program with all Alameda and Contra Costa County police agencies.
• By June 2023, continue to move toward paperless records retention. • By June 2023, research and evaluate long-term storage solutions for large scale property & evidence items.
• Continue to utilize a Team Policing staffing model to improve communication, consistency in supervision, accountability, efficiency, and morale. • Continue to prioritize professional development and succession planning through a formal Acting Sergeant in Training Program
• Expand the number of residents and businesses currently opted-in to the recently implemented AC Alert county-wide mass notification and evacuation platform. • Continue to aggressively pursue grant opportunities to supplement the current budget. • Explore new ways to increase number of candidates for entry level and lateral police officers.
• Explore ways to formalize existing Professional Development and Mentoring efforts that provide staff with the tools they need to succeed.

Packet Page 97 470
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

POLICE DEPARTMENT, CONTINUED
• Continue to address complaints and concerns regarding wrecked, dismantled, damaged, unregistered, and non-operating vehicles on public and private property. • Continue our collaboration with the Newark Unified School District, Alameda County • District Attorney’s Office, and Juvenile Probation for a county-wide truancy program and to discuss School Resource Officer, gang, and other school-related issues. In addition, the • Police Department will work with the Fremont and Union City School Districts and other police departments regarding truancy and other juvenile delinquency trends. • Continue to promote participation in the departmental fitness program, while ensuring that the level of service to the community is not adversely affected. • Continue to pursue and evaluate on-line training/testing programs related to perishable skills for police officers.
• Continue to pursue off-site data file storage systems to preserve archived and retainable reports.
• Continue to assign the Honor Guard team to represent the department at ceremonies for fallen officers, civic events, and city-related functions. • Continue to access, monitor, and communicate Homeland Security/Terrorism issues to our first responders.
• Continue to promote and maintain a police explorer and cadet program. • Continue to increase our public outreach efforts through social media to keep the lines of communication open and provide residents and concerned citizens with alerts, advisories, and community information.
• Continue to expand the Community Engagement Program by recruiting new police volunteers and Business Watch Program participants, collaborating with the Chamber of Commerce, establishing new Neighborhood Watch programs within the community, and facilitating campaigns such as National Night Out.
• Continue to research and provide new technology to improve efficiency and reduce risk. • Continue to address on-going traffic concerns and evaluate the impact new housing developments, increased commercial enterprises, and developing retail centers have on this issue.

Packet Page 98 471
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

POLICE DEPARTMENT, CONTINUED
• Continue to utilize police personnel to staff the Law Enforcement Program funded by the Mission Valley Regional Occupation Program and in conjunction with the Newark Unified School District.
• Continue to encourage officers to achieve higher educational goals by forming partnerships with accredited universities.
• Continue to assign officers to NewPark Mall when available and needed during peak shopping times and special events to help deter criminal activity. • Continue to provide multi-disciplinary critical incident scenario-based training for all staff. • Continue to utilize Naloxone to reduce the number of fatal opiate overdoses and increase officer safety.
• Continue to upgrade the Police webpage in order to provide citizens a means to easily locate information and report certain crimes with the objective of increased customer satisfaction.
• Continue to evaluate and improve the use of body worn cameras for all officers to reduce potential risk and liability to the department.
• Continue to explore options to expand our employee wellness program.

Packet Page 99 472
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

POLICE SERVICES

30.030.300 Police Administration 1,106,000 1,123,000 1,095,000 1,174,000 1,191,000

30.030.301 School Crossing Guards 119,000 124,000 124,000 142,000 145,000

30.030.302 Animal Control 341,000 408,000 408,000 434,000 440,000

30.031.310 Patrol 16,093,000 16,163,000 15,230,000 16,743,000 17,198,000

30.032.320 Investigations 2,999,000 2,999,000 2,074,000 2,955,000 2,894,000

30.033.330 Records & Communication 4,454,000 4,504,000 5,154,000 5,598,000 5,676,000

30.034.340 Police Reserves 18,000 18,000 0 12,000 12,000 TOTAL 25,130,000 25,339,000 24,085,000 27,058,000 27,556,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Analyst 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00
Administrative Support Specialist II 1.00 1.00 1.00
Animal Control Officer 1.00 1.00 1.00
Communications Supervisor 1.00 0.00 0.00
Community Engagement Manager 1.00 1.00 1.00
Community Service Officer 3.00 3.00 3.00
Crime Analyst 1.00 1.00 1.00
Lead Public Safety Dispatcher 2.00 2.00 2.00
Police Captain 2.00 2.00 2.00
Police Chief 1.00 1.00 1.00
Police Lieutenant 3.00 3.00 3.00
Police Officer 44.00 44.00 44.00
Police Officer Overhire 0.00 0.00 0.00
Police Sergeant 8.00 8.00 8.00
Police Support Services Manager 0.00 1.00 1.00
Public Safety Clerk 3.00 3.00 3.00
Public Safety Dispatcher 9.00 9.00 9.00
Red Light Photo Technician 1.00 1.00 1.00
Police Records Supervisor 1.00 1.00 1.00
Vehicle Abatement Officer 1.00 1.00 1.00

85.00 85.00 85.00
Seasonal/Temporary Full-time Equivalent 6.75 6.75 6.75
TOTAL 91.75 91.75 91.75

POLICE SUMMARY
Packet 100 Page 473

30.030.300 POLICE ADMINISTRATION Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,046,000 1,046,000 1,029,000 1,049,000 1,076,000 5140 Overtime 0 0 1,000 0 0
Subtotal 1,046,000 1,046,000 1,030,000 1,049,000 1,076,000 6100 Materials and Supplies 5,000 5,000 5,000 5,000 5,000 6400 Membership, Travel, Training 19,000 36,000 24,000 39,000 33,000 6800 Internal Service Charges 36,000 36,000 36,000 81,000 77,000 Subtotal 60,000 77,000 65,000 125,000 115,000
TOTAL 1,106,000 1,123,000 1,095,000 1,174,000 1,191,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Analyst 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00
Administrative Support Specialist II 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00
TOTAL 5.00 5.00 5.00
The Police Chief has oversight of all of the police department functions and responsibilities. The Chief guides and leads the department by ensuring that staff abides by its mission, vision, and values; providing long and short-term goals and objectives for the department; adopting department rules and regulations; preparing and administering the department budget; providing for staffing and equipping of the department; reviewing and recommending the hiring and promotion of personnel; and receiving and investigating complaints of police misconduct.

Packet 101 Page 474

30.030.301 SCHOOL CROSSING GUARDS Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 119,000 124,000 124,000 142,000 145,000 Subtotal 119,000 124,000 124,000 142,000 145,000
TOTAL 119,000 124,000 124,000 142,000 145,000
The School Crossing Guards activity is administered by the Field Operations Captain and one Field Operations Lieutenant.

This program provides pedestrian traffic control and safety at specified school locations within the City.

Packet 102 Page 475

30.030.302 ANIMAL CONTROL Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 156,000 156,000 157,000 157,000 160,000 Subtotal 156,000 156,000 157,000 157,000 160,000
6200 Contractual Services 150,000 217,000 216,000 250,000 255,000 6800 Internal Service Charges 35,000 35,000 35,000 27,000 25,000 Subtotal 185,000 252,000 251,000 277,000 280,000
TOTAL 341,000 408,000 408,000 434,000 440,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Animal Control Officer 1.00 1.00 1.00
TOTAL 1.00 1.00 1.00
The Animal Control activity is administered by the Field Operations Captain. The Animal Control Unit provides preventative patrol service related to state and local animal control statutes; investigates citizen complaints and violations; impounds stray animals; properly disposes of deceased animals; secures medical treatment for injured or sick animals; and assists with rabies control and the enforcement of City licensing ordinances.

Packet 103 Page 476

30.031.310 PATROL Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 12,902,000 12,965,519 11,960,000 12,297,000 12,600,000 5120 Seasonal/Temporary Employees 244,000 244,000 128,000 468,000 468,000 5140 Overtime 500,000 500,000 856,000 545,000 559,000
Subtotal 13,646,000 13,709,519 12,944,000 13,310,000 13,627,000 6100 Materials and Supplies 147,000 150,121 127,000 164,000 164,000 6200 Contractual Services 628,000 628,000 470,000 618,000 618,000 6400 Membership, Travel, Training 4,000 7,360 4,000 76,000 76,000 8000 Departmental Equipment 14,000 14,000 31,000 0 0
6800 Internal Service Charges 1,654,000 1,654,000 1,654,000 2,575,000 2,713,000 Subtotal 2,447,000 2,453,481 2,286,000 3,433,000 3,571,000 TOTAL 16,093,000 16,163,000 15,230,000 16,743,000 17,198,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Community Service Officer 2.00 2.00 2.00
Police Captain 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00
Police Officer 34.00 34.00 34.00
Police Sergeant 7.00 7.00 7.00
Red Light Photo Technician 1.00 1.00 1.00
Vehicle Abatement Officer 1.00 1.00 1.00
Subtotal 48.00 48.00 48.00
Seasonal/Temporary Full-time Equivalent 4.00 4.00 4.00
TOTAL 52.00 52.00 52.00
Field Operations consists of teams of sworn and professional staff employees who collaboratively work together to patrol the city streets to preserve the peace; protect life and property, enforce laws, prevent crime, and arrest offenders. Teams consist of Patrol Sergeants, Police Officers, Community Service officers, Dispatchers, and Animal Control officers. Police Canines are attached to patrol teams as well. Canines are used primarily to search for and apprehend criminal suspects, detect and locate narcotics, and perform building and area searches.

The Traffic Unit enforces traffic regulations in conjunction with patrol functions; investigates traffic hazards; analyzes collision reports; participates in regional commercial enforcement activities; and provides traffic safety education. Vehicle Abatement Officers support the Traffic Unit through the identification and ultimate removal of abandoned vehicles throughout the city.

The School Resource Officer (SRO) assigned to Newark Memorial High School interacts closely with students, teachers, school staff, and parents to ensure a safe learning environment for our youth. The SRO also monitors activity, as well as investigates criminal incidents, on and around campus.

Field Operations is additionally supported by several collateral teams to include Special Weapons and Tactics (SWAT), Crisis Negotiations, Crowd Management, Unmanned Aerial Vehicle (UAV), Criminal Evidence Response Team (CERT), Field Training Officers (FTO), and a Peer Support Team.

Packet 104 Page 477

30.032.320 INVESTIGATIONS Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 2,575,000 2,575,000 1,679,000 2,405,000 2,464,000 5140 Overtime 70,000 70,000 138,000 138,000 138,000
Subtotal 2,645,000 2,645,000 1,817,000 2,543,000 2,602,000 6100 Materials and Supplies 1,000 1,000 10,000 1,000 1,000 6200 Contractual Services 169,000 169,000 64,000 185,000 80,000 6400 Membership, Travel, Training 1,000 1,000 0 1,000 1,000 6800 Internal Service Charges 183,000 183,000 183,000 225,000 210,000 Subtotal 354,000 354,000 257,000 412,000 292,000
TOTAL 2,999,000 2,999,000 2,074,000 2,955,000 2,894,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Police Officer 10.00 10.00 10.00
Police Sergeant 1.00 1.00 1.00
TOTAL 11.00 11.00 11.00
The Investigations activity is administered by the Field Operations Captain and one Field Operations Lieutenant. The Detective Unit handles the investigation of all major crimes that occur within the city. They work with the Federal Bureau of Investigation Silicon Valley Regional Criminal Forensics Laboratory and the Southern Alameda Major Crimes Task Force (SACMCTF). Our participation in the SACMCTF allows us to enforce laws and investigate incidents related to narcotics trafficking, street gangs, and major crimes within the tri-city area. The detective unit responds to and investigates homicides, sexual assaults, robberies, and other complex investigations; recovers stolen property; inspects pawn shops and second-hand stores; tracks sex, arson, and narcotic registrants in the community; investigates and arrests persons wanted for crimes by other jurisdictions; and maintains an investigative liaison with outside agencies.

Packet 105 Page 478

30.033.330 RECORDS & COMMUNICATIONS Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated 2023 Budgeted 2024 Budgeted
5110 Regular Employees 3,380,000 3,380,000 4,142,000 4,174,000 4,280,000 5120 Seasonal/Temporary Employees 111,000 111,000 42,000 145,000 145,000 5140 Overtime 165,000 165,000 155,000 155,000 155,000
Subtotal 3,656,000 3,656,000 4,339,000 4,474,000 4,580,000 6100 Materials and Supplies 31,000 31,000 21,000 31,000 31,000 6200 Contractual Services 255,000 305,000 286,000 255,000 255,000 6400 Membership, Travel, Training 118,000 118,000 114,000 178,000 178,000 6300 Other Charges 83,000 83,000 83,000 83,000 83,000
6800 Internal Service Charges 311,000 311,000 311,000 577,000 549,000 Subtotal 798,000 848,000 815,000 1,124,000 1,096,000
TOTAL 4,454,000 4,504,000 5,154,000 5,598,000 5,676,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Community Engagement Manager 1.00 1.00 1.00
Community Service Officer 1.00 1.00 1.00
Lead Public Safety Dispatcher 2.00 2.00 2.00
Police Captain 1.00 1.00 1.00
Police Lieutenant 1.00 1.00 1.00
Police Records Supervisor 1.00 1.00 1.00
Police Support Services Manager 0.00 1.00 1.00
Public Safety Clerk 3.00 3.00 3.00
Public Safety Dispatcher 9.00 9.00 9.00
Subtotal 19.00 20.00 20.00
Seasonal/Temporary Full-time Equivalent 2.75 2.75 2.75
TOTAL 21.75 22.75 22.75
The Records & Communications activity is administered by the Support Services Captain and Support Services Manager.

This activity administers the records, communications, evidence control, and personnel/training functions. The Records Unit maintains and distributes police reports, Public Records Act (PRA) requests, and other police files. The communications center accepts citizens’ calls for public safety services and coordinates movements of field units. The communications center accepts citizens’ calls for public safety services and coordinates movements of field units. The evidence control function maintains evidence and property in police custody.

The Professional Standards and Training Unit is administered by the Support Services Captain and a Sergeant who coordinates, delivers, and tracks department and Peace Officers Standards and Training (POST) approved training, assists in the recruitment and background of potential employees, investigates internal affairs matters, and coordinates the testing process for the hiring of new employees and the internal promotional testing process. The Support Services Captain also oversees the Community Engagement Program which encompasses volunteers for Graffiti Abatement, Newark Police Volunteers, Neighborhood and Merchant Watch programs, as well as the Citizen Police Academy and social media.

Packet 106 Page 479

30.034.340 POLICE RESERVES AND EXPLORER PROGRAM Police Department Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6100 Materials and Supplies 10,000 10,000 0 0 0
6400 Membership, Travel, Training 8,000 8,000 0 12,000 12,000 Subtotal 18,000 18,000 0 12,000 12,000
TOTAL 18,000 18,000 0 12,000 12,000
The Police Reserves activity is administered by the Field Operations Captain. The Reserve Officer program recruits, trains, and equips civilian volunteers to assist sworn police personnel during the course of their duties, as well as in times of disaster when the need for police services exceeds available resources. The Captain also provide oversight for the volunteer-based Police Explorer program which provides police experience, mentorship, and training to youth interested in a career in law enforcement.

Packet 107 Page 480
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

FIRE DEPARTMENT
The Alameda County Fire Department provides fire services for the City of Newark by contract.

These services are provided at the direction of the City and are in line with public safety priorities of the community

KEY OBJECTIVES
• Facilitate requested EOC Training for City personnel to reinforce prior independent study learning modules
• Facilitate requested EOC training for City Council members. • Continue to work with the City to provide cost efficiencies for the services provided. • Work collaboratively with the City Emergency Coordinator to provide emergency preparedness training programs including Listos, PEP, and CERT to Newark residents. • Support the development of requested tabletop exercises to coincide with EOC training workshops and to exercise the City of Newark’s Comprehensive Emergency Management Plan (CEMP).
• Conduct an annual review of the City of Newark’s CEMP to ensure the plan elements are valid, current, and remain in compliance with ICS, SEMS, NIMS, and other regulations. • Continue to participate in community outreach and preparedness events. • Participate in Disaster Council meetings to review status of emergency management program.
• Participate and support the City’s Local Hazard Mitigation Plan • Work collaboratively with the City Emergency Coordinator to conduct necessary review of the EOP
• Maintain Senate Bill 1205 compliance through the performance of annual inspections and reporting.

Packet 108 Page 481
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

FIRE SERVICES

40.040.400 Fire, Life, and Environmental
Protection 12,274,000 12,274,000 12,274,000 11,904,000 12,767,000

40.041.400 EMS Assessment 0 0 4,000 4,000 4,000
TOTAL 12,274,000 12,274,000 12,278,000 11,908,000 12,771,000

FIRE SUMMARY
Packet 109 Page 482

40.040/40.041.400 EMERGENCY SERVICES and Fire Department FIRE, LIFE, and ENVIRONMENTAL PROTECTION
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 11,337,000 11,337,000 11,337,000 11,829,000 12,696,000 6800 Internal Service Charges 937,000 937,000 937,000 75,000 71,000 Subtotal 12,274,000 12,274,000 12,274,000 11,904,000 12,767,000 TOTAL 12,274,000 12,274,000 12,274,000 11,904,000 12,767,000

40.041 EMS ASSESSMENT
6200 Contractual Services 0 0 4,000 4,000 4,000
TOTAL 0 0 4,000 4,000 4,000
Fire, Life, and Environmental Protection Services includes conducted fire code and hazardous materials inspections, and code enforcement. The Alameda County Fire Department also made public education presentations to the community to expand awareness on fire and life safety hazards and environmental protection issues. Activities included plan review and inspection of all new fire protection system installations; fire code compliance inspections; fire investigation; regulation of hazardous materials facilities; and the distribution of public information on a wide range of fire safety and environmental protection subjects.

Emergency Preparedness activity, under the Alameda County Fire Department, coordinated the City’s emergency response to natural and man-made disasters, industrial and transportation emergencies, and domestic terrorism situations. This activity included emergency planning, preparedness training, public awareness and education, Community Emergency Response Team (CERT) organization and training, Personal Emergency Preparedness (PEP) training, and disaster response and coordination.

Emergency Medical Services provided for advanced life support services by paramedics on fire engines, purchase of medical equipment and medications, emergency medical training, and other projects that enhanced the quality of emergency medical services to the community.

Emergency Services are included in the contract for fire services with the Alameda County Fire Department. These services include training fire department personnel; response to emergency and non-emergency incidents; fire code inspections; coordinated and provided basic life support (BLS) and advanced life support (ALS) emergency medical services; response to hazardous materials related incidents; performing extrications; and maintaining fire hydrants. The Alameda County Fire Department also provided public education in fire safety, injury prevention, disaster preparedness; and responded to public service requests such as station tours and school presentations. They worked cooperatively through an Auto Aid agreement to respond to emergencies in Union City, and participated in Alameda County's Mutual Aid Plan, under which cities assist one another when in need of additional firefighting resources.

Packet 110 Page 483

DEVELOPMENT COST CENTER
The Development Cost Center contains Planning, Community Preservation, Engineering, and Building Inspection. These are services primarily provided to the development community and are supported primarily by development fees. 53.3% $3,461,000

44.4%
$2,886,000

2.3%
$152,000

51.6%
$3,461,000

46.1%
$3,096,000

2.3%
$152,000
Construction & Other Permits/ Licenses Interfund Transfers In/Out - General Use of Money & Property/Other Revenues
Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues

16.9%
$1,280,000

10.8%
$815,000

4.6%
$345,000

24.8%
$1,877,000

42.9%
$3,240,000

16.0%
$1,214,000

10.9%
$825,000

4.7%
$352,000

25.1%
$1,900,000

43.3%
$3,277,000
Planning Community Preservation General Plans Programs Building Inspection Engineering Budgeted Expenditures FY 2023 and FY 2024
2023 Expenditures 2024 Expenditures
Packet 111 Page 484
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

COMMUNITY DEVELOPMENT DEPARTMENT
The mission of the Community Development Department is to ensure the long-term independence of the City of Newark by encouraging the development of a physically and fiscally balanced community. The department consists of Economic Development, Planning, Community Preservation, and Housing, and is committed to leading initiatives that achieve Newark’s independence, relevant services and providing a timely response to inquiries and accurate and complete information to our customers. Within the City organization, the department provides staff support, guidance, and coordination assistance to other departments. The Community Development Department continually strives to improve its high level of service.

KEY OBJECTIVES
• Expand efforts to market the community as a business and residential location of choice. • Attract high technology businesses and employment to Newark through land use decisions and business benefits and services.
• Implement the Economic Development General Plan Element. • Continue timely and efficient processing of development applications. • Implement the Specific Plan for Areas 3 and 4.
• Implement the Specific Plan for the Bayside Newark Transit Oriented Development (Area 2).
• Implement the New Park Place Specific Plan.
• Implement the Old Town Specific Plan.
• Implement the General Plan and Housing Element.
• Work with Regional Agencies to assure Newark will be a part of a vibrant and sustainable region.
• Implement the Local Hazard Mitigation Plan.
• Review and update Census related data as necessary.
• Monitor and update all impact fees as necessary.
• Promote proactive code enforcement activities within the Community Preservation Division
Packet 112 Page 485
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
PLANNING and DEVELOPMENT

50.052.520 Planning 813,000 1,328,000 698,000 1,280,000 1,214,000

50.053.530 Community Preservation 424,000 534,000 491,000 815,000 825,000

50.054.540 General Plans Programs 568,000 568,000 326,000 345,000 352,000

50.059.590 Grants/Pass Through 0 1,500,000 1,445,000 0 0 Subtotal 1,805,000 3,930,000 2,960,000 2,440,000 2,391,000

ENGINEERING

60.061.611 Engineering Design and Construction 2,373,000 2,830,000 2,619,000 3,240,000 3,277,000 Subtotal 2,373,000 2,830,000 2,619,000 3,240,000 3,277,000

BUILDING INSPECTION

60.062.620 Building Inspection Programs 2,023,000 2,076,000 1,565,000 1,877,000 1,900,000 Subtotal 2,023,000 2,076,000 1,565,000 1,877,000 1,900,000 TOTAL 6,201,000 8,836,000 7,144,000 7,557,000 7,568,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Analyst 0.50 0.50 0.50
Administrative Support Specialist II 1.40 1.40 1.40
Assistant City Engineer 0.60 0.60 0.60
Assistant Engineer - Civil 0.60 0.60 0.60
Associate Civil Engineer 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00
Building Inspected I/II 3.00 3.00 3.00
Chief Building Official 1.00 1.00 1.00
Community Development Director 1.00 1.00 1.00
Community Preservation Manager 1.00 1.00 1.00
Community Preservation Specialist 2.00 2.00 2.00
Deputy Community Development Director 1.00 1.00 1.00
Engineering Technician I 0.40 0.40 0.40
Junior Engineer 1.00 1.00 1.00
Permit Technician 1.00 1.00 1.00
Plan Check Engineer 0.00 1.00 1.00
Public Works Director 0.60 0.60 0.60
Public Works Inspector 0.90 0.90 0.90
Senior Planner 1.00 1.00 1.00
Senior Administrative Support Specialist 1.00 1.00 1.00 Senior Building Inspector 1.00 1.00 1.00
Senior Civil Engineer 2.00 2.00 2.00
SUBTOTAL 23.00 24.00 24.00
Seasonal/Temporary Full-time Equivalent 1.25 1.25 1.25
TOTAL 24.25 25.25 25.25

DEVELOPMENT COST CENTER SUMMARY
Packet 113 Page 486

50.052.520 PLANNING Community Development
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 421,000 774,000 324,000 609,000 624,000 5120 Seasonal/Temporary Employees 0 0 27,000 27,000 27,000 Subtotal 421,000 774,000 351,000 636,000 651,000
6100 Materials and Supplies 2,000 3,000 4,000 5,000 5,000 6200 Contractual Services 346,000 501,000 299,000 506,000 431,000 6400 Membership, Travel, Training 7,000 13,000 7,000 22,000 22,000 6800 Internal Service Charges 37,000 37,000 37,000 111,000 105,000 Subtotal 392,000 554,000 347,000 644,000 563,000
TOTAL 813,000 1,328,000 698,000 1,280,000 1,214,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Support Specialist II 0.60 0.60 0.60
Associate Planner 0.70 0.70 0.70
Community Development Director 0.30 0.30 0.30
Deputy Community Development Director 0.30 0.30 0.30
Senior Planner 1.00 1.00 1.00
TOTAL 2.90 2.90 2.90
The Planning activity oversees the orderly physical development of the community. The update and administration of the City’s General Plan, administration of the Zoning Ordinance, coordination of development with the business and development community, and work with the Planning Commission are covered under this activity.

Packet 114 Page 487

50.053.530 COMMUNITY PRESERVATION Community Development Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 398,000 508,000 467,000 653,000 669,000 Subtotal 398,000 508,000 467,000 653,000 669,000
6100 Materials and Supplies 2,000 2,000 1,000 4,000 4,000 6200 Contractual Services 1,000 1,000 0 35,000 35,000
6400 Membership, Travel, Training 2,000 2,000 2,000 33,000 33,000 6800 Internal Service Charges 21,000 21,000 21,000 90,000 84,000 Subtotal 26,000 26,000 24,000 162,000 156,000
TOTAL 424,000 534,000 491,000 815,000 825,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Community Development Director 0.20 0.20 0.20
Community Preservation Manager 1.00 1.00 1.00
Community Preservation Specialist 2.00 2.00 2.00
Deputy Community Development Director 0.20 0.20 0.20
TOTAL 3.40 3.40 3.40
The Community Preservation Division is comprised of one full-time Community Preservation Manager and two full-time Community Preservation Specialists who are responsible for enforcing the provisions of the Newark Municipal Code and various other related codes and policies. To meet this obligation, we obtain compliance through intervention, education, and enforcement. We strive to partner with the community in enforcing neighborhood property maintenance standards, as it is our goal to help maintain property values and create a healthy, aesthetically pleasing community in which to live, work, and play.

Packet 115 Page 488

50.054.540 COMMUNITY DEVELOPMENT Community Development

GENERAL PLAN
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 568,000 568,000 326,000 345,000 352,000 Subtotal 568,000 568,000 326,000 345,000 352,000
TOTAL 568,000 568,000 326,000 345,000 352,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Associate Planner 0.30 0.30 0.30
Community Development Director 0.50 0.50 0.50
Deputy Community Development Director 0.50 0.50 0.50
TOTAL 1.30 1.30 1.30
The Community Development Maintenance activity oversees the implementation, the update and administration of the City's General Plan. This activity is fully funded by the Community Development Maintenance Fee.

Packet 116 Page 489

50.059.590 COMMUNITY DEVELOPMENT Community Development

GRANTS/PASS THROUGH
Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6900 Economic Public Assistance 0 1,500,000 1,445,000 0 0 Subtotal 0 1,500,000 1,445,000 0 0
TOTAL 0 1,500,000 1,445,000 0 0
The Community Development Pass Through Grants activity includes programs which provide economic public assistance which are funded by external grants and resources.

