Newark City Council
May 23, 2024

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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 2017
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.

Silliman Activity Center Locker Room Flooring Replacement NEW Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact Minor Impact
Implementing Department Public Works/Recreation and Community Services Priority Level Level One
Contact Perez
Year First Proposed 2024
Year Funded 2024
The tile flooring in the locker rooms has slowly been deteriorating over time and continues to break down due ongoing chloramine contact. This project would remove the tile and provide a more durable brushed concrete finish in the locker rooms.

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 2022
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.

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Silliman Activity Center - Partial Roof and Skylight Replacement NEW Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $250,000
Operating Impact Minor Impact
Implementing Department Public Works/Recreation and Community Services Priority Level Level One
Contact Perez
Year First Proposed 2024
Year Funded 2024
The slate roof near the pre-school playground is in need of replacement with composite roofing to ensure durability and safety. In addition, the skylights in the vicinity of the Silliman Center Phase I to Phase II conform area are failing and require replacement.

Silliman Activity Center – Preschool Playground Renovation 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 2023
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 Activity Center - Shower Tile Replacement NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Minor Impact
Implementing Department Public Works/Recreation and Community Services Priority Level Level One
Contact Perez
Year First Proposed 2024
Year Funded 2024
The tiles in the Silliman Center showers are original to the facility and currently in need of replacement of all grout which is a labor intensive effort due to the extremely small size of the tile. This project would provide removal and replacement of the existing shower tiles with a larger tile design equipped with marine-based grout. This would provide a significant functional and aesthetic improvement to the showers.

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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 2022
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.

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 Not Funded
Repairs have been made to the hot tub to effectively eliminate water losses. This project would replace the hot tub utilizing the existing plumbing infrastructure between the mechanical room and the spa, and install all new mechanical equipment. The timing of the replacement work is recommended to be concurrent with the Aquatic Center deck replacement at some point in the future.

Silliman Aquatic Center – NinjaCross Obstacle Course System 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/Cangco
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.

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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 at some time in the future. Replacement of the hot tub should be considered concurrently with the deck replacement.

Silliman Aquatic Center - Pool Sanitation System Retrofit NEW Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $260,000
Operating Impact Permanent Significant Impact
Implementing Department Public Works/Recreation and Community Services Priority Level Level Three
Contact Connolly
Year First Proposed 2024
Year Funded 2024
Upgrading the Lap, Activity, Lazy River, and Spa Pulsar chlorination systems involves integrating UV sanitation for enhanced water disinfection. The existing Pulsar systems have surpassed their anticipated lifespan, leading to higher maintenance expenses and difficulty in obtaining parts due to their status as first-generation products. By incorporating UV sanitation, powerful lamps within the light chambers emit germicidal UV-C light, effectively disinfecting pool and spa water. Implementing these systems reduces chemical consumption, enhancing the efficacy of sanitizers. Specifically, installing a UV system in the Aquatic Center would offer superior control over the elevated chloramine levels found in the natatorium.

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Silliman Aquatic Center - Water Slide Replacement NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $350,000
Operating Impact Minor Impact
Implementing Department Public Works/Recreation and Community Services Priority Level Level One
Contact Connolly
Year First Proposed 2024
Year Funded 2024
The purple tube water slide in the lazy river pool in is need of replacement due to age and deterioration.

The other slide was replaced approximately five years ago. The new replacement tube slide would utilize the same configuration for ease of installation and to minimize cost.

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 Perez
Year First Proposed 2020
Year Funded 2021
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.

Simulated Impaired Driving Experience NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Minor Impact
Implementing Department Police
Priority Level Level Three
Contact Lee
Year First Proposed 2024
Year Funded Not Funded
A Simulated Impaired Driving Experience is a versatile teaching tool that delivers an impaired and distracted driving experience guaranteed to help with engagement of teen drivers. Police officials can confidently address the impact of alcohol, marijuana/THC (Tetrahydrocannabinol), drowsiness, and distraction on a person‘s driving abilities with this system.

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Softball Fields Retrofit – Scoreboards and Bleachers NEW Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact Minor Impact
Implementing Department Public Works/Recreation and Community Services Priority Level Level Three
Contact Connolly
Year First Proposed 2024
Year Funded 2024
This project will install two new electronic scoreboards to replace the non-functional ones for efficient scorekeeping and replace four worn-out bleachers to ensure adequate and safe seating arrangements at both City softball fields at Birch Grove Park and Mel Nunes Sportsfield Park .

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 Cangco
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.

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.

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Storage Facility at Service Center NEW
Critical Issue Government Operations
Funding Source Capital Funds
Estimated Cost $400,000
Operating Impact Moderate Impact
Implementing Department Public Works
Priority Level Level Three
Contact Connolly
Year First Proposed 2024
Year Funded 2024
This project would provide basic new structures to securely store police evidence vehicles in order to maintain a chain of custody and provide a location for police evidence inspection.

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 Cangco
Year First Proposed 2006
Year Funded 2007
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 Cangco
Year First Proposed 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.

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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 Cangco
Year First Proposed 2020
Year Funded 2022
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 Outside Grants – Federal and Regional
Estimated Cost $14,000,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
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.

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Thornton Avenue Pavement Overlay, Phase 1 (I-880 to Olive Street) Critical Issue Quality of Life
Funding Source Other Grants – Federal and Regional
Estimated Cost $3,500,000
Operating Impact Minor Impact
Priority Level Level One- Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed 2018
Year Funded 2024
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 has Federal and Regional discretionary funding.

Thornton Avenue Pavement Overlay, Phase 2 (Ash Street to Spruce Street) Critical Issue Quality of Life
Funding Source Other Grants – Federal and Regional
Estimated Cost $1,500,000
Operating Impact Minor Impact
Priority Level Level One- Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed 2021
Year Funded 2024
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 Ash Street and Spruce Street. This project has Federal and Regional discretionary funding.

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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 Cangco
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. 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).

Title 17 (Zoning) Housing-related Assessment and Update NEW Critical Issue Community Development
Funding Source Community Development Maintenance Funds
Estimated Cost $400,000
Operating Impact No Impact
Implementing Department Community Development
Priority Level Level One
Contact Turner
Year First Proposed 2024
Year Funded 2024
2023-2031 Housing Element Programs H2.1 (Increased housing options near services), H2.2 (Accessory Dwelling Units), H2.4(Universal design Ordinance), H2.8 (Zoning for Missing Middle Housing Types), H2.10 (Single Room Occupancy Housing), H3.2 (Objective Design Standards), H3.2 (Mixed Uses in Commercial Zones), H3.5 (Parking Standards), H4.10 (Special Needs Housing), H5.3 (Public Lands for Housing), and H5.4 (Affordable Housing Overlay Zones), among other programs, require amendments to the Title 17 and other titles of the Newark Municipal Code to address housing production constraints and to promote fair and equitable housing for the community. This project would fund various studies and analyses to support staff-recommended changes to the municipal code and the creation of new policies and programs.

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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 Cangco
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 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 Cangco
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 Cangco
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.

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Traffic Signal Interconnect Design
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $475,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Jung
Year First Proposed 2006
Year Funded 2024
Three major corridors have been identified previously for the use of traffic signal interconnect system to improve traffic flow. This includes Newark Boulevard from I-880 to Central Avenue, Thornton Avenue from I-880 to Sycamore Street and Cherry Street from Central Avenue to Stevenson Boulevard. This project will identify the scope of improvements and potential equipment needs for varying degrees of an adaptive traffic control system.

Traffic Signal Interconnect Implementation
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $7,500,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Jung
Year First Proposed 2006
Year Funded Not Funded
This project would implement the improvements identified as part of the Traffic Signal Interconnect Design phase to improve traffic movement on the Newark Boulevard, Cherry Street, and Thornton Avenue corridors. The project should be coordinated with the Broadband Master Plan. This project is a listed Transportation project in the Impact Fee nexus analysis.

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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 Cangco
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 2015
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.

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Urban Forest Master Plan NEW
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $300,000
Operating Impact No Impact
Implementing Department Public Works – Environmental Services Priority Level Level Two
Contact Scanlin
Year First Proposed 2024
Year Funded 2024
An Urban Forest Master Plan is a guiding document that would provide the City with a long-term vision for the continued development and maintenance of its urban forest. No such plan currently exists.

Elements of the plan would likely include an update of the exiting Citywide tree inventory, assessment and potential update of City policies, documents and ordinances related to tree care, assessment of tree planting and maintenance programs, assessment of the overall tree canopy (public and private tree resources). This process would involve significant community engagement and coordination among multiple departments and divisions.

Vehicle Miles Traveled Policy NEW
Critical Issue Community Development
Funding Source Community Development Maintenance Funds
Estimated Cost $15,720
Operating Impact No Impact
Implementing Department Community Development/Public Works Priority Level Level Two
Contact Interiano/Jung
Year First Proposed 2023
Year Funded 2023
An This project will address the need for the City to develop its own Vehicle Miles Traveled (VMT) policy to evaluate new development projects for traffic impacts in accordance with California Environmental Law Act (CEQA) requirements.

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Vehicle Pursuit Intervention Devices NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $45,000
Operating Impact Minor Impact
Implementing Department Police
Priority Level Level Three
Contact Arguello
Year First Proposed 2024
Year Funded 2024
Vehicle pursuit intervention devices can help in tracking individuals in vehicles who choose to evade law enforcement. The desired system is a pursuit management technology that contains a miniature GPS tag and a launcher mounted on a police vehicle. A compressed-air launcher, mounted behind the grille of a patrol vehicle, uses a laser system to target the fleeing vehicle. There is also an option for handheld launchers. Both platforms deploy a GPS tag onto a suspect vehicle which allows for real time monitoring.

The technology would be installed onto four patrol vehicles and would thus be deployed throughout the City of Newark.

Once the GPS Tag is launched, dispatchers and personnel can view the location and movements of the wanted vehicle in real-time on a secure, web-based mapping portal. In addition to accurate mapping, critical information including travel direction, speed, and traffic activity is transmitted every three to five seconds allowing for knowledge of suspect vehicle movements. The purpose of vehicle pursuit intervention devices is to track and ultimately capture a suspect vehicle (and suspect occupant) when a vehicle fails to yield to police officers.

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 2019
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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Virtual Reality Police Tactics Training System NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Minor Impact
Implementing Department Police
Priority Level Level Three
Contact Arguello
Year First Proposed 2024
Year Funded 2025
This system provides Law Enforcement agencies with a unique and integrated Virtual Reality capability that is ultra-portable, easy to use, secure, and delivers highly immersive and interactive scenario-based situations, while using actual in-service weapons and field items.

Website Upgrade
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $77,600
Operating Impact No significant impact
Implementing Department City Manager’s Office/Information Technology Contact Gebhard
Year First Proposed 2018
Year Funded 2019
This project will provide for ongoing updates to the City’s website.

Work Area and Cubicle Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $70,000
Operating Impact No significant impact
Implementing Department Public Works/Community Development Contact Oeverndiek/Turner
Year First Proposed 2023
Year Funded 2024
Funding was retained from the Newark Civic Center project to complete various work areas on the first floor of City Hall. This project will address the need for the placement of additional furniture in various cubicles, potential modifications of cubicles and finalization of the first floor work area work table needs.

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Item  F. 3.

DATE 05/23/2024
TO Honorable Mayor and City Council Members
FROM Krysten Lee, Finance Director
SUBJECT    Presentation of the draft 2024-2026 Biennial Budget The City is currently in the process of developing the 2024-2026 Biennial Budget and Capital Improvement Plan.  To date, the Council has held two previous work sessions, including one to discuss the general operating budget (held on March 14, 2024) and one to discuss the Capital Improvement Plan (held on January 25, 2024).

At the work session held on March 14, the Council received a report from staff that provided an overview of the City’s budget process, a summary of issues that generally affect the City’s budget, reviewed various revenue trends and projections, and discussed draft policy objectives and goals.

Since then, staff has had the opportunity to prepare a draft 2024-2026 Biennial Budget, which is attached to this staff report.  The purpose of this review is to solicit feedback from the Council on the prepared draft budget.

More specifically, at the meeting scheduled for May 23, staff will provide the Council with updated projections for general fund revenue and expenditures, provide an overview of the 5 year forecast, solicit from the Council direction on whether any potential pay increases for the Mayor and Council should be incorporated into the final budget (any pay increases would take effect after the next regular municipal election), and consider staff’s recommendations for budget line-item additions.  Finally, staff will lead a section-by-section walkthrough of the attached draft budget.

After the Council has had the opportunity to ask questions and provide direction, staff will then finalize the 2024-2026 Biennial Budget and present it to the Council for formal adoption in June.

It should be noted that the draft budget book that is attached to this staff report does not contain the draft Capital Improvement Plan (“CIP”) for the 2024-2026 Biennial Budget.  There is a separate agenda item for this City Council meeting in which staff will present the draft CIP and solicit feedback and further direction from the Council on the CIP.

Prepared by:

Packet Page 396
Krysten Lee, Finance Director
Lenka Hovorka, Assistant City Manager
David J. Benoun, City Manager
Attachments
DRAFT 2024-2026 Biennial Budget (excluding draft Capital Improvement Plan) Attachments
Draft Budget
Packet Page 397
City of Newark, California
Biennial Budget
& Capital Improvement Plan
2024-2026
Packet Page 398
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TABLE OF CONTENTS
Introduction
Transmittal Letter ....................................................................................................................... 3 Public Officials & Leadership ...................................................................................................... 5 City Organization Chart .............................................................................................................. 7 History of City and Community Profile ....................................................................................... 9 Demographics ........................................................................................................................... 12 Mission Statement & Core Values ............................................................................................ 17 Fund Structure .......................................................................................................................... 20 Basis of Budgeting .................................................................................................................... 29 Budget Timeline and Process ................................................................................................... 31 Financial Policies ....................................................................................................................... 35 GANN Appropriation Limit ....................................................................................................... 37 Budget Overview
Goals and Strategies ................................................................................................................. 39 Budgetary Challenges ............................................................................................................... 45 Economic and Financial Forecast ............................................................................................. 48 Five Year Forecast ..................................................................................................................... 60 Development Forecast ............................................................................................................. 61 Fund Summaries
All Funds Summary ................................................................................................................... 73 General Fund Summary ............................................................................................................ 75 Revenue
Summary of Revenues – All Funds by Category ....................................................................... 81 Summary of Revenues - General Fund and Cost Center Funds by Category............................ 84 Expenditures
Summary of Expenditures - All Funds by Organizational Unit ................................................. 88 Packet Page 399
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TABLE OF CONTENTS
Revenue & Expenditure Graphs ............................................................................................................. 92 Departments
Authorized Positions ................................................................................................................ 94 Breakdown of Full-Time Equivalents (Part-time Seasonal & Temporary) .............................. 100 City Manager’s Office, City Attorney’s Office and Emergency Management Services........... 103 Mayor/City Council ................................................................................................................. 108 City Clerk ................................................................................................................................. 109 City Attorney ........................................................................................................................... 110 City Manager’s Office.............................................................................................................. 111 Information Technology Department .................................................................................... 112 Human Resources ................................................................................................................... 115 Finance ................................................................................................................................... 118 Emergency Services ................................................................................................................ 122 Library Support ....................................................................................................................... 123 Economic Development ......................................................................................................... 124 Police Services ....................................................................................................................... 126 Fire Services ............................................................................................................................ 137 Development Cost Center ...................................................................................................... 143 Recreation Cost Center .......................................................................................................... 150 Maintenance Cost Center ....................................................................................................... 162 Capital Funds .......................................................................................................................... 174 Internal Service Funds ............................................................................................................ 180 Debt
Government-wide Debt ............................................................................................................. 191 Packet Page 400
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TABLE OF CONTENTS
Capital Improvements
Capital Improvement Plan (CIP) ................................................................................................. 193 Capital Improvement Plan Project Descriptions ......................................................................... xxx Appendix
Glossary ....................................................................................................................................... xxx Packet Page 401

TRANSMITTAL
Dear Honorable Mayor and City Councilmembers,
We are proud to submit the 2024-2026 Biennial Budget and Capital Improvement Plan (CIP) for your consideration. The 2024-2026 Biennial Budget and CIP provides for a full range of municipal services to our community. These include public safety; construction and maintenance of streets, parks, storm drains, and other infrastructure; recreational activities and human services; environmental protection; planning, zoning, and other community, and economic development activities; emergency preparedness; code enforcement; and administrative services such as human resources, information technology, and finance.

The City has largely recovered from the economic impacts of the pandemic. Property Tax, Sales Tax, Transaction Use Tax (Measure GG), and Utility Users Tax have surpassed or are close to matching pre-pandemic revenue levels. Of the City’s main tax revenues, Transient Occupancy Tax (TOT) and Franchise Fees have yet to return to pre-pandemic levels. Other revenue sources, such as recreation program fees and licenses, permits and fees, and investment income are also trending favorably now four years since the start of the pandemic. Investment earnings are also much more favorable compared to the past two years, reflecting higher interest rates on the City’s investments (current rate is 4.27% for the Local Agency Investment Fund, compared to 0.52% in April 2022 and the current rate for the California Asset Management Program is 5.44% compared to .50% in April 2022). In addition, proceeds of $11.8 million from the American Recovery Plan Act provided much needed funding to restore operating budget and positions which were frozen at the onset of the pandemic.

The operating budgets for Fiscal Year (FY) 2025 and FY 2026 reflect cautious optimism as geopolitical and economic factors impact both revenue growth and expenditure growth. While the City’s fiscal condition is stable and has reflected growth in recent fiscal years, inflationary pressures are increasing the City’s costs of providing services. Costs for utilities, contractual work, consultant fees, and public liability insurance have seen steeper increases in costs compared to previous years. Newark must be able to maintain control over local funds - allowing our City to be self-reliant in requiring that our tax dollars be spent for Newark residents.

This budget includes funding the following City priorities as elaborated in the Goals and Strategies section:
• Enhancing Public Safety – Provide a level of public safety services that will protect our community members, property, and community assets.

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• Cultivating Quality of Life – Provide programs, services, facilities, parks, and open spaces that make the City of Newark a desirable and healthy place to live. • Furthering Community Development – Implement programs and make development decisions that maintain a vibrant and balanced community. • Improving Government Operations – Operate a City government that enables the organization to meet service demands of the community.
• Supporting Educational Efforts – Support, encourage, and offer opportunities and programs that facilitate quality community education.

Specifically, the City has focused on long-term strategic planning efforts, developing or updating strategic plans related to our facilities, parks, public art, transportation, broadband, hazard mitigation, unhoused community, and emergency planning. These plans take inventory of current assets and programs, include results of community-wide outreach efforts, and apply subjectmatter expertise and proven best practices to recommend immediate, short- and long-term actions to meet community needs.

The top City service priorities, as determined by a recent community survey, include repairing potholes and the City’s 105 miles of street, maintaining neighborhood police patrols, maintaining fire protection and 911 emergency medical response, upgrading fire stations to ensure rapid response times, upgrading life-saving emergency equipment, improving emergency dispatch for rapid response during an earthquake or major disaster, enhancing parks and recreation programs, and maintaining sports fields and children’s play structures.

In FY 2025, the Capital Improvement Plan will fund 41 total new projects estimated at $12.7 million. Funding through Capital Funds and the Community Development Maintenance Fund will provide for $6.6 million for 33 of these projects that include critical maintenance projects for existing facilities, new vehicle and equipment purchases, operational improvements, and various planning documents that relate to the City’s General Plan. New Gas Tax funding in the amount of $6.1 million in FY 2025, in addition to the ongoing annual street maintenance programs, will support the design and installation of Pedestrian Hybrid Beacon Installations at two key intersections as well as median modifications at the Cherry Street and Mowry Avenue intersection.

In FY 2026, Gas Tax funding is provided in the amount of $4.9 million for six additional ongoing street maintenance projects. For both fiscal years, the Annual Street Asphalt Concrete Overlay Program has been increased from $2 million to $4 million per year. This increase, combined with several larger projects on Thornton Avenue with Federal, State and Regional grant funds, should stabilize and ultimately increase the City’s overall Pavement Condition Index.

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Many previously funded projects have been completed or otherwise closed out. However, a backlog of projects remains, especially related to building maintenance and park maintenance/improvement projects. Additional supervisory staffing has been added to the Maintenance Division of Public Works and staff is further recommending that $0.8 million in capital funds be utilized to provide additional contractual project management support to complete these projects.

FY 2025 Proposed Budget Highlights
The Proposed FY 2025 General Fund Operating Budget of $84.5 million is lower than the FY 2024 Amended Budget, which includes a $12 million payment for creating the Pension Section 115 Trust. In FY 2025, through the branding effort the City will engage the community in developing an identity for Newark. Staffing levels have been increased in FY 2025 compared to FY 2024 to add a Housing Policies and Programs Manager and Assistant Planner to support various Community Development project priorities such as implementation of the Affordable Housing Work Plan and the 2023-2301 Housing Element, economic development program development and implementation, particularly in the Old Town neighborhood, and review and updating of land use plans including NewPark Place Specific Plan and the Four Corners Area Plan. These positions will be filled through a variety of sources, including Housing Impact Fees, Community Development Maintenance Fees, offsets of reduced contractual services, and the general fund.

A Recreation Supervisor has also been added to the FY 2025 budget, funded in part by developerpaid Public Art fees to implement the City’s Public Art Master Plan. This new position will also expand the City’s human services with the anticipated opening of the City’s first community resource center in 2025, and address issues related to homelessness and other quality of life concerns.

FY 2026 Proposed Budget Highlights
The Proposed FY 2026 General Fund Operating Budget of $86.9 million reflects an increase of

2.9% over the FY 2025 Adopted Budget, which is largely driven by a projected inflationary increase. Agreements with the City’s three employee bargaining groups expire in FY 2025.

Negotiated increases to salaries or benefits could contribute to additional increases. Staffing levels remain flat compared to FY 2025 and may be updated based on additional needs or City Council priorities.

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In Closing
While there are continued unknowns and uncertainties ahead, as a result of geopolitical tensions and inflationary pressures, the 2024-2026 Biennial Budget and CIP offers the City Council, City staff and the community a sense of optimism as we look forward to FY 2025 and FY 2026. This biennial budget reflects the City’s commitment to balancing Council priorities, emerging community needs and organizational resilience while remaining focused on providing exceptional service to the Newark community through balanced conservative fiscal strategies.

Acknowledgments
The preparation of the 2024-2026 Biennial Budget and Capital Improvement Plan is the result of a team effort by City staff. Finance Department staff led an extraordinary effort that began 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 aligns with the City’s available resources.

We also want to acknowledge the efforts of the City’s 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.

David J. Benoun Lenka Hovorka Krysten Lee
City Manager Assistant City Manager Finance Director
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Public Officials & Leadership
City of Newark City Council
Michael K. Hannon
Mayor
Luis L. Freitas
Vice Mayor
Maria “Sucy” Collazo
Council Member
Matthew Jorgens
Council Member
Mike Bucci
Council Member
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Executive Leadership Team
David Benoun, City Manager
Lenka Hovorka, Assistant City Manager
Kristopher Kokotaylo, City Attorney
Krysten Lee, Finance Director
Jonathan Arguello, Police Chief
Steven Turner, Community Development Director
Cathreene Ingham-Watters, Human Resources Director
Ed Miranda, Information Technology Director
Nicholas Cuevas, Recreation & Community Services Director Soren Fajeau, Public Works Director
William McDonald, Fire Chief (Alameda County Fire Department)

Budget Preparation Team
Krysten Lee, Finance Director
Gloria del Rosario, Deputy Finance Director
Michelle Villanueva, Senior Accountant
Ivan Quon, Accountant
Roberto Garcia-Acosta, Accountant
Executive Team and Department Contributors
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Newark
Residents
City
Council
City
Commissions
Advisory
Committees
Information
Technology
City Manager’s
Office
Fitness &
General
Wellness
Recreation
Services
Silliman Center
Aquatics
Licensed
Childcare
Recreation &
Community
Services
Risk
Management
Employee
Relations
Human
Resources
Accounting &
Budget
Fiscal
Compliance
Animal &
Business
License Admin
Finance Public Works
Economic
Planning
Development
Community
Preservation
General Plan
Update
Community
Development
Field
Operations
Police Support
Services
Police
AP Purchasing
Building
Inspection
Engineering
Maintenance
Environmental
Services
City Manager Assistant City Manager
Senior
Services
Human
Services
City Attorney
Treasury & Debt
Admin
Emergency
Services
City Clerk
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City of Newark History and Community Profile
The City of Newark, California is a family-oriented community nestled along the southeast end of San Francisco Bay. It is located 35 miles south of San Francisco, 25 miles south of Oakland, and 20 miles north of San Jose. With a growing population of over 47,470 residents, the City of Newark offers a small town feel while sitting in the heart of bustling Silicon Valley. The City occupies an area of approximately fourteen square miles.