Packet 117 Page 490

60.061.611 ENGINEERING Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,478,000 1,629,000 1,538,000 1,992,000 2,043,000 5120 Seasonal/Temporary Employees 50,000 50,000 40,000 26,000 26,000 5140 Overtime 0 0 1,000 0 0
Subtotal 1,528,000 1,679,000 1,579,000 2,018,000 2,069,000 6100 Materials and Supplies 4,000 4,000 2,000 4,000 4,000 6200 Contractual Services 644,000 947,000 841,000 972,000 972,000 6400 Membership, Travel, Training 4,000 7,000 4,000 12,000 12,000 6800 Internal Service Charges 193,000 193,000 193,000 234,000 220,000 Subtotal 845,000 1,151,000 1,040,000 1,222,000 1,208,000 TOTAL 2,373,000 2,830,000 2,619,000 3,240,000 3,277,000 AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Administrative Analyst 0.35 0.35 0.35
Assistant City Engineer 0.60 0.60 0.60
Assistant Engineer - Civil 0.75 0.75 0.75
Associate Civil Engineer 1.00 1.00 1.00
Engineering Technician I 0.40 0.40 0.40
Junior Engineer 1.00 1.00 1.00
Public Works Director 0.50 0.50 0.50
Public Works Inspector 0.90 0.90 0.90
Senior Administrative Support Specialist 1.00 1.00 1.00 Senior Civil Engineer 2.00 2.00 2.00
Subtotal 8.50 8.50 8.50
Seasonal/Temp. Full-time Equivalent 0.25 0.25 0.25
TOTAL 8.75 8.75 8.75
The Engineering Division consists of the Design Engineering, Development Engineering and Traffic Engineering sections, and is responsible for facilitating the design and construction of Capital Improvement projects such as streets, parks, and other public facilities; overseeing the approval and inspection of private development projects; and managing the City’s traffic signal and multimodal transportation system.

Packet 118 Page 491

60.062.620 BUILDING INSPECTION Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,430,000 1,430,000 1,132,000 1,369,000 1,404,000 5120 Seasonal/Temporary Employees 200,000 200,000 5,000 55,000 55,000 5140 Overtime 0 0 2,000 0 0
Subtotal 1,630,000 1,630,000 1,139,000 1,424,000 1,459,000 6100 Materials and Supplies 5,000 5,000 5,000 6,000 6,000 6200 Contractual Services 296,000 349,000 336,000 237,000 237,000 6400 Membership, Travel, Training 11,000 11,000 4,000 20,000 20,000 6800 Internal Service Charges 81,000 81,000 81,000 190,000 178,000 Subtotal 393,000 446,000 426,000 453,000 441,000
TOTAL 2,023,000 2,076,000 1,565,000 1,877,000 1,900,000 AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Administrative Analyst 0.15 0.15 0.15
Administrative Support Specialist II 1.00 1.00 1.00
Building Inspected I/II 3.00 3.00 3.00
Chief Building Official 1.00 1.00 1.00
Permit Technician 1.00 1.00 1.00
Plan Check Engineer 0.00 1.00 1.00
Public Works Director 0.10 0.10 0.10
Senior Building Inspector 1.00 1.00 1.00
Subtotal 7.25 8.25 8.25
Seasonal/Temp. Full-time Equivalent 0.00 1.00 1.00
TOTAL 7.25 9.25 9.25
The Building Inspection program ensures that building design and construction are performed in agreement with the most modern materials, construction techniques, and engineering to protect the life, health, and safety of the occupants and to preserve the building stock. This is accomplished by adopting the latest building codes, providing regular training to staff, providing direction and instruction to meet code compliance for inexperienced builders, and adhering to a process that involves a thorough plan check process followed up by rigorous field inspections. Building Inspection is also tasked with providing educational documents to help streamline the process of permitting construction projects and retaining the documents for long term use.

Packet 119 Page 492

RECREATION & COMMUNITY SERVICES COST CENTER
The Recreation & Community Services Cost Center provides for the City’s recreation and community programs. Some of these services are paid for by users when they register for classes or other activities.

Specific General Recreation activities include Youth/Adult Sports, Fitness & Wellness; George M. Silliman Activity & Family Aquatic Center; Community Center Licensed Child Care; Senior Services; and Paratransit Services.5.9%; $287,000

5.7%; $278,000

8.4%; $410,000

3.3%; $161,000

5.1%; $250,000

0.8%; $40,000

8.8%; $430,000

62.1%; $3,047,000

5.9%; $290,000

5.7%; $280,000

8.8%; $430,000

3.5%; $172,000

6.1%; $300,000

0.9%; $45,000

9.0%; $440,000

61.0%; $2,989,000
General
Recreation
Facility Rentals
&
Other
Revenues
Aquatics &
Concessions
Community &
Human
Services/
Senior Activity
Activity Users
Fees
Preschool Licensed Child
Care
Intrafund
Transfer In -
General
Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues

18.1%
$995,000

11.6%
$638,000

45.8%
$2,521,000

14.6%
$805,000

10.0%
$550,000

18.5%
$1,026,000

11.7%
$651,000

45.1%
$2,501,000

14.6%
$812,000

10.0%
$557,000
General Recreation Youth/ Adult Sports Activity & Family Aquatic Center
Licensed Child Care Senior Activity
Budgeted Expenditures FY 2023 and FY 2024
2023 Expenditures 2024 Expenditures
Packet 120 Page 493
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

RECREATION AND COMMUNITY SERVICES DEPARTMENT

The mission of the Recreation and Community Services Department is to enrich and strengthen the wellbeing of all community members through recreational programs, services, and facilities while promoting personal development, healthy lifestyles, community involvement, and inclusiveness.

KEY OBJECTIVES
• Develop, promote, program, and manage a comprehensive Newark Family Resources Center.
• Develop partnerships to offer human services information and referral to individuals and families in need. Promote, refer to, and inform the community of the various human services available at the Fremont Family Resource Center and “211 Alameda County” • Recruit volunteers to assist with department programs and services and acknowledge their efforts through the City Volunteer Program and other events. • Continue to coordinate with the Alameda County Fire Department or other designated agencies for preparation and training for emergency shelter operations at the Senior and Silliman Centers.
• Collaborate with the City of Fremont and Life Elder Care to offer Case Management, RideOn Tri-City!, and Meals on Wheels food delivery with funding provided by Measure B and Measure BB.
• Continue to strategically approach programs and facilities usage to maximize participation, particularly during the daytime, maintain healthy lifestyles, and promote their role in Newark’s community identity.
• Strategically integrate health and nutrition education and outreach within department special events and appropriate programs.
• Continue to provide quality community special events and mobile recreation opportunities.
• Continue to seek sponsorship opportunities to support and enhance various programs and special events.
• Collaborate with service providers to promote a variety of programming opportunities for all ages including summer programming and enrichment opportunities.

Packet 121 Page 494
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

RECREATION AND COMMUNITY SERVICES DEPARTMENT, CONTINUED • Provide water safety education and outreach to enhance public safety and provide a clear message that drowning is preventable.
• Offer facilities and opportunities for youth and adults to participate in sports programs, camps, leagues, tournaments, and special events.
• Offer scholarships to encourage all Newark Resident Youth to access recreational and fitness opportunities.
• Provide quality, affordable recreational opportunities for Newark Resident Seniors. • Offer cost-effective rental facilities for private gatherings, business meetings, and community-based organizations.
• Schedule and monitor community use of all City maintained athletic fields and practice spaces. Ensure that the community follows all rules and regulations related to the use of these facilities.
• Train all recreation staff in CPR/AED and first aid. Continue to provide Aquatic staff with lifesaving water rescue skills.
• Continue to offer a comprehensive swim lesson and water fitness programs. • Provide working families with high-quality, nurturing, and well-regarded state licensed Child Care program for ages 3-5 years.
• Continue to offer empowering leadership and educational programs to the Latinx community through collaboration with the Promotores Network. Increase marketing efforts to reach a broader audience through social media and streamline our “Newark Recreation and Community Services” brand.
• Through our programs, facilities, and services, make Newark a better place to live, work, and play.

Packet 122 Page 495
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

RECREATION & COMMUNITY SERVICES

70.071.710 General Recreation Services 819,000 1,123,723 967,000 995,000 1,026,000

70.072.720 Youth/Adult Sports, Fitness
& Wellness 847,000 847,000 953,000 638,000 651,000

70.073.730 Activity & Family Aquatic Center 2,764,000 2,793,000 2,255,000 2,521,000 2,501,000

70.074.740 Licensed Child Care 682,000 682,000 614,000 805,000 812,000

70.075.750 Senior Services 436,000 436,000 420,000 550,000 557,000

70.075.755 Paratransit (Measure B/BB) 440,000 440,000 317,000 220,000 220,000

70.079.790 Grants/Pass Through 0 0 10,000 0 0
TOTAL 5,988,000 6,321,723 5,536,000 5,729,000 5,767,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Aquatics Coordinator 1.00 1.00 1.00
Aquatics Specialist 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50
Administrative Support Specialist II 1.00 1.00 1.00
Administrative Support Specialist II - RPT 0.75 0.75 0.75 Childcare Instructor 4.00 4.00 4.00
Lead Childcare Instructor 1.00 1.00 1.00
Recreation & Community Services Manager 0.00 1.00 1.00
Recreation Coordinator 3.00 3.00 3.00
Recreation Supervisor 1.00 1.00 1.00
Senior Recreation Supervisor 1.00 1.00 1.00
SUBTOTAL 15.25 15.25 15.25
Seasonal/Temporary Full-time Equivalent 41.88 37.75 37.75 TOTAL 57.13 53.00 53.00

RECREATION & COMMUNITY COST CENTER SERVICES SUMMARY
Packet 123 Page 496

70.071.710 GENERAL RECREATION SERVICES Recreation & Community Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 301,000 301,000 355,000 289,000 296,000 5120 Seasonal/Temporary Employees 174,000 278,723 228,000 182,000 182,000 Subtotal 475,000 579,723 583,000 471,000 478,000
6100 Supplies 52,000 174,000 94,000 240,000 264,000
6200 Contractual Services 59,000 121,000 50,000 86,000 93,000 6400 Membership, Travel, Training 5,000 21,000 12,000 24,000 27,000 6800 Internal Service Charges 228,000 228,000 228,000 174,000 164,000 Subtotal 344,000 544,000 384,000 524,000 548,000
TOTAL 819,000 1,123,723 967,000 995,000 1,026,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Assistant 0.80 0.80 0.80
Administrative Support Specialist II 0.30 0.30 0.30
Recreation & Community Services Manager 0.20 0.20 0.20
Recreation Coordinator 0.30 0.30 0.30
Recreation Supervisor 0.20 0.20 0.20
Senior Recreation Supervisor 0.10 0.10 0.10
Subtotal 1.90 1.90 1.90
Seasonal/Temp. Full-time Equivalent 6.24 5.48 5.48
TOTAL 8.14 7.38 7.38
The General Recreation Services activity provides direct management of the City’s Recreation and Community Services Department. Programs within this activity include Preschool classes, Summer Day Care, Teen Area drop-in supervision and special events, as well as the Community Center rental program and Human Services. Management of this activity involves the planning, scheduling, coordination, and supervision of recreation service programs held at City and Newark Unified School District facilities.

Packet 124 Page 497

70.072.720 YOUTH/ADULT SPORTS, Recreation & Community Services

FITNESS & WELLNESS
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 195,000 195,000 368,000 280,000 287,000 5120 Seasonal/Temporary Employees 104,000 104,000 67,000 91,000 91,000 5140 Overtime 0 0 1,000 0 0
Subtotal 299,000 299,000 436,000 371,000 378,000
6100 Supplies 41,000 41,000 30,000 45,000 48,000
6200 Contractual Services 112,000 112,000 92,000 115,000 124,000 6800 Internal Service Charges 395,000 395,000 395,000 107,000 101,000 Subtotal 548,000 548,000 517,000 267,000 273,000
TOTAL 847,000 847,000 953,000 638,000 651,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Assistant 0.10 0.10 0.10
Administrative Support Specialist II 0.10 0.10 0.10
Recreation & Community Services Manager 0.20 0.20 0.20
Recreation Coordinator 1.00 1.00 1.00
Recreation Coordinator 0.35 0.35 0.35
Senior Recreation Supervisor 0.10 0.10 0.10
Subtotal 1.85 1.85 1.85
Seasonal/Temp. Full-time Equivalent 2.20 2.56 2.56
TOTAL 4.05 4.41 4.41
The Youth/Adult Sports, Fitness & Wellness activity provides opportunities for youth, adults, and seniors to participate in a variety of sports leagues, camps, dance classes, martial arts, and fitness-related activities. This activity includes program planning, league formation and scheduling, marketing, staff training, maintenance of facilities, contract service administration, risk management, public information, and publicity.

Packet 125 Page 498

70.073.730 GEORGE M. SILLIMAN Recreation & Community Services

ACTIVITY & FAMILY AQUATIC CENTER
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 572,000 601,000 561,000 609,000 623,000 5120 Seasonal/Temporary Employees 965,000 965,000 519,000 973,000 973,000 Subtotal 1,537,000 1,566,000 1,080,000 1,582,000 1,596,000 6100 Supplies 128,000 128,000 82,000 140,000 145,000
6200 Contractual Services 27,000 27,000 24,000 30,000 32,000 6400 Membership, Travel, Training 8,000 8,000 5,000 11,000 11,000 6800 Internal Service Charges 1,064,000 1,064,000 1,064,000 758,000 717,000 Subtotal 1,227,000 1,227,000 1,175,000 939,000 905,000
TOTAL 2,764,000 2,793,000 2,255,000 2,521,000 2,501,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Aquatics Coordinator 1.00 1.00 1.00
Aquatics Specialist 1.00 1.00 1.00
Administrative Support Specialist II 0.60 0.60 0.60
Recreation & Community Services Manager 0.20 0.20 0.20
Recreation Coordinator 0.35 0.35 0.35
Senior Recreation Supervisor 0.80 0.80 0.80
Subtotal 3.95 3.95 3.95
Seasonal/Temp. Full-time Equivalent 32.59 28.46 28.46
TOTAL 36.54 32.41 32.41
The George M. Silliman Activity & Family Aquatic Center activity provides direct management of all general recreation and aquatic program and services including swim lessons, aquatic exercise classes, recreation and lap swim, summer and holiday camps, special events, pool safety presentations, café operations, birthday parties, and fitness center. Management of this activity involves staff training, front office and program registration services, lifeguard training and certification programs, facility rental program, risk management, scheduling of multiple classes and activities, maintenance of facilities, building supervision, recruitment and training of part-time staff, program registration, daily cash handling and reporting, retail sales, inventory control, and general customer service. The George M. Silliman Activity & Family Aquatic Center also functions as a public information outlet for local and regional resource programs, as well as community events.

Packet 126 Page 499

70.074.740 COMMUNITY CENTER Recreation & Community Services

LICENSED CHILD CARE
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 571,000 571,000 515,000 612,000 627,000 5120 Seasonal/Temporary Employees 0 0 18,000 28,000 28,000 5140 Overtime 0 0 1,000 0 0
Subtotal 571,000 571,000 534,000 640,000 655,000
6100 Supplies 8,000 8,000 9,000 13,000 13,000
6200 Contractual Services 35,000 35,000 2,000 3,000 3,000 6400 Membership, Travel, Training 0 0 1,000 3,000 3,000 6800 Internal Service Charges 68,000 68,000 68,000 146,000 138,000 Subtotal 111,000 111,000 80,000 165,000 157,000
TOTAL 682,000 682,000 614,000 805,000 812,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Support Specialist II - RPT 0.25 0.25 0.25 Childcare Instructor 4.00 4.00 4.00
Lead Childcare Instructor 1.00 1.00 1.00
Recreation & Community Services Manager 0.20 0.20 0.20
Recreation Supervisor 0.10 0.10 0.10
Subtotal 5.55 5.55 5.55
Seasonal/Temp. Full-time Equivalent 0.75 0.75 0.75
TOTAL 6.30 6.30 6.30
The Community Center Licensed Child Care activity provides for the direct supervision of the State of California licensed child care program for children ages 3 – 5 years. Management of this activity involves supervision of staff, state licensing compliance, daily program planning, ordering of supplies, processing of payments, maintenance of facilities and equipment, snack provision, holiday-themed special events, and communication with participant parents/legal guardians. The program currently accepts subsidized childcare payments for those who qualify.

Packet 127 Page 500

70.075.750 SENIOR SERVICES Recreation & Community Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 368,000 368,000 356,000 411,000 422,000 5120 Seasonal/Temporary Employees 10,000 10,000 1,000 16,000 16,000 Subtotal 378,000 378,000 357,000 427,000 438,000
6100 Supplies 7,000 7,000 9,000 12,000 12,000
6200 Contractual Services 5,000 5,000 6,000 10,000 10,000 6400 Membership, Travel, Training 0 0 2,000 4,000 6,000 6800 Internal Service Charges 46,000 46,000 46,000 97,000 91,000 Subtotal 58,000 58,000 63,000 123,000 119,000
TOTAL 436,000 436,000 420,000 550,000 557,000
AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Administrative Assistant 0.10 0.10 0.10
Administrative Support Specialist II - RPT 0.75 0.75 0.75 Recreation & Community Services Manager 0.20 0.20 0.20
Recreation Coordinator 1.00 1.00 1.00
Recreation Supervisor 0.70 0.70 0.70
Subtotal 2.75 2.75 2.75
Seasonal/Temp. Full-time Equivalent 0.10 0.50 0.50
TOTAL 2.85 3.25 3.25
The Senior Services activity includes all senior specific activities held at the Senior Center. Management of this activity includes daily supervision of the drop-in program, bingo games, daily congregate meal program, case management services, exercise classes, special events, trips and tours, senior enrichment classes, supply ordering, and maintenance of facility and equipment.

Packet 128 Page 501

70.075.755 SENIOR SERVICES Recreation & Community Services

PARATRANSIT (MEASURE B/BB)
Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 440,000 440,000 317,000 220,000 220,000 Subtotal 440,000 440,000 317,000 220,000 220,000
TOTAL 440,000 440,000 317,000 220,000 220,000
The Paratransit Services – Measure B and Measure BB activity provides door-to-door transportation to Newark seniors ages 65 and older and disabled adults ages 18 and over. Measure B is the half-cent sales tax revenue that was approved by voters in November 2000. The City of Newark contracts with the City of Fremont to offer weekday services per a determined scheduled based on Measure B/BB funding levels as set forth by the Metropolitan Transportation Authority.

The service delivery area includes Newark, Union City, and some areas of Fremont.

Packet 129 Page 502

70.079.790 GRANTS/PASS THROUGH Recreation & Community Services Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6900 Other Charges 0 0 10,000 0 0
Subtotal 0 0 10,000 0 0
TOTAL 0 0 10,000 0 0
This program includes funding for various Recreation activities from other intergovernmental sources.

Packet 130 Page 503

MAINTENANCE COST CENTER
The Maintenance Cost Center provides for the maintenance of existing assets. Since preservation of infrastructure is a high priority, this fund receives significant contribution from the General Fund. Specific activities include Weed Abatement, Street Lighting & Traffic Signals, Street Repairs, Environmental Services, and Park & Landscape Maintenance. 8.7% $500,000

90.6%
$5,180,000

0.6%
$35,000

0.1%
$4,000

99.3%
$5,595,000

0.6%
$35,000
Environment Services Intrafund Transfers In - General Other Revenue Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues

11.3%
$694,000

0.6%
$39,000

17.3%
$1,066,000

18.7%
$1,151,000

52.0%
$3,201,000

10.7%
$697,000

0.6%
$39,000

18.3%
$1,194,000

18.0%
$1,170,000

52.4%
$3,409,000
Street Lighting/
Traffic Signals
Weed Abatement Street Repairs Environment Services Park & Landscape Maintenance
Budgeted Expenditures FY2023 and FY2024
2023 Expenditures 2024 Expenditures
Packet 131 Page 504
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

PUBLIC WORKS DEPARTMENT

BUILDING INSPECTION / ENGINEERING / MAINTENANCE
The mission of the Public Works Department is to provide and maintain the most desirable environment for the community by ensuring that all City property and public rights-of-way are maintained to the highest standards possible, all buildings within our community are safe, sound, and of high quality, and that all City facilities are designed, constructed, and function to the highest degree of safety and utility in a cost-effective manner. The department consists of three divisions, Building Inspection, Engineering, and Maintenance and is committed to providing prompt, courteous, and efficient service. Public Works also oversees Newark’s stormwater program, sustainability efforts and waste management services for the collection and disposal of solid waste, recyclable materials, and organic material in a cost-effective, environmentally conscious, and responsible manner. Public Works recognizes the value of our employees and strives to provide a safe, clean, and attractive community for all.

KEY OBJECTIVES

• Oversee construction of the Central Avenue Railroad Overpass with a target construction start in summer 2023 and completion by 2025.
• Complete the Lakeshore Park Landscape Restoration project in 2022 with the addition of infrastructure for water quality improvements.
• Complete a Citywide Building Needs Assessment to determine future building needs and complete an evaluation of all older existing buildings to potentially serve those needs. • Complete a Railroad Quiet Zones Study
• Continue to assist residents, businesses, and the commercial and residential development community by reviewing construction documents, issuing permits, and conducting related inspections in the most efficient manner possible.
• Continue to evaluate permit tracking software options and internal processes for permit review streamlining, including electronic or paperless plan reviews.

Packet 132 Page 505
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

PUBLIC WORKS DEPARTMENT, CONTINUED
• Continue implementation of all public works projects approved for funding in the Capital Improvement Plan, including additional high-priority projects identified in the Citywide Parks Master Plan as well as projects identified in the Pedestrian and Bicycle Master Plan. • Continue to undertake a variety of projects to maintain the existing local street network, improve the City’s overall pavement condition index, and implement the City’s Complete Streets Policy.
• Continue to work with the Alameda County Transportation Commission to ensure that Newark continues to receive and expend its full share of both direct local distribution and discretionary funds through Measure B, Measure BB, and Vehicle Registration Fee funding programs, and pursue other local, state, and federal transportation funding sources. • Continue to pursue grant funding opportunities for park and building projects. • Continue to work with citizens to implement various traffic calming measures and other traffic safety improvements when warranted.
• Continue to maintain City landscaping, parks, streets, and public building and equipment assets within the City’s budget limitations by utilizing internal staffing resources and undertaking a variety of projects.
• Continue to maintain City landscaping, parks, streets, and public building and equipment assets within the City’s budget limitations by utilizing internal staffing resources and undertaking a variety of projects.
• Continue to explore opportunities to improve service levels with investment in more efficient equipment and advanced technology.
• Continue to implement water conservation efforts in partnership with the Alameda County Water District to address drought concerns.

Packet 133 Page 506
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s

PUBLIC WORKS DEPARTMENT, CONTINUED
• Continue to implement the City’s Stormwater Program in coordination with the Alameda Countywide Clean Water Program, including requirements mandated by the Municipal Regional Stormwater NPDES Permit for Green Infrastructure planning and trash capture. • Continue to work with the Franchise hauler to set maximum annual garbage rates that are within the limits of the Agreement and in the best interests of the community. • Continue to promote the diversion of solid waste from landfills by providing outreach materials and technical assistance to residents, businesses, and schools to achieve Statemandated diversion goals. • Continue to research opportunities for collaborative efforts for climate protection measures with other agencies.
• Continue to maintain and operate the City’s traffic signal systems to maximize safety and efficiency for all roadway users and explore opportunities to improve traffic signal efficiency with interconnect systems in high-volume corridors.
• Continue to maintain the City’s street lighting system in an efficient manner and explore opportunities for LED conversion of the existing system. • Continue to maintain and improve the City’s urban forest, emphasizing street tree and park tree safety for the community.

Continue to identify opportunities for improving safety conditions in all streets, parks and buildings, thereby minimizing the City’s liability risk.

Packet 134 Page 507
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated 2023 Budgeted 2024 Budgeted

ENVIRONMENTAL SERVICES

60.063.631 Waste Management 85,000 673,104 242,000 376,000 380,000

60.063.632 Storm Drains 860,000 963,000 832,000 775,000 790,000 Subtotal 945,000 1,636,104 1,074,000 1,151,000 1,170,000

WEED ABATEMENT

60.064.641 Weed Abatement 13,000 18,000 108,000 39,000 39,000 Subtotal 13,000 18,000 108,000 39,000 39,000

STREET OPERATIONS & MAINTENANCE

60.064.612 Street Lighting & Traffic Signals 596,000 684,000 711,000 694,000 697,000

60.064.642 Street Repairs 912,000 957,000 767,000 1,066,000 1,194,000

60.068.682 Landscape & Lighting Districts 0 7,500 180,000 0 0 Subtotal 1,508,000 1,648,500 1,658,000 1,760,000 1,891,000

PARK & LANDSCAPE MAINTENANCE

60.064.643 Park & Landscape 2,122,000 2,570,000 2,414,000 3,201,000 3,409,000 Subtotal 2,122,000 2,570,000 2,414,000 3,201,000 3,409,000 TOTAL 4,588,000 5,872,604 5,254,000 6,151,000 6,509,000 AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Administrative Analyst 0.50 0.50 0.50
Assistant City Engineer 0.40 0.40 0.40
Assistant Engineer - Civil 0.25 0.25 0.25
Assistant Maintenance Superintendent 1.00 1.00 1.00
Engineering Technician I 0.60 0.60 0.60
Environmental Services Manager 1.00 1.00 1.00
General Laborers 3.00 3.00 3.00
Landscape & Park - Maintenance Worker I 2.00 2.00 2.00
Landscape & Park - Maintenance Worker II 2.00 2.00 2.00 Maintenance Superintendent 0.40 0.40 0.40
Public Works Director 0.20 0.20 0.20
Public Works Inspector 0.10 0.10 0.10
Senior Administrative Support Specialist 0.55 0.55 0.55 Senior Landscape & Park Maintenance Worker 1.00 2.00 2.00 Senior Landscape Inspector 1.00 1.00 1.00
Street Maintenance Worker I 1.00 1.00 1.00
Street Maintenance Worker II 1.00 2.00 2.00
SUBTOTAL 16.00 18.00 18.00
Seasonal/Temporary Full-time Equivalent 1.00 1.00 1.00
TOTAL 17.00 19.00 19.00

MAINTENANCE COST CENTER SUMMARY
Packet 135 Page 508

60.063.631 WASTE MANAGEMENT Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 112,000 57,000 284,000 290,000 Subtotal 0 112,000 57,000 284,000 290,000
6100 Materials and Supplies 0 65,104 0 0 0
6200 Contractual Services 85,000 495,000 185,000 58,000 58,000 6400 Membership, Travel, Training 0 1,000 0 0 0
6800 Internal Service Charges 0 0 0 34,000 32,000
Subtotal 85,000 561,104 185,000 92,000 90,000
Total Operations 85,000 673,104 242,000 376,000 380,000 TOTAL 85,000 673,104 242,000 376,000 380,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Administrative Analyst 0.25 0.25 0.25
Environmental Services Manager 1.00 1.00 1.00
TOTAL 1.25 1.25 1.25
The Waste Management program oversees solid waste, recycling, organics and waste diversion activities for the City.

Administration of the contract with the current franchise solid waste, recycling and organics hauler, along with other related solid waste management activities are included under this program.