Past
The City’s roots are 150 years old. By California’s statehood in 1850, landings along the Bay in the vicinity of today’s City of Newark had already began to appear. In 1853, Mayhew’s Landing included warehouses for wheat, hay, and coal. This activity triggered interest in the surrounding area and by 1856 the Mayhew Ranch included 1,500 acres of farmland extending inland to present-day I-880. In the 1870s, a swamp reclamation project was started and an English capitalist bought an interest in the property. The land was eventually bought out by a Scotsman who named the City ‘Newark’, after the castle ‘Newark’ in Port Glasgow, Scotland.

Work started on a railroad through the townsite in 1875. The South Pacific Coast Railroad was not only completed from Dumbarton Point south all the way to Santa Cruz, but the town site was also moved to coincide with the curve on the railroad where the tracks turned south toward San Jose.

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Eventually, the railroad was extended north from Newark to Alameda, providing direct ferry service to San Francisco.

The completion of the railroad precipitated additional development in Newark. Hotels and stores were soon erected, along with some of the first manufacturing industries. These enterprises joined the production of salt, which had been underway in the Newark area since the 1850’s. Acquisitions and mergers of salt production companies throughout the Bay Area ultimately resulted in the formation of today’s Cargill Salt.

Through the years, residents in Newark have retained a strong sense of independence and community. In 1953, a group representing the chambers of commerce of Centerville, Irvington, Mission San Jose, Niles, Warm Springs, and Newark commissioned a study to incorporate all six communities into one City. However, the Newark Chamber of Commerce began its own movement toward incorporation of just Newark. In September 1955, this effort paid off with the incorporation of Newark as the first new city in Alameda County in 47 years and defeating the effort to incorporate Newark as part of the Fremont metropolis.

Present
Newark has evolved throughout the years from its days enriched in agriculture, manufacturing, and railroad to today’s expansion of high-tech, bio-tech, advanced manufacturing, and the health sciences. Newark represents a diverse, bustling economy at the gateway to some of the world’s affluent markets. Small town values remain, but lower housing and development costs, close proximity to skilled workforce and universities, and a regionally strategic location make Newark a prime site for growth.

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The City is a general law city and operates under the Council-Manager form of government. Under this form of government, policy-making and legislative authority are vested in a five-member elected City Council consisting of the Mayor and four Council Members. The Mayor and City Council have responsibility for passing ordinances, adopting and amending the operating and capital budgets, appointing various committee members, and hiring both the City Manager and City Attorney. The City Manager is responsible for carrying out the policies and ordinances established by the City Council, for overseeing the day-to-day operations of the City, and for appointing the various department heads.

The City provides a full range of municipal services to its community. These include public safety; construction and maintenance of streets, parks, storm drains, and other infrastructure; recreational activities and human services; environmental protection; planning, zoning, and other community, and economic development activities; emergency preparedness; code enforcement; and administrative services such as human resources, information technology, and finance. Fire protection services are contracted from the Alameda County Fire Department.

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Population Overview

TOTAL POPULATION
47,470 .7%
vs. 2021

GROWTH RANK
321 out of 497
Municipalities in California

DAYTIME POPULATION
45,871
Daytime population represents the effect of persons coming into or leaving a community for work, entertainment, shopping, etc. during the typical workday. An increased daytime population puts greater demand on host community services which directly impacts operational costs. * Data Source: American Community Survey 5-year estimates

POPULATION BY AGE GROUP
Aging affects the needs and lifestyle choices of residents. Municipalities must adjust and plan services accordingly. * Data Source: American Community Survey 5-year estimates * Data Source: U.S. Census Bureau American Community Survey 5-year Data and the 2020, 2010, 2000, and 1990 Decennial Censuses 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2…

37.5k
40k

42.5k
45k

47.5k
50k
<5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85 Packet Page 121212121212 413
Household Analysis

TOTAL HOUSEHOLDS
14,805 Municipalities must consider the dynamics of household types to plan for and provide services effectively.

Household type also has a general correlation to income levels which affect the municipal tax base. * Data Source: American Community Survey 5-year estimates 29%
higher than state average
Family Households
63%
26%
higher than state average
Married Couples
63%
49%
lower than state average
Singles
12%
49%
lower than state average
Senior Living Alone
7%
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Economic Analysis
Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living.

HOUSEHOLD INCOME
Above $200,000
37%
107%
higher than state average
Median Income
159,465
74%
higher than state average
Below $25,000
5%
66%
lower than state average
* Data Source: American Community Survey 5-year estimates Over $200,000
$150,000 to $200,000
$125,000 to $150,000
$100,000 to $125,000
$75,000 to $100,000
$50,000 to $75,000
$25,000 to $50,000
Below $25,000
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Housing Overview
2022 MEDIAN HOME VALUE
$1,034,900
* Data Source: 2022 US Census Bureau (http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.

HOME VALUE DISTRIBUTION
* Data Source: 2022 US Census Bureau (http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.

HOME OWNERS VS RENTERS
Newark
31%
Rent
70%
Own
State Avg.
44%
Rent
56%
Own
* Data Source: 2022 US Census Bureau
(http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.
2009
2010
2011
20122013
2014
2015
2016
2017
2018
2019
2020
2021
2022
400k
600k
800k
1,000k
1,200k
> $1,000,000
$750,000 to $999,999
$500,000 to $749,999
$400,000 to $499,999
$300,000 to $399,999
$250,000 to $299,999
$200,000 to $249,999
$150,000 to $199,999
$100,000 to $149,999
$50,000 to $99,999
< $49,999
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Mission Statement & Core Values
It is our mission to serve and partner with our community to continually enhance the quality of life of everyone in Newark.

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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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 residents 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, Committee Members, staff 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 others to build alliances and common understanding.

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Values
We, the employees of the City of Newark, take PRIDE in our service to our community. In the daily course of our work, we value:

Personal Service. Our success and relationships are built upon a foundation of trust and transparency. We conduct ourselves with the highest degree of ethics, integrity, accountability, and professionalism, to ensure we are championing exemplary service to each other and to the community we serve.

Resourcefulness. We actively manage our resources in the most efficient and responsible way possible. We take initiative and build dynamic teams. We train, adapt, and persist to overcome challenges and optimize value and benefit for our community.

Innovation. We are committed to evolving for the future. We generate and execute new ideas to maximize progress for our community and organization. We leverage and invest in technology and other tools to cultivate an environment that inspires imagination, creative problem-solving and forward – thinking.

Diversity. Diversity is vital to our success. We ensure accessibility and a welcoming environment for everyone. We foster equity, inclusion and belonging by honoring our differences, nurturing sensitivity, and creating opportunities so everyone can contribute in meaningful ways.

Engagement. We promote a culture of wellbeing, empowerment, appreciation, and recognition. We practice impactful communication and collaborate to foster teamwork that nurtures lasting connections within our organization and community.

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

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Fund Structure & Descriptions
Fund Structure & Descriptions
The basic accounting and reporting entity for the City of Newark is a fund. A fund is a separate accounting entity with a self-balancing set of accounts that comprise of assets, liabilities, fund equity, revenues, and expenditures. Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. The City of Newark will annually review its fund structure, to consider whether the goals of general-purpose financial reporting could be achieved by combining similar funds into a single fund for financial reporting purposes. The funds shown below have not been combined.

Funds used in government are classified into three broad categories: Governmental, Proprietary, and Fiduciary.

GOVERNMENTAL FUNDS
Governmental funds include activities usually associated with a typical state or local government's operations (public safety and general government activities).

General Fund
The General Fund is the general operating fund of the City. The major revenue sources for this Fund are property taxes, sales taxes, or other receipts not allocated by law or some other contractual agreement to other funds accounted for in the General Fund. Expenditures of this fund include the general operating expenses traditionally associated with governments such as City Council, City Administration, Police, Fire, Recreation and Economic Development.

Special Revenue Funds
Each of these funds account for revenues that are restricted as to use. Each Fund Summary in the Fund Summary section of the budget outlines in detail what the Fund's revenues and expenditures include.

Capital Project Funds
Capital Project Funds are used for the acquisition, construction, and improvements to major capital facilities and new fleet and technology. These include improvements to land, buildings and infrastructure. These funds account for financial resources that are restricted or assigned to expenditures for capital outlays. Landscape and Lighting District (L&L) funds are not included as Packet Page 202020202020 421
part of the budget and are processed separately through a budget amendment resulting in resolutions for the City Council’s approval.

Debt Service Funds

Debt Service Funds are used to account for the payment of long-term debt on City obligations.

PROPRIETARY FUNDS
Proprietary funds are used in governments to account for activities that involve business-like services often found in the private sector to impose fees or charges upon those who use their services. Proprietary funds are also used to charge the internal departments of the City for costs of shared expenditures.

Internal Service Funds
These funds include services provided to internal users and function as cost-reimbursement.

Internal Service Funds account for operational support activities, such as building maintenance, for the purpose of recovering the cost from the user, and for the user to identify its full cost of operations. The ISF activities include Office Support, Self-Insurance (Worker’s Compensation and Public Liability), Maintenance (Equipment and Building), and Technology, Equipment and Fleet Replacement.

FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held by the City acting in a fiduciary capacity as a trustee or agent for individuals, private organizations, or other governmental units. Such funds are operated to carry out the specific actions of trust agreements, ordinances, and other governing regulations. Area Improvement District (AID) funds are not included as part of the budget and are processed separately through a budget amendment resulting in resolutions for the City Council’s approval.

Major Funds
• General Fund (110) - The General Fund is the general operating fund of the City. The major revenue sources for this Fund are property taxes, sales taxes, or other receipts not allocated by law or some other contractual agreement to other funds are accounted for in the General Fund. Expenditures of this fund include the general operating expenses traditionally associated with governments such as City Council, City Administration, Police, Fire, Library and Economic Development.

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General Fund Cost Centers: 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. A contribution from the General Fund to the Cost Center covers the balance where fees and charges are not sufficient. In other cases, some of the activities in the fund are deemed by the City Council to be of public benefit, and therefore, receives a carefully considered contribution.
o Development Cost Center (120) – 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. o Recreation Cost Center (130) – 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 the cost of providing the services. Some General Fund contribution is required due to market constraints in pricing services. The specific activities in this fund include General Recreation Services, Youth/Adult Sports, Fitness and Wellness, George M. Silliman Community Activity Center – Family Aquatic Center, General Community and Human Services, Youth and Teens, Licensed Childcare, and Seniors Activity. o Maintenance Cost Center (140) – The 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 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 General Fund Operating Sub-funds are reported below:
o Paramedic Tax Fund (111) – Funds are used to support the Fire Department Paramedic Program. This voter-approved property tax is used to pay for training, supplies and certain personnel costs associated with the program. o Transaction and Use Tax Fund (TUT 112) – Measure GG funds which are used to account for the City’s one-half percent add-on transaction and use tax. o Utility Users’ Tax (UUT 115) – Fund is used to account for the City’s revenues and expenditures incurred according to the Utility Users’ Tax Ordinance of the City of Newark.

General Fund Reserves
o General Fund Emergency Reserve (101) – Funds used for unexpected expenses such as legal liability or costs associated with an unexpected disaster.

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o Economic Uncertainty Reserve (102) – Funds used to reduce the organizational impact of a short-term revenue loss.
o Pension/Other Post Employment Benefit (OPEB) Reserve (103) – Funds used to pay down the pension liability or OPEB costs.
o Equipment Replacement Reserve (104) – Funds used for the replacement of vehicles, large equipment, IT, and other department items. • Special Revenue
o American Rescue Plan Act (382) – The American Rescue Plan Act Fund reports Federal funds received in response to the COVID-19 pandemic. o Public Safety Impact Fees (620) – The Public Safety Impact Fees Fund accounts for fees which provide funding for additional or improved police and fire facilities whose need is generated by new development within the City. o Community Service Impact Fees (621) – The Community Service Impact Fees Fund accounts for fees which provide funding for additional or improved governmental, social, and cultural facilities and are generated by new development within the City.
o Traffic Impact Fees (622) – The Traffic Impact Fees Fund accounts for fees which provide funding for additional traffic signals or improved traffic operations. o Housing Impact Fees (623) – The Housing Impact Fees Fund is comprised of fees adopted by the City Council that are used solely to increase and preserve the supply of housing affordable to households of very low, low, and moderate incomes.
o Development Maintenance Fees (625) – The Development Maintenance Fee Fund accounts for fees which provide funding to update and implement the Newark General Plan and zoning ordinance.
o Park Impact Fees (624) – The Park Impact Fees Fund accounts for fees which provide funding for park land and new improvements.
o Measure B – 1986 ACTIA (280) – The Measure B-1986 ACTIA Special Revenue Fund accounts for funds previously received by the Alameda County Transportation Authority as part of a 1986 sales tax measure passed by the voters of Alameda County to finance various transportation improvements. However, the measure expired in 2002, and the City no longer receives sales tax revenues related to the measure.
• Capital Projects
o Art in Public Places (626) – Accounts for funds collected from developers to be used for the procurement and enhancement of public art.

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o Capital Project Fund (610) – Capital Project Funds are used for the acquisition, construction, and improvements to major capital facilities. These include improvements to land, buildings and infrastructure.
• Debt Service
o Civic Center COP 2019 (503) – Accounts for funds reserved for the debt financing of the City’s new Civic Center.

Non-Major Funds
• Special Revenue
o Paramedic Tax (111)
o Gas Tax (201)
o RMRA SB1 (202)
o State Construction Maintenance Funds (210, 211, 212, 213) o Community Development Act – HCD (214)
o Measure D Recycling (215)
o Waste Management Augmentation (216)
o Hazardous Materials Program (217)
o Recycle AB 939 (218)
o Police Grants (230, 231, 232, 233, 235, 236)
o Auto Break-in Prevention - AB74 (234)
o Alameda County Fire Fees (240)
o State Senate Bills Fund (260, 261, 262)
o Measure B – 1986 ACTIA (280)
o Measure B – ACTC (281, 282, 283)
o Measure BB – ACTC(284, 285, 286)
o Measure F (VRF) – ACTC (287)
o ACTC Discretionary Fund (288)
o State Construction Maintenance Funds (210, 211, 212, 213) • Capital Projects
o Landscape and Lighting Districts (401, 402, 404, 405, 406, 407, 408, 409, 411, 413, 415, 416, 417, 418, 419)
o Miscellaneous State Grants (492)
o PEG Fees (611)
• Internal Service Funds
o Equipment & Fleet Replacement (701)
o Technology Equipment Replacement (702)
o Equipment Maintenance (703)
o Building Maintenance (704)
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o Office Support (705)
o Public Liability Self Insurance (706)
o Workers’ Compensation (707)
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Budget Structure
The City maintains a chart of accounts and uses this structure to maintain accountability over the assets and resources for which it has control. The following is the budget structure for the City of Newark: Funds – Organizational Units – Programs – Account Classifications Funds
An accounting-related entity which exists to control and account for funds from various sources.

All expenditures and revenues are classified into one of three types of funds.

Organizational Units
Departments and Divisions together is the organization unit responsible for a particular service.

All funds have organizational units. These are some sample organizational units in the General Fund.

Programs
A category of services or administrative function provided by the organizational units. All organizational units have programs/activities. These are some sample programs/activities within the organizational unit.

Account Classifications
A category of cost designed to provide detail on the types of commodities, materials, supplies, or services purchased by the local government and the provision of services. All activities have account codes, also known as line items. These are the three categories of account codes common to all organizational units.

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Account Code Descriptions
The following Account Code descriptions are commonly referred to as expenditure codes. 5100 Regular Employees represent the personnel cost for services provided by full‐time and regular part‐time employees. Full‐time employees have a weekly average regular work schedule of 40 hours. Regular part‐time employees have a weekly average regular work schedule of 20‐35 hours.
5120 Personnel costs of services provided by temporary employees. 5140 Overtime represents the cost for services provided by employees for hours worked in excess of regularly scheduled hours (for FT over 40 hours) to meet service level needs. 6100 Materials and Supplies represent the cost for tangible goods and commodities 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 associations, traveling to and participation in workshops, seminars, and conferences provided by these associations, and in‐house training programs. Examples of some activities under this category include disaster preparedness training and exercises, advanced training in computer software use, and technical workshops that introduce new legislative reporting requirements.
6800 Internal Service Charges represent allocation of costs incurred by the Internal Service Fund (ISF) activities to provide services to other City departments. The ISF activities include Office Support, Self‐Insurance (Workers’ Compensation and Public Liability), Maintenance (Equipment, Building), and Technology, Equipment, and Fleet Replacement.

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7000 Debt Service represents principal and interest payments on long‐term debt for the Civic Center. This also includes capital lease payments for the acquisition of a fire pumper, street sweeper, and radio communications system.
8000 Capital Outlay represents the cost of major and significant acquisitions 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 renovation that extends the building’s economic life and expands its functional use.

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Basis of Budgeting
The City’s Budget is prepared in conformity with generally accepted accounting principles (GAAP), with the exception of the 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.

Budget Purpose
The City has made a strong commitment to closely tie specific short- and long-term goals directly to the budget and views the budget planning process as the primary tool used in identifying the most important things to accomplish. 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 conducive to setting meaningful objectives with realistic timeframes for completing them, allows departments to plan for the funding of worthwhile activities or projects and ensures that the funding is available for multi-year objectives and operating activities. A multi-year approach 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.

Basis of Budgeting and Accounting
The Operating Budget and Capital Improvement Plan (CIP) is organized and operated on a fund basis. The operating budget represents services and functions provided by the City in alignment with the resources allocated during the fiscal year. The Capital Improvement Plan is funded and defined by its approved projects, with the remaining unexpended budget for ongoing or incomplete capital projects carried forward into the following fiscal year consistent with City Council approval by resolution.

Governmental Funds consisting of the General Fund, Special Revenue Funds, Debt Service Fund, and Capital Funds, are budgeted using the modified accrual basis of accounting, consistent with the City’s financial statements, which recognizes revenues when received, unless subject to accrual. Revenues are accrued when they are measurable and available to finance City 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. Revenues from grants and donations are recognized in the fiscal year in which all eligibility requirements have been Packet Page 292929292929 430
satisfied. 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 principal and interest on a long-term lease.

Proprietary Funds include the Internal Service Funds and are budgeted using the full accrual basis of accounting, consistent with the City’s audited financial statements, whereby revenue budget projections are developed recognizing revenues expected to be earned during the period and expenditures for expenses anticipated to be incurred in the fiscal year.

The City’s Operating 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.

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Budget Timeline
The City of Newark adopts a biennial Operating and Capital Improvement Plan (CIP) Budget, including a Five-Year Forecast. The budgets are adopted in the even fiscal years (FY 2024, FY2026, etc.). The City’s budget is developed in the context of a comprehensive five-year financial plan and is built upon the City Council’s priorities providing a framework to deliver high quality programs and services to the Newark community.

Two-Year Budget Cycle: The City starts the budget development process early, in October and November preceding the start of a new fiscal cycle. Initial analysis of budget numbers includes meetings with key subject matter experts including sales and property tax consultants. In January, a dialogue starts with the various departments, followed by proposed baseline budgets to the Finance Department. In March, a public work session is held on the budget, with input solicited and questions answered. A proposed budget document is then presented to the City Council in May. The budget must be approved by the City Council by July 1 Packet Page 31313131 432
A general overview of the Capital Improvement Plan was presented to the City Council on January 25, 2024, and a budget work session focusing on the operating budget was held on March 14, 2024. The related Capital Improvement Plan and second budget work meeting was held on May 23, 2024. The City Council adopted the 2024-2026 Biennial Budget on June 13, 2024. The work sessions and council meetings provided the opportunity for City Council to discuss the budget as well as receive public comment.

BUDGET PROCESS
The budget process consists of activities encompassing the development, implementation, and evaluation of a plan to provide services and capital assets.

Several essential features characterize a good budget process:
• Incorporates a long-term perspective,
• Establishes linkages to broad organizational goals,
• Focuses budget decisions on results and outcomes,
• Involves and promotes effective communication with stakeholders, and • Provides incentives to government management and employees.

The mission of the budget process is to help decision-makers make informed choices about the provision of services and capital assets and promote stakeholder participation in the process. The term “stakeholder” refers to anyone affected by or who has a stake in government. The budget process consists of several broad principles that stem from the definition and mission described above. These principles encompass many functions that cut across a governmental organization.

They reflect the fact that the development of a budget is a political and managerial process that also has financial and technical dimensions.

Principles of the Budget Process

1. Establish Broad Goals to Guide Government Decision Making • A government should have broad goals that provide overall direction for the government and serve as a basis for decision-making.

2. Develop Approaches to Achieve Goals
• A government should have specific policies, plans, programs, and management strategies to define how it will achieve its long-term goals.

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3. Develop a Budget Consistent with Approaches to Achieve Goals • A financial plan and budget that moves toward the achievement of goals within the constraints of available resources should be prepared and adopted.

4. Evaluate Performance and Make Adjustments
• Program and financial performance should be continually evaluated, and adjustments made to encourage progress toward achieving goals.

The City of Newark operates on a fiscal year basis, starting July 1 and ending June 30, and budgets are on a biennial (two-year) basis. The budget is prepared by the Finance Department in collaboration with all the departments under the supervision of the City Manager.

The City follows these procedures in establishing the budgetary data:
• The City Manager submits to the City Council a proposed Biennial Budget and Capital Improvement Plan for the two fiscal years commencing the following July 1, which includes proposed expenditures and the means of financing them. • The budget is adopted by City Council resolution prior to July 1 of even-numbered years. • The City Council must approve all budget adjustments and transfers between funds by resolution during the fiscal year.
• The City Manager is authorized to transfer any unencumbered appropriations within a department within the same funds.
• Formal budgetary integration, including recording encumbrances, is for management control purposes during the fiscal year in all budgeted funds. Under encumbrance accounting, purchase orders, contracts, and other commitments for the expenditure of monies are recorded to reserve that portion of the applicable appropriations. • Budgets are adopted for all funds except for Area Improvement District Funds (AID) and Landscape and Lighting District (LLD) Funds. The budget for these funds is processed separately through a budget adjustment and approved by resolution with City Council approval.
• Budgets are prepared in conformity with generally accepted accounting principles (GAAP) with the exception of the Area Improvement District Funds (AID) and the Landscape and Lighting District (LLD) Funds.

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PREPARATION AND REVIEW
The Finance Department is responsible for preparing revenue and expenditure estimates used to determine funding levels for new and existing services and programs. The preliminary estimates are prepared and reviewed with the City Manager and Department Directors in November/December. Finance staff will continue to use the most recent position list as a starting point for personnel expenditures in the new budget cycle. All vacant positions are budgeted at top-range/top-step, cafeteria plan contribution for employee plus 1 dependent, and PEPRA pension rates.

Any personnel increases or additions must be approved through the budget adjustment process as described later in this document. Current year estimates and long-range revenue and expenditure forecasts are incorporated into the Five-Year Forecast section of the budget document.

The non-personnel cost estimates for the current year are developed by using the budget adjustments submitted. Departments are responsible for completing non-personnel cost projections for the upcoming budget cycle. Where applicable, department staff will also prepare current year revenue estimates and projected revenue estimates for the biennial budget. Budget item descriptions justifying need should be entered for all line items.

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 fund to another.

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Financial Policies
Budgeting Policies
The FY 2025 and FY 2026 budget will be the thirteenth biennial budget for the City. This budget will be based on key principles that support the City’s strategy of fiscal sustainability. • The budget will be fiscally conservative and balanced, meaning that expected revenues and transfers are sufficient to cover planned spending. • 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.
• A modest Capital Improvement Program should continue to be implemented due to the limited capital reserves.

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 development activity information, including significant economic development trends and planned citywide development projects. Economic and financial information is also outlined, including national, state, and local economic forecasts, as well as specific revenue and expenditure projections for Packet Page 35353535 436
the City of Newark. These financial forecasts are five-year projections based on specific assumptions about future conditions 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.

Reserve Policies
• Emergency and Fiscal Uncertainty Reserves - The City will strive to maintain a minimum reserve target of 30% of final General Fund operating and debt service expenditures (excluding transfers) for fiscal stability, cash flow needs, contingencies, and strategic opportunities for the Emergency and Fiscal Uncertainty Reserves. These reserves are intended to help the City mitigate risks and respond to financial challenges during economic downturns, emergencies, or cyclical deficits when annual expenditures exceed revenues.
• Pension and Other Post Employment Benefits (OPEB) Reserve - The General Fund Pension and OPEB Reserve fund is maintained with surpluses from salary expenditures to provide for sufficient funding of pension and OPEB obligations. This reserve can only be used to pay pension or OPEB costs.
• Equipment Replacement Reserve – This reserve was established for the replacement of vehicles, maintenance equipment, and other department items and is funded through availability from the General Fund unallocated fund balance. • Capital Projects Reserve – This reserve was established to fund the Capital Improvement Plan and is funded through availability from the General Fund unallocated fund balance and unused allocation of projects.