Packet 136 Page 509

60.063.632 STORM DRAINS Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 467,000 549,000 447,000 453,000 465,000 5140 Overtime 0 0 1,000 0 0
Subtotal 467,000 549,000 448,000 453,000 465,000
6100 Materials and Supplies 6,000 8,000 0 16,000 18,000 6200 Contractual Services 127,000 146,000 136,000 174,000 180,000 6300 Other 11,000 11,000 0 12,000 12,000
6400 Membership, Travel, Training 1,000 1,000 0 3,000 3,000 6800 Internal Service Charges 248,000 248,000 248,000 117,000 112,000 Subtotal 393,000 414,000 384,000 322,000 325,000
TOTAL 860,000 963,000 832,000 775,000 790,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Assistant City Engineer 0.10 0.10 0.10
Assistant Engineer - Civil 0.25 0.25 0.25
Engineering Technician I 0.25 0.25 0.25
Public Works Director 0.10 0.10 0.10
Public Works Inspector 0.10 0.10 0.10
Senior Administrative Support Specialist 0.10 0.10 0.10 Street Maintenance Worker I 0.50 0.50 0.50
Street Maintenance Worker II 1.00 2.00 2.00
TOTAL 2.40 3.40 3.40
The Storm Drains activity ensures City streets are cleaned on a scheduled basis through the street sweeping program, storm drainage facilities are adequately cleaned and maintained, local businesses and residents are aware of and are conducting effective stormwater pollution prevention practices, and necessary funding for this work is provided for these functions as mandated under the Municipal Regional Stormwater National Pollutant Discharge Elimination System permit requirements which authorize and regulate discharges from the City’s storm drain system to San Francisco Bay.

Packet 137 Page 510

60.064.612 STREET LIGHTING & TRAFFIC SIGNALS Public Works Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 100,000 100,000 165,000 146,000 150,000 Subtotal 100,000 100,000 165,000 146,000 150,000
Supplies
6200 Contractual Services 200,000 288,000 250,000 250,000 250,000 6300 Other Charges 275,000 275,000 275,000 275,000 275,000 6800 Internal Service Charges 21,000 21,000 21,000 23,000 22,000 Subtotal 496,000 584,000 546,000 548,000 547,000
TOTAL 596,000 684,000 711,000 694,000 697,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Assistant City Engineer 0.30 0.30 0.30
Engineering Technician I 0.35 0.35 0.35
TOTAL 0.65 0.65 0.65
The Street Lighting & Traffic Signals activity is an operating account to provide energy and maintenance for the operation of approximately 2,850 street lights and 45 traffic signals. The City contracts for the majority of street lighting and traffic signal maintenance.

Packet 138 Page 511

60.064.641 WEED ABATEMENT Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 0 102,000 21,000 21,000
Subtotal 0 0 102,000 21,000 21,000
6200 Contractual Services 13,000 18,000 6,000 11,000 11,000 6800 Internal Service Charges 0 0 0 7,000 7,000
Subtotal 13,000 18,000 6,000 18,000 18,000
TOTAL 13,000 18,000 108,000 39,000 39,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Assistant Maintenance Superintendent 0.10 0.10 0.10
TOTAL 0.10 0.10 0.10
The Weed Abatement activity is an operating system to remove weeds on vacant parcels in developed areas. The process includes notification of property owners, preparation and award of contracts, administration of the abatement work, and execution of the lien procedure to guarantee reimbursement of costs incurred by the City.

Packet 139 Page 512

60.064.642 STREET REPAIRS Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 455,000 455,000 324,000 340,000 348,000 5140 Overtime 0 0 1,000 0 0
Subtotal 455,000 455,000 325,000 340,000 348,000
6100 Supplies 48,000 53,000 53,000 61,000 73,000
6200 Contractual Services 34,000 74,000 17,000 90,000 108,000 6400 Membership, Travel, Training 4,000 4,000 1,000 7,000 8,000 6800 Internal Service Charges 371,000 371,000 371,000 568,000 657,000 Subtotal 457,000 502,000 442,000 726,000 846,000
TOTAL 912,000 957,000 767,000 1,066,000 1,194,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Assistant Maintenance Superintendent 0.50 0.50 0.50
Maintenance Superintendent 0.20 0.20 0.20
Public Works Director 0.10 0.10 0.10
Senior Administrative Support Specialist 0.20 0.20 0.20 Street Maintenance Worker I 0.50 0.50 0.50
TOTAL 1.50 1.50 1.50
The Street Repairs activity is an operating system to repair and maintain approximately 100 miles of City streets. The Street Repair Program uses the data derived from the Pavement Management System to help identify needs and develop strategies to perform the required work. Street repairs include maintaining regulatory and informational signing and pavement markings.

Packet 140 Page 513

60.064.643 PARK & LANDSCAPE MAINTENANCE Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,211,000 1,327,000 1,105,000 1,508,000 1,542,000 5120 Seasonal/Temporary Employees 0 0 102,000 42,000 42,000 5140 Overtime 0 0 12,000 0 0
Subtotal 1,211,000 1,327,000 1,219,000 1,550,000 1,584,000 6100 Supplies 67,000 108,000 85,000 152,000 183,000
6200 Contractual Services 155,000 280,000 260,000 375,000 450,000 6400 Membership, Travel, Training 9,000 9,000 4,000 14,000 17,000 6300 Other Charges 323,000 489,000 489,000 550,000 633,000 6800 Internal Service Charges 357,000 357,000 357,000 560,000 542,000 Subtotal 911,000 1,243,000 1,195,000 1,651,000 1,825,000 TOTAL 2,122,000 2,570,000 2,414,000 3,201,000 3,409,000 AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Administrative Analyst 0.25 0.25 0.25
Assistant Maintenance Superintendent 0.40 0.40 0.40
General Laborers 3.00 3.00 3.00
Landscape & Park - Maintenance Worker I 2.00 2.00 2.00
Landscape & Park - Maintenance Worker II 2.00 2.00 2.00 Maintenance Superintendent 0.20 0.20 0.20
Senior Administrative Support Specialist 0.25 0.25 0.25 Senior Landscape & Park Maintenance Worker 1.00 2.00 2.00 Senior Landscape Inspector 1.00 1.00 1.00
Subtotal 10.10 11.10 11.10
Seasonal/Temp. Full-time Equivalent 1.00 1.00 1.00
TOTAL 11.10 12.10 12.10
The Park & Landscape Maintenance activity is an operating program maintaining approximately 18,000 trees and other landscaping and irrigation improvements located within 156 acres of City parks and street landscaping, including street rightsof-way, cul-de-sacs, and medians.

Packet 141 Page 514

60.068.682 LANDSCAPE & LIGHTING DISTRICTS Public Works
Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 0 0 152,000 0 0
6300 Utilities 0 7,500 28,000 0 0
Subtotal 0 7,500 180,000 0 0
TOTAL 0 7,500 180,000 0 0
The Landscaping & Lighting Districts provide for the ongoing maintenance of the City’s landscaping and street lighting systems within the boundaries of the active Landscaping and Lighting Districts.

Packet 142 Page 515

CAPITAL FUNDS
The Capital Funds consists of the City's capital projects and the funds used in financing these projects. Activities include Street Construction, Housing Community Development (HCD), Park Construction, Capital Improvements, and Art in Public Places. Revenues available to support this fund include State Gasoline Tax, Measure B Sales Tax, Community Development Block Grant, development Impact Fees, and other grants. General Fund contributions to this fund is variable from year to year, depending on capital construction needs and any operating surplus generated by the General Fund. 0.2% $50,0004.7% $1,114,000 41.3% $9,806,000 39.2% $9,306,000 0.2% $54,000 14.3% $3,406,000 0.5% $50,00013.4% $1,450,000 33.6% $3,634,000 48.4% $5,238,000 0.1% $11,000 4.1% $442,000 Licenses & Permits Gas Tax Other Agencies Impact Fees Maint. Fees Park Impact Fee Budgeted Revenues FY2023 and FY2024
2023 Revenues 2024 Revenues

48.04%
$4,080,000

50.30%
$4,272,500

0.00%
$0

1.66%
$141,000

30.36%
$2,578,600

96.85%
$4,390,000

0.00%
$0

0.00%
$0

3.15%
$143,000

0.00%
$0
Street Construction Capital
Improvement
Transfer Out - General
Fund
Housing
Community
Development
Park construction
Budgeted Expenditures FY2023 and FY2024
2023 Expenditures 2024 Expenditures
Packet 143 Page 516
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

CAPITAL PROJECTS

90.091.910 Street Construction 3,230,000 3,230,000 6,011,000 4,080,000 4,390,000

90.092.920 Housing Community Development 0 0 374,000 141,000 143,000

90.093.930 Park Construction 0 0 (1,000) 2,578,600 0

90.094.940 Capital Improvements 1,261,000 1,444,700 4,525,000 4,272,500 0 TOTAL 4,491,000 4,674,700 10,909,000 11,072,100 4,533,000

CAPITAL FUNDS SUMMARY
Packet 144 Page 517

90.091.910 STREET CONSTRUCTION Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 3,230,000 3,230,000 6,011,000 4,080,000 4,390,000 Subtotal 3,230,000 3,230,000 6,011,000 4,080,000 4,390,000 Total Capital Outlay 3,230,000 3,230,000 6,011,000 4,080,000 4,390,000 TOTAL 3,230,000 3,230,000 6,011,000 4,080,000 4,390,000 Projects FY 2023:

Street Asphalt Concrete Overlay Program 2,300,000
Curb, Gutter and Sidewalk Replacement 350,000
Street Tree Maintenance 250,000
Traffic Calming Measures 80,000
Citywide Accessible Pedestrian Ramps 60,000
Thermoplastic Street Striping 20,000
Lindsay Tract Roadway and Drainage Improvements 500,000 Traffic Signal Interconnect - Cherry Street (Thornton Avenue - Stevenson Boulevard) 150,000 Traffic Signal Interconnect - Newark Boulevard (State Route 84 - Civic Terrace Avenue) 175,000 Traffic Signal Interconnect - Thornton Avenue (Sycamore Street - Cherry Street) 150,000 Total Projects 4,035,000
Professional Services 45,000
Grand Total 2023 4,080,000
Projects FY 2024:

Street Asphalt Concrete Overlay Program 2,500,000
Curb, Gutter and Sidewalk Replacement 400,000
Street Tree Maintenance 275,000
Traffic Calming Measures 80,000
Citywide Accessible Pedestrian Ramps 70,000
Thermoplastic Street Striping 20,000
Lindsay Tract Roadway and Drainage Improvements 1,000,000 Total Projects 4,345,000
Professional Services 45,000
Grand Total 2024 4,390,000
The Street Construction activity is a capital program that provides funding for public works projects within the public rightof-way. This year’s program includes grant projects, Gas Tax-funded construction and maintenance projects, and miscellaneous appropriations to support this activity, such as professional consulting services and departmental supplies.

Packet 145 Page 518

90.092.920 HOUSING DEVELOPMENT Community Development
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 0 0 374,000 141,000 143,000
Subtotal 0 0 374,000 141,000 143,000
Total 0 0 374,000 141,000 143,000
The Housing Development activity administers the Housing Development Community (HCD) and Community Development Block Grant (CDBG). The City is a subgrantee of this federal grant which is directly awarded to the County of Alameda. This activity provides funding of programs and projects related to low-income housing and neighborhood improvements.

Packet 146 Page 519

90.093.930 PARK CONSTRUCTION Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 0 0 (1,000) 2,578,600 0
Subtotal 0 0 (1,000) 2,578,600 0
Total Capital Outlay 0 0 (1,000) 2,578,600 0
Projects FY 2023:

Sportsfield Park Synthetic Turf Fields Additional Fencing 50,000 McGregor Fields Cricket Pitch 100,000
Mel Nunes Sportsfield Park Completion 1,483,000
Ash Street Sports Facilities 95,600
Cedar Blvd. Linear Park Areas 2 850,000
Total Projects 2,578,600
The Park Construction activity administers contracts for the installation and construction of new park facilities, including play apparatus, sports fields, and landscaping and irrigation systems to ensure a safe and enjoyable recreation environment for the City's residents. A Citywide Parks Master Plan was adopted in 2018 to help guide and prioritize these improvements.

Packet 147 Page 520

90.094.940 CAPITAL IMPROVEMENTS Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 1,261,000 1,444,700 4,525,000 4,272,500 0 Subtotal 1,261,000 1,444,700 4,525,000 4,272,500 0
TOTAL 1,261,000 1,444,700 4,525,000 4,272,500 0
Projects FY 2023:

Service Center Fuel Island Replacement 1,000,000
Service Center New Brick Wall 120,000
Service Center Replacement & Repair of Skylights 100,000 Service Center New Camera System 80,000
Service Center Replace Tire Changer 25,000
Citywide Playground Engineered Wood Fiber Installation 80,000 Citywide Grid Tree Pruning and Removal 250,000
Community Park Well and Pump Replacement 165,000
Dump Truck 3.5-ton 80,000
Mini-Sweeper 260,000
Tractor-Pulled Topdressing Implement 28,000
Police Utility Vehicle 12,500
Mobile Recreation Van 70,000
Crime and Collision Scene Investigation Scanner 84,000
Police Volunteer Radios 20,000
Aquatic Center UV Sanitation System 200,000
Silliman Center Preschool Playground Renovation 300,000 Inflatable Outdoor Movie System 8,000
Portable Outdoor Stage 20,000
ERP Program Upgrades 100,000
Service Center Fuel Pump Island Drainage System 80,000
Citywide Geographic Information Systems -Phase 2 150,000 Senior Center Room Divider 50,000
Clean-up of CYT ROW and Landscaping (Thornton/880 IC) 200,000 Fuel Management System Replacement 75,000
Service Center Fuel Canopy 140,000
Service Center Waste Disposal Upgrades 275,000
Sanctuary Park Conceptual Design & Parks Master Plan Amendment 150,000 BMX Park Location Study & Conceptual Design 150,000
Total Projects 2023 4,272,500
The Capital Improvements activity provides for the funding of non-gas tax funded capital projects. Funds for this account are provided from a number of sources, including capital funds and grants.

Packet 148 Page 521

INTERNAL SERVICE FUNDS
Internal Service Funds are used to account for the financing of equipment and services provided internally to other City departments. Examples include maintenance and replacement of departmental equipment, maintenance of City-owned buildings, the administration of workers' compensation and public liability insurance, and general office equipment lease agreements.

Activities that support these types of functions are classified as Internal Service Funds (ISF). The cost of these funds are allocated to all departments through allocation formulas. These formulas distribute the financial burden a given service places on the ISF activity. The final allocations for all ISFs become the Internal Service Fund Cost Allocation Plan.

Packet 149 Page 522
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted

CAPITAL OUTLAY

87.701.800 Equipment Replacement 995,000 995,000 908,000 1,591,000 1,323,000 Subtotal 995,000 995,000 908,000 1,591,000 1,323,000

GENERAL

87.705.800 Office Support Services 97,000 97,000 115,000 103,000 103,000 Subtotal 97,000 97,000 115,000 103,000 103,000

SELF-INSURANCE

87.707.200 Workers' Compensation 1,085,000 1,085,000 843,000 1,106,000 1,117,000

87.706.150 Public Liability 953,000 1,553,000 1,336,000 1,779,000 2,000,000 Subtotal 2,038,000 2,638,000 2,179,000 2,885,000 3,117,000

MAINTENANCE

87.703.671 Equipment Maintenance 1,013,000 1,126,000 1,160,000 1,299,000 1,360,000

87.704.672 Civic Center/City Facilities 1,218,000 1,660,218 1,474,400 1,609,000 1,682,000

87.704.673 Silliman Center 713,000 786,016 685,000 822,000 871,000

87.704.674 Police Building 0 9,061 0 408,000 436,000

87.704.675 Library Building 0 5,820 0 179,000 196,000
Subtotal 2,944,000 3,587,115 3,319,400 4,317,000 4,545,000 TOTAL 6,074,000 7,317,115 6,521,400 8,896,000 9,088,000 AUTHORIZED STAFFING 2021-22 2022-23 2023-24
Cashier 0.10 0.00 0.00
City Attorney 0.25 0.00 0.00
Executive Assistant 0.10 0.00 0.00
Human Resources Director 0.20 0.20 0.20
Building Mechanic II 1.00 2.00 2.00
Equipment Mechanic II 2.00 2.00 2.00
Maintenance Superintendent 0.60 0.60 0.60
Public Works Director 0.20 0.20 0.20
Senior Administrative Support Specialist 0.50 0.50 0.50 Senior Building Mechanic 1.00 1.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00
TOTAL 6.95 7.50 7.50

INTERNAL SERVICE FUNDS SUMMARY
Packet 150 Page 523

87.701.800 EQUIPMENT REPLACEMENT Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
7000 Other Charges 195,000 195,000 195,000 195,000 196,000 Subtotal 195,000 195,000 195,000 195,000 196,000
8000 Capital Outlay 800,000 800,000 713,000 1,396,000 1,127,000 TOTAL 995,000 995,000 908,000 1,591,000 1,323,000
The Equipment Replacement activity monitors the replacement and funding of equipment and machinery that the City uses to provide services to the community. A required annual contribution is charged to the user department, which is accumulated to fund future replacement of the equipment. An equipment replacement schedule provides the timeline of the replacement based on estimated useful life and/or obsolescence. Due to limited funds, equipment replacement requires prioritization that places emphasis on safety issues and necessity of the equipment to City operations.

Packet 151 Page 524

87.705.800 OFFICE SUPPORT SERVICES Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 0 16,000 0 0
Subtotal 0 0 16,000 0 0
6100 Supplies 26,000 26,000 26,000 30,000 30,000
6200 Contractual Services 70,000 70,000 71,000 71,000 71,000 6400 Membership, Travel, Training 1,000 1,000 2,000 2,000 2,000 Subtotal 97,000 97,000 99,000 103,000 103,000
TOTAL 97,000 97,000 115,000 103,000 103,000
Office Support Services facilitates the City's mailroom operations and purchase of Citywide stationary, envelopes, and other related mailing supplies. This activity also manages the lease of the City’s photocopy and postage equipment.

Packet 152 Page 525

87.707.200 WORKERS’ COMPENSATION Internal Service Funds

SELF-INSURANCE
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 0 36,000 35,000 35,000
Subtotal 0 0 36,000 35,000 35,000
6200 Contractual Services 1,085,000 1,085,000 807,000 1,071,000 1,082,000 Subtotal 1,085,000 1,085,000 807,000 1,071,000 1,082,000 TOTAL 1,085,000 1,085,000 843,000 1,106,000 1,117,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Human Resources Director 0.10 0.10 0.10
TOTAL 0.10 0.10 0.10
The Workers’ Compensation Self-Insurance program administers benefits in accordance with State and Federal laws. The City is self-insured for Workers’ Compensation benefits, a mandated benefit to protect employees who incur industrial injuries. The Workers' Compensation program includes the processing of claims, the determination and evaluation of compensability, the selection and monitoring of medical and legal consultants, the settlement and litigations of claims, and the preparation of reports to other governmental agencies. In addition, the program includes risk and claims analysis, training, education, and prevention. The City utilizes Sedgwick as the Third Party Administrator and LAWCX as the excess insurance carrier for the Workers' Compensation program.

Packet 153 Page 526

87.706.150 PUBLIC LIABILITY SELF-INSURANCE Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 16,000 16,000 32,000 35,000 35,000 5140 Overtime 0 0 1,000 0 0
Subtotal 16,000 16,000 33,000 35,000 35,000
6100 Supplies 10,000 10,000 5,000 10,000 10,000
6200 Contractual Services 927,000 1,527,000 1,298,000 1,734,000 1,955,000 Subtotal 937,000 1,537,000 1,303,000 1,744,000 1,965,000 TOTAL 953,000 1,553,000 1,336,000 1,779,000 2,000,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Human Resources Director 0.10 0.10 0.10
TOTAL 0.10 0.10 0.10
The Public Liability Self-Insurance activity accounts for the expenses required to administer the public liability, fidelity bond, and property/casualty insurance policies. These services include the purchase of insurance and administration of claims, the periodic analysis of losses and loss prevention measures, and the coordination of legal and adjusting information.

Packet 154 Page 527

87.703.671 EQUIPMENT MAINTENANCE Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 533,000 533,000 570,000 603,000 620,000 5140 Overtime 0 0 5,000 0 0
Subtotal 533,000 533,000 575,000 603,000 620,000
6100 Supplies 298,000 369,000 363,000 445,000 466,000
6200 Contractual Services 178,000 220,000 220,000 243,000 266,000 6400 Membership, Travel, Training 4,000 4,000 2,000 8,000 8,000 Subtotal 480,000 593,000 585,000 696,000 740,000
TOTAL 1,013,000 1,126,000 1,160,000 1,299,000 1,360,000 AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Equipment Mechanic II 2.00 2.00 2.00
Maintenance Superintendent 0.30 0.30 0.30
Public Works Director 0.10 0.10 0.10
Senior Administrative Support Specialist 0.20 0.20 0.20 Senior Equipment Mechanic 1.00 1.00 1.00
TOTAL 3.60 3.60 3.60
The Equipment Maintenance activity supports the repair and maintenance of the City's fleet, including cruisers, sedans, pickups, vans, fire equipment, heavy construction equipment, and miscellaneous (mowers, edgers, sprayers, etc.) equipment.

Each piece of equipment is set up on a preventive maintenance program.

Packet 155 Page 528

87.704.672 CIVIC CENTER & CITY Internal Service Funds

FACILITIES BUILDING MAINTENANCE
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 492,000 492,000 427,000 462,000 474,000 5140 Overtime 0 0 5,000 0 0
Subtotal 492,000 492,000 432,000 462,000 474,000
6100 Supplies 34,500 55,500 55,400 59,000 64,000
6200 Contractual Services 324,000 586,218 464,000 542,000 579,000 6400 Membership, Travel, Training 5,500 5,500 2,000 7,000 8,000 6300 Other Charges 362,000 521,000 521,000 539,000 557,000 Subtotal 726,000 1,168,218 1,042,400 1,147,000 1,208,000 TOTAL 1,218,000 1,660,218 1,474,400 1,609,000 1,682,000 AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Building Mechanic II 1.65 1.65 1.65
Maintenance Superintendent 0.30 0.30 0.30
Public Works Director 0.10 0.10 0.10
Senior Administrative Support Specialist 0.30 0.30 0.30 Senior Building Mechanic 0.70 0.70 0.70
TOTAL 3.05 3.05 3.05
The Building Maintenance activity supports the operation and maintenance of City facilities, including the David W. Smith City Hall, the Alan. L Nagy Library, the Police Department building, Community Center, Fire Stations (3), Service Center, Senior Center, Ash Street Buildings, Second Chance, security and ball field lights, and other miscellaneous buildings.

Packet 156 Page 529

87.704.673 COMMUNITY ACTIVITY & Internal Service Funds

FAMILY AQUATIC CENTER MAINTENANCE
Accoun
t Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 113,000 113,000 94,000 92,000 94,000 5140 Overtime 0 0 1,000 0 0
Subtotal 113,000 113,000 95,000 92,000 94,000
6100 Supplies 24,000 36,000 36,000 42,000 46,000
6200 Contractual Services 217,000 278,016 195,000 317,000 347,000 6300 Other Charges 359,000 359,000 359,000 371,000 384,000 Subtotal 600,000 673,016 590,000 730,000 777,000
TOTAL 713,000 786,016 685,000 822,000 871,000
AUTHORIZED POSITIONS 2021-22 2022-23 2023-24
Building Mechanic II 0.35 0.35 0.35
Senior Building Mechanic 0.30 0.30 0.30
TOTAL 0.65 0.65 0.65
The George M. Silliman Community Activity & Family Aquatic Center activity supports the maintenance of this building located at 6800 Mowry Avenue.

Packet 157 Page 530

87.704.674 POLICE BUILDING MAINTENANCE Internal Service Funds Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6100 Supplies 0 0 0 22,000 24,000
6200 Contractual Services 0 9,061 0 161,000 176,000
6300 Other Charges 0 0 0 225,000 236,000
Subtotal 0 9,061 0 408,000 436,000
TOTAL 0 9,061 0 408,000 436,000
The Building Maintenance activity supports the operation and maintenance of the Police Building Packet 158 Page 531

87.704.675 LIBRARY BUILDING MAINTENANCE Internal Service Funds Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6100 Supplies 0 0 0 18,000 20,000
6200 Contractual Services 0 5,820 0 146,000 159,000
6300 Other Charges 0 0 0 15,000 17,000
Subtotal 0 5,820 0 179,000 196,000
TOTAL 0 5,820 0 179,000 196,000
The Building Maintenance activity supports the operation and maintenance of the Library.

Packet 159 Page 532

CAPITAL IMPROVEMENT PLAN

OVERVIEW
The City of Newark’s two-year budget is
comprised of the Biennial Budget, the
Capital Improvement Plan (CIP), and the
Five-Year Forecast. In preparing the CIP,
the Five-Year Forecast provides significant
guidance by establishing priorities for the
City, identifying special needs, and
establishing the future direction of the City.

The purpose of the Biennial Capital
Improvement Plan is to identify and
prioritize capital improvement projects for
funding. Capital improvement projects
include street and park construction and
rehabilitation projects, construction and/or
repairs to City facilities, acquisitions of new
equipment that are not part of a
department’s operating budget, feasibility
studies to identify and quantify future
projects, and some major equipment
replacement purchases. By their nature,
capital improvement projects generally tend
to be special, one-time “events” designed to
address a significant community need.

Major capital projects can often take several
years to complete, with both funding and
construction planned in several specific
phases.

Some CIP projects result in additional
operating and maintenance costs after
completion of the project, while others may
result in reduced maintenance costs. For
example, a street improvement project can
reduce future street maintenance costs for a
period of time after completion of the
project. On the other hand, construction of
a new recreational facility will likely result
in additional maintenance and operating
costs; however, some of those costs may be
offset by new revenues from the facility.

All these factors must be carefully
considered when prioritizing projects for
funding.

CIP PROJECTS
Generally, all projects as defined above,
which involve expenditures of $5,000 or
more, are included in the CIP. There are
some special types of projects or purchases
costing more than $5,000 that are not
included in the CIP. Such projects include
equipment normally replaced through the
Equipment Replacement fund, such as the
routine vehicle replacement program, and
leasing of property or vehicles.

THE CIP PROCESS
As part of the 2022-2024 Biennial Budget
and Capital Improvement Plan preparation,
the Public Works Department coordinates
the development of the CIP budget
component. The process of developing the
CIP begins with the preparation of a list of
potential projects. These projects are
generally submitted by the City Council
and staff in response to a call for projects
request. In some instances, residents have
also made requests for desired projects.

After an initial review by the Executive
Team, detailed descriptions and cost
estimates are prepared for each project
chosen for further consideration. Possible
funding sources are also identified. This
information is then synthesized into an
initial comprehensive listing of all projects –
new proposed projects, previously
approved and funded projects, and
unfunded projects. After this information
has been quantified, all projects are
reviewed and prioritized by the Executive
Team and then provided as
recommendations to the City Council.

Packet 160 Page 533

PROJECT SELECTION PROCESS
Projects selected for funding and
budget preparation
Review and project selection
by City Council
Project recommendations
by Executive Team
Designate overall project Priority Level
based on established criteria
Review of staffing constraints and
maintenance impacts
Evaluation of Critical Issues Evaluation of Funding
Sources
Proposed Project List refinement
and cost estimate preparation
Projects solicited from
City Council and staff
Packet 161 Page 534
Several major factors were considered while
selecting projects for the 2022-2023 and
2023-2024 budget years: (1) evaluation of
Critical Issues previously identified by the
Executive Team; (2) available funding
sources and the need for maintaining sufficient unallocated reserves, (3) staffing constraints and maintenance impacts; and
(4) project priority level criteria.
(1) Evaluation of Critical Issues previously
identified by the Executive Team
A number of Critical Issues are used to help
guide the selection of projects, including
Public Safety Services, Education, Quality of
Life, Community Development and City
Government Operations. These Critical
Issues are summarized below:

(2) Available funding sources and the need
for maintaining sufficient unallocated
reserves
All potential projects were evaluated based
on the availability of funding sources. Gas
tax revenues are the primary source of
funds for street maintenance and
improvement projects. The major source for
most other capital projects is the Capital
Improvement Fund. Development Impact
Fees, which are assessed to new private
developments, are a component of Capital
Funds but can only be used on specific
projects where a nexus is established
between development and the individual
project. The majority of the funds for
capital projects are derived from
unallocated General Funds. These are
discretionary funds that may be used on
any project. A complete list of funding
sources is provided on the following pages
and a revenue estimate summary is
provided on page 171.
(3) Staffing constraints and maintenance
impacts
Regardless of funding availability, there is a
limit to the number of projects which can be
designed and/or constructed in a single
year due to staffing constraints in the
Engineering and Maintenance Divisions of
the Public Works Department. Projects also
must be evaluated based on the resulting
long-term maintenance needs following
completion. A project should not be built
(or equipment purchased) if there are
inadequate resources for operation and
maintenance.
(4) Priority Level Criteria
Three priority levels are defined to assist
with project prioritization and include Level
One, Level Two, and Level Three.

Priority Level One projects are of the
highest priority and are considered
mandatory. Level One projects are those
being driven by a legal or regulatory
requirement, are needed to meet a safety
obligation or minimize a liability risk, or
serve to preserve the City’s existing assets
and infrastructure.

Critical Issues
Public Safety Services - Provide a level
of public safety services that will protect
our citizens, property, and community
assets.

Education - Support, encourage, and
offer opportunities and programs that
facilitate quality community education.

Quality of Life - Provide programs,
services, and facilities that make Newark
a desirable and healthy place to live.

Community Development - Make
development decisions that maintain a
vibrant, balanced, quality community.

City Government Operations - Operate
a City government that enables the
organization to meet service demands of
the community.

Packet 162 Page 535
Priority Level Two projects are considered
necessary projects, but do not satisfy Level
One criteria. A project could be ranked at
Level Two if there is a consensus by the
City Council that it should be funded.

Other Level Two criteria includes: projects
that demand local funding in order to
obtain an outside funding source; projects
that provide a needed service level increase;
projects for completion of a feasibility study
or master plan that would assist with
defining and prioritizing one or more
projects or other community needs; and
projects that are needed to complete a final
phase of a multi-phased project.

Priority Level Three projects are those that
are considered desirable, but do not fully
satisfy Level One or Level Two criteria at
the time of evaluation.

PLANNING COMMISSION REVIEW
State law requires that the Planning
Commission review the CIP projects for
conformance with the General Plan. This
review is completed prior to formal City
Council adoption of the CIP.

MULTI-YEAR PROJECT FUNDING
Unlike some communities, Newark does
not normally budget funds over multiple
years toward the future construction of
specific projects. Instead, unbudgeted
Capital Funds are held in reserve and
applied toward a project upon
accumulation of sufficient funds to
complete a project or phase. Still, there are
projects which are phased over a number of
years to accommodate design and
construction requirements and other
factors.

ONGOING MAINTENANCE PROJECTS

PREVIOUSLY MOVED BACK TO

OPERATING BUDGET
For many budget cycles up through the
2016-18 CIP, ongoing general maintenance
needs were funded through the CIP budget
as projects in order to minimize impacts on
the operating budget. These projects did not
have a specific scope of work identified but
were necessary to ensure that there was a
minimum amount of funding to maintain
the City’s infrastructure. Ongoing projects
were funded on a yearly basis, which
became cumbersome due to the number of
project listings that accumulated over time.

Maintenance Division ongoing CIP projects
were incorporated back into the
Maintenance Division operating budget for
the 2018-20 Biennial Budget and CIP. As a
result, all CIP maintenance projects will
continue to have an identified scope of
work to address a specific street, building,
or park need. The only exceptions to this
will be ongoing street maintenance, curb,
gutter and sidewalk repair, and street tree
maintenance projects (which will remain in
the CIP as ongoing projects due to the fact
that they are funded by outside Gas Tax
funds).

FINANCING SOURCES AND

ALTERNATIVES
Capital funds, Gas Tax funds, and Park
Impact funds all represent “pay-as-you-go”
financing. Generally, this type of financing
is used to minimize interest and financing
costs. However, for some projects, longterm financing is either necessary or preferred.

Packet 163 Page 536

SUMMARY OF FINANCING SOURCES

ACCUMULATED
FEES
Accumulated Fees can only be used for the specific purpose provided for in the Fee Schedule.

CAPITAL FUNDS
Capital funds can be used to fund any capital project. However, since Capital funds are derived from the General Fund, their use is discouraged if other fund sources are available.

DEVELOPMENT

IMPACT FEES
Development Impact Fees can only be used for specific capital projects. There is a maximum allocation per project based on the type of capital project.

GAS TAX FUNDS
Gas Tax funds can only be used for expenses related to street construction, maintenance, or design. This funding category includes state gas tax subventions, Measure B and Measure BB revenues, Traffic Congestion Relief Funds (Proposition 42), Alameda County Vehicle Registration Fee funds, and Road Maintenance and Rehabilitation Account (RMRA/SB1) Funds.

GRANTS
CDBG*
Community Development Block Grants (CDBG) funds can only be used for projects within the designated CDBG Target Area. They can be used for street construction, community centers, etc.

Federal
Transportation
Act*
Funding from the Federal Transportation Act reauthorization (previously the Safe, Accountable, Flexible, Efficient Transportation Equity Act: a Legacy for Users, “SAFETEA-LU,” and the Transportation Efficiency Act for the 21st Century, “TEA 21”) can only be used for construction projects on eligible streets.

HSIP* The Federally funded Highway Safety Improvement Program (HSIP) is for specific traffic safety projects.

HWY-RR Grade
Separation
Program*
State Highway-Railroad Grade Separation Program funds can be used for grade separation projects.

SRTS/SR2S*
State (SRTS) and Federal (SR2S) Safe Routes to School funds can be used to correct identified safety hazards on school routes to promote walking/biking to schools.

Stimulus
Programs*
Federal economic stimulus funds have uses and constraints specific to each individual program. Transportation-related stimulus funding typically has constraints similar to the current Federal Transportation Act.

STIP*
State Transportation Improvement Program (STIP) funds can be used for capital projects that improve transportation. Funding is split 75%/25% between the Interregional Transportation Improvement Program (ITIP) and Regional Transportation Improvement Program (RTIP).

TDA* Transportation Development Act (TDA), Article 3 funds can only be used to construct bike and pedestrian projects.

Packet 164 Page 537
SUMMARY OF FINANCING SOURCES (continued)

PARK IMPROVEMENTS
Park Impact Fees
Park Impact Fees are collected with each new residential single- or multifamily development. Local Park Impact Fee funds can be used for park construction projects for a neighborhood park within the area where the development responsible for the funds is located or for community parks.

Regional Open
Space, Wildlife,
Shoreline, and
Parks Bond
Extension*
Funding through the Regional Open Space, Wildlife, Shoreline, and Parks Bond Extension (Measure WW) must be used on park construction projects. *Allocated to agencies on a competitive process or on the basis of population.

Packet 165 Page 538

ORGANIZATION OF INFORMATION
An alphabetical arrangement by project title
has been used as the organizational basis
for project lists and descriptions in the CIP.

Project descriptions include important data,
including:

Critical Issue – Each CIP project has been
evaluated against the Critical Issues
previously identified by the Executive
Team. The Critical Issue addressed by a
project (if any) is listed.

Funding Source – This entry indicates the
general funding source which can or will be
used to fund this particular project.

Estimated Cost – This figure is the
estimated cost for completing the project or
this phase of the project, including
contingencies. In some cases, design costs
are included in this figure if outside
consultants will be used for preparing plans
and specifications. This estimate does not
include ongoing maintenance and/or
operating expenses. Cost estimates are
adjusted over time to reflect inflation when
required. If the project scope changes after
adoption of the CIP, the project budget may
also need to be adjusted.

Operating Impact – Certain projects can
result in an operational savings over time,
while other projects may result in additional
operating costs, such as additional staffing
and/or maintenance. This section provides
a general indication of the range of
additional anticipated operating costs.

Possible entries for this field include: Cost
Savings; No Significant Impact; Minor Impact;
Moderate Impact; Significant Permanent
Impact; and To be Determined. These
categories are not precisely defined. A
“Moderate Impact” may involve additional
maintenance or operational costs, while a
“Significant Permanent Impact” normally
involves additional staffing, together with
increased maintenance/operational costs.

Priority Level – This entry indicates Level
One (Mandatory), Level Two (Necessary),
or Level Three (Desirable) priority level as
defined previously.

Implementing Department – This entry
indicates the department responsible for
implementing the project once funded.

Contact – This entry lists the individual
responsible for implementing the project
once funded.

Year First Proposed – This entry will
indicate the year each project first appeared
in the CIP.

Year Funded – This entry will indicate
which year, if any, funding was approved.

PROJECT LISTS FOR 2022-2023 AND 2023-
2024
As noted in the Estimate of Future Funding
Needs beginning on Page 172, there are 67
unfunded projects with a combined
estimate cost of $88,728,000. It should be
noted that the estimated costs of some
unfunded projects have not yet been
determined due to some undefined project
constraints.

Based on the major factors and constraints
listed above, 51 projects were selected for
funding this biennial budget cycle at a total
estimated cost of $16,691,000.

Packet 166 Page 539
2022-2023 SUMMARY OF FUNDED PROJECTS

PROJECT TITLE FUNDING
SOURCE

PROJECT
COST
Street Asphalt Concrete Overlay Program Gas Tax $2,300,000 Curb, Gutter and Sidewalk Replacement Gas Tax $350,000
Street Tree Maintenance Gas Tax $250,000
Traffic Calming Measures Gas Tax $80,000
Citywide Accessible Pedestrian Ramps Gas Tax $60,000
Thermoplastic Street Striping Gas Tax $20,000
Lindsay Tract Roadway and Drainage Improvements Gas Tax $500,000 Traffic Signal Interconnect – Cherry Street
(Thornton Avenue – Stevenson Boulevard) Gas Tax $150,000 Traffic Signal Interconnect – Newark Boulevard
(State Route 84 – Civic Terrace Avenue) Gas Tax $175,000 Traffic Signal Interconnect – Thornton Avenue
(Sycamore Street – Cherry Street) Gas Tax $150,000
Service Center Fuel Island Replacement Capital Funds $1,000,000 Service Center New Brick Wall Capital Funds $120,000
Service Center Replacement & Repair of Skylights Capital Funds $100,000 Service Center New Camera System Capital Funds $80,000
Service Center Replace Tire Changer Capital Funds $25,000 Citywide Playground Engineered Wood Fiber Installation Capital Funds $80,000 Citywide Grid Tree Pruning and Removal Capital Funds $250,000 Community Park Well and Pump Replacement Capital Funds $165,000 Dump Truck 3.5-ton Capital Funds $80,000
Mini-Sweeper Capital Funds $260,000
Tractor-Pulled Topdressing Implement Capital Funds $28,000 Police Utility Vehicle Capital Funds $12,500
Mobile Recreation Van Capital Funds $70,000
Crime and Collision Scene Investigation Scanner Capital Funds $84,000 Police Volunteer Radios Capital Funds $20,000
Aquatic Center UV Sanitation System Capital Funds $200,000 Silliman Center Preschool Playground Renovation Capital Funds $300,000 Inflatable Outdoor Movie System Capital Funds $8,000
Portable Outdoor Stage Capital Funds $20,000
ERP Program Upgrades Capital Funds $100,000
Service Center Fuel Pump Island Drainage System Capital Funds $80,000 Packet 167 Page 540

PROJECT TITLE FUNDING
SOURCE

PROJECT
COST
Citywide Geographic Information Systems – Phase 2 Capital Funds $150,000 Senior Center Room Divider Capital Funds $50,000
Clean-up of CT ROW and landscaping (Thornton/880 IC) Capital Funds $200,000 Fuel Management System Replacement
Community
Service Facility
Fees
$75,000
Service Center Fuel Canopy
Community
Service Facility
Fees
$140,000
Service Center Waste Disposal Upgrades
Community
Service Facility
Fees
$275,000
Sportsfield Park Synthetic Turf Fields Additional Fencing Park Impact Fees $50,000 McGregor Fields Cricket Pitch Park Impact Fees $100,000 Mel Nunes Sportsfield Park Completion Park Impact Fees $1,483,000 Ash Street Sports Facilities Park Impact Fees $95,600
Cedar Blvd Linear Park Areas 2 Park Impact Fees $850,000 Sanctuary Park Conceptual Design & Parks Master Plan
Amendment
Community
Development
Maintenance
Fund
$150,000
BMX Park Location Study & Conceptual Design
Community
Development
Maintenance
Fund
$150,000
TOTAL $11,361,100
Packet 168 Page 541
2023-2024 SUMMARY OF FUNDED PROJECTS

PROJECT TITLE FUNDING
SOURCE

PROJECT
COST
Street Asphalt Concrete Overlay Program Gas Tax $2,500,000 Curb, Gutter and Sidewalk Replacement Gas Tax $400,000
Street Tree Maintenance Gas Tax $275,000
Traffic Calming Measures Gas Tax $80,000
Citywide Accessible Pedestrian Ramps Gas Tax $70,000
Thermoplastic Street Striping Gas Tax $20,000
Lindsay Tract Roadway and Drainage Improvements Gas Tax $1,000,000 TOTAL $4,345,000
Packet 169 Page 542

A LOOK FORWARD
Forecasting future funding availability and
needs is an inexact science at best. The
conservative approach to forecasting future
funding availability assumes modest
growth to projected gas tax revenues and no
significant changes to projected Capital
Fund revenue and other sources. Staff is
continuously monitoring evolving
projections for State and local gas tax
revenues. These projections are reflected in
the table entitled Revenue Estimate Summary
on the following page.

Although future funding needs can be
predicted by roughly prioritizing unfunded
projects already in the CIP, such forecasting
is often later upset by changing priorities
and unexpected needs. The cost of certain
identified projects is often unknown prior to
the completion of a needs study or
preliminary design. Even so, it is still
important to develop a general plan for
implementing major capital projects.

During the 2018-2020 strategic planning
sessions, the City identified a number of
major, long-range capital projects and
investment in those projects has been made.

In order to continue to prioritize future
funding of the City’s project needs, the
same prioritization factors should be
considered:

Need Driven – The target date for some
projects is driven by an identified need. For
example, the replacement of the City
Administration Building was driven by the
need to replace an aging facility to
accommodate employees and related City
activities. A specific target date might be
set based on anticipated future space needs
or elimination of increasing and excessive
building maintenance costs.

Regulation/Law Driven – Some projects,
such as wheelchair ramp modifications, are
required as a result of changes in standards
or regulations or as the result of new
Federal or State laws.

Opportunity Driven – The target date for
the construction of some projects is driven
by an associated opportunity. The
availability of a State park grant might
allow completion of desired park
improvements.

Funding Driven – The target date for
construction of other projects may be
governed by available funding or funding
factors. For example, the target date for
construction of a particular project might be
tied to accumulation of the capital costs or
the ability to fund future operating costs.

Funding Source Driven – The construction
of specific projects which are eligible for
grant funds will be dictated by the
availability of those grant funds. For
example, Community Development Block
Grant (CDBG) funds can be used for capital
projects in the Target Area. The timing for
their use will be governed by the
availability of those funds.

Relationship Driven – There are certain
types of projects which are dependent on
the timing of other related projects. For
example, the construction of a new library
could allow the Senior Center to be moved
into larger quarters, using the current
library building.

Community Driven – Certain projects are
desired to improve the quality of life of
Newark residents and are not necessarily
tied to external factors. An example is the
Family Aquatic Center. The target for
construction of such projects is thus driven
by a desire to improve the quality of life of
our residents and the City Council’s
priorities rather than outside influences.

Packet 170 Page 543

REVENUE ESTIMATE SUMMARY
Funding Source
Dollars
2022-23 2023-24 2024-25 2025-26 2026-27 Total
Capital Funds (1) 0 0 TBD TBD TBD TBD
Gas Tax Funds 4,065,000 4,365,000 4,500,000 4,600,000 4,700,000 16,120,000 CDBG (2) 117,000 117,000 117,000 117,000 117,000 585,000 TDA 40,000 40,000 40,000 40,000 40,000 200,000
Federal Grants As Avail. As Avail. As Avail. As Avail. As Avail. As Avail.

Park Impact (3) 466,000 4,405,000 442,000 TBD TBD 4,313,000 Notes:

1. This entry indicates allocations in surplus General Funds towards Capital projects each year. Future year allocations are To Be Determined.

2. This entry assumes that the Federal government does not cut or reduce funding for this program.

3. Park Impact Fee funds are dependent on the level of residential development which takes place.

Phasing Opportunities – Certain projects,
such as street maintenance projects, can
sometimes be completed in phases.

Packet 171 Page 544

ESTIMATE OF FUTURE FUNDING NEEDS
(Unfunded projects)
UNFUNDED PROJECT (Projects in bold are new for 2022-2024) ESTIMATE Arterial Landscape Median Upgrades 460,000
Articulated Aerial Lift Truck (35') 140,000
Aquatic Center NinjaCross Obstacle Course System 500,000 Bayside TOD Transit Station and Overcrossing (Construction) 11,500,000 Birch Grove Park Completion 3,380,000
Birch Grove Park Softball Field Night Lighting 300,000
Birch Grove Park Tennis Court Area Re-landscaping 125,000 Byington Park Completion 950,000
Cedar Boulevard Linear Parks 1, 3, 4 2,870,000
Central Avenue Median & Sidewalk Improvements (Design) 250,000 Central Avenue Median & Sidewalk Improvements (Construction) 1,200,000 Citywide Bus Shelters 2,400,000
Citywide Document Scanning Services 150,000
Citywide Storage Facility at Service Center 400,000
Citywide Street Light LED Conversion 1,150,000
Civic Center Park Completion 1,160,000
Community Alerting and Warning System (Sirens) 75,000
Community Center Fireplaces Study 8,000
Community Center Parking Lot Planter Upgrades 20,000
Community Center Patio Resurfacing/Replacement 150,000
Community Center Social Hall and Patio Room Floor Replacement 65,000 Cultural Arts Center 9,000,000
Document Conversion 45,000
Fire Station No. 27 Energy Efficient Windows 30,000
Fire Station No. 27 Training Tower – New 2,000,000
History Museum – Phase 2B (Restoration and Construction) 3,000,000 History Museum – Phase 3 (Exhibits) 750,000
Jerry Raber Ash Street Park Completion 1,010,000
Lakeshore Park Completion 1,750,000
Lakeshore Park Restroom 350,000
Mayhews Landing Park Completion 1,090,000
Mel Nunes Sportsfield Park Splash Pad 550,000
Mirabeau Park Completion 680,000
Mowry Avenue Backup Wall and Landscape Improvements 900,000 Musick Park Completion 720,000
Newark Boulevard Backup Wall and Landscape Improvements 1,200,000 Newark Community Park Completion 3,860,000
Old Town PDA Streetscape Improvements - Construction 6,500,000 Second Chance Homeless Shelter Repairs 60,000
Security Camera Systems - City Facilities 200,000
Senior Center HVAC Replacement 50,000
Senior Center – New Construction 8,000,000
Packet 172 Page 545
ESTIMATE OF FUTURE FUNDING NEEDS continued
UNFUNDED PROJECT (projects in bold are new for 2022-2024) ESTIMATE Service Center Remote Control Gates 20,000
Silliman Activity Center Energy Conservation Measures 200,000 Silliman Aquatic Center – Pool Deck Replacement 300,000 St. Isabel Avenue Street Improvements Completion 285,000 Stevenson Gateway Feature Renovation 90,000
Susan Johnson Bridgepoint Park Completion 920,000
Thornton Avenue Complete Streets Improvements - Construction 14,000,000 Thornton Avenue Pavement Overlay (I-880 to Olive Street) 2,000,000 Thornton Avenue Streetscape Improvements (Elm Street to Willow Street) 1,200,000 Traffic Signal at Cherry Street and Robertson Avenue 200,000 Traffic Signal at Jarvis Avenue and Haley Street 180,000 Traffic Signal at Jarvis Avenue and Spruce Street 180,000 Traffic Signal at Newark Boulevard and Ruschin Drive/Brittany Avenue 200,000 Traffic Signal Preemption – Phase 2 200,000
TOTAL $ 88,973,000
Packet 173 Page 546
s
Packet 174 Page 547

CAPITAL

IMPROVEMENT
PLAN

PROJECT

DESCRIPTIONS
Packet 175 Page 548

PROJECT PAGE
(projects in bold are new for 2022 – 2024; shaded projects are funded in 2022-2024) Arterial Bicycle Lanes 180
Arterial Landscape Median Upgrades 180
Articulated Aerial Lift Truck (35’) 181
Bayside TOD Transit Station and Overcrossing, Design 181 Bayside TOD Transit Station and Overcrossing, Construction 182 Birch Grove Park Completion 182
Birch Grove Park Softball Field Night Lighting 183
Birch Grove Park Tennis Court Area Re-landscaping 183
Birch Grove Park Tennis Court Resurfacing 183
BMX Park Location Study and Conceptual Design 184
Byington Park Completion 184
Cast Iron Stormwater Inlet Grate Replacement Program Phase I 185 Cedar Boulevard Linear Park 1, 3, 4 185
Cedar Boulevard Linear Park 2 186
Central Avenue Median and Sidewalk Improvements (Construction) 186 Central Avenue Median and Sidewalk Improvements (Design) 187 Central Avenue Overpass Phase 1 - Project Development 187 Central Avenue Overpass Phase 2 – R/W and Construction 188 Citywide Accessible Pedestrian Ramps (Ongoing) 188
Citywide Building Floor Covering Replacement 189
Citywide Building Needs Assessment 189
Citywide Building Painting 189
Citywide Building Roof Repairs 190
Citywide Building Upgrades 190
Citywide Bus Shelters 190
Citywide Crosswalk Evaluation and Modifications 191
Citywide Document Scanning Services 191
Citywide Geographic Information Systems (GIS) – Phase 1 192 Citywide Geographic Information Systems (GIS) – Phase 2 192 Citywide HVAC Replacements 193
Citywide Parks Signage Program – Phase 1 193
Citywide Parking Lot Repair and Resealing 193
Citywide Parks/City Facilities Fence Repairs 194
Citywide Parks Furniture Installation/Replacement 194
Citywide Parks Irrigation System Upgrade/Modification 195 Citywide Playground Surfacing 195
Citywide Rail Station Alternatives Study 196
Citywide Storage Facility at Service Center 196
Citywide Street Light LED Conversion 197
Citywide Street Signs 197
Citywide Traffic Signal Street Name Signs 198
Citywide Trash Capture Devices (Phase 2) 198
Citywide Trash Capture Devices (Phase 3) 199
Citywide Work Station Replacement 199
Packet 176 Page 549

PROJECT PAGE
(projects in bold are new for 2022 – 2024; shaded projects are funded in 2022-2024) Civic Center Park Completion 200
Clean-Up of CalTrans Right-of-Way and Landscaping (Thornton Ave/I-880) 200 Community Alerting and Warning System (Sirens) 201
Community Center Annex HVAC System 201
Community Center Annex Roof Replacement 201
Community Center Fireplaces Study 202
Community Center HVAC System Overhaul 202
Community Center Parking Lot Planter Upgrades 203
Community Center Patio Resurfacing/Replacement 203
Community Center Social Hall and Patio Room Floor Replacement 203 Crystal Springs Storm Drain Pump Repairs 204
Cultural Arts Center 204
Curb, Gutter, and Sidewalk Replacement (Ongoing) 204
Disaster Recovery Infrastructure 205
Document Conversion 205
Email Message Archiving 205
Engineered Wood Fiber at City Playgrounds 206
Finance System Program Upgrades 206
Finance System Replacement 206
Fire Station No. 27 Cherry Street - Energy Efficient Windows 207 Fire Station No. 27 Cherry Street - Fencing 207
Fire Station No. 27 Cherry Street – Painting 207
Fire Station No. 27 Cherry Street – Roofing 208
Fire Station No. 27 Cherry Street Training Tower – New Construction 208 Fire Station No. 29 Ruschin Drive - Fencing 208
Fire Station No. 29 Ruschin Drive – Painting 209
Fuel Management System Replacement 209
Gas Tax Project Administration (Ongoing) 209
History Museum – Phase 2B (Restoration and Construction) 210 History Museum – Phase 3 (Exhibits) 210
Inflatable Outdoor Movie System 211
Irrigation Main Line Partial Replacement at Community Park 211 Jerry Raber Ash Street Park Basketball Court Resurfacing 211 Jerry Raber Ash Street Park Completion 212
Jerry Raber Ash Street Park Sports Facilities 212
Lakeshore Park Completion 213
Lakeshore Park Lake Dredging Needs Scoping Analysis 213 Lakeshore Park Landscape Restoration 214
Lakeshore Park Restrooms 214
Lakeshore Park Tree Project 215
Large Computer Monitors for Plan Review 215
Lindsay Tract Storm Drainage Study 215
Lindsay Tract Street and Storm Drainage Improvements 216 Mayhews Landing Park and Bridgepoint Park Tree Project 216 Packet 177 Page 550

PROJECT
(projects in bold are new for 2022 – 2024; shaded projects are funded in 2022-2024) PAGE
Mayhews Landing Park Completion 217
McGregor Fields Cricket Pitch 217
Mel Nunes Sportsfield Park Completion 218
Mel Nunes Sportsfield Park Softball Outfield Net Replacement 218 Mel Nunes Sportsfield Park Splash Pad 218
Mel Nunes Sportsfield Park Synthetic Turf Fields – Additional Netting 219 Mirabeau Park Completion 219
Mowry Avenue Backup Wall and Landscape Improvements 220 Musick Park Completion 220
Newark Boulevard Backup Wall and Landscape Improvements 221 Newark Community Park Completion 221
Newark Community Park Restroom Restoration 222
Newark Community Park Well and Pump Replacement 222
Old Town PDA Specific Plan & Development Strategy 223
Old Town PDA Streetscape Improvements (Design) 223
Old Town PDA Streetscape Improvements (Construction) 224 Park Grid Tree Work Project 224
Park Pathways Repair and Resealing 224
Park Renovation 225
Park Tree Pruning 225
Police Department – Barn Car Patrol Vehicle 225
Police Department Crime and Collision Scene Investigation Scanner 226 Police Department – Patrol Vehicle 226
Police Department Replacement Scheduling and Workforce Management Software 226 Police Department – Utility Vehicle 227
Police Department Volunteer Radios 227
Portable Outdoor Stage 227
Public Works Maintenance Dump Truck 228
Public Works Maintenance Mini Street Sweeper 228
Public Works Maintenance Spray Truck 229
Public Works Maintenance Tractor-Pulled Topdressing Implement 229 Public Works Maintenance Vehicles (2) 230
Railroad Quiet Zone Study 230
Recreation and Community Services Mobile Recreation Van 231 Safe Routes to Schools Improvements – Various Locations 231 Sanctuary Park Conceptual Design 232
Second Chance Homeless Shelter Repairs 232
Security Camera Systems – City Facilities 232
Senior Center Flooring Replacement 233
Senior Center HVAC Replacement 233
Senior Center – New Construction 233
Senior Center Room Divider 234
Service Center Brick Wall 234
Service Center Buildings – Painting 234
Service Center Camera System 235
Service Center Clean Water Requirements 235
Packet 178 Page 551

PROJECT
(projects in bold are new for 2022 – 2024; shaded projects are funded in 2022-2024) PAGE
Service Center Fuel Island Replacement 236
Service Center Fuel Pump Island Drainage System 236
Service Center Fuel Tank Canopy 236
Service Center - Rear Garage Overhang Repairs 237
Service Center Remote Control Gates 237
Service Center Skylights 237
Service Center Tire Changer 238
Service Center Waste Disposal Upgrades 238
Silliman Activity Center – Carpet Replacement 238
Silliman Activity Center Energy Conservation Measures 239 Silliman Activity Center – Light Control Board Replacement 239 Silliman Activity Center – Partial Roof Replacement 240 Silliman Activity Center – Preschool Playground Renovation 240 Silliman Aquatic Center – Air Handler #2 Replacement 240 Silliman Aquatic Center – Hot Tub Replacement 241
Silliman Aquatic Center – NinjaCross Obstacle Course System 241 Silliman Aquatic Center – Pool Deck Replacement 241
Silliman Aquatic Center – UV Sanitation System 242
Silliman Aquatic Center – Variable Frequency Drive Unit 242 Silliman Aquatic Center – Water Tanks/Heater Replacement 243 St. Isabel Avenue Street Improvements Completion 243
Stevenson Boulevard Gateway Feature Renovation 244
Street Asphalt Concrete Overlay Program (Pavement Maintenance) 244 Street Tree Maintenance (Ongoing) 244
Surplus Property Disposal – Old Fire Station No. 1 245
Susan Johnson Bridgepointe Park Completion 245
Thermoplastic Street Striping (Ongoing) 245
Thornton Avenue Complete Streets (Design) 246
Thornton Avenue Complete Streets (Construction) 246
Thornton Avenue Pavement Overlay (I-880 to Olive Street) 247 Thornton Avenue Streetscape Improvements (Elm Street to Willow Street) 247 Traffic Calming Measures (Ongoing) 248
Traffic Signal at Central Avenue and Sycamore Street 248 Traffic Signal at Cherry Street and Robertson Avenue 248 Traffic Signal at Jarvis Avenue and Haley Street 249
Traffic Signal at Jarvis Avenue and Spruce Street 249
Traffic Signal at Newark Boulevard and Ruschin Drive/Brittany Avenue 249 Traffic Signal Interconnect – Cherry Street from Thornton Ave. to Stevenson Blvd. 250 Traffic Signal Interconnect – Newark Blvd. from Civic Terrace Ave. to SR-84 250 Traffic Signal Interconnect – Thornton Avenue from Sycamore St. to Cedar Blvd. 250 Traffic Signal Preemption – Phase 2 251
Transition to Paperless Documents 251
Virtual History Museum 251
Packet 179 Page 552
Arterial Bicycle Lanes
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $150,000
Operating Impact Minor Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Imai
Year First Proposed 2020
Year Funded 2020-21
The City’s Pedestrian & Bicycle Master Plan identifies various bicycle improvements needed throughout the City and ranks them in terms of priority. This project would be used to implement some of the highest priority projects along the City’s major arterial roadways.