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Gann Appropriation Limit
California voters approved Proposition 4, commonly known as the “Gann Limits” on November 6, 1979, establishing Article XIIIB of the State Constitution. This proposition mandates an appropriations (spending) limit on the amount of tax revenue that the State and most local government jurisdictions may appropriate within a fiscal year. The fundamental purpose of the Gann Limit is to keep real (inflation adjusted) per person government spending under 1978-79 levels.

The State election on June 5, 1990 resulted in the passage of Proposition 111, amending Article XIIIB of the California Constitution, the governing legislation for calculating the appropriations limit. The measure requires that a complex series of calculations be performed each year to compare appropriations to the 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.

The City used the change of City population along with the change in per capita personal income options to calculate the FY 2024 appropriation limit of $511.8 million. The City’s current fiscal year 2024 Annual Budget includes appropriations subject to the limit of $64.8 million. This is well below the City’s appropriation limit. Staff has no concerns regarding our ability to stay within the limit.

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Goals and Strategies
The City of Newark’s City Council reviews goals and strategies as part of the biennial budget process, to address current and long-term objectives. These goals are outlined below, along with action plans that City staff will be undertaking to accomplish them. These overarching goals are supported by the Department priorities which have been established for the current biennial budget cycle.

The Department priorities are in addition to the Key Objectives that departments focus on to provide services and support to the community, which can be found in the Department Summaries.

I. ENHANCING PUBLIC SAFETY - Provide a level of public safety services that will protect community members, property, and community assets based on community-oriented policing philosophy.

Action Plans:
• Utilize community engagement strategies to leverage our social media footprint to enhance community relations.
• Evaluate the technological needs of public safety services; utilize new and optimize existing technologies and data analysis to increase efficiency. • Explore opportunities to regionalize resources and participate in collaborative efforts with other agencies.
• Identify and evaluate resources to assist with the procurement of grant funding for public safety services.
• Proactively respond to evolving demands caused by changes in legal requirements or our diverse community.

II. CULTIVATING QUALITY OF LIFE – Provide programs, services, facilities, parks, and open spaces that make Newark a desirable, healthy, and environment-focused place to live.

Action Plans:
• Provide facilities and activities that allow all community members an opportunity to engage in cultural, recreational, wellness, and informative programs and services.

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• Work closely with local agencies and organizations to improve the delivery of recreation and community program services, ensuring a more impactful and effective outreach to our community.
• Promote climate protection strategies, water use efficiency, storm water protection, energy conservation, and innovative solid waste management practices.
• Monitor transportation conditions, including traffic congestion, bicycle and pedestrian mobility, and transit level of service.
• Provide clean, safe, inviting, and well-maintained streets and landscaped areas, facilities, parks, and open spaces for community use.
• Promote and implement city beautification measures as resources allow.

III. FURTHERING COMMUNITY DEVELOPMENT – Implement programs and make development decisions that maintain a vibrant and balanced community.

Action Plans:
• Ensure that the community has a coherent and long-term vision for the future through it General Plan, Specific Plans, and Master Plans. • Improve housing diversity, add community amenities, and enhance long-term revenue through new development consistent with Specific Plans and the General Plan.
• Represent and advocate for our community through partnerships with regional agencies, neighboring communities, and directly with property owners, businesses, and the Newark Chamber of Commerce.
• Support and develop the local business community to service business ecosystem opportunities.
• Promote investment and ensure the quality of life in existing residential and commercial neighborhoods.
• Strengthen community identity and City revenue by promoting a strong hotel identity and a varied and vibrant retail mix with attractive retail areas. • Promote the development of transportation options such as Dumbarton Transit alternatives, first and last-mile transit services, and bicycle and pedestrian improvements.
• Identify and evaluate resources to assist with the procurement and administration of grant funding.

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

Action Plans:
• Provide and maintain public facilities within our resources. • Take actions that promote and enhance long-term fiscal stability and independence.
• Evaluate technological and security needs of the organization for operational efficiency and safeguarding of City assets.
• Identify short and long-term space needs, and ensure facility needs for City departments are provided.
• Participate in regional and sub-regional collaborative efforts and foster interagency partnerships to meet the needs of the community. • Provide a safe and effective work environment that engages each employee to perform at an optimum level of service.
• Forster a workplace culture that prioritizes diversity, equity, inclusion, and belonging, and promotes an environment where every individual feels valued, respected, and empowered to contribute their unique perspectives and talents.

V. SUPPORTING EDUCATION – Support, encourage, and offer opportunities and programs that facilitate quality community education.

Action Plans:
• 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.
• Offer meaningful educational, intergeneration, all-abilities and cultural programs. • Encourage continued business community involvement in supporting education. • Collaborate with Ohlone College on future improvements of the Newark campus and explore opportunities for partnerships with the Community College District.

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Department Priorities
In addition to the goals and action plans, City Departments updated their priorities, which were presented to City Council in March 2024 to cover FY 2025 and FY 2026.

City Manager’s Office (City Manager, City Clerk, City Attorney, and Emergency Management):
• Update the citywide Comprehensive Emergency Management Plan and increase CERT participation.
• Administer the 11/5/2024 municipal election and coordinate with Alameda County Registrar of Voters.
• Initiate a Citywide branding and marketing effort.
• Develop communication priorities and increase community satisfaction with citywide communication.

Police Department:
• Increase focus on training of new officers.
• Deploy resources based on developing crime and traffic trends. • Be responsive to quality-of-life concerns such as inoperable vehicles and blight. • Implement the State grant to address auto and catalytic converter thefts. • Enhance community engagement through renewed partnerships, community events, and volunteers.
• Prioritize professional development and succession planning including mentorship and opportunities for future leaders.
• Ensure current practices are consistent with department through policies through compliance audits.

Alameda County Fire Services:
• Meet obligations in delivery of emergency response services. • Collaborate with the City’s Emergency Services Coordinator to provide community training programs.
• Review and support the City’s Comprehensive Emergency Management Plan.

Public Works - Engineering:
• Support residential and commercial construction projects. • Oversee construction of Central Avenue Railroad Overpass Project.

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• Complete Old Town Streetscape Improvement Project and Thornton Avenue Complete Street Projects.
• Implement traffic improvement and roadway safety projects. • Continue to pursue outside funding for transportation projects.

Public Works – Building Inspection:
• Support construction activity within the community.
• Educate community on Building Code updates.
• Implement software, programs, and processes to streamline development permitting and increase customer access and satisfaction with processes.

Public Works – Maintenance:
• Improve maintenance of parks, landscaping, streets, buildings, vehicles and equipment. • Increase the City’s Urban Forest and develop an Urban Master Plan. • Complete priority maintenance needs for buildings as identified in the Facilities Master Plan and Capital Improvement Plan.
• Increase project management support to complete landscape and building projects.

Public Works – Environmental Services:
• Complete a local Sea Level Rise Resiliency Assessment and Adaptation Plan in coordination with local and regional partners.
• Update the City’s Climate Action Plan with revised emission reduction targets and updated goals, policies, and strategies.
• Implement continued diversion of solid waste from landfills. • Implement the City’s Stormwater Program in accordance with permit requirements. • Monitor changes in State law and adapt.

Community Development - Planning:
• Implement goals, policies, and programs of specific plans for Old Town and Bayside Newark.
• Update the NewPark Place Specific Plan Mixed Use II area and Four Corners Area Plan. • Implement an Affordable Housing Work Plan and Housing Element Programs.

Community Development – Economic Development:
• Support the Chamber of Commerce and small businesses. • Attract new retail, biotech, and advanced manufacturing businesses. • Market the City of Newark to businesses and real estate brokers.

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• Develop a hotel marketing plan.

Community Development – Community Preservation:
• Partner with the community to maintain property standards. • Achieve compliance through outreach, education, and enforcement. • Promote health and safety by enforcing minimum housing and property maintenance standards.

Financial Services:
• Monitor revenues, expenditures, economic trends, and fiscal policies. • Develop the biennial budget and capital improvement plan and five-year forecast. • Provide leadership and support in grant compliance and financial reporting. • Establish maintenance reserves to address needs in the Facilities Master Plan.

Recreation and Community Services:
• Open the City’s first Resource Center.
• Establish partnerships to promote social services.
• Provide for community special events and recreation opportunities. • Offer scholarships to low-income residents to improve access to recreational and fitness activities.

Human Resources Department:
• Attract a talented workforce with innovative recruitment and onboarding programs. • Retain our talented employees with engaging professional and organizational development.
• Promote the City’s PRIDE values to build a thriving employee culture. • Champion employee safety and wellness and utilize risk management strategies to protect the City’s resources.

Information Technology Department:
• Implement the Technology Master Plan and Broadband Master Plan. • Support Departmental Initiatives by integrating technology solutions. • Encourage innovation and foster continuous improvement through emerging technologies and best practices.
• Enhance cybersecurity and implement proactive measures to safeguard City data against cyber threats.

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Budgetary Challenges
There are several challenges that have been factored in the next two fiscal years’ budgets. These challenges, highlighted below, are carefully balanced with fiscal sustainability and economic conditions. Concerns from the last budget cycle, which continue into this budget cycle, include housing shortages (which in turn that affects the labor market), labor shortages, pension costs, and geopolitical tensions. While the financial effects of the COVID19 pandemic have improved significantly over the last year, new challenges arise such as sustained inflation potentially affecting sales tax, increasing costs to provide services to the community, aging infrastructure, and cybersecurity.

Fiscal Challenges:

1. Inflation – In January 2024, the consumer price index was up 3.1% year-over-year, still higher than the Federal Reserve’s preferred rate of 2%. Over the last 18 months, predictions regarding the future of the U.S. economy have varied, but many experts believe inflation will continue and that the Federal Reserve won’t cut interest rates until closer to the end of the calendar year. Interest rate sensitive sectors include construction, real estate, and manufacturing.

Increased costs impact the City’s ability to provide services to the community. Costs for utilities, contractual work, consultant fees, and public liability insurance have seen steeper increases in costs compared to previous years. While the City has factored in a CPI increase of 3% for the upcoming FY 2025 and FY 2026 cycles, some line items are expected to increase well above this percent.

2. Infrastructure Maintenance and Capital Investment – The preservation of the City’s infrastructure continues to be a high priority and is funded through multiple resources.

In addition to the Maintenance Cost Center, which is included in the General Fund, the Equipment and Building Maintenance Internal Service Funds support the upkeep costs of various assets and capital infrastructures. To support the City’s priority in maintaining its aging infrastructure and assets, staff will be recommending the establishment of a Maintenance Reserve Fund.

A Facilities Master Plan is currently being prepared to assess and project the maintenance and replacement needs of current and future assets. This plan will be used in updating the Five-Year Forecast to ensure budgetary spending is set aside to address facility needs.

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3. Pension Liabilities - Like most California Cities, the cost of retirement benefits continues to be significant for the City. The unfunded liability from the latest California Public Employees’ Retirement System (CalPERS) valuation report, was estimated to be $109,719,460, a 61% increase from FY 2015.

To address the growing liability, the City has taken several actions which included costsharing with employees, selecting a fresh-start option provided by CalPERS to shorten the unfunded accrued liability (UAL), establishing the Pension and Other Post Employment Benefits (OPEB) reserve fund in FY 2017, prepaying the UAL to recognize a discount, and making two additional discretionary payments (ADP) of $10 million for the Safety Plan and $5 million for the Miscellaneous Plan in FY 2021 and FY 2023, respectively.

In FY 2021, the CalPERS 21.3% investment return triggered the CalPERS funding risk mitigation policy which reduced the discount rate from 7.0% to 6.8%. Lowering the discount rate essentially increased the present value of future pension liability. By lowering the discount rate, CalPERS aims to reflect a more conservative estimate of future investment returns, which in turn helps to better align pension assets with liability.

Investment returns fluctuate, and the CalPERS investment rate for FY 2022 was a negative

7.5%, followed by a positive 5.8% return in FY 2023. During the March 2024 CalPERS Board of Administration mid-cycle review, it was decided that there will be no actuarial assumption changes and no changes to the discount rate.