Arterial Landscape Median Upgrades NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $460,000
Operating Impact Moderate Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Imai
Year First Proposed 2022
Year Funded Not Funded
This project would install new median landscaping along Newark’s various arterials in accordance with previously adopted median landscaping standards and Bay Friendly Landscaping practices.

This project replaces the following previously unfunded projects – Cherry Street Median Landscape Upgrade, between Thornton Avenue and the railroad crossing; Mowry Avenue Median Landscaping, between I-880 and Cherry Street; and Cedar Boulevard Median Renovation – Phase 3, between Dupont Avenue and the Home Depot driveway.

Packet 180 Page 553
Articulated Aerial Lift Truck (35’)
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $140,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 1997
Year Funded Not Funded
The City is responsible for the maintenance of approximately 18,000 trees, including approximately 13,000 street trees. The majority of street trees (9,600) are nearing maturity and are over 15 feet tall.

This proposed capital purchase includes a truck equipped with utility boxes and a hydraulicallyactuated aerial lift. This equipment will enable the City to respond to residents in a more timely manner and save money by removing unsafe hanging branches within one working day, removing unsafe trees, pruning street trees to facilitate street maintenance activities such as street sweeping and respond to other pruning requests such as street light, traffic signal and/or sign clearances.

Other uses for this equipment could include low-level park lighting maintenance, installation of Christmas lights and, if appropriate, emergency traffic signal maintenance. Currently, the City is spending in excess of $20,000 for emergency contract services. The life expectancy for this equipment is 15-20 years.

Bayside TOD Transit Station and Overcrossing – Design
Critical Issue Community Development
Funding Source Impact Fees
Estimated Cost $700,000
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Fajeau
Year First Proposed Prior to 1995
Year Funded 2018-2019
The Dumbarton (now known as "Bayside") Transit Oriented Development (TOD) Specific Plan identified the location for a transit station. This project would be the eventual Train Station for Dumbarton Rail; until the rail line is operational it would serve as a hub for bus transit, including Dumbarton Express, AC Transit, and private employer shuttles. The Transit Station, under its present preliminary scope, would include 500 parking spaces, shelters, bus bays and a train platform including a grade separated Pedestrian overcrossing of the train tracks. The ultimate design, however, will be significantly influenced by the needs of the Dumbarton Rail Corridor as defined by the studies under way by Cross Bay Transit Partners (SAMTrans and Facebook) as part of the current public-private partnership exploration. This project will fund the design portion of the transit station and overcrossing.

Packet 181 Page 554
Bayside TOD Transit Station and Overcrossing – Construction Critical Issue Community Development
Funding Source Measure BB Discretionary Funds/Other Transportation Grant Funds Estimated Cost $11,500,000
Operating Impact Significant Permanent Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Fajeau
Year First Proposed Prior to 1995
Year Funded Not Funded
The Dumbarton (now known as "Bayside") Transit Oriented Development (TOD) Specific Plan identified the location for a transit station. This project would be the eventual Train Station for Dumbarton Rail; until the rail line is operational it would serve as a hub for bus transit, including Dumbarton Express, AC Transit, and private employer shuttles. The Transit Station would include 500 parking spaces, shelters, bus bays and a train platform including a grade separated Pedestrian overcrossing of the train tracks. The ultimate design, however, will be significantly influenced by the needs of the Dumbarton Rail Corridor as defined by the studies under way by Cross Bay Transit Partners (SAMTrans and Facebook) as part of the current public-private partnership exploration.

This project would fund the construction phase of the transit station and overcrossing.

Birch Grove Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $3,380,000
Operating Impact Significant Permanent Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Birch Grove Park is a community park in eastern Newark with a variety of existing amenities including grass fields, pedestrian pathways, playgrounds, restroom, group picnic areas, half-court basketball, softball field, and tennis courts. The Newark Citywide Parks Master Plan envisions Birch Grove Park to remain a community recreation facility while enhancing the site’s capacity to meet the identified recreational needs of the Newark community. The Master Plan proposes Birch Grove Park to have a community dog park, dedicated bike skills park, and two turf multi-sport fields as major community-serving projects. Additionally, the Master Plan proposes the creation of a reservable group picnic area and associated amenities such as volleyball and bocce ball courts. The site’s existing playgrounds and water play feature should additionally be updated to best meet the City’s recreation standards.

Packet 182 Page 555
Birch Grove Park Softball Field Night Lighting
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $300,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2002
Year Funded Not Funded
The softball field at Birch Grove Park is currently night-lighted via relatively short floodlights. This project would replace those lights with new, taller and more efficient lighting standards.

Birch Grove Park Tennis Court Area Re-landscaping
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $125,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Hornbeck
Year First Proposed 2004
Year Funded Not Funded
The planned greenbelt area includes the non-turf planting areas adjacent to the tennis courts, and the tennis courts’ parking lot’s adjacent planters and median. This project would identify and correct soil and irrigation deficiencies, and install new landscape plantings that will enhance the aesthetic appearance of the southern edge of the park.

Birch Grove Park Tennis Court Resurfacing
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $95,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Maintenance
Contact Hornbeck
Year First Proposed 2018
Year Funded 2018-2019
These courts receive a fair amount of use and are in need of repair. This project would repair a significant amount of surface cracks, re-surface 4 tennis courts, and re-stripe all boundary and court lines (approximately 26,000 square feet of area). Additionally, the project would replace approximately 850 linear feet of 10-ft windscreen. The windscreen is in poor condition and requires several repairs throughout the year.

Packet 183 Page 556
BMX Park Location Study and Conceptual Design NEW
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $150,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2022
Year Funded 2022-2023
The Citywide Parks Master Plan identifies a future Bike Skills Park at Birch Grove Park but also clarifies that “a [final] location for a bicycle/BMX park would need to be determined through future study.” This project will further develop a conceptual plan for a future BMX bike park and perform a location study to determine a preferred location for the facility.

Byington Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $950,000
Operating Impact Significant Permanent Impact
Priority Level Public Works – Engineering
Implementing Department Level Three
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Byington Park is a designated neighborhood park that was planned as a component of the adjacent housing development. The site contains existing park amenities including a group picnic area, grass field, half-court basketball, school-age play area, and splash pad. To enhance the site as a component of Newark’s park system, the Newark Citywide Parks Master Plan proposes the update of Byington Park’s existing playground and adjacent water play area. An additional project was previously identified to add minimum energy efficient security lighting at the park.

Packet 184 Page 557
Cast Iron Stormwater Inlet Grate Replacement Program Phase I Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $15,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Streets Maintenance Contact Hornbeck
Year First Proposed 1998
Year Funded 2008-09
The current standard for storm water inlets (or catch basins) includes a fabricated steel grate design to allow as much water as possible into the inlet and yet prevent bike tires from dropping through.

Older inlets in the City typically have a cast iron grate, which have smaller openings and tend to clog. Also, removal of these heavy cast iron grates for both routine and emergency cleaning generally requires at least two maintenance workers. The City has a total of 91 cast iron inlet grates.

This project is part of the phased program to replace the cast iron grates with the steel grates. This first phase will replace approximately 15-25 catch basins.

Cedar Boulevard Linear Park – Areas 1, 3, 4
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $2,870,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
The Citywide Parks Master Plan identifies a total of 4 linear parks to be developed on the unimproved portion of Cedar Boulevard between Haley Street and Willow Street. A phased approach to development of the complete area is one possible approach.

The Newark Citywide Parks Master Plan sees the development of the Cedar Boulevard Linear Park as an opportunity to provide additional park facilities to the City. The Master Plan envisions Cedar Boulevard Linear Park to be a neighborhood-serving community park, divided into four segments of recreational open space connected through continuous pedestrian circulation. Amid the four segments of the linear park, the Master Plan proposes that Cedar Boulevard Linear Park include a community garden, dedicated bicycle and pedestrian pathways, and outdoor fitness areas as major community-serving features. Additionally, the Master Plan proposes three play areas to serve adjacent neighborhoods, and two decorative gardens for unique and local planting opportunities. A bike and pedestrian bridge over the Union Pacific Railroad will be necessary to complete the extension between Willow Street and Haley Street.

Packet 185 Page 558
Cedar Boulevard Linear Park – Area 2
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $850,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded 2022-2023
The Citywide Parks Master Plan identifies a total of 4 linear parks to be developed on the unimproved portion of Cedar Boulevard between Haley Street and Willow Street. A phased approach to development of the complete area is one possible approach. Linear Park 2 is the section of Cedar Boulevard between Bettencourt Street and Spruce Street. Improvements in this segment as identified in the Master Plan could include pedestrian and bicycle paths, a tot-age play area, a decorative garden and outdoor fitness equipment.

Central Avenue Median and Sidewalk Improvements (Construction) NEW Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $250,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2022
Year Funded Not Funded
This project would fund the construction phase of the installation of median landscape improvements and completion of sidewalk improvements on Thornton Avenue between the western terminus of the Central Avenue Overcrossing Project and Willow Street. The project would also seek to install landscape improvements and edge treatment along the fence line in the area adjacent to the Alameda County Flood Control Channel near Filbert Street.

Packet 186 Page 559
Central Avenue Median and Sidewalk Improvements (Design) NEW Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $1,200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2022
Year Funded Not Funded
This project would fund the design phase of the installation of median landscape improvements and completion of sidewalk improvements on Thornton Avenue between the western terminus of the Central Avenue Overcrossing Project and Willow Street. The project would also seek to install landscape improvements and edge treatment along the fence line in the area adjacent to the Alameda County Flood Control Channel near Filbert Street.

Central Avenue Overpass Phase 1 - Project Development
Critical Issue Quality of Life/Public Safety Services
Funding Source 2000 Measure B Funds
Estimated Cost $2,765,000
Operating Impact No Significant Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 1999
Year Funded 2012-13
This project will fund the project development phases of a four lane grade separation structure (bridge overpass) at the railroad crossing on Central Avenue, between Sycamore Street and Filbert Street. Completion of the design will allow the City to compete for funding for subsequent phases.

The overpass will result in relief of traffic congestion at the tracks, providing enhanced vehicular, bicycle and pedestrian safety, and improved emergency response times.

Packet 187 Page 560
Central Avenue Overpass Phase 2 - R/W and Construction
Critical Issue Quality of Life/Public Safety Services
Funding Source 2000 Measure B/Discretionary Measure BB Funds/Impact Fees Estimated Cost $29,300,000
Operating Impact Significant Permanent Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 1999
Year Funded 2018-19
This project will fund the right of way and construction of a four lane grade separation structure (bridge overpass) at the railroad crossing on Central Avenue, between Sycamore Street and Filbert Street. The overpass will result in relief of traffic congestion at the tracks, providing enhanced vehicular, bicycle and pedestrian safety, improved emergency response times, and elimination of the potential for at-grade accidents. The project will involve significant utility relocations.

This project is a listed Transportation project in the Impact Fee nexus analysis (19.3% maximum funding).

Citywide Accessible Pedestrian Ramps (Ongoing)
Critical Issue Quality of Life
Funding Source Gas Tax / TDA Grant Funds
Estimated Cost $60,000 (2022-2023); $70,000 (2023-2024) Operating Impact No Significant Impact
Priority Level Level One – Legal/Regulatory Requirement; Safety Obligation Implementing Department Public Works – Engineering
Contact Tran
Year First Proposed Annual
Year Funded 2022-2023 and 2023-2024
These projects will be part of an ongoing effort to retrofit existing handicap ramps at street intersections with detectable warning surfaces for conformance with current ADA requirements.

Packet 188 Page 561
Citywide Building Floor Covering Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
These projects provide for the routine replacement of floor covering (vinyl, carpeting or tile) as part of normal maintenance work. These projects have phased out of the CIP budget and incorporated as part of the operating budget, but some prior funding remains in the CIP.

Citywide Building Needs Assessment
Critical Issue City Government Operations
Funding Source Community Development Maintenance Funds
Estimated Cost $100,000
Operating Impact No Significant Impact
Priority Level Level Two – Assessment Study
Implementing Department Public Works
Contact Fajeau
Year First Proposed 2020
Year Funded 2020-2021
The purpose of this assessment study would be to identify the long term needs of the community regarding programs and the facilities needed to house those program; assess the feasibility and capacity of all existing City buildings to serve those functions long term; and evaluate what could potentially be the best use for each of the City’s existing buildings.

Citywide Building Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $15,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
These projects provide for routine building painting as part of normal building maintenance. These projects have been phased out of the CIP budget and added to operating budget, but some project funding remains.

Packet 189 Page 562
Citywide Building Roof Repairs
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
These projects will provide for the routine repair of building roofing as part of normal maintenance work. These projects have been phased out of the CIP budget and added to operating budget, but some project funding remains.

Citywide Building Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
These projects will provide for routine repair or replacement of miscellaneous building items as part of normal maintenance work. These projects have been phased out of the CIP budget and added to operating budget, but some project funding remains.

Citywide Bus Shelters
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $2,400,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Community Development/Public Works Contact Turner/Fajeau
Year First Proposed 2018
Year Funded Not Funded
This project would install additional bus shelters within the public right-of-way along AC Transit bus routes. Identification of priority locations and potential outside funding sources needs to be coordinated with AC Transit. There are currently only 13 bus shelters in the City that were installed with a prior advertising contract through AC Transit. There are approximately an additional 100 bus stops without shelters or benches in the City. A phased installation program is a potential option.

However, given the uncertainty of current and future AC Transit services, this project is unfunded.

Packet 190 Page 563
Citywide Crosswalk Evaluation and Modifications
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $150,000 (2020-2021); $150,000 (2021-2022) Operating Impact Moderate Impact
Priority Level Level Two – Assessment Study
Implementing Department Public Works
Contact Imai
Year First Proposed 2020
Year Funded 2020-2021 and 2021-2022
This project will evaluate specific crosswalk locations in the City for potential safety enhancements and install recommended modifications. These locations would be those with a known or elevated pedestrian incident history. Modifications could include bulb-outs, enhanced crosswalk striping, signing or rapid-fire flashing beacons.

Citywide Document Scanning Services
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department City Manager’s Office
Contact Hovorka
Year First Proposed 2020
Year Funded Not Funded
This project would provide funding to scan and assign meta-tag data to paper documents into a searchable, electronic database. This service need is an important task in preparation for relocating city functions to the new civic center.

Packet 191 Page 564
Citywide Geographic Information System (GIS) – Phase 1
Critical Issue City Government Operations
Funding Source Gas Tax
Estimated Cost $300,000
Operating Impact
Priority Level
Cost Savings
Level One – Preservation of Existing Assets
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed Prior to 1995
Year Funded 1997-98
A GIS system is a computerized graphical mapping system which allows geographic information to be tied to a digital map and retrieved via specialized software. This geographic information can include site addresses, ownership, utilities, zoning boundaries, streetlights, etc. Newark is a member of the Southern Alameda County Geographic Information System Authority with Fremont, Union Sanitary District and the Alameda County Water District. This project is continuing to be utilized to fund hardware and software purchases and professional services associated with enhancing the GIS data and user interface.

Citywide Geographic Information System (GIS) – Phase 2
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact Cost Savings
Priority Level Level Two – Service Level Increase
Implementing Department Public Works – Engineering /Information Systems Contact Fajeau/Hovorka
Year First Proposed 2002
Year Funded 2022-2023
A GIS system is a computerized graphical mapping system which allows geographic information to be tied to a digital map and retrieved via specialized software. This geographic information can include site addresses, ownership information, City-owned utilities, zoning boundaries, aerial photography, etc. This project would provide for necessary hardware and software upgrades, specialized training for employees, expanded software licensing, and other data additions to the GIS to meet current needs.

Packet 192 Page 565
Citywide HVAC Replacements
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded 2016-17
This project will provide a for multi-load HVAC replacement units at various buildings. Baseline or average cost of a unit ranges from $6,000 to $20,000, depending on the unit size. This will reduce the need for major component replacements due to ongoing failures.

Citywide Park Signage Program – Phase 1
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $80,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works - Engineering
Contact Imai
Year First Proposed 2020
Year Funded 2020-2021
Phase 1 of the program would develop a new standard design for all park identification signs throughout the City. The project could also potentially fund the installation of a first phase of new signs at parks with an identified need.

Citywide Parking Lot Repair and Resealing
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Cost Savings
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Maintenance
Contact Hornbeck/Tran
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
The City owns over 250,000 square feet of parking lots. Several parking lots are in a state of pavement failure and are in need of repair. Others are newer and need preventative maintenance to achieve the most cost effective life. These projects will repair deteriorated parking lots and apply proven preventative treatments to extend the life of the pavement. The projects will be combined with other asphalt projects to achieve economy of scale benefits in the bidding process. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Packet 193 Page 566
Citywide Parks/City Facilities Fence Repairs
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $5,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
There are a number of fences along parks and roadways in the City for which the City is either responsible or for which responsibility is shared with adjacent property owners. These projects will provide for routine repairs or replacement of such fences as part of normal maintenance work and will be phased out of the CIP budget and incorporated as part of the operating budget beginning in FY 2018-19.

Citywide Parks Furniture Installation/Replacement
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $5,000/ fiscal cycle
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2017-18
Park use demands have increased since the installation of the City’s park system over 30 years ago.

This project will replace vandalized and deteriorating benches, picnic tables, barbecue pits, and trash containers; as well as install new furniture to provide additional seating and amenities to address the increased public demand. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Packet 194 Page 567
Citywide Parks Irrigation Systems Upgrade/Modification
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Cost Savings
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
The irrigation systems and components in nine of the City parks are over 30 years old and three others were built in the 1980s. This project will take advantage of new technologies that will enable the City to better manage labor, parts, and material costs by renovating the existing irrigation systems and its components. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Citywide Playground Surfacing
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $15,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
Playground surfacing must be maintained to reduce the risk of severe head injury per the federal regulations set forth in American Society for Testing and Materials (ASTM) F1292 Specification for Impact Attenuation of Surfacing Material Within the Use Zone of Playground Equipment and F2223 ASTM Standards on Playground Surfacing. Newark playgrounds use engineered wood fiber as a surfacing material; this material breaks down and must be replaced annually. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Packet 195 Page 568
Citywide Rail Station Alternatives Study
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $80,000
Operating Impact No Significant Impact
Priority Level Level Two – Alternatives Study
Implementing Department Public Works - Engineering
Contact Imai
Year First Proposed 2020
Year Funded 2020-2021
This study will evaluate the desire and need for potential passenger rail transfer stations within the City. Although the General Plan is silent on potential for rail stations within the City, several passenger rail lines pass through Newark, including Capital Corridor, Amtrak, ACE and the potential Dumbarton Rail line. The study will analyze alternatives for potential locations and configurations of passenger rail transfer stations and will be performed in conjunction with Alameda County Transportation Commission’s Southern Alameda County Rail Study and the Dumbarton Rail Corridor Study by the San Mateo County Transit District and Cross Bay Transit Partners.

Citywide Storage Facility at Service Center
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $400,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 1996
Year Funded Not Funded
The Service Center is used for a large variety of continuing storage needs, ranging from crime evidence in long-term storage, files awaiting disposal, furniture waiting for sale or disposal, new vehicles slated for later service and emergency disaster supplies. This continually growing need for storage indicates the need for construction of an additional storage facility for this purpose.

This project is a listed Community Service and Facilities project in the Impact Fee nexus analysis (17.7% maximum funding).

Packet 196 Page 569
Citywide Street Light LED Conversion
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $1,150,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works
Contact Imai
Year First Proposed 2020
Year Funded Not Funded
This project will convert all of the City’s street lights from High Pressure Sodium lights to LED lights. The conversion would ultimately result in a cost savings to the City in both electricity and equipment replacement costs.

Citywide Street Signs
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact No Significant Impact
Priority Level Level One – Legal/Regulatory Requirement Implementing Department Public Works – Street Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
Regulatory Requirement: As required by the California Manual on Uniform Traffic Control Devices (MUTCD), street name sign lettering has increased in size depending on speed limit. Also, the MUTCD requires that street name signs be retroreflective to read the same at night as during the day. Funding will allow staff to replace and maintain street name signs and other street signs as needed. These projects have been phased out of the CIP budget and incorporated as part of the operating budget but some project funding remains.

Packet 197 Page 570
Citywide Traffic Signal Street Name Signs
Critical Issue Quality of Life
Funding Source Gas Tax Funds
Estimated Cost $75,000
Operating Impact No Significant Impact
Priority Level Level One – Legal/Regulatory Requirement Implementing Department Public Works – Engineering
Contact Chou
Year First Proposed 2018
Year Funded 2018-2019
The existing street name signs at most of the City's signalized intersections are in need of replacement. This project would upgrade all signs with new retroreflective signs to meet current requirements. Regulatory: State of California Manual on Uniform Traffic Control Devices.

Citywide Trash Capture Devices (formerly Citywide Storm Water Treatment Devices) – Phase 2
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $160,000
Operating Impact
Priority Level
Moderate Impact
Level One – Legal/Regulatory Requirement
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2015
Year Funded 2014-2015
This project involves the installation of additional full trash capture devices in storm drain inlets for the purpose of reducing trash in the municipal separate storm sewer system. Regulatory: Installation of these devices will contribute to meeting trash reduction requirements under the Municipal Regional Storm Water Permit issued to the City by the Regional Water Quality Control Board.

Packet 198 Page 571
Citywide Trash Capture Devices – Phase 3
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $230,000
Operating Impact
Priority Level
Moderate Impact
Level One – Legal/Regulatory Requirement
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2018
Year Funded 2018-2019
This project involves the installation of additional full trash capture devices in storm drain inlets for the purpose of reducing trash in the municipal separate storm sewer system. Regulatory: Installation of these devices will contribute to meeting trash reduction requirements under the Municipal Regional Storm Water Permit issued to the City by the Regional Water Quality Control Board.

Citywide Work Station Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $20,000 (every 2 years)
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets/Safety Obligations Implementing Department Public Works - Engineering
Contact Fajeau
Year First Proposed Biennial
Year Funded 2018-2019
The City is continuing to upgrade work stations to ensure proper ergonomics for employees’ comfort and safety. Annual funding allows for the systematic replacement of old and inefficient furniture with new ergonomic work stations.

Packet 199 Page 572
Civic Center Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $1,160,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Civic Center Park is a 5-acre neighborhood park in central Newark, adjacent to the City’s administration building and public library. The park currently has grass lawn, a perimeter path, two group picnic areas, a full court basketball, and a playground. The Newark Citywide Parks Master Plan envisions Civic Center Park to remain neighborhood oriented while improving the site as a civic destination through the addition of additional public gathering space. The Master Plan proposes Civic Center Park to include a small turf multi-sport field and a sheltered group picnic area as major community-serving projects. As amenities associated with the group picnic area, the Master Plan also proposes the addition of a volleyball court and an updated school-age play area. If the Newark Library is to be moved per future planning, Civic Center Park may also have a restroom added.

Clean-Up of CalTrans ROW and Landscaping (Thornton Ave/I-880) NEW Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Hornbeck
Year First Proposed 2022
Year Funded 2022-2023
This project would perform maintenance and install landscape improvements at areas within State right-of-way adjacent to the Interstate 880 interchange at Thornton Avenue within Newark city limits.

Packet 200 Page 573
Community Alerting and Warning System (Sirens)
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works - Engineering
Contact Fajeau
Year First Proposed 2004
Year Funded Not Funded
This project would provide for a disaster/terrorism alert system utilizing outdoor sirens. This project is a listed Public Safety project in the Impact Fee nexus analysis (17.7% maximum funding).

Community Center Annex HVAC System
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $232,000
Operating Impact Cost Savings
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded Not Funded
The original HVAC system at the Community Center is in need of replacement to ensure continued use of this building for child care activities. This project was defunded with the 2022-2024 CIP and should instead be deferred until the Citywide Building Needs Assessment study has been completed.

Community Center Annex Roof Replacement
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $1,660,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded Not Funded
The roofs at the Community Center main building and the annex are both in need of replacement in order to preserve these facilities. Water intrusion has been an issue at both buildings. This project was defunded with the 2022-2024 CIP and should instead be deferred until the Citywide Building Needs Assessment study has been completed.

Packet 201 Page 574
Community Center Fireplaces Study
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $8,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 1998
Year Funded Not Funded
There are two fireplaces in the Community Center - one in the main lobby and one in the Social Hall. These existing fireplaces are not usable. This project will investigate options for their removal or renovation. This project should be deferred until the Citywide Building Needs Assessment study has been completed.

Community Center HVAC System Overhaul
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $800,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2008
Year Funded Not Funded
The original HVAC system at the Community Center is over 40 years old and uses a 60-ton chiller unit with a condenser. In 2010, package units were installed for the two large banquet rooms, providing energy savings and increased efficiency by creating zones to program off areas not in use.

This project provides for the purchase and installation of package units throughout the remainder of the building to achieve similar energy efficiency and savings. An option to overhauling the entire system at once is to split this project into five phases. This project was defunded with the 2022- 2024 CIP and should instead be deferred until the Citywide Building Needs Assessment study has been completed.

Packet 202 Page 575
Community Center Parking Lot Planter Upgrades
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 2002
Year Funded Not Funded
This project would upgrade and replant the planters in the Community Center parking lot. This project should be deferred until the Citywide Building Needs Assessment study has been completed.

Community Center Patio Resurfacing/Replacement
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2006
Year Funded Not Funded
This project would replace the aging patio surface and incorporate new design features to eliminate the elevated brick pad which formerly housed the large fire pit. The scope of work would also include resurfacing or replacement of the patio with updated materials such as pavers, flagstone or a colored concrete surface. This project should be deferred until the Citywide Building Needs Assessment study has been completed.

Community Center Social Hall and Patio Room Floor Replacement Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $65,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2006
Year Funded Not Funded
This project would replace the existing Social Hall and Patio Room cement floors with a sprung wood or laminate flooring system. A sprung wood or laminate flooring system would cover cracks in concrete surfaces and allow for additional fitness related activities and enhance rental opportunities. This project should be deferred until the Citywide Building Needs Assessment study has been completed.

Packet 203 Page 576
Crystal Springs Storm Drain Pump Repairs
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $25,000
Operating Impact No Significant Impact
Implementing Department Public Works – Maintenance
Contact Hornbeck
Year First Proposed 2008
Year Funded 2009-10
Tract 6671 installed two pumps to carry storm drain water to the outflow. The pumps do not function properly. The power source and the pumps need repair to work as designed.

Cultural Arts Center
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $9,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed Prior to 1995
Year Funded Not Funded
This project would provide for land acquisition and construction of a 25,000 square-foot cultural arts center with seating for 600. The overall concept is based on the cultural arts center in Rohnert Park. Elements to be included are a main stage, supplemental stage, box office, control booth, dressing room, lobby/lounge, scenery workshop, office space and storage. There is no location currently identified for this future facility. This project is a listed Community Service and Facilities project in the Impact Fee nexus analysis (17.7% maximum funding). This project will be deferred until the Citywide Building Needs Assessment study has been completed.

Curb, Gutter, and Sidewalk Replacement (Ongoing)
Critical Issue Public Safety Services
Funding Source Gas Tax
Estimated Cost $350,000 (2022-23); $400,000 (2023-24)
Operating Impact No Significant Impact
Priority Level Level One – Preservations of Existing Assets/Safety Obligations Implementing Department Public Works – Engineering
Contact Tran
Year First Proposed Annual
Year Funded 2022-23 and 2023-24
These projects provide for Citywide curb, gutter, and sidewalk replacement, as well as needed sidewalk grinding. Sites are prioritized and selected based on safety issues and functionality.

Packet 204 Page 577
Disaster Recovery Infrastructure
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact
Priority Level
No Significant Impact
Level One – Preservation of Existing Assets
Implementing Department Administrative Services - Information Systems Contact Kezar
Year First Proposed 2004
Year Funded 2004-05
This project provides for the purchase of hardware, software and professional services to establish a comprehensive disaster recovery methodology and requisite equipment for the City's mission-critical systems.

Document Conversion
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $45,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department City Manager’s Office
Contact Hovorka
Year First Proposed 2014
Year Funded Not Funded
This project would continue the ongoing effort to convert paper documents into electronic format.

Email Message Archiving
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $15,000
Operating Impact Minimum Impact
Priority Level Level One – Legal/Regulatory Obligations Implementing Department Administrative Services
Contact Kezar
Year First Proposed 2016
Year Funded 2016-2017
This project would provide an Email message archiving solution to fulfill legal requirements – e.g., public records requests. Ongoing costs are estimated at $3,000 annually.

Packet 205 Page 578
Engineered Wood Fiber at City Playgrounds NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 2022
Year Funded 2022-2023
This project would treat all city-owned playground fall zones with new and more impact attenuating material such as engineered wood fiber.

Finance System Program Upgrades NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Cost Savings – Increased Efficiency
Implementing Department Finance
Contact Lee
Year First Proposed 2022
Year Funded 2022-2023
This project will provide additional modules (such as payment receipts, parks and recreation class registrations, etc.) for our current ERP system which would allow for direct interfacing to the core financial system.

Finance System Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $1,250,000
Operating Impact Cost Savings – Increased Efficiency
Implementing Department Finance
Contact Lee
Year First Proposed 2004
Year Funded 2014-15 ($200,000) and 2015-16 ($1,050,000) This project provides for the purchase of hardware, software and professional services to replace the City's existing financial system and companion modules.

Packet 206 Page 579
Fire Station No. 27 Cherry Street - Energy Efficient Windows Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $30,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2004
Year Funded Not Funded
This project provides for the replacement of single pane and low-performing dual pane windows at Fire Station No. 27. This would improve energy efficiency and also reduce traffic noise in the building from trucks on Cherry Street.

Fire Station No. 27 Cherry Street – Fencing
Critical Issue City Government Operations/Public Safety Services Funding Source Capital Funds
Estimated Cost $8,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2020-21
Installation of a manual swing gate at the Mowry Avenue entrance to Fire Station No. 27. With increased activity at Sportsfield Park and the Silliman Activity and Family Aquatic Center due to the new skate parks and synthetic turf fields, the Alameda County Fire Department needs additional security as drivers sometime use the Mowry Avenue driveway as a cut through to Cherry Street which could potentially conflict with emergency vehicles returning from field Fire Station No. 27 Cherry Street – Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $32,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2019-20
Fire Station No. 27 has not been painted in over 15 years and is in need of new paint (pricing includes tower).

Packet 207 Page 580
Fire Station No. 27 Cherry Street – Roofing
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $55,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2019-20
Fire Station No. 27’s roof replacement (spray foam) has several leaks over the living quarters and equipment bay. The two roofs currently have different applications of roofing (spray foam and shingle). This project proposes spraying over all roofing for consistency. Pricing includes permanent ladders (one from ground to roof and one from roof 1 to roof 2).

Fire Station No. 27 Cherry St. Training Tower – New Construction Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $2,000,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works - Engineering
Contact Fajeau
Year First Proposed 2008
Year Funded Not Funded
While a training tower currently exists at Fire Station No. 27, this tower is not usable for live fire training. This long-term project would provide the improvements necessary to allow live fire training.

Fire Station No. 29 Ruschin Drive – Fencing
Critical Issue City Government Operations/Public Safety Services Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2020-21
This project provides for the installation of fencing along the Newark Boulevard frontage of Fire Station No. 29, including one sliding gate with emergency battery backup. Pedestrians utilize the open property as a cut-through between Newark Boulevard to Ruschin Drive, which sometimes impedes entry of emergency vehicles upon return to the station.

Packet 208 Page 581
Fire Station No. 29 Ruschin Drive – Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $23,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2019-20
Fire Station No. 29 has not been painted in over 15 years and is in need of new paint.

Fuel Management System Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact Cost Savings
Priority Level Level Two
Implementing Department Public Works – Equipment Maintenance Contact Connolly
Year First Proposed 2014
Year Funded 2022-2023
The fuel management system is used to control access and track usage of fuel supplied by the Service Center pump station for City vehicles. The current system is over 15 years old and no longer supported by the manufacturer.

Gas Tax Project Administration (Ongoing)
Critical Issue City Government Operations
Funding Source Gas Tax
Estimated Cost $24,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preserve Existing Assets
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed Annual
Year Funded 2020-21 ($24,000) and 2021-22 ($24,000)
This project provides funding for fees and costs associated with administering street and transportation related projects funded by gas taxes.

Packet 209 Page 582
History Museum – Phase 2B (Restoration and Construction) Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $3,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2000
Year Funded Not Funded
This project includes the restoration of Watkins Hall, construction of a support structure and site improvements. Development of displays for the museum would be a separate phase of this project.

This does not include the ongoing operation and maintenance of the facility.

This project is a listed Community Service and Facility project in the Impact Fee nexus analysis (17.7% maximum funding). This project should be deferred until the Citywide Building Needs Assessment study has been completed.

History Museum – Phase 3 (Exhibits)
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $750,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2000
Year Funded Not Funded
This project would develop the exhibits and displays for the museum. This project includes displays in the main exhibit hall, entry area and second floor. The work includes preparing an acquisition policy, research, interpretation, cataloging the collection and developing a database of the acquisitions, building the exhibit cases and preparing the artifacts for exhibition. This does not include the ongoing operation and maintenance of the exhibits.

This project should be deferred until the Citywide Building Needs Assessment study has been completed.

Packet 210 Page 583
Inflatable Outdoor Movie System NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $8,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Recreation and Community Services Contact Cuevas
Year First Proposed 2022
Year Funded 2022-23
Purchase of a commercial grade outdoor portable movie viewing system.

Irrigation Mainline Partial Replacement at Community Park Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Cost Savings
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 2008
Year Funded 2014-15
The main irrigation line at Community Park is over 40 years old and is made of Asbestos Composite Pipe. Repairs are limited to attaching a coupling to seal leaks due to stringent Hazardous Material Safety Guidelines. This project would replace the segment of mainline that runs along the section of the park nearest the tennis courts with a new alignment.

Jerry Raber Ash Street Park Basketball Court Resurfacing Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $40,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Hornbeck/Tran
Year First Proposed 2018-19
Year Funded 2018-19
This court is heavily used during the week by local business employees, after school/work by residents, and on the weekends by residents and is a very important recreational feature of the park.

This project would repair asphalt cracks and resurface approximately 7500 square feet of court area due to degradation of the surface and many years of heavy use. The boundary lines associated with the basketball court would also be re-striped. This is the same process as a tennis court resurfacing.

This sport court is heavily used and in need of improvement. Recommend, as an add-alt line item, is the replacement of the basketball standards (an additional $12,000).

Packet 211 Page 584
Jerry Raber Ash Street Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $1,010,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2016-2017
Year Funded Not Funded
Jerry Raber Ash Street Park is a community-serving neighborhood park in western Newark. The park is a well-used and active recreation facility with existing amenities including sheltered group picnic areas, playgrounds, full court basketball, grass lawn, pedestrian paths, two softball fields, and a restroom. The site additionally includes the privately operated Viola Blythe Community Service Center of Newark, a Head Start preschool facility, and a segment of the Hetch Hetchy right-of-way under the jurisdiction of the San Francisco Public Utilities Commission.

The Newark Citywide Parks Master Plan envisions Jerry Raber Ash Street Park to remain a neighborhood park while enhancing the site’s recreational capacity to meet the active needs of the park’s existing users and the community of Newark. The Newark Parks Master Plan proposes several projects to strengthen the site’s capacity as a recreational facility. These projects include the creation of a natural turf multi-sport field, an additional group picnic site, a volleyball court, and updated playgrounds. Additionally, a decorative garden and several bocce ball courts are proposed.

Jerry Raber Ash Street Park Sports Facilities NEW
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $95,600
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2022
Year Funded 2022-2023
The Newark Citywide Parks Master Plan proposes several improvements at Jerry Raber Ash Street Park to strengthen the site’s recreational capacity to meet the active needs of the park’s existing users and the community of Newark. This project would install a volleyball court, bocce ball court and a natural turf multi-sport field.

Packet 212 Page 585
Lakeshore Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $1,750,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Lakeshore Park is a neighborhood park located in northwest Newark. The park is comprised of a man made body of water surrounded by a perimeter network of pedestrian pathways and grass lawn.

The Newark Citywide Parks Master Plan envisions the activation of Lakeshore Park through an updated par course fitness trail and improved recreation amenities for community gathering. The Master Plan recommends the creation of a new school-age play area, and associated seating, as well as four new outdoor fitness areas to create an active pedestrian and fitness circuit along the perimeter of the park. Additionally, an update to the site’s existing boathouse is recommended to better serve user needs.

Lakeshore Park Lake Dredging Needs Scoping Analysis
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $25,000
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2008
Year Funded 2009-10
The summer months bring an algae bloom to the Lake due to the rise in water temperature. The depth of the water has decreased from sediment deposits which allow the water to more easily heat.

The Lake deposits consist mainly of street storm drain runoff sediment, decomposed plant material and waterfowl feces deposits. Before the scope of a dredging project can be determined, an analysis is needed to (1) determine the make-up and extent of the material on the bottom of the Lake; (2) determine the requirements for removing the material; and (3) determine the disposal requirements.

Recommendations for clean-up of the three large islands at the park would also be incorporated into this analysis.

Packet 213 Page 586
Lakeshore Park Landscape Restoration
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $326,000
Operating Impact Minor Impact
Priority Level Level Two – Final Project Phase
Implementing Department Public Works
Contact Fajeau
Year First Proposed 2016
Year Funded 2016-17
This project provides for the restoration of targeted areas impacted by the Lakeshore Park Seawall Installation project, pending the resolution of current drought conditions. The project would conform to requirements under the California Model Water Efficient Landscape Ordinance and Bay Friendly Landscape Guidelines and was combined with the previously funded Geese Deterrent Landscaping project.

Lakeshore Park Restrooms
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $350,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2020
Year Funded Not Funded
The installation of a restroom at Lakeshore Park is included in the Citywide Parks Master Plan; however, it was assigned a “Priority Level” of 6, with “Priority Level 1” projects identified as those with the highest priority in the master plan document. Due to concerns regarding vandalism and crime prevention, use of prefabricated single-occupancy restroom units in lieu of more traditional restroom facilities will be evaluated by staff.

Packet 214 Page 587
Lakeshore Park Tree Project
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Minor Impact
Priority Level Level One - Safety
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 2018
Year Funded 2018-19
This project will include the removal of several very large Eucalyptus trees, Willow trees, Myoporum trees and Pine trees and installation of at least 15 new trees throughout the park.

Large Computer Monitors for Plan Review
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $6,000
Operating Impact No Significant Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Collier
Year First Proposed 2016
Year Funded 2016-17
The Building Inspection Division provides plan checking services. With the digitalization of documents, staff need larger screens (30” monitors) to review plans. The requested funding will provide two (2) workstations with two (2) large monitors each, for a total of four (4) large monitors.

Lindsay Tract Storm Drainage Study
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $75,000
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2004
Year Funded 2005-06
The Lindsay Tract includes the streets in the area of George Avenue and Magnolia Street. These streets have sidewalks and full street paving, but do not have curbs and gutters. Instead, the streets have "rolled" asphalt gutters. Due to the lack of adequate slopes on the streets, water tends to pond along the gutters during the rainy season. It is not practical to install curbs and gutters along these streets since the existing sidewalks are directly adjacent to the asphalt gutters, and the grade of the sidewalks cannot be changed without causing a major grade problem. This project would fund the preliminary engineering necessary to develop a detailed project scope, estimate and phasing for installation of the final street improvements.

Packet 215 Page 588
Lindsay Tract Street and Storm Drainage Improvements
Critical Issue Quality of Life
Funding Source Gas Tax/Area Improvement District
Estimated Cost $5,000,000
Operating Impact No Significant Impact
Priority Level Level Two – Consensus Priority
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2004
Year Funded 2019-20 ($3,500,000), 2022-23 ($500,000), 2023-24 ($1,000,000) The Lindsay Tract includes streets in the area of George Avenue and Magnolia Street. These streets have sidewalks and full street paving, but do not have vertical curbs and gutters. Due to the lack of adequate slopes on the streets, water ponds along the gutters during the rainy season. This has resulted in significant and ongoing deterioration of the rolled asphalt gutters, driveways and the street paving. A complete reconstruction of the roadway is necessary. Given the extent of front yard encroachments, the effective street width is limited to 42 feet. The project would include the replacement of existing sidewalks with reinforced concrete, replacement of rolled asphalt concrete curbs with rolled concrete curbs slot drains. This project should also include street construction on the segment of Birch Street between Thornton Avenue and Baine Avenue where there is no existing curb, gutter, and sidewalk. An Area Improvement District would be proposed for a portion of the project funding.

Mayhews Landing Park and Bridgepoint Park Tree Project
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Minor Impact
Priority Level Level One - Safety
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 2018-19
Year Funded 2018-19
This project would remove several diseased or damaged trees at Mayhews Landing Park and Bridgepoint Park. The project would also fund the pruning of all trees with DBH of 6-inches or greater, and install 10 trees at Mayhews Landing Park and 8 trees at Bridgepoint Park.

Packet 216 Page 589
Mayhews Landing Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $1,090,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Mayhews Landing Park is a designated neighborhood park near central Newark with existing recreational amenities that include grass lawn, a perimeter path, playgrounds, an un-sheltered group picnic site, and full court basketball. To enhance the site as a part of Newark’s park system, the Newark Citywide Parks Master Plan proposes the update of Mayhews Landing Park’s existing playgrounds and the addition of a volleyball court as an amenity associated with the existing group picnic area.

MacGregor Fields Cricket Pitch NEW
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $100,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2022
Year Funded 2022-23
MacGregor Community Playfields is located adjacent to Newark Community Park on land leased from the Newark Unified School District. The project would install a permanent cricket pitch within a portion of the existing playfields.

Packet 217 Page 590
Mel Nunes Sportsfield Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $1,483,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Imai
Year First Proposed 2016-2017
Year Funded 2022-23
The Newark Citywide Parks Master Plan envisions Mel Nunes Sportsfield Park as a destination sport and recreation facility for the City of Newark. In addition to the recently completed all-weather artificial turf fields and community skate park, the Master Plan proposes that the park provide several updated natural turf fields as a major community-serving project. Additional proposed facilities include group picnic areas, a playground, and concession stand with restroom.

Mel Nunes Sportsfield Park Softball Outfield Net Replacement Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $30,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Parks Maintenance Contact Hornbeck
Year First Proposed 2020
Year Funded 2020-21
This project will replace the safety netting that runs along the softball field outfield fence that protects the Silliman Center parking lot from potential home run balls.

Mel Nunes Sportsfield Park Splash Pad NEW
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $550,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Imai
Year First Proposed 2016-2017
Year Funded Not Funded
The Newark Citywide Parks Master Plan proposes the installation of a splash pad and water play features at Mel Nunes Sportsfield Park. These improvements were subsequently removed from the scope and estimated cost of the ‘Mel Nunes Sportsfield Park Completion’ project prior to the funding of that project in Fiscal Year 2022-2023.

Packet 218 Page 591
Mel Nunes Sportsfield Park Synthetic Turf Fields - Additional Netting NEW Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $50,000
Operating Impact Minor Impact
Priority Level Level Two
Implementing Department Public Works – Parks Maintenance Contact Hornbeck
Year First Proposed 2022
Year Funded 2022-23
This project will install additional netting behind the soccer goal areas to help prevent errant balls from entering the neighboring private parcels.

Mirabeau Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $680,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Mirabeau Park is designated a neighborhood park located in northwest Newark. The site’s existing recreation amenities include grass lawn, pedestrian paths, and a playground. To enhance the site as a component of Newark’s park system, the Newark Citywide Parks Master Plan proposes the update of the existing playground and the addition of a volleyball court and half-court basketball to activate the site for enhanced recreational use. A prior identified need was energy-efficient park security lighting for $40,000. This is included in the total estimated cost.

Packet 219 Page 592
Mowry Avenue Backup Wall and Landscape Improvements
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $900,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2004
Year Funded Not Funded
This project would include installation of a precast concrete backup wall along westbound Mowry Avenue and improve both median and backup landscaping on Mowry Avenue between I-880 and Cherry Street. This would be a future phase of the City's Arterial Beautification Program and could be broken down into two or three smaller projects.

Musick Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $720,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Musick Park is a 1-acre neighborhood park located in northeast Newark. The park’s existing amenities include grass lawn, a playground, and a pedestrian path utilized for passive recreation. The Newark Citywide Parks Master Plan recommends the update of the existing playground and the addition of seating as well as a perimeter fence. Fencing is recommended due to the high traffic volume on Cedar Boulevard. These features will improve user comfort and safety and enhance the site as a component of the City’s larger park network.

Packet 220 Page 593
Newark Boulevard Backup Wall and Landscape Improvements Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $1,200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2004
Year Funded Not Funded
This project would include installation of a precast concrete backup wall where needed and improve both median and backup landscaping on Newark Boulevard between Civic Terrace Avenue and Ruschin Drive. This project is identified as phase five of the City's Arterial Beautification Program.

Newark Community Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $3,860,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2017
Year Funded Not Funded
Newark Community Park is one of the City’s largest and most active community parks. Located in northern Newark, the park contains grass lawn, pedestrian pathways, playgrounds, picnic areas, full court basketball, wall ball, tennis courts, and a restroom. The park is adjacent to the City’s Community Center.

The Newark Citywide Parks Master Plan envisions Newark Community Park to be a community open space with destination recreation features that will increase the site’s capacity to meet the City’s identified recreational needs. The Master Plan proposes the park to have a community dog park (see separate “Dog Park at Newark Community Park” project), accessible multi-age playgrounds, and reservable picnic sites. It is also recommended that the proposed picnic sites provide associated recreation features including volleyball courts, basketball, and an updated (replacement) restroom.

The addition of the proposed updates and recreation projects will enhance the park’s ability to meet the community’s current and future recreational needs.

Packet 221 Page 594
Newark Community Park Restroom Restoration
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact Significant Permanent Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Connolly
Year First Proposed 2017
Year Funded 2018-2019
The Newark Community Park Completion plan includes a component for complete replacement of the existing restroom. A complete replacement is currently unfunded. As an interim measure, the existing restroom can be restored with new fixtures, painting, and other interior and exterior improvements to extend the life of the facility and provide a more pleasant environment for park users.

Newark Community Park Well and Pump Replacement NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $165,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Parks Maintenance Contact Hornbeck
Year First Proposed 2022
Year Funded 2022-23
Replacement of well pipe, submersible pump, pump motor, electrical components, and various other equipment required to rehabilitate the well system at Newark Community Park.

Packet 222 Page 595
Old Town PDA Specific Plan & Development Strategy
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fees/Capital Funds Estimated Cost $192,000/$160,000
Operating Impact No Significant Impact
Priority Level Level Two – Feasibility Studies and Master Plans Implementing Department Community Development
Contact Turner
Year First Proposed 2016
Year Funded 2016-17
This project would develop a Specific Plan to guide the transformation of the Old Town area into a vibrant mixed use area with attractive ground floor retail with quality residential above. The plan would address unique development challenges of fragmented ownership and the need to blend with surrounding Single family Neighborhoods. Development standards and a specialized form based code to guide development. Preliminary designs for the “Old Town PDA Streetscape Improvements” would be included. This project replaces the unfunded “Old town Area Plan” and is eligible for Community Development Maintenance Fee revenue.

Old Town PDA Streetscape Improvements (Design)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $500,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Community Development/Public Works - Engineering Contact Turner/Imai
Year First Proposed 2016
Year Funded 2020-2021
This project would fund the design phase of the streetscape improvements within the Old Town Priority Development Area (PDA) as identified in the Old Town PDA Specific Plan.

Improvements would include street lights and pedestrian scale lighting, benches, trash receptacles, public art, gateway features and could include sidewalk widening, pedestrian blub-outs, traffic calming, pavement resurfacing, bike lanes and street parking reconfiguration.

Packet 223 Page 596
Old Town PDA Streetscape Improvements (Construction)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $6,500,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Community Development/Public Works - Engineering Contact Turner/Imai
Year First Proposed 2016
Year Funded Not Funded
This project fund the construction phase of the streetscape improvements within the Old Town Priority Development Area as identified in the Old Town PDA Specific Plan. Improvements would include street lights and pedestrian scale lighting, benches, trash receptacles, public art, gateway features and could include sidewalk widening, pedestrian blub-outs, traffic calming, pavement resurfacing, bike lanes and street parking reconfiguration.

Park Grid Tree Work Project (Ongoing)
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $125,000/year
Operating Impact Moderate Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed 2020
Year Funded 2022-23 ($125,000), 2023-24 ($125,000)
This project would help standardize the level of tree maintenance across all City parks. All City park trees would be placed on a schedule for pruning every four years; hazardous trees and tree species would be identified and removed; and new trees would be planted on an annual basis.

Park Pathways Repair and Resealing
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $30,000/year
Operating Impact Moderate Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck/Tran
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
These projects will provide for the routine repair of damaged pavement on pathways located at all City parks. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Packet 224 Page 597
Park Renovation
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $15,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
These projects will provide for the routine repair/replacement of damaged sod, irrigation, lights, tennis courts or landscaping in all City parks, groves and sports fields. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Park Tree Pruning
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $25,000/year
Operating Impact No Significant Impact
Priority Level Level One – Safety Obligations
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2016-17 and 2017-18
There is an ongoing need to keep City trees pruned to reduce the risk of potential limb failures. City park trees cannot be pruned in the Street Tree Maintenance program, which is funded by Gas Tax Funds. This project funds annual pruning of over 500 City-owned park trees. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains.

Police Department Barn Car Patrol Vehicle
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2020-21
The City had one “barn” (reserve) patrol car that was deployed for the replacementof another patrol unit; upon deployment, another patrol unit was taken out of service. This project would purchase of a second fully equipped barn car to ensure no shortage of patrol units.

Packet 225 Page 598
Police Department Crime and Collision Scene Investigation Scanner NEW Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $84,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Police
Contact Anderson
Year First Proposed 2022
Year Funded 2022-23
Purchase of a laser scanner to document the scene and evidence in crime scene and collision investigations. The technology takes a 3D laser scan of the entire crime scene area as well as photographs.

Police Department Patrol Vehicle
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2020-21
This project funds the addition to fleet of one new patrol vehicle build due to overlapping in shifts, during which there is a need for additional units. The addition of one Dodge Charger is proposed to ensure there are sufficient vehicles during those overlap periods.

Police Department Replacement Scheduling and Workforce
Management Software
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Police
Contact Arguello
Year First Proposed 2020
Year Funded 2020-21
This project provides for the purchase of software and professional services to replace the Police Department’s existing scheduling and workforce management system. The project requires coordination with the Finance Department and the Human Resources Department.

Packet 226 Page 599
Police Department – Utility Vehicle NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $12,500
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Police
Contact Anderson
Year First Proposed 2022
Year Funded 2022-23
Purchase of an all-terrain light weight utility vehicle designed for emergency response versatility. This piece of equipment can provide a quick and efficient method of response for patrol personnel to multiple situations.

Police Department Volunteer Radios NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Police
Contact Anderson
Year First Proposed 2022
Year Funded 2022-23
Purchase of four handheld radios for police volunteers. Handheld radios provide the ability to communicate immediately during an emergency and at other times when the speed of communication is paramount. Realtime communication is quick and efficient, and the use of handheld radios keep all staff connected in case of an emergency so resources can respond quickly and efficiently to mitigate the situation.

Portable Outdoor Stage NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Recreation and Community Services Contact Cuevas
Year First Proposed 2022
Year Funded 2022-23
Purchase of a portable outdoor stage for City events. Purchase would also include accessible ramp attachment and equipment needed for storage and installation of the equipment.

Packet 227 Page 600
Public Works Maintenance Dump Truck NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
The Service Center currently possesses a 10-yard dump truck; however, it is currently out-ofservice for day-to-day operations due to California Air Resources Board (CARB) noncompliance. This project will purchase a replacement 3.5-ton dump truck to service the City.

Public Works Maintenance Mini Sweeper NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $260,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Hornbeck
Year First Proposed 2022
Year Funded 2022-23
Purchase of small-scale street sweeper to clean between curb and gutter and bollards associated with the Class IV separated bike lanes planned throughout the City as recommended in the City’s Pedestrian and Bicycle Master Plan. The distance between curb and bollards will be between 6- 8 feet, thus necessitating the need for a much smaller and more agile street sweeper capable of providing street sweeping services for long distances, along major traffic routes, safely and efficiently.