At the close of FY 2023, the Pension and OPEB Reserve Fund had a balance of $12.4 million. Transfers from general fund salary savings and unallocated fund balance continue to fund this reserve. Staff has also presented to City Council to utilize $12 million of the balance to fund a Section 115 trust and/or another ADP to further paydown the UAL.

Shortly after the California Public Employee’s Pension Reform Act (PEPRA) took effect in January 2013, there were only a handful of employees under PEPRA compared to the number of PERS Classic employees. Eleven years later, the City’s workforce has tipped to being over 50% comprised of PEPRA employees. Because PEPRA’s new benefits formulas apply only to employees hired after January 2013, there won’t be material short-term savings, but there will be savings in the long run as new employees are hired and ultimately retire.

4. Cybersecurity (Technology Master Plan) - As many cities have been plagued with cybersecurity breeches, the City has taken action to prevent cybersecurity threats with increased training and monitoring. To date, these actions have proven effective but will need to continue as cybersecurity threats evolve and become more sophisticated and prevalent. A new Technology Replacement Internal Service Fund was created in FY 2025 Packet Page 46464646 447
to capture ongoing costs not just for asset replacement and software needs, but to also include cybersecurity costs to safeguard the City.

5. Workforce Hiring Challenges – Like many other cities, recruitment for vacant positions presents a challenge in today’s environment. An aging workforce and the pandemic fallout has resulted in many employees heading towards retirement in greater numbers.

Labor challenges and competition for talent creates vacancies which often can go unfilled for several months. These vacancies can negatively impact the City’s ability to carry out core services to the community and hinder projects from being completed timely. To address this issue, an adequate budget was added for recruitment efforts.

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Economic and Financial Forecast
Introduction
As Newark navigates through an ever-evolving economic landscape, understanding key economic indicators is essential for informed decision-making and strategic planning. Amidst this backdrop, it is imperative to examine fundamental economic indicators not only within Newark but also across the surrounding San Francisco-Oakland-Hayward area. By delving into metrics such as the Consumer Price Index (CPI), household income, housing prices and unemployment rates, this report seeks to provide a holistic view of the economic environment, laying the groundwork for the City's financial projections and initiatives.

Summary
The City of Newark, with its notable housing costs, median income figures, and low unemployment rate, remains resilient. Recent U.S. Census data underscores Newark's economic prowess, with median household incomes surpassing state and national averages. Despite facing challenges such as housing affordability concerns, Newark remains an attractive destination within the competitive Bay Area real estate landscape.

Moreover, Newark exhibits commendable economic resilience, consistently maintaining lower unemployment rates compared to broader regional and state counterparts. This trend, observed over the past few years, highlights Newark's stable local economy and labor market, positioning it favorably amidst economic fluctuations.

Looking ahead, the Economic and Financial Forecast presents an optimistic outlook for Newark's financial trajectory, with revenue and expenditure estimates developed using trend analysis forecasting and insights into known development growth and economic trends. Significant revenue sources, such as Property Tax and Sales Tax, are projected to exhibit steady growth, ensuring continued funding for essential services and infrastructure development within the City.

Furthermore, initiatives like Measure GG, a one-half percent sales tax increase, provide additional revenue streams, supporting the City's capital improvement endeavors, including the construction of a new Civic Center in 2021. Despite initial setbacks due to the pandemic, Measure GG revenue forecasts indicate a gradual increase over the next several years, contributing to the City's financial stability.

In conclusion, Newark's economic outlook remains optimistic, sustained by steadily increasing revenue projections, low unemployment rates, and a stable housing stock. While challenges persist, proactive measures and strategic planning are poised to navigate the City towards continued resilience in the face of evolving economic landscapes.

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Economic Indicators
In February 2024, the Consumer Price Index (CPI) for the San Francisco-Oakland-Hayward area showed a 1.5% increase over the preceding two months and a 2.4% increase from the previous year. This rise in prices was primarily driven by higher costs for shelter. Over the 12-month period, food prices increased by 2.4%, while energy prices surged by 4.7%, mainly due to a rise in electricity prices. Excluding food and energy, the index for all items advanced by 2.2% over the year. These figures, provided by the U.S. Bureau of Labor Statistics, indicate an upward trend in consumer prices within the San Francisco-Oakland-Hayward area, which may impact various aspects of the local economy, including household budgets and purchasing power.

Looking ahead, forecasts for the next three to five years suggest a continued upward trend in the CPI for the San Francisco-Oakland-Hayward area. Economic indicators anticipate ongoing pressures on housing affordability, coupled with persistent demand for goods and services as the region continues to recover from the effects of the pandemic. Additionally, factors such as wage growth, employment trends, and monetary policy decisions will likely influence CPI movements in the coming years. Amidst these dynamics, policymakers and stakeholders will need to navigate strategies to manage inflationary pressures and promote economic stability within the region.

The City of Newark presents a compelling economic landscape characterized by robust household incomes and substantial homeownership rates, as evidenced by recent U.S. Census data (Census).

With a population estimated at 47,528 as of July 2023, Newark's high median household income of $159,465 compared to Alameda County of $122,488, surpassing both state and national averages. This healthy income level is further underscored by a per capita income of $62,417 over the past 12 months. Despite a relatively low poverty rate of 4%, housing affordability remains a pertinent issue, reflective of the region's desirability.

Owner-occupied housing units constitute a significant portion of Newark's housing market, with a rate of 69.5%. However, the median value of owner-occupied housing units stands at a substantial $1,034,900, compared to Alameda County at $999,200 reflecting the City's position within the competitive Bay Area real estate market.

Over the past couple of years, Newark has consistently maintained a lower unemployment rate compared to both Alameda County and the State of California as a whole. In January 2024, while California's unemployment rate stood at 5.3% and Alameda County's rate was at 5%, Newark reported a notably lower rate of 4.2%. This trend continued through February and March 2024, with Newark's unemployment rate consistently below both the county and state averages. This pattern persisted throughout the year, highlighting Newark's relative economic resilience compared to its broader regional and State counterparts. Despite fluctuations in the unemployment rate over time, Newark consistently maintained a favorable position, suggesting a relatively stable local economy and labor market.

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Source: Bureau of Labor Statistics
The remainder of the Economic and Financial Forecast details the assumptions used in developing revenue and expenditure estimates for the City over the next five years. These estimates are used by City staff in planning the current and future year operating and capital project budgets. The projections were developed using trend analysis forecasting combined with information 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 consideration when developing these projections. Below are explanations of significant revenue sources for the City.

Property Tax and Property Tax in Lieu of Vehicle License Fee (VLF) In 2023, Newark's property tax revenue surged to $22.1 million, marking a notable 10.6% increase from the previous year's total of $20 million. Looking forward, revenue estimates for the next several years indicate a consistent upward trajectory. By 2024, property tax revenue is projected to further rise to $23.3 million, representing a 5.6% increase from the preceding year. Subsequent years continue this growth trend, with estimated revenues reaching $25.5 million in 2025, $26.6 million in 2026, $27.8 million in 2027, $28.9 million in 2028, and $30.2 million in 2029. These projections underscore a steady and robust increase in property tax revenue, affirming Newark's financial stability. Such growth ensures sustained funding for essential services and ongoing infrastructure development initiatives within the City.

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In 2023, Newark's Vehicle License Fee (VLF) revenue amounted to $6.5 million, indicating a steady

10.4% increase from the previous year's total of $5.9 million. Projections for the subsequent years highlight a continued upward trend in VLF revenue. By 2024, revenue from VLF is forecast to reach $7.2 million, reflecting a 10.7% increase from the preceding year. This growth trajectory persists with estimated revenues of $7.5 million in 2025, $7.8 million in 2026, $8.2 million in 2027, $8.5 million in 2028 and $8.9 in 2029. The upward trajectory in VLF revenue underscores Newark's financial resilience and ability to adapt to changing economic conditions. These increasing revenues contribute to the City's capacity to maintain vital services and invest in critical infrastructure projects, ensuring sustained progress and prosperity for its residents.

Sales Tax (Bradley Burns)
“Retail spending in the U.S. rose 0.7% in March, marking the second consecutive month of growth and reflecting the strength of the consumer driven by a robust job market. Despite a slower pace compared to February, the increase surpassed economists' projections, with online sales and specialty stores experiencing solid growth, indicating continued strong consumer spending, which has remained resilient despite inflation and elevated interest rates.” Source: HdL April 2024 Packet Page 51515151 452
Sales Tax Forecast
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 Transportation; Building and Construction; Restaurants and Hotels; General Consumer Goods; Fuel Service and Stations; and Food and Drugs.

The following details statewide as well as local trends within the aforementioned industry categories.

Newark’s Sales Tax forecast reflects a mix of factors influencing revenue. Sales Tax accounts for approximately 11% of the total operating revenue, making it the second largest revenue source after property tax revenues.

Actuals for FY 2023 totaled $17.4 million, a result of misallocations within the business sector and one-time increases from large equipment purchases. However, the corrections of the misallocations is expected to decline in the coming years, with projections of $15.5 million for FY 2024, $15.9 million for FY 2025, $16.4 million for FY 2026, $16.8 for FY 2027, $17.3 million for FY 2028, and $17.7 million for FY 2029.

Autos & Transportation, which is estimated to decline 41.1% in FY 2024, is expected to stabilize and then gradually increase in the following years, indicating a positive trajectory for this industry segment. Similarly, Building & Construction is projected to see consistent growth, with incremental increases forecasted through FY 2029.

Business & Industry, despite a significant decline of 37.6% in FY 2024, is anticipated to rebound and show modest growth over the forecast period. The Food & Drugs sector is expected to Packet Page 52525252 453
experience minor fluctuations but overall maintain a positive trajectory with slight increases in revenue.

Fuel & Service Stations, General Consumer Goods, Restaurants & Hotels, and State & County Pools are all projected to demonstrate steady growth over the forecast period, albeit with varying rates of increase. However, it's essential to note that these projections are subject to economic conditions, consumer behavior, and other external factors that may influence sales tax revenue.

Overall, while the City faced challenges in FY 2023, the forecasted growth across multiple sectors indicates a promising outlook for Newark's sales tax revenue in the coming years, suggesting a gradual recovery and stabilization of economic activity.

The following provides highlights of activity within the major industry groups.

Business and Industry
In the state, after several years of growth, this sector experienced a 2.2% decline. Among the sector's 21 segments, only six saw positive growth. Fulfillment centers, which contribute 31% of total revenues, remained relatively stable as e-commerce continued to fulfill orders from warehouses in California. The most significant increase was observed in the energy/utilities $0 $1 $2 $3 $4 $5 $6 $7
Autos & Transportation
Building & Construction
Business & Industry
Food & Drugs
Fuel & Service Stations
General Consumer Goods
Restaurants & Hotels
Newark Sales Tax by Business Types
FY2023 Actuals and Two Year Projections
2024-25 Projection 2023-24 Projection 2022-23 Actuals
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segment, driven by regional energy and solar projects. However, the medical/biotech sector contracted due to decreased demand for equipment and supplies. Both heavy and light industries faced challenges related to inventory, pricing, and demand, while sales in business-to-business and office equipment-IT slowed down. Considering the factors affecting these sectors, HdL forecasts limited growth for the current year, followed by gradual expansion in subsequent years.

In Newark, the Business & Industry sales tax category for FY 2023 experienced a significant spike, reaching $5.65 million marking a notable increase from the previous year. This surge can be attributed to a few one-time large expenditures, such as equipment purchases and capital investment, and misallocations from businesses. The future projections reflect an adjustment in both business purchases and reallocations of funds over the next five years.

Looking ahead to the forecast for the years 2024 through 2029, steady growth is anticipated, albeit at a more moderate pace compared to the sharp increase observed in FY 2023. The forecast predicts a gradual but consistent rise in sales tax revenue within the Business & Industry category.

This growth trajectory reflects the ongoing stabilization of economic conditions and the continued adaptation of businesses to changing market dynamics. While the rate of growth may taper slightly in the later years of the forecast period, overall stability and positive momentum are expected to characterize the Business & Industry sector's contribution to tax revenues in the City.

Autos and Transportation
Throughout the state the pricing of new vehicles, especially in the electric and luxury sectors, is changing due to inflation. As dealership inventories stabilize, manufacturers are offering more incentives, leading to lower prices and affecting tax revenues. Dealerships face more competition and high lending rates, making buyers cautious. Credit conditions are tightening, slowing down market activity. While sales dropped by 3.6% in FY 2024, they're expected to rise by 2.0% in FY 2025, indicating a potential recovery. Projections suggest a gradual return to market stability, with a modest recovery expected later in 2024 due to lower financing rates.