Packet 228 Page 601
Public Works Maintenance Spray Truck
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2021-22
The Service Center previously utilized a spray truck; however, it was deemed non-operational due to failure to meet emissions standards. In its place, a portable water trailer is currently used, but it does not hold the same capacity and thus, requires more labor to operate. This project will purchase a Ford chassis and install a pre-fabricated water tank to ensure more efficient operations
Public Works Maintenance Tractor-Pulled Topdressing Implement NEW Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $28,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Hornbeck
Year First Proposed 2022
Year Funded 2022-23
Purchase of a tractor-pulled topdressing implement. The function of this piece of equipment is to apply various landscape materials, such as artificial turf-infill and compost, via a calibrated, wheel-propelled, 2-yard hopper. The implement is pulled behind a tractor and applies said material, evenly, quickly and safely over large areas such as a soccer field. The utilization of this type of equipment significantly reduces labor, hand work, and improper application rates.

Packet 229 Page 602
Public Works Maintenance Vehicles (2)
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $60,000 (2020-21); $60,000 (2021-22)
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2020-21 and 2021-22
Maintenance staff have historically doubled-up in work vehicles due to a shortage of available maintenance vehicles. This have been impactful during peak work periods. This project provides for the purchase and outfitting of two new Ford F-250s maintenance personnel.

Railroad Quiet Zone Study
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded 2020-21
This project would fund a consultant study to analyze Newark’s ten at grade roadway-rail crossings for potential eligibility for establishing Quiet Zones (i.e. elimination of train whistles at the crossings). For safety, Federal and State laws currently require trains sound their whistles in a certain pattern and loudness as the trains approach crossings with roadways. The law does make provisions for the establishment of Quiet Zone(s) under certain circumstances to either eliminate or modify the hours when train horns will be sounded at these crossings. A substantial amount of data must be gathered and authorized measures evaluated as to physical feasibility, cost of implementation, and associated risk or liability prior to requesting establishment of quiet zones.

Packet 230 Page 603
Recreation and Community Services Mobile Recreation Van NEW Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $70,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Recreation and Community Services Contact Cuevas
Year First Proposed 2022
Year Funded 2022-23
Purchase a van to allow expanded access to pop-up style recreation opportunities in the Newark Community. Funds would also include the outfitting of the truck and supplies.

Safe Routes to Schools Improvements – Various Locations Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $250,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works - Engineering
Contact Imai
Year First Proposed 2020
Year Funded 2021-22
This project will install pedestrian and bicycle improvements adjacent to Newark schools. These improvements have been identified though Alameda County Transportation Commission’s Safe Routes to School Program. The program sponsors School Safety Assessments at schools throughout the County to identify and recommend pedestrian and bicycle safety improvements.

This project would fund the construction of some of the recommended improvements.

Packet 231 Page 604
Sanctuary Park Conceptual Design NEW
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $150,000
Operating Impact No Significant Impact
Priority Level Level Two – Master Plan Study
Implementing Department Public Works - Engineering
Contact Imai
Year First Proposed 2022
Year Funded 2022-23
Sanctuary Park, located within the Sanctuary Village residential subdivision, was not included in the Citywide Parks Master Plan. Therefore, development of a conceptual park improvement plan or ranking of those improvements against other projects in the Parks Master Plan never occurred. The project will amend the Citywide Parks Master Plan to add Sanctuary Park, develop a conceptual park improvement plan, and perform a prioritization analysis based on recommendations and input from residents and the surrounding communities.

Second Chance Homeless Shelter Repairs
Critical Issue Quality of Life
Funding Source Potential CDBG Project
Estimated Cost $60,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2012
Year Funded Not Funded
This project would provide much needed repairs to various areas in the Second Chance Homeless Shelter, including retrofit of the foundation and partial replacement of or repairs to the sewer system. Other repairs include replacement of the flooring in the hallway, kitchen, and pantry.

Security Camera Systems – City Facilities
Critical Issue Quality of Life/Public Safety Services
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering /Police Department Contact Fajeau
Year First Proposed 2006
Year Funded Not Funded
This project will install exterior security camera systems to help reduce victim and property crimes at City facilities. The full scope of the project still needs to be determined.

Packet 232 Page 605
Senior Center Flooring Replacement NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2020
Year Funded 2020-21
This project would replace the vinyl composition tile (VCT) flooring in the Senior Center. The existing flooring tiles are continually raising at the corners due to the moisture level in the concrete sub-flooring, causing trip hazards. The existing VCT flooring would be replaced with a water tight floated flooring system.

Senior Center HVAC Replacement
Critical Issue Quality of Life
Funding Source Potential CDBG Project
Estimated Cost $50,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2012
Year Funded Not Funded
This project would replace the HVAC units that service Phase II of the Senior Center building.

These units are 21 years old and no longer function well. The newer system will increase energy efficiency and lower utility costs.

Senior Center – New Construction
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $8,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded Not Funded
Although the Senior Center building on Enterprise Drive was expanded in 2007, a new Senior Center building will eventually need to be built in order to meet future anticipated needs.

This project is a listed Community Service and Facility project in the Impact Fee nexus analysis (13.7% maximum funding). This project will be deferred until the Citywide Building Needs Assessment study has been completed.

Packet 233 Page 606
Senior Center Room Divider
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Recreation and Community Services Contact Cuevas
Year First Proposed 2006
Year Funded 2022-2023
The current room divider in the Senior Center building dining room is not designed to reduce acoustical noise. This is a significant problem during concurrent use times. A divider with acoustic properties would reduce noise when the room is separated, thereby increasing the programmability of each room.

Service Center Brick Wall NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $120,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
The rear of the Service Center borders the railroad tracks. The project will install an 8-10’ high brick wall along the 150’ span to minimize entry points and thefts.

Service Center Buildings – Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2018-19
Facilities have not been painted for over 15 years, are sun damaged, and are in need of new paint.

Packet 234 Page 607
Service Center Camera System NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $120,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
The project will install a video camera system with motion-activated lights at the rear and front entry of the Service Center to deter theft and trespassing.

Service Center Clean Water Requirements
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $95,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2008
Year Funded 2013-14
Trash, asphalt, and other waste should be placed on impermeable surfaces. Maintenance operations transport trash and other waste products from parks and the right-of-way in pick-up trucks. The pick-ups are emptied onto the ground and then a loader scoops up the debris and places it in dumpsters to be hauled to the disposal site. The Service Center needs impermeable surfaces installed in the dump areas to ensure liquids from the waste products do not leach into the ground.

Street crews use the vac-on unit to remove debris from storm drain inlets. The contents in the vacon should be placed into a settlement pond where the debris removed from the inlets can settle to the bottom and the water can be drained into a sewer connection. This project is driven by the Clean Water Act.

Packet 235 Page 608
Service Center Fuel Island Replacement NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $1,000,000
Operating Impact No Significant Impact
Priority Level Level One – Regulatory Obligation
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
To comply with State Water Resource Control Board regulations, underground single-lined fuel tanks must be replaced or abandoned by December 2025.

Service Center Fuel Pump Island Drainage System
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2008
Year Funded 2022-23
This project would install a drainage system that allows any spilled hydrocarbons to be diverted into the existing oil separation tank. The Clean Water Act prohibits any type of hydrocarbons from being introduced into the storm drain system.

Service Center Fuel Tank Canopy
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $140,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2000
Year Funded 2022-23
This project would construct a canopy over the existing fuel pumps at the Service Center. The primary purpose of the installation is to prevent rain water from washing spilled fuel into the storm drain system. This project is a listed Community Service and Facilities project in the Impact Fee nexus analysis (17.7% maximum funding).

Packet 236 Page 609
Service Center – Rear Garage Overhang Repairs
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2018
Year Funded 2018-19
The roofing plywood underneath the shingles around the perimeter was incorrectly installed and is rotting along with the fascia; the side wall is deteriorated and needs total replacement. The overall cost estimate includes painting.

Service Center Remote Control Gates
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2004
Year Funded Not Funded
There are currently five gated access points into the Service Center property. Three of these typically remain open during the course of regular business hours. To provide better security and to control who may enter the facility, the installation of remote operation control systems on four of these gates is necessary.

Service Center Skylights NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
Multiple skylights at the Service Center are cracked or broken, resulting in several large leaks in the garages. The project would replace all damaged skylights to minimize leaks.

Packet 237 Page 610
Service Center Tire Changer NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $25,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
The tire changer at the Service Center is approximately 15-years old and has required several repairs. Parts have more difficult to source which has led to equipment downtime and outsourcing of the work at a premium. The project would purchase a new tire changer for the Service Center Fleet Shop
Service Center Waste Disposal Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $275,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2012
Year Funded 2022-23
This project includes the construction of truck ramps and placement of containers for dumping of solid and green waste at the Service Center, with connection to the existing sanitary sewer line.

Silliman Activity Center – Carpet Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $45,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded 2018-19
The carpet in the Meeting Room, Child Care area, Activity Room, and Hallway is showing significant signs of wear. Replacement of the carpet in these high traffic areas is needed.

Packet 238 Page 611
Silliman Activity Center Energy Conservation Measures
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Cost Savings
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded Not Funded
The Silliman Activity and Family Aquatic Center continues to account for a large portion of the City’s energy costs and greenhouse gas emissions. As such, the center is also a source of potential financial savings through energy conservation measures such as lighting retrofits and lighting sensors and controls. Staff will coordinate with Pacific Gas & Electric Company regarding available incentive programs.

Silliman Activity Center – Light Control Board Replacement Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded 2016-17
The light board, which controls interior and exterior lights at Silliman, is approximately 15 years of age. The unit controls are faded (cannot be seen to easily program the unit) and there is limited control to program the unit for special events or daylight savings time. Replacement of the unit and a link to the controls (Alerton) program is necessary to maximize programming capability and minimize our electrical consumption.

Packet 239 Page 612
Silliman Activity Center – Partial Roof Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $325,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2021-22
The original translucent panel roofing system installed in Phase I at Silliman is currently leaking on the sun facing side of the facility. Given the construction of the roofing with the slate system, several vendors have surmised that it cannot be repaired. This project will install a more robust roofing system with a warranty that will last more than 15 years.

Silliman Activity Center – Preschool Playground Renovation NEW Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $300,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Connolly
Year First Proposed 2022
Year Funded 2022-23
The project will renovate the existing playground structure area at the Silliman Preschool Center. The renovation project would allow for replacing the current play structure, rubberized playground surfacing, and seating areas.

Silliman Aquatic Center – Air Handler #2 Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $350,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2021-22
Air Handler #2, originally installed in 2004, is showing signs of wear and increased metal fatigue. The nature of repairs and increased maintenance costs indicate that it is nearing the end of its useful life. Based on the replacement of Air Handler #1 in December 2019 it is anticipated that Air Handler 2 will need to be replaced in about a year.

Packet 240 Page 613
Silliman Aquatic Center – Hot Tub Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $300,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2021-22
The hot tub was losing water at a rapid rate and was shut down for a month to address repairs.

Upon inspection, one of the wells and a section of tile was found as the source of the water loss.

Previous repairs have held; however, the hot tub is still losing water, but at a much slower rate.

The project will replace the hot tub utilizing the existing plumbing run from the mechanical room to the spa, and install all new mechanical equipment.

Silliman Aquatic Center – NinjaCross Obstacle Course System NEW Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $500,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works/Recreation and Community Services Contact Cuevas/Imai
Year First Proposed 2022
Year Funded Not Funded
This project would evaluate and, if determined to be feasible, install a NinjaCross-type obstacle course system in the Silliman Aquatic Center natatorium over the existing lap pool. Newark competes with similar local aquatic facilities based on their new amenities. Installation of such an obstacle course system would bring a new element to the aquatic center to boost attendance and new class offerings.

Silliman Aquatic Center – Pool Deck Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $300,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded Not Funded
Due to surface irregularities and deterioration in some areas, replacement of the original pool deck from tile to brushed concrete is desirable.

Packet 241 Page 614
Silliman Aquatic Center – UV Sanitation System NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works/Recreation and Community Services Contact Cuevas/Imai
Year First Proposed 2022
Year Funded Not Funded
This project would improve air quality for the public and staff members by installing a UV sanitation system in the Silliman Aquatic Center. UV sanitation systems eliminate chlorine-resistant microorganisms, which are common causes of pool closures. These systems reproduce UV radiation inside light chambers via powerful lamps and emit germicidal UV-C light to disinfect pool and spa water. Facilities equipped with these systems consume fewer chemicals and allow sanitizers to be more effective. The UV system for the Aquatic Center would provide better control of the high-level of chloramine present in the natatorium. Currently during high usage, patrons' eyes commonly begin to burn when in the aquatic center.

Silliman Aquatic Center – Variable Frequency Drive Unit Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $45,000
Operating Impact Cost Savings
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded 2016-17
A variable frequency drive (VFD) is a motor controller which strategically powers down equipment at non-peak hours. Installation of a VFD would reduce the mechanical failures resulting from constant usage and extend the lifetime of the pool equipment at the Silliman Aquatic Center. The estimated payback of this expenditure is less than 9 months due to electrical cost savings.

Packet 242 Page 615
Silliman Aquatic Center – Water Tanks/Heater Replacement Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works
Contact Connolly
Year First Proposed 2020
Year Funded 2020-21
This project will replace water heater and water tanks in Phase I and Phase II of the Silliman Center. One of the two A.O. Smith tanks in Phase II failed in 2018 and due to the positioning and age of the functional tank, it is prudent to replace both tanks simultaneously. Plumbing components will be replaced and bought up to current code requirements. Phase I has dual A.O.

Smith tanks and one is currently not functioning and in need of replacement to ensure consistent water temperature.

St. Isabel Avenue Street Improvements Completion
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $285,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed Prior to 1995
Year Funded Not Funded
Over the past several years, Community Preservation staff has been working actively with property owners of the multifamily apartments backing onto St. Isabel Avenue to correct zoning infractions and clean up these properties. During discussions, these property owners have asked that the City improve St. Isabel Avenue with curb and gutter on the south side of the street (which will require that the existing paving be replaced due to grades), and also install a fence along the south side of St.

Isabel Avenue to help control the dumping of trash and other problems associated with open access to the railroad right-of-way.

Packet 243 Page 616
Stevenson Boulevard Gateway Feature Renovation
Critical Issue Quality of Life
Funding Source Capital Funds/Art in Public Places
Estimated Cost $90,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Community Development
Contact Turner
Year First Proposed 2014
Year Funded Not Funded
This project would redesign and/or renovate the existing gateway feature at Stevenson Boulevard and Balentine Drive.

Street Asphalt Concrete Overlay Program (Pavement Maintenance) (Ongoing) Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $2,300,000 (2022-23); $2,500,000 (2023-24) Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Tran
Year First Proposed Annual
Year Funded 2022-23 and 2023-24
These projects provide for annual patch paving, slurry seal applications, and asphalt concrete overlays for City streets. The current overall Pavement Condition Index (PCI) for Newark is 73.

Street Tree Maintenance (Ongoing)
Critical Issue Public Safety Services
Funding Source Gas Tax
Estimated Cost $250,000 (2022-23); $250,000 (2023-24)
Operating Impact No Significant Impact
Priority Level Level One – Safety Obligations
Implementing Department Public Works – Landscape Parks Maintenance Contact Hornbeck
Year First Proposed Annual
Year Funded 2022-23 and 2023-24
This project provides for ongoing street tree pruning, removal, and replacement.

Packet 244 Page 617
Surplus Property Disposal – Old Fire Station No. 1
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Cost Savings
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded 2006-07
The old Fire Station No. 1 building on Elm Street requires substantial improvements and modifications to be used. The current identified needs of the City do not include use of a building or site of this size (the building is 4,852 sf and the site is 14,220 sf). This project would include appraisals and professional right of way services in order to dispose of the property, as well as a Phase 1 environmental study. Revenue generated from the sale would offset costs of the project and other Citywide needs.

Susan Johnson Bridgepointe Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $920,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2016-2017
Year Funded Not Funded
Susan Johnson Bridgepointe Park is a neighborhood park located along the northwest edge of Newark. Currently the park has grass lawn, a playground, and two group picnic areas. To activate the site, while better meeting the identified recreation need in the City, the Newark Citywide Parks Master Plan proposes the creation of half-court basketball and a volleyball court as well as an update to the existing playground.

Thermoplastic Street Striping (Ongoing)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $20,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets/Safety Obligations Implementing Department Public Works – Engineering
Contact Tran
Year First Proposed Annual
Year Funded 2022-23 and 2023-24
This project would continue the installation of thermoplastic striping at various locations as needed.

Packet 245 Page 618
Thornton Avenue Complete Streets Improvements (Design)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $700,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2020
Year Funded 2021-22
This project would complete the design phase of the installation of bicycle and sidewalk improvements on Thornton Avenue between Gateway Boulevard and Hickory Street, improving bicycle and pedestrian access to the Don Edwards Wildlife Refuge, the Bay Trail and the Dumbarton Bridge. This project has replaced the Thornton Avenue Widening (Environmental and Design) Project previously listed in the CIP.

Thornton Avenue Complete Streets Improvements (Construction) Critical Issue Quality of Life
Funding Source Gas Tax/Grant Funding
Estimated Cost $14,000,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2020
Year Funded Not Funded
This project would complete the construction phase of the installation of bicycle and sidewalk improvements on Thornton Avenue between Gateway Boulevard and Hickory Street, improving bicycle and pedestrian access to the Don Edwards Wildlife Refuge, the Bay Trail and the Dumbarton Bridge. This project has replaced the Thornton Avenue Widening (R/W and Construction) Project previously listed in the CIP, but unfunded.

Packet 246 Page 619
Thornton Avenue Pavement Overlay (I-880 to Olive Street) Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $2,000,000
Operating Impact Minor Impact
Priority Level Level One- Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2018
Year Funded Not Funded
The pavement on Thornton Avenue is in need of repair, with an average Pavement Condition Index (PCI) of 40 on a scale of 1-100. This segment of the Thornton Avenue Overlay Project would include grinding and repaving of the existing roadway surface, localized patch paving, upgrading or installation of new curb ramps, curb and gutter repair and installation of new bike lanes between Interstate 880 and Olive Street. This project is a good candidate for State or Federal discretionary funding.

Thornton Avenue Streetscape Improvements (Elm Street to Willow Street) Critical Issue Quality of Life
Funding Source Capital Funds/Gas Tax
Estimated Cost $1,200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Imai
Year First Proposed 2008
Year Funded Not Funded
This project would provide streetscape improvements and a landscaped median installation on Thornton Avenue between Elm Street and Willow Street. This roadway was once the state highway and remains a stark environment. The surrounding residential area is impacted by the wide, unattractive roadway that gives a commercial feel to this primarily residential area. The streetscape improvements will enhance safety by slowing traffic and improve neighborhood quality. Pavement resurfacing between Spruce Street and Willow Street is planned in FY19-20 with the “Thornton Avenue Pavement Overlay (Spruce Street to Hickory Street)” within this project segment. The scope for this project would include pavement resurfacing between Elm Street and Spruce Street up to the westerly limit of the Old Town PDA Streetscape Improvements project.

This project is a listed Transportation project in the Impact Fee nexus analysis (19.3% maximum funding).

Packet 247 Page 620
Traffic Calming Measures (Ongoing)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $80,000/year
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Contact Carmen
Year First Proposed Annual
Year Funded 2022-23 and 2023-24
This project provides funding for traffic investigations, traffic counts and design and construction of possible traffic calming measures in residential neighborhoods. While specific locations are not identified, this funding allows City staff to address traffic calming requests as they arise.

Traffic Signal at Central Avenue and Sycamore Street
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $180,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2010
Year Funded Not Funded
A temporary traffic signal at the Central Avenue and Sycamore Street intersection is under construction. A permanent traffic signal will be incorporated into the Central Avenue Railroad Overpass project. This project is a listed Transportation project in the Impact Fee nexus analysis.

Traffic Signal at Cherry Street and Robertson Avenue
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded Not Funded
This project is a listed Transportation project in the Impact Fee nexus analysis. The intersection currently does not meet traffic signal warrants.

Packet 248 Page 621
Traffic Signal at Jarvis Avenue and Haley Street
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $180,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded Not Funded
This project is a listed Transportation project in the Impact Fee nexus analysis. The intersection currently does not meet traffic signal warrants.

Traffic Signal at Jarvis Avenue and Spruce Street
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $180,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded Not Funded
This project is a listed Transportation project in the Impact Fee nexus analysis. The intersection currently does not meet traffic signal warrants.

Traffic Signal at Newark Boulevard and Ruschin Drive/Brittany Avenue Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded Not Funded
This project is a listed Transportation project in the Impact Fee nexus analysis. The intersection currently does not meet traffic signal warrants.

Packet 249 Page 622
Traffic Signal Interconnect – Cherry St. from Thornton Ave. to Stevenson Blvd.

Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $125,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded 2023-24
Existing conduit is in place between Mowry Avenue and Stevenson Boulevard and on Stevenson Boulevard between Interstate-880 and Cherry Street. Coordination with the City of Fremont will be necessary for all Stevenson Boulevard traffic signals. This project is a listed Transportation project in the Impact Fee nexus analysis.

Traffic Signal Interconnect – Newark Blvd. from Civic Terrace Ave. to SR-84 Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $175,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded 2023-24
This project is a listed Transportation project in the Impact Fee nexus analysis.

Traffic Signal Interconnect – Thornton Ave. from Sycamore St. to Cedar Blvd.

Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $150,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2006
Year Funded 2023-24
This project is a listed Transportation project in the Impact Fee nexus analysis.

Packet 250 Page 623
Traffic Signal Preemption – Phase 2
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Fajeau
Year First Proposed 2004
Year Funded Not Funded
This project would complete the installation of signal preemption devices at remaining intersections Citywide to improve emergency response. The use of newer technology on a Citywide basis, including the replacement of existing preemption infrastructure also needs to be evaluated. This project is a listed Public Safety project in the Impact Fees nexus analysis (17.7% maximum funding).

Transition to Paperless Documents
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $13,000
Operating Impact Minor Impact
Implementing Department City Manager’s Office
Contact Hovorka
Year First Proposed 2014
Year Funded 2014-15
Tablets for City Council, City Manager, City Clerk, City Attorney and possibly, Assistant City Manager. Council has indicated the desire to increase efficiency by transitioning to paperless documentation for the Council Agenda Packets. This item would purchase the tablets and other accessories necessary to provide agenda packets to Council Members electronically.

Virtual History Museum
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact No significant impact
Implementing Department City Manager’s Office
Contact Gebhard
Year First Proposed 2018
Year Funded 2018-19
This project would provide for the development of a virtual history museum dedicated to providing access to Newark's rich history through a web-based platform.

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s GLOSSARY
Revenue Source Definitions
These revenue sources are broken into seven categories. Below are brief explanations of each category and revenue source.

CHARGES FOR SERVICES
These charges are commonly known as user fees. These are different from taxes in that the fees are paid directly by the party benefiting from the service. For example, residents pay a fee to participate in the softball program.

Recreation – Child Care Activity. Revenue generated from Licensed Child Care Program fees in order to recover cost of providing specific services provided at the Community Center.

Recreation – Community Center Building Rentals. Revenue generated from rental fee charges for the use of the Community Center, including wedding receptions, family parties, and community fundraisers.

Recreation – General Recreation Services. Revenue generated from fee charges from sports and physical fitness programs and activity fees in order to recover the costs of providing specific services. The City also receives fees from Activities Guide advertising.

Recreation – General Senior Center Activity. Revenue generated to partially offset programming costs for Newark’s senior community, including a variety of classes in the arts, home safety, fitness, wellness, computer training, language, excursions, and many other activities.

Recreation – General Teen & Youth Activity. Revenue generated from a variety of youth and teen program fees to recover the costs of providing specific services.

Recreation – Preschool Activity. Revenue generated from Preschool Program fees in order to recover cost of providing specific services at the Silliman Activity Center.

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s GLOSSARY
Recreation – Silliman Activity Users Fee. Revenue generated from a variety of admission fees for the use of the Silliman Activity Center.

Recreation - Silliman Concession Operations. This revenue is generated by food and beverage sales for the convenience of customers while utilizing the amenities, programs, and services available at the Silliman Activity Center.

Recreation – Silliman Facility Rentals. Revenue generated from rental fee charges for the use of the Silliman Activity Center’s gymnasium and community meeting room.

Recreation - Silliman General Aquatic Programs. This revenue is generated from fee charges for aquatic related programs such as swim lessons, aquatic exercise classes, birthday party packages, family special events, lifeguard certification courses, and camps. Revenue is collected to offset operational and maintenance costs associated with the Aquatic Center.

FINES AND FORFEITURES
Revenues resulting from regulatory or legal action that are punitive in nature and designed to discourage certain behaviors.

Court Fines. The City’s apportionment of court fines collected and remitted by the County.

Vehicle Code Fines. The City’s apportionment of fines and forfeitures collected by the County.

These fines and forfeitures result from violations of the State Vehicle Code.

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s GLOSSARY

LICENSES, PERMITS, AND FEES
The City grants licenses and permits to allow businesses or residents to engage in certain activities. This revenue helps to offset the costs of maintaining the City’s regulations.

Animal Licenses. Ownership or possession of a dog requires the purchase of a dog license. A certification of an anti-rabies vaccination is required to obtain a dog license.

Art in Public Places Fee. Charged to residential and commercial/industrial developments and construction projects that add over 10,000 square feet of space or that are located along major arterials as indicated in the General Plan map. The fees collected are used for the creation of artworks in public places and private development in a manner to offset the impacts of urban development.

Business Licenses and Registration. License and registration are required for all businesses operating in the City. A majority of businesses consist of commercial enterprises and professionals whose business license fees are based on gross receipts.

Code Enforcement Fee. Charged on an hourly basis for staff time expended on the abatement of zoning and building code violations.

Community Development Maintenance Fee. Charged on building permits (based on 0.5 percent of construction valuation) for the purpose of implementation and maintenance of the General Plan and Zoning Ordinance.

Construction (Building) Permits. Fee for the procurement of building permits that are required for construction projects. The fees are based on the nature of the project.

Development Impact Fees. Fees assessed to new residential, commercial, and industrial developers to be used for specific public safety, transportation, community development, park, and housing projects.

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s GLOSSARY
Encroachment (Street) Permits. Fee for staff review of the plans and field inspections for work in the public right-of-way performed under an encroachment permit.

Environmental Protection Fee (also known as Urban Run-Off Clean Water Fee). Charged to all parcels in the City and collected through the County tax rolls. This fee covers the City’s costs to minimize storm water runoff pollution into San Francisco Bay. This is a mandated State and Federal program.

Franchise Fees. A fee that is usually levied on utility companies for their use of City streets (rightof-way) or for their exclusive franchise to provide services to residents. Newark imposes a 1% tax on the gross receipts from Pacific Gas and Electric Company; a 20% tax on the gross receipts from Waste Management of Alameda County, Inc. (from both residential and nonresidential customers); a 5% tax on the gross receipts of the cable television franchise; and an annual franchise fee of approximately $6,000 on the gas pipeline that runs through Newark.

Maintenance Fee. Charged for street barricading, sign removal from public right-of-way, and for neighborhood watch signs.

Other Licenses and Permits. Fees charged for licenses and permits not identified elsewhere.

Examples include fees for alarm or dance permits.

Plan Checking Fee. Charged for staff review of plans and field inspections for subdivision construction.

Sale of Maps & Publications. Revenue derived from charges for the cost of photocopying public documents.

Senior Transportation Fee. Charged for the cost of providing transit services to seniors. The fee is subsidized by Measure B sales tax revenue.

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s GLOSSARY
Special Fire Fee. Charges for hazardous materials permits, hazardous materials responses, fire permits, etc.

Special Police Fee. Charges for responding to excessive false alarms, expenses related to cases involving driving under the influence, towing administration, etc.

Stormwater Quality Control Plan Review and Inspection Fee. Charges based on project size for staff review and field inspections of developers’ plans and measures designed to minimize pollution of storm water due to construction activities.

Weed Abatement Fee. Charges for staff time and contract services for the annual weed abatement program.

Zoning Fee. Charges for discretionary land use reviews completed by an administrative process or through Planning Commission and City Council review.

OTHER REVENUES
Donations. Funds provided to the City by a private party to be used for a specific purpose.

Non-Government Contribution. Reimbursement of staff costs for the administration of project consultants.

Other Revenue. Other fees, charges, and/or reimbursements that are one-time or general in nature and do not fit into a specific revenue category. Included in this category is Waste Management’s annual reimbursement of debt service payments.

POST Reimbursement. Funds provided by the Peace Officer Standards and Training (POST) program for education and training of police officers.

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s GLOSSARY

REVENUE FROM OTHER AGENCIES
The Federal Government, State of California, County of Alameda, and other public agencies provide funding to the City for specific programs.

County, Federal, and State Grants. Funding or contributions by the County or Federal and State agencies to support a particular program or function.

Gasoline Tax. Gas tax revenues provided by Sections 2105, 2106, 2107, and 2107.5 of the State of California’s Streets and Highways Code. These revenues are expended for construction and maintenance of City streets.

Homeowners Relief. Replacement revenue of homeowners’ property taxes by reason of exemption granted, as remitted by the State of California through Alameda County.

Vehicle In-Lieu. Prior to the 2004 Budget Act, this revenue was backfilled from the State’s general fund. In November 2004, Proposition 1A was passed that eliminated the Vehicle License Fee backfill and replaced it dollar-for-dollar with property taxes. This revenue source will increase by the same percentage as the property tax assessed valuation. This category also includes the State apportionment of motor vehicle license fees.

REVENUE FROM USE OF MONEY AND PROPERTY
The City’s money and property can grow in value when not being used for other purposes.

Investment Earnings. A revenue source resulting in the investment of temporary idle funds in interest-bearing accounts. The City has been investing these funds in the State of California’s Local Agency Investment Fund, which is a professionally managed fund overseen by the State Treasurer’s Office and California Asset Management Program (CAMP).

Rents and Concessions. Revenue derived from the rental of City property.

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s GLOSSARY

PROPERTY, SALES, & OTHER TAXES
Taxes are economically sensitive, and this category is the major source of revenues used to support basic City services.

Paramedic Tax. This special tax was approved as a ballot measure in June 1997 to provide funding for the City’s firefighter/paramedic program. The paramedic tax is assessed per benefit unit which is based upon land use and is determined by a countywide survey of the demand for service generated by the land use.

Property Tax. California State Constitution Article XIIIA provides that the combined maximum property tax rate on any given property may not exceed 1% of its assessed value, unless an additional amount has been approved by voters. The County of Alameda assesses properties, bills, and collects these property taxes. The City’s share, including all penalties and interest, is remitted by the County.

Property tax revenues of the City include:

Secured - A property tax that is levied on real property. Real property is immobile and includes land, natural resources, and fixed improvements to the land.

Unsecured - A property tax that is levied on personal property. Personal property is mobile and includes such tangible property as equipment and inventory.

Property Transfer Tax. This tax is levied at a rate of $1.10 per $1,000 of equity value transferred.

Alameda County collects the tax and the City receives one-half. Revenues are dependent on how frequently the property is transferred and on the accrued value at the time of the transfer.

Sales and Use Tax. A 10.75% sales tax is levied against the gross sales price of most tangible property sold in Newark other than property sold for resale. Newark receives 0.5%, with the remaining 10.25% allocated to other agencies that include the State of California, County of Alameda, Bay Area Rapid Transit, and Alameda County Transit.

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s GLOSSARY
Transient Occupancy Tax. A 10% tax is levied on charges for occupancy of hotel and motel rooms.

This tax compensates the City for indirect costs created by visitors, such as increased pollution and congestion. This tax is borne almost exclusively by nonresidents.

Utility User Tax. A 3.25% tax is levied on every person in the City using telecommunication services (including landline telephone and cell phone services), video services (including cable television), electricity and gas consumption. The tax rate for these services is 3.25% and expires on December 31, 2029.

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Item  F. 1.

DATE 06/23/2022
TO Honorable Mayor and City Council Members
FROM Jennifer Solito, Human Resources Director
SUBJECT    Adopt Resolutions approving: 1) the Memorandum of Understanding with the Newark Association of Miscellaneous Employees; 2) the Memorandum of Understanding with the Newark Police Management Association; 3) the Compensation and Benefit Plan for the Confidential Employee Group; 4) the Compensation and Benefit Plan for the Management, Supervisory, and Professional Employee Group; and 5) an Amendment to the Employment Agreement with City Manager David Benoun to Serve as City Manager

RECOMMENDATION
Staff recommends that the City Council adopt resolutions approving: 1) the Memorandum of Understanding with the Newark Association of Miscellaneous Employees; 2) the Memorandum of Understanding with the Newark Police Management Association; 3) the Compensation and Benefit Plan for the Confidential Employee Group; 4) the Compensation and Benefit Plan for the Management, Supervisory, and Professional Employee Group; and 5) an amendment to the Employment Agreement with David Benoun to serve as City Manager.

EXECUTIVE SUMMARY
The current memoranda of understanding with the Newark Association of Miscellaneous Employees (“NAME”) and the Newark Police Management Association (“NPMA”) expire on June 30, 2022.  City representatives met and conferred in good faith with the representatives of NAME and NPMA and have reached tentative agreements for successor memoranda of understanding as further outlined below.

Staff recommends Council approval of resolutions approving the memoranda of understanding (MOUs).

Additionally, staff recommends approval of resolutions approving revised compensation and benefit plans for employees subject to the compensation and benefit plans for the Management, Supervisory, and Professional Employee Group (“MSPEG”) and the Confidential Employee Group (“CEG”) as further outlined below.

Finally, staff recommends approval of a resolution approving an amendment to the City Manager’s employment agreement following labor negotiations with the City Manager and City Council in which Mayor Nagy served as labor negotiator for the City.

BACKGROUND
Packet Page 633

BACKGROUND
The City is a party to two existing MOUs with NAME and NPMA, respectively. Each MOU covers the period of July 1, 2019 through June 30, 2022. In advance of the expiration of the existing MOUs, staff has been negotiating in good faith for successor MOUs with both NAME and NPMA. The City has reached tentative agreements on matters related to wages, hours, and other terms and conditions of employment with NAME and NPMA, consistent with authority provided by the City Council.

Concurrently with negotiations, staff analyzed the existing MSPEG and CEG compensation and benefit plans and recommends revisions to those plans.

Finally, the City Council designated Mayor Nagy to serve as a labor negotiator for the City Council to consider the City Manager’s compensation and employment agreement.  The City Attorney has prepared an amendment to reflect the proposed revision to compensation for the City Manager.

DISCUSSION/ANALYSIS
Below is a relevant summary of the proposed MOUs, compensation and benefit plans, and amendment to the City Manager employment agreement.

NAME MOU:

The City and NAME have been negotiating a successor to the existing MOU over multiple months.  The proposed MOU with NAME is for a three year period from July 1, 2022 through June 30, 2025.  The members of NAME ratified the proposed MOU on May 10, 2022.

The proposed MOU includes the following new significant provisions:

General Salary Increase and Other Compensation:
· A four percent (4.0%) general salary increase on July 1, 2022, and three percent (3.0%) general salary increases on July 1, 2023, and July 1, 2024 for a cumulative ten percent (10.0%) general salary increase over the term of the MOU.

Cafeteria Plan for Medical, Dental and Vision Insurance:
· An increase of 2% per plan year to the City’s contributions to each eligible NAME employee’s cafeteria plan for use towards medical, dental and vision insurance, as well as pro-ration of the plan benefits for regular, permanent staff working less than 30 hours per week, an amount equal to the following:

Effective for the 2022 plan year:

For Regular Full-Time Employees and Regular Part-Time 30-35 hours:

Employee Only: $878
Employee + 1 Dependent: $1,755
Employee + 2 or more Dependents: $2,318
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For Regular Part-Time Employees working 20-25 hours:

Employee Only: $439-$549
Employee + 1 Dependent: $878-$1,097
Employee + 2 or more Dependents: $1,159-$1,449
Effective for the 2023 plan year:

For Regular Full-Time Employees and Regular Part-Time 30-35 hours:

Employee Only: $896
Employee + 1 Dependent: $1,790
Employee + 2 or more Dependents: $2,364
For Regular Part-Time Employees working 20-25 hours:

Employee Only: $448-$560
Employee + 1 Dependent: $895-$1,119
Employee + 2 or more Dependents: $1,182-$1,478
Effective for the 2024 plan year:

For Regular Full-Time Employees and Regular Part-Time 30-35 hours:

Employee Only: $913
Employee + 1 Dependent: $1,826
Employee + 2 or more Dependents: $2,412
For Regular Part-Time Employees working 20-25 hours:

Employee Only: $457-$571
Employee + 1 Dependent: $913-$1,141
Employee + 2 or more Dependents: $1,206-$1,507
Effective for the 2025 plan year:

For Regular, Full-Time Employees and Regular Part-Time 30-35 hours:

Employee Only: $932
Employee + 1 Dependent: $1,862
Employee + 2 or more Dependents: $2,460
For Regular Part-Time Employees working 20-25 hours:

Employee Only: $466-$582
Employee + 1 Dependent: $931-$1,164
Employee + 2 or more Dependents: $1,230-$1,537
Other Miscellaneous Revisions:
· Implementation of Flexible Spending Account voluntary benefits effective January 1, 2023.
· Increase in life insurance coverage from $20,000 to $50,000. · Amendment to tuition reimbursement to allow excess annual funds to be used for individual claims above the employee limit, if funds remain at the end of the benefit Packet Page 635
year.
· Amendments to the sick leave and personal leave provisions to allow sick leave to be used for medical appointments, and the elimination of the medical leave provision. · Convert the birthday holiday to a floating holiday.
· Extend bereavement leave upon the loss of a child.
· Amend the process for vacation and compensatory time cash out. · Various non-economic amendments to streamline language and provide consistency with other City policies and procedures.
· Other non-substantive, clean-up revisions that largely match the parties’ existing practice.

NPMA MOU:

The City and NPMA have been negotiating a successor to the existing MOU over multiple months.  The proposed MOU with NPMA is for a three year period from July 1, 2022 through June 30, 2025.  The members of NPMA ratified the proposed MOU on June 8, 2022.

The MOU includes the following new significant provisions:

General Salary Increase and Other Compensation:
· NPMA employees will receive the same general salary increase provided to NAME employees.
· Salary ranges will be adjusted so that the minimum of the range is 20% below the top of the current range maximum.
· The general performance-based merit increase is adjusted to 5%.

Cafeteria Plan for Medical, Dental and Vision Insurance:
· The NPMA MOU provides for the same benefits to NPMA employees as provided to each eligible NAME employee’s cafeteria plan for use towards medical, dental and vision insurance.

Longevity Pay:

Effective July 1, 2022, the regular full-time employees in the classification of Police Captain are eligible for longevity pay as follows:

Upon commencement of 10 years of service - 2.5% salary increase Upon commencement of 15 years of service - 5.0% salary increase Upon commencement of 20 years of service - 7.5% salary increase Regular full-time employees in the classification of Police Lieutenant are also eligible for longevity pay as outlined above; however, it will be phased in over the term of the proposed MOU as follows: eligible Police Lieutenants will receive 50% of longevity pay between July 1, 2022 and June 30, 2023; 75% of longevity pay between July 1, 2023 and June 30, 2024; and full longevity pay starting July 1, 2024.

Education Incentive Pay:

Full-time permanent employees in the classifications of Police Lieutenant and Police Packet Page 636
Captain are eligible to receive one of the following education incentive pays:

Eligible employees meeting the below listed educational requirements will receive an additional 5% above base salary:
- Bachelor's degree, in conjunction with the successful completion of and obtaining the California Commission on Peace Officer Standards and Training (CA POST) Supervisory Certificate.

Eligible employees meeting the below listed educational requirements will receive an additional 7% above base salary:
- Bachelor's degree, in conjunction with the successful completion of one of the following additional educational programs:

CA POST Management Program
FBI National Academy
CA POST Command College
Naval Post Graduate Academy
Master's Degree, Juris Doctorate or PhD
Education incentive pay will be phased in over the term of the proposed MOU for the Police Lieutenant classification.  The Police Lieutenant will receive 50% of their eligible education incentive pay between July 1, 2022 and June 30, 2023; 75% of their eligible education incentive pay between July 1, 2023 and June 20, 2024; and will be eligible to receive the full education incentive pay starting July 1, 2024.

An employee promoted from Police Sergeant who at the time of promotion is receiving education incentive pay shall continue to receive that payment for a period of up to four years (4) from the date of the promotion. If the employee has not qualified for the education incentive pay under the terms of this section within four years (4) of the date of promotion, the employee’s education incentive pay shall be terminated.  This provision provides an opportunity for Police Sergeants who promote to NPMA sworn classifications to continue their existing education pay incentive while working towards eligibility for NPMA education pay.

Other Miscellaneous Revisions:
· Uniform allowance to certain non-sworn classifications of $45 per month. · Increase in the holiday-in-lieu pay from 5% to 7%.
· Implementation of Flexible Spending Account voluntary benefits effective January 1, 2023.
· Increase in life insurance from $20,000 to $50,000.
· Convert the birthday holiday to a floating holiday.
· Extend bereavement leave upon the loss of a child.
· Amend the process for general leave time cash out provisions. · Various non-economic amendments to streamline language and provide consistency with other City policies and procedures.
· Other non-substantive, clean-up revisions that largely match the parties’ existing practice.

Unrepresented Management, Supervisory, and Professional Employee Group:

Packet Page 637
The City Council adopted the current Compensation and Benefit Plan (the “Plan”) for MSPEG in 2019.

The proposed Plan for MSPEG includes the following new significant provisions:

General Salary Increase and Other Compensation:
· MSPEG employees will receive the same general salary increases provided to NAME employees.
· Salary ranges will be adjusted to provide that the minimum of the range is 20% below the top of the current range maximum. Salary ranges will be maintained for management classifications.
· Salary steps will be implemented for supervisory and professional classifications, consisting of five salary steps, each with a 5% differential, with the maximum step being equivalent to the current range maximum of each impacted classification. · The general performance-based merit increase is adjusted to 5%. · Increase in salary ranges for the City Clerk, Deputy Community Development Director and the Economic Development Manager positions to ensure that the compensation for those positions is equitable in comparison to the City’s comparable cities. · Amendments to address compaction, including increases to the salary range for Assistant City Manager and Police Chief, and making the Police Chief eligible to receive Longevity Pay and Education Incentive Pay consistent with the NPMA MOU. · Removal of reference to City Officials on cover page as elected officials' benefits are governed by Newark Municipal Code.

Cafeteria Plan for Medical, Dental and Vision Insurance:
· The proposed Plan provides for the same increase as provided to each eligible NAME employee’s cafeteria plan for use towards medical, dental and vision insurance.

Other Miscellaneous Revisions:
· The proposed Plan provides for the same miscellaneous revisions as those provided in the NPMA MOU.

Confidential Employee Group:

The City Council adopted the current Plan for the Confidential Employee Group in 2019.  The proposed Plan with the Confidential Employee Group has nearly identical revisions from the previous Plan as those identified in the Plan for the MSPEG.

City Manager Employment Agreement:

The City Council appointed David J. Benoun to serve as the City Manager of Newark effective as of December 29, 2018; and the City and Mr. Benoun entered into an employment agreement.  The employment agreement established Mr. Benoun’s initial annual base salary at $244,092 per year.

The City Council has conducted annual performance evaluations of Mr. Benoun since his initial appointment as City Manager and following the conclusion of Mr. Benoun’s Packet Page 638
most recent performance evaluation, the City Council designated Mayor Nagy as labor negotiator to discuss a merit increase for Mr. Benoun.

The City Council has had an opportunity to consider a potential merit increase for Mr.

Benoun.  Staff has prepared an amendment to the employment agreement which establishes a 14.7% merit increase in annual base salary, effective as of July 1, 2022.

This increase is designed to address positive performance, lack of previous merit-based adjustments, inequity with the labor market, and internal compaction. Mr.

Benoun has not received a merit increase during his tenure as City Manager since his December 29, 2018 appointment.  In fact, during his approximately ten years of employment with the City and directly reporting to the City Council, Mr. Benoun has only sought and received one merit increase, which was at the rate of 2%.  In regards to inequity in the labor market, a salary survey was prepared in April, 2022, which indicated that Mr. Benoun's compensation was 19.3% below market.  The proposed

14.7% merit increase would still place him below market.  However, this merit increase does address the internal compaction issues by placing the City Manager's salary

13.8% above the current maximum salary for Director positions (not including proposed July 1, 2022 increases for Director positions).

If the proposed amendments to the MSPEG Compensation and Benefit Plan and the City Manager employment agreement are approved as part of this report, this would place the City Manager's total compensation salary 10.6% above his highest compensated direct report (Police Chief) on July 1, 2022, not including any merit increases the Police Chief may receive in 2022.  The City Manager's proposed actual total compensation would be nearly equivalent to the maximum potential total compensation of a Police Chief.

Other provisions of the employment agreement remain unchanged, including general salary increases and benefits included in the MSPEG compensation and benefit plan, providing Mr. Benoun with the same general salary increases and health benefits as other City employees.

FISCAL IMPACT
The fiscal impacts of the various actions over a three year term are estimated as follows:
1) NAME MOU: $702,000
2) NPMA MOU: $1.4 million
3) MSPEG AND CEG Plans: $2 million
4) City Manager Employment Agreement Amendment: $281,500 REVIEW AND APPROVAL
Prepared by – Jennifer Solito, Human Resources Director Packet Page 639
Prepared by – Jennifer Solito, Human Resources Director Lenka Hovorka, Assistant City Manager
Kristopher J. Kokotaylo, City Attorney
Reviewed by – David J. Benoun, City Manager
Approved by – Kristopher J. Kokotaylo, City Attorney
Attachments
Reso_NAME MOU
Exhibit A: NAME MOU
Exhibit B NAME MOU track changes
Reso NPMA MOU
Exhibit A NPMA MOU
Exhibit B NPMA MOU track changes
Reso CEG C&B Plan
Exhibit A CEG C&B Plan
Exhibit B CEG MOU track changes
Reso MSPEG C&B Plan
Exhibit A MPSEG C&B Plan
Exhibit B MSPEG MOU track changes
Reso City Mgr Agrmt
City Manager Agreement 2018
City Mgr Agrmt Amendment
Packet Page 640
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

NEWARK APPROVING AND ADOPTING A MEMORANDUM

OF UNDERSTANDING BETWEEN THE CITY OF NEWARK

AND THE NEWARK ASSOCIATION OF MISCELLANEOUS

EMPLOYEES, AUTHORIZING THE CITY MANAGER TO

EXECUTE THE MEMORANDUM OF UNDERSTANDING AND
APPROVING AN AMENDMENT TO THE CITY’S SALARY

SCHEDULE IN CONFORMANCE WITH CALIFORNIA CODE
OF REGULATIONS, TITLE 2, SECTION 570.5
WHEREAS, the current Memorandum of Understanding between the City of Newark (the “City”) and the Newark Association of Miscellaneous Employees (“NAME”) expires on June 30, 2022; and
WHEREAS, the City and NAME entered into negotiations for a successor memorandum of understanding; and
WHEREAS, pursuant to the provisions of the Meyers-Milias-Brown Act (Government Code Section 3500, et seq.) and the Newark Municipal Code, the City Manager or his designee, as authorized by the City Council, has met and conferred in good faith with the representatives of NAME on matters related to wages, hours, and other terms and conditions of employment; and
WHEREAS, the representatives of the City and NAME have reached a tentative agreement to a successor Memorandum of Understanding dated July 1, 2022 (the “MOU”), attached hereto and incorporated herein by this reference as Exhibit A with a redlined version of the prior MOU attached hereto as Exhibit B for general reference only; and WHEREAS, the membership of NAME ratified the agreement as of May 10, 2022; and
WHEREAS, the City Council finds that the terms and conditions of the MOU are proper and in the best interests of the City.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Newark hereby approves and adopts the MOU for NAME, effective July 1, 2022 and authorizes the City Manager to execute the MOU and to take such further actions as may be necessary to implement the MOU including any necessary non-substantive modifications.

BE IT FURTHER RESOLVED that if any provisions contained herein are found to be in conflict with provisions of any other previous resolutions pertaining to the NAME MOU, the provisions herein shall prevail.

Packet Page 641
BE IT FURTHER RESOLVED that the City Council hereby approves an amendment to the City’s Salary Schedule to reflect the revisions in compensation provided pursuant to the MOU, effective July 1, 2022.

Packet Page 642
Resolution No.

MEMORANDUM OF UNDERSTANDING

BETWEEN

CITY OF NEWARK
AND

NEWARK ASSOCIATION OF MISCELLANEOUS EMPLOYEES
JULY 1, 2022

THROUGH
JUNE 30, 2025

ADOPTED
June 23, 2022
Packet Page 643
Resolution No.

TABLE OF CONTENTS
Section Page
I. Recognition 1
II. Term 1
III. Definitions 1
IV. Salary Increase 2
V. Benchmark Classifications 2
VI. Health and Welfare Programs 3
VII. Boot & Jacket Reimbursement and Uniform Allowance 6 VIII. Hours of Work 7
IX. Retirement Benefits 9
X. Vacation Leave 10
XI. Sick Leave 13
XII. Personal Leave 16
XIII. Leave of Absence Without Pay 16
XIV. Overtime 17
XV. Acting/Special Assignment Pay 19
XVI. Holidays 19
XVII. Bereavement Leave 21
XVIII. Educational Reimbursement of Tuition Fees & Book Costs 21 XIX. Personnel Reduction Procedure 22
XX. Grievance Procedure 23
XXI. Management Rights Clause 25
Packet Page 644
Resolution No.

XXII. Implementation of Section 414(h) (2) of the United States Internal Revenue Code 25
XXIII. Full Understanding, Modification and Waiver 26
XXIV. Separability 26

ATTACHMENTS
A Regular Full-Time / Part-Time Classifications
B Salary List
Packet Page 645
1 MEMORANDUM OF UNDERSTANDING

BETWEEN

THE CITY OF NEWARK

AND THE

NEWARK ASSOCIATION OF MISCELLANEOUS EMPLOYEES
I. RECOGNITION
The City recognizes the Newark Association of Miscellaneous Employees (NAME), herein referred to as the "Association," as the majority representative for regular full-time and regular part-time miscellaneous employees in the classifications listed in Attachment A. The City also recognizes the Association asthe majority representative for any new classifications, which should be assignedto the representation unit by the City Manager.

II. TERM
This agreement shall be in effect from July 1, 2022 through June 30, 2025.

III. DEFINITIONS
A. "Base Salary." The term "base salary" shall mean salary, excluding benefits.

B. "Compensation Base." The term "compensation base" shall mean the total compensation for regular full-time classifications including consideration for base salary, City's payment of any portion of the employee's contribution to PERS, medical premium, dental premium, vision care, long term and/or short term disability. Total compensation offers choices for employees to select benefit plans suitable to individual needs.

C. "Employees." The term "employees" shall mean those regular full-time and regular part-time employees of the City of Newark occupying classifications represented by the Association. Only those provisions of this Memorandum of Understanding that specifically refer to regular parttime employees shall apply to regular part-time employees.

D. "Flexible Benefit Plan." The term "Flexible Benefit Plan" means a Plan established by the City of Newark pursuant to Section 125 of the Internal Revenue Code to allow employees to pay for medical, dental and vision premiums as a before-tax conversion of salary.

E. "Regular Part-Time Employees." The term "regular part-time employees" shall mean those employees of the City of Newark who are scheduled to work less than 38 hours per week but at least 20 hours per week on a year-round continuous basis occupying positions specifically authorized as "regular part-time" by the City Manager.

F. "Retirement System." The term "retirement system" shall mean the PERS retirement system as made applicable to the City of Newark under the provisions of the Public Employees' Retirement Law (California Government Code Section 20000, et seq.) Packet Page 646
2 G. "Seniority." The term "seniority" shall mean an employee's date of employment adjusted for any absence without pay of thirty (30) calendar days or more, not including protected leaves. When a leave of absence without pay is 30 days or more, not including protected leaves, adjustments to seniority shall be made by deducting one month of seniority for each month of absence without pay. In calculating seniority adjustments, seniority will not be granted for anymonths where an employee was not actually working or on compensated leave for at least one-half the regularly scheduled workdays in a month. Seniority shall be used for computation of vacation accrual rates, application of layoff procedures, and calculation of anniversary dates. When an employee’s status is changed from regular part-time to regular full-time, the employee’s seniority as a regular full-time employee shall include prorated service credit for service as a regular part-time employee. Prorated service shall be determined based on the employee’s authorized work schedule of half-time or three-quarter time. (Example: Ten years of part-time service in an authorized half-time position would count as five years full-time service credit and in an authorized three-quarter time position would count as 7.5 years full-timeservice credit). The employee’s seniority shall be adjusted to include the prorated service credit.

IV. SALARY INCREASE
A. General Salary Increase:

The salary steps for all classifications represented by the Association shall be increased as follows:
a. Effective July 1, 2022, salary increase shall be four percent (4.0%) b. Effective July 1, 2023, salary increase shall be three percent (3.0%) c. Effective July 1, 2024, salary increase shall be three percent (3.0%) V. BENCHMARK CLASSIFICATIONS
A. The City and Association agree that the following list of Benchmark Classifications will be used by the City for the purpose of compensation surveys of similar labor market classifications within the cities of Foster City, Fremont, Hayward, Livermore, Menlo Park, Milpitas, Pleasanton, Redwood City, San Leandro, and Union City.

Benchmark Classification Newark Classification
Accounting Assistant II Accounting Assistant I/II
Cashier
Collections Assistant
Building Inspector II Building Inspector I/II
Community Preservation Specialist
Engineering Technician III
Public Works Inspector
Senior Building Inspector
Vehicle Abatement Officer
Administrative Support Specialist II Admin. Support Specialist I/II Senior Administrative Support Specialist
Packet Page 647
3 Engineering Technician I Engineering Aide I
Engineering Technician I/II
Field Assistant
Permit Technician
Information Technology Technician II Information Technology Technician I/II Equipment Mechanic II Building Mechanic I/II
Equipment Mechanic I/II
General Laborer
Landscape Inspector
Landscape & Parks Maintenance Worker I/II
Street Maintenance Worker I/II
Street Maintenance Worker Lead
Senior Building Mechanic
Senior Equipment Mechanic
Senior Landscape Inspector
Senior Landscape & Parks Maintenance Worker
Senior Street Maintenance Worker
Recreation Coordinator Aquatic Activities Specialist
Aquatics Coordinator
Child Care Instructor
Lead Child Care Instructor
Recreation Coordinator
Youth Instructor I/II
VI. HEALTH AND WELFARE PROGRAMS
A. Medical Insurance