The notable surge in sales tax within the Autos & Transportation sector during FY 2023, with actuals reaching $5.8 million, was primarily attributed to a misallocation of sales tax from certain auto-related businesses. However, this misallocation has been identified and corrected, leading to adjustments in the future projections for this sector. The adjusted forecast for FY 2024 is $3.42 million, and for FY 2025, it is $3.29 million. While the current projections reflect these corrections, it's important to note that further adjustments may be necessary as the City continues to refine their understanding of the sector's dynamics and tax allocation processes.

Building and Construction
The Building and Construction sector experienced mixed trends throughout the State, with a notable increase in demand for storm-damaged roofing repairs driving growth. Material suppliers Packet Page 54545454 455
and roofing contractors reported heightened business activity, leading to longer waitlists.

Optimism among contractors is fueled by new project bids for infrastructure work, supported by the Infrastructure Investment and Jobs Act (IIJA) which aims to address a wide range of infrastructure needs across the country with a historical investment of approximately $1.2 trillion by the United States Congress. However, home improvement centers and lumber retailers saw declines due to factors like high mortgage rates not yet at levels to stimulate new construction.

Locally, Newark's revenue in this category is projected to increase by approximately 4.1% to $1.76 million for FY 2024, reflecting modest growth prospects despite national fluctuations.

Restaurants and Hotels
In California, the Restaurants and Hotels sector is facing challenges amid rising menu prices, leading to reduced dining-out frequency among consumers. The minimum wage hike for fast-food restaurants, effective April 1, 2024, exacerbated the situation. To offset operational cost increases, restaurateurs are implementing strategic price adjustments, aiming to balance affordability and profitability. However, some establishments have resorted to noticeable menu price surges, attracting national attention. Despite consumers' continued desire for dining out and travel, they are making more budget-conscious choices, contributing to slower sector growth.

Locally, Newark received $1.5 million in revenue for FY 2023, with projected increases of approximately 6.67% to $1.6 million for FY 2024, reflecting modest yet steady growth expectations for FY 2025.

General Consumer Goods
The General Consumer Goods sector experienced a decline in local tax allocations across various business types during the 2023 holiday quarter, reflecting softer-than-expected performance in core retail categories. This downturn signals a tightening of family budgets, aligning with recent CPI readings indicating flat prices for core goods. Consequently, near-term outcomes are anticipated to be more influenced by shifts in consumption patterns rather than pricing dynamics.

While borrowing costs remain high and access to affordable credit has diminished, the forecast has adjusted downward for the current fiscal year. The opening of Costco in November 2023 has projected revenue increases for Newark, with $778,787 received for FY 2023, and projections of $1.89 million for FY 2024. The sooner the Federal government implements rate cuts, the sooner consumers may experience relief, potentially leading to a return to non-essential purchases. The outlook anticipates mild growth for FY 2025.

Fuel and Service Stations
The Fuel and Service Stations sector saw a decrease in the fourth quarter of 2023, largely attributed to the fluctuating prices of regular and diesel fuel. Despite the initial surge followed by a decline in oil barrel costs, which helped offset the overall reduction in sales tax, the sector Packet Page 55555555 456
experienced a downturn. A typical seasonal pattern of pump prices is expected throughout 2024 and 2025, with an anticipated boost in the spring and summer months followed by a decrease in late fall and early winter. Projections suggest a slight increase in FY 2025 before stabilizing at 2% growth in subsequent years.

Food and Drugs
Despite plateauing inflation, consumer spending at grocery stores experienced a notable 5% decline in the fourth quarter of 2023. With expectations of stagnant sales, shoppers exercised restraint in their spending habits. Convenience-liquor stores faced shrinking profits, partly due to the shift towards caffeinated non-alcoholic beverages among younger adults. Additionally, the closure of several locations by a major drug store chain prompted consumers to seek alternatives, including ecommerce platforms. As this sector undergoes restructuring through closures, mergers, and efforts to rebuild consumer trust, it is expected that tax revenues will decrease in the current fiscal year before gradually rebounding in the upcoming fiscal year.

Measure GG (One-Half Cent Sales Tax)
In November 2016, voters approved Measure GG, a one-half percent transaction and use (sales) tax increase, beginning April 1, 2017. This sales tax aimed to boost general fund revenues, enabling the City to construct a new Civic Center, comprised of a Police Station, Library, and City Hall. The tax is slated to end 25 years after its collection commences, unless extended by voters. Since its implementation, the actual revenues were $8.2 million in FY 2023 and estimates include a 10.8% decrease to $7.3 million in FY 2024. Further projections indicate a further slight decrease to $7.4 million in FY 2025, followed by gradual increases in subsequent years: $7.6 million in FY 2026, $7.8 million in FY 2027, $8 million in FY 2028, and $8.2 million in FY 2029.

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Transient Occupancy Tax
Transit Occupancy Tax (TOT) is a crucial source of revenue for the City of Newark, levied at a rate of 10% on hotel room charges. With a diverse range of accommodations, including well-known brands like Doubletree by Hilton, Homewood Suites, and Courtyard by Marriott, the City boasts a total of 11 hotels. These establishments collectively offer a substantial number of rooms, contributing to the overall tourism and hospitality sector of Newark. As a significant revenue generator, TOT plays a vital role in supporting local infrastructure, services, and community initiatives within the City.

Hotels in Newark as of May 2024 Rooms
Doubletree by Hilton 315
Homewood Suites 192
Courtyard by Marriott 181
Aloft by Marriott 172
Residence Inn (Marriott) 168
EZ8 Motel 141
Chase Suites 10
SpringHill Suites (Marriott) 119
Staybridge Suites (IHG) 104
Wyndham Garden (formerly Comfort Inn) 101
Hyatt Place 112
Transient Occupancy Tax (TOT) in Newark has demonstrated a robust recovery, indicating a healthy return to economic stability. While business and leisure travel continue to improve postpandemic, the projected 2024 TOT revenue of $5.1 million is still under pre-pandemic levels, which was $6.7 million in FY 2019. The trajectory shows the hotel industry rebounding with a $5.9 million estimate by FY 2029. This upward trend signifies a positive outlook for the City's financial health and sustainability over the long term. The consistent growth in TOT revenue reflects renewed confidence in Newark's tourism and hospitality sector, suggesting increased visitor activity and spending within the City. As TOT revenues continue to climb, Newark can anticipate enhanced funding for local infrastructure, services, and community initiatives, further reinforcing its position as a vibrant and thriving destination.

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FIVE YEAR FORECAST
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Transition to a Post-COVID Economy and Development Forecast As California emerges from the COVID-19 pandemic, the state's economy is navigating a landscape reshaped by enduring challenges and emerging opportunities. Despite the significant downturns experienced by state-wide industries such as tourism and hospitality and the tech sectors, Silicon Valley (including Newark) demonstrated resilience, continuing to thrive and bolstering the state's economic outlook. Over the next two years, important California industries are expected to continue their recovery, a testament to the state's economic resilience. One measure of this recovery and stability is exemplified by the hotel sector, particularly business travel. Although the sector has not fully recovered from pandemic-related declines, there are signs of stabilization and projections for modest growth. The end of shelter-in-place and mask mandates have allowed economic and social activities to resume, resulting in the growth of government revenues.

Local governments across California have faced unique challenges and transitions in the aftermath of COVID-19. The pandemic inflicted severe financial strain on municipal budgets, primarily due to decreased revenue from sales and Transient Occupancy (TOT) taxes, which are vital for funding public services. However, in response to these challenges, many localities have taken proactive measures, prioritizing essential services and seeking federal and state aid to mitigate financial shortfalls. As the state progresses in its recovery, local governments focus on rebuilding and enhancing their economic bases. Efforts include investing in local business development and leveraging technology to improve governmental efficiency and community engagement. This period of transition is also seeing a greater emphasis on economic diversification to build more resilient local economies that can withstand future shocks.

Area-Wide Economic Development Trends in a Post-COVID Era The pandemic accelerated certain trends that define the state’s economic recovery. Remote work, for instance, has become more prevalent, prompting a reevaluation of commercial real estate needs and contributing to a surge in suburban residential development. This shift has also spurred infrastructural changes, such as increased demand for broadband access, that present logistical challenges and growth opportunities in telecommunications and related industries.

Additionally, the pandemic has catalyzed California's commitment to green technologies, with increased investments in renewable energy and electric vehicles, supporting environmental goals and job creation.

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Despite these positive strides, California and the Bay Area nine-county region face significant challenges. The state's economy is marked by a widening inequality gap, which the pandemic exacerbated. High living costs and disparities in health care and education access pose substantial hurdles, particularly for lower-income communities. Moreover, supply chain disruptions and labor shortages have stressed many businesses, complicating recovery efforts. Addressing these issues will require innovative policies and a concerted effort to ensure that the benefits of economic growth are widely shared, setting a sustainable path for all Californians in the postpandemic world.

As described in “2024 Silicon Valley Index”, key economic indicator trends include:
• Employment—The largest technology companies in the region continue to reduce and adjust their workforce. The overall unemployment rate in the Bay Area varies by county.

According to the State of California Employment Development Department, as of March 2024, unemployment rates range from 3.5% in San Mateo County to 4.6% in Alameda County. Newark’s unemployment rate is 4.4%.
• Commercial Space Vacancies – Office vacancy rates across the Bay Area rose to nearly 19 percent by the end of 2023, reflecting a transitioning economy and new patterns of remote work. The volume of commercial leases declined 22 percent over the previous year, leaving 31 million square feet unoccupied.
• Housing Affordability - Deep disparities in housing affordability exist across racial and ethnic groups. Eighteen (18) percent of White and 27 percent of Asian potential buyers can afford to purchase a median-priced home; this compares to only seven percent of Black or African American and nine percent of Hispanic or Latino purchasers.

In recent years, California has witnessed significant residential and commercial construction trends, deeply influenced by economic factors, opportunities, and challenges. Economically, construction costs remain high due to increased material and labor costs, making California one of the most expensive states in which to build new properties. The demand for housing continues to outpace supply, driven by the state's economy and relatively modest housing production.

Residential construction projects have transitioned from low-density to higher-density residential buildings. Commercial development has slowed, reacting to increases in interest rates and tighter financing conditions, making it difficult for projects to secure the necessary funding.

This is exacerbated by structural and societal changes in demand, such as remote work, the rise of e-commerce, and a downturn in commercial property values. Although there is a general Packet Page 626262626262 463
atmosphere of uncertainty in the commercial real estate market, the residential sector remains relatively strong, particularly for specific housing types such as for-sale townhomes.

The housing supply constraints that accelerated during the pandemic remain a significant concern. According to the Governor’s Office, it is estimated that, over the next eight years, the State of California should be planning for 2.5 million new homes, with at least one million of those homes that meet the needs of lower-income households. This represents a yearly production of over 300,000 units per year. In reality, about 116,000 units are being built per year.

Local Development Activity
Similar to development and construction trends seen in California and the Bay Area region, Newark is experiencing a range of development activities across the commercial and residential sectors. As illustrated below, key commercial projects have recently commenced operations, but applications for new commercial projects have slowed. Residential development, both marketrate and affordable housing projects, remain active.

Commercial Development
Costco at NewPark Mall
In November 2023, Costco opened a 161,000-square-foot retail warehouse at NewPark Mall.

Costco replaced the former JCPenney and Burlington Coat Factory retail spaces, as well as a portion of the in-line mall area. Costco also includes a 32-pump retail gasoline station, surface automobile parking,
and improvements to
an adjacent parking
structure. Costco is
expected to generate
significant sales tax
revenue and is
providing local
employment
opportunities to the
community.

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Hyatt Place Hotel
In 2023, a new Hyatt Place
Hotel began operating at
39888 Balentine Drive. This
business-oriented hotel
includes 112 guest rooms,
2,000 square feet of flexible
meeting space, a restaurant, a
lounge, a market, and an
indoor pool. This hotel will
contribute TOT revenue similar
to other Newark hotels.

Prologis Light Industrial/Warehouse – Project Under Review Prologis, a worldwide developer and owner of logistics-related industrial buildings and a significant property owner in Newark, has proposed a 315,000-square-foot flexible-use building on Central Avenue near the Union Pacific railroad tracks. This project is undergoing environmental review and may be scheduled for Planning Commission and City Council review by the end of 2024.

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Commercial and Light-Industrial/General-Industrial development has traditionally been a strength in Newark. Since 2017, Newark has welcomed over one million square feet of advanced manufacturing, research and development logistics, and warehouse space to the community.

Recent countywide studies have shown that demand for these uses is strong in southern Alameda County. To assess future opportunities, the City is undertaking a study of our existing industrial properties and the opportunities to develop additional space and attract businesses that would bring new jobs and revenue desired by the community.

Residential Development – Affordable Housing
An important component of building an inclusive community is to provide affordable housing opportunities within Newark. The City’s General Plan 2023-2031 Housing Element and Municipal Code provide policy direction and requirements to encourage affordable housing development.

In May 2021, the City council adopted a work plan to focus City staff’s affordable housing policy and program efforts, and in October 2023, the city adopted the 2023-2031 Housing Element of the General Plan that will guide work to create more housing opportunities and support for residents in a fair and equitable manner over the next eight years.

Cedar Community Apartments
Allied Housing/Abode Services opened Cedar Community Apartments in 2023, providing 124 units of affordable housing at the former Marriot Towne Place Suite, an extended-stay hotel on Cedar Blvd. Cedar Community Apartments was made possible through a $38 million Homekey grant, a State of California program to provide affordable housing in converted hotels to lowincome households and those who are experiencing homelessness or at risk of becoming Packet Page 656565656565 466
homeless. In addition to the Homekey Grant, the City invested $6 million in affordable housing impact fees for the hotel site purchase and conversion to affordable housing. Cedar Community Apartments received financial support from partner agencies throughout the county, including an Alameda County grant from federal HOME Investment Partnership/American Rescue Plan Act funds. Additional support was provided by the Housing Authority of the County of Alameda in the form of 60 federally funded Project Based Vouchers available to extremely low-income veterans.

Timber Street Senior Housing
Timber Street Senior Housing, a project by Eden Housing, a prominent Bay Area affordable housing developer, hosted a groundbreaking in May 2024 at a former light-industrial site on Timber Street near Central Avenue. This development will provide 79 one-bedroom units for lowand low-income seniors. On-site amenities include a community room with a kitchen, a podium courtyard with space for community garden planters, recreation, and organized activities, a computer learning center, an exercise room, a bicycle storage room, and offices to house on-site services staff. The City invested over $8 million in affordable housing impact fees and Alameda County Measure A1 housing obligation bond funds for the project. Construction is expected to be completed in early 2026.

In addition to the imminent affordable housing projects described above, the City has approved or is considering additional affordable housing projects, including:

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• Bayside Newark – FMC Willow: Approved in 2022, this development would include 90 affordable rental units within a distinct building with ground-floor retail in the Bayside Newark neighborhood. Construction could begin in 2025.
• Satellite Affordable Housing Associates (SAHA) – Thorton Avenue: The City is reviewing a proposal from SAHA for 57 affordable apartments with one-, two-, and three-bedroom units. The City has invested $12 million in affordable housing impact fees for this project.

Residential Development – Market-Rate Housing
Newark is a regional leader in residential development, especially considering the modest size of the City's population. In the last five years, approximately 3,800 units have been constructed or are in construction, and an additional 1,400 units have received entitlement approvals. Recently approved residential projects include:

Cedar Homes
Robson Homes received approval for a 118-unit subdivision consisting of three-story singlefamily townhomes and duplexes on a former light industrial site on Cedar Blvd. Construction commenced in early 2024.

Cedar Townhomes by Waymark
Waymark Homes received approval for an 80-unit subdivision consisting of three-story townhomes on a former light industrial site near the Cedar Homes project described above.

Construction is expected to commence in 2024.

Bayside Newark – FMC Willow
In 2022, Integral Communities received approval for a mixed-use project containing 279 marketrate townhomes in addition to the 90-unit affordable rental housing project with approximately 3,000 square feet of ground-floor retail described above. Construction could begin in 2025.

Residential Projects Under Review
In addition to the recently approved projects, the city is currently reviewing additional residential projects, as described in the following table.

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Project Name Location Housing Type/Units
Lepakshi Homes Old Town Newark, Thorton
Avenue
88 for-sale condominiums; 13
for-sale affordable units
NewPark Plaza Cedar Blvd/Balentine Avenue 800 market-rate apartments; 200 affordable apartments
Mowry Village Mowry Avenue, west of Union
Pacific railroad tracks
202 market rate, single-family
detached homes
Specific Plans and Future Development
Over the past 20 years, Newark has prepared development visions, goals, and actions for specific neighborhoods to reimage former industrial areas with new, beneficial uses and to promote residential development on underutilized lands. The vision for these neighborhoods is contained in specific plans (as defined in the State of California Government Code) that have been adopted by the City Council and are available on the city’s website.

The earliest-adopted specific plans for Areas 3 and 4 and Bayside Newark neighborhoods have been implemented over the years and are nearing completion. These neighborhoods have been developed primarily for residential uses and active open space. Some parcels in each specific plan area remain available for development, and development is expected to continue with improving economic conditions and property owner interest.

Specific plans that have been approved in the last four years also represent the City’s vision for the physical and economic development of important areas. While earlier specific plans were focused primarily on residential development, recent plans such as the NewPark Place Specific Plan and Old Town Newark Specific Plan envision a mix of uses, residential and commercial, that will contribute to vibrant neighborhoods where the community can live, shop, work, and gather.

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NewPark Place Specific Plan
In 2021, the City of Newark and Brookfield Properties, the owner of NewPark Mall, began implementing the NewPark Place Specific Plan.

The Plan, adopted in 2018, has the vision to transform the NewPark Mall into a vibrant, urban place with modern residential units, retail, dining opportunities, community venues, and enhanced multimodal streets and transit opportunities that will act as a premier Bay Area destination to 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 to consider amendments to the Specific Plan and ultimately voted to approve the recommendations.

Brookfield Properties received entitlements for the first two development phases. The first was the Phase A Residential Project, a residential and retail mixed-use project with a total of 319 rental units (with 29 affordable units), approximately 3,700 square feet of ground floor retail, approximately 12,900 square feet of amenities such as a bike shop, clubroom, co-workspace, game room and fitness room, a pool courtyard, and enclosed parking with 506 parking stalls. The second project is a Costco warehouse and 32-pump retail fuel facility, as described earlier. These projects would serve as catalysts for the future redevelopment of NewPark Mall.

Although Costco was developed and commenced operation in 2023, the approvals for the Phase A residential project expired as of mid-2023. Negative economic trends, generally described above, contributed to the property owner's decision to pause residential development in the specific plan area. Future development will require new entitlements. Economic trends, particularly for regional malls, represent significant challenges to redeveloping large retail spaces in an environment where many transactions are performed and fulfilled online. The City will monitor trends, and, as before, adapt to changes in the economic environment to further our specific plan vision and goals.

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Old Town Newark Specific Plan
The vision of this specific plan is to
revitalize Old Town Newark as a vibrant
mixed-use neighborhood, with a strong
sense of place, thriving retail and
commercial businesses, a range of housing
choices for existing and future residents, a
streetscape that prioritizes bicycles and
pedestrians, and public space that allow
community members to gather with their
neighbors.

The Old Town Specific Plan brings together
over 30 years of planning and analysis of the Old Town neighborhood to identify a grand vision that is supported by clear, realistic steps for implementation.

Relatively low commercial and residential rents have benefited small businesses. However, these low rents have prevented revitalization goals expressed in previous planning documents. Also, high construction costs are a burden for development. The specific plan implements longstanding goals for revitalization, including new multi-family and residential mixed-use development, by responding to current market conditions and State housing requirements. At the same time, the specific plan provides steps to maintain existing housing stock and avoid displacement of existing residents and businesses.

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A key aspect of the specific plan is the planned Streetscape Improvement Project. The streetscape plan for Thornton Avenue in Old Town will catalyze revitalization. The streetscape plan will complement improvements in the private realm and create a safe, attractive destination for residents and visitors, whether on bike, foot, or in a vehicle. Thornton Avenue will be narrowed from four lanes to two lanes to promote slower vehicle speeds; dedicated bike lanes will be established; sidewalks will be expanded and new curb ramps will be installed to improve pedestrian access and allow outdoor seating; and enhanced lighting, landscaping, public art, and open plazas will be added to create new public spaces encouraging people to gather together in their community.

The streetscape project is partially funded from several grant sources, including the Metropolitan Transportation Commission’s (MTC) One Bay Area Grant 3 (OBAG 3) program, Regional Measure 3 (RM3), Bay Area Air Quality Management District’s (BAAQMD) Transportation Fund for Clean Air (TFCA) administered by the Alameda County Transportation Commission (Alameda CTC), and State funding secured by Assemblymember Alex Lee. Streetscape construction is expected to commence in 2025.

Summary
The City of Newark is recovering and adapting to a post-COVID economic landscape. The Bay Area region has shown resilience, particularly in the technology sector, to adapt to changing economic and societal changes. Resilience is set against a backdrop of evolving work patterns, notably the shift toward remote work that has reshaped commercial real estate demands and fueled suburban residential growth.

Significant challenges are faced by local governments in managing the fiscal impacts of the pandemic, with decreased revenues from sales taxes and Transient Occupancy Taxes putting strain on municipal budgets. In response, the City has prioritized essential services and leveraged federal and state aid to bridge financial gaps, all while making strategic investments to enhance our economic foundation.

Economically, construction costs remain high due to increased material and labor costs, making California one of the most expensive states in which to build new properties. The demand for housing continues to outpace supply, driven by the state's economy and relatively modest housing production. Residential construction projects have transitioned from low-density to higher-density residential buildings. Commercial development has slowed, reacting to increases Packet Page 717171717171 472
in interest rates and tighter financing conditions, making it difficult for projects to secure the necessary funding. This is exacerbated by structural and societal changes in demand, such as remote work, the rise of e-commerce, and a downturn in commercial property values.

Residential development, for both market-rate and affordable units, remains strong. Numerous residential projects have been approved and constructed, with additional projects under consideration.

Although important commercial projects have been built, the City has fewer proposals for new development, likely due to the challenging economic and financing conditions.

Looking forward, the City’s previously adopted specific plans provide development visions for specific Newark neighborhoods, which provide common visions and clear goals, policies, and actions for future development.

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All Funds Summary
The All Funds Summary is comprised of all City funds which total all City expenses and revenues. The City’s Budget consists of the General Fund, Cost Centers, Special Revenue Funds, Internal Service Funds, and Capital Projects Funds. These funds are combined in this summary and include both Operating and Capital budgets.

The revenue budget is approximately $105.9 million for FY 2025 and $105 million for FY 2026. This reflects a 4% increase between FY 2025 and FY 2024 projected revenues of $101.8 million, and a 0.9% decrease between FY 2026 budgeted revenues of FY 2025.

The expenditure budget is approximately $104.4 million for FY 2025 and $98.5 million for FY 2026. FY 2025 budgeted expenditures are projected to be about 12.4% lower than the FY 2024 estimate of $119.2 and FY 2026 is budgeted to be 5.6% less than FY 2025. $101.8
$105.9 $105.0
$119.2
$104.4
$98.5
$95.0
$100.0
$105.0
$110.0
$115.0
$120.0
2024 Estimate 2025 Budgeted 2026 Budgeted
Millions
Total Revenues & Expenditures - All Funds
FY 2025 & FY 2026
Revenue
Expense
Packet Page 73 474
The FY 2025 expenditure appropriations in the General Fund are 55.3% and in FY 2026 are 59.7% of the City’s Operating and Capital budget. Capital Funds make up the second largest portion of citywide expenditures, appropriating 9% of the budget in FY 2025. However, in FY 2026, Internal Service Funds (ISF) are the second largest expenditures, utilizing 9.5% of citywide budget. The negative expenditures of 4.8% in FY 2025 and 5.2% in FY 2026 represent estimated savings in the personnel budget applying a vacancy factor of 12%.

General Fund, 55.3%
Development Cost Center, 7.8%
Recreation Cost Center, 6.3%
Maintenance Cost Center, 7.1%
Special Revenue,

2.7%
Capital Funds, 9.0%
Impact Fee Funds, 3.8%
Debt Service Fund, 4.6%
Internal Service Funds (ISF), 8.4%
Vacancy Savings, -4.8%
FY 2025 Citywide Expenditures
General Fund, 59.7%
Development Cost Center, 8.4%
Recreation Cost Center, 6.9%
Maintenance Cost Center, 7.8%
Special Revenue, 2.4%
Capital Funds, 1.7%
Impact Fee Funds, 3.9%
Debt Service Fund, 4.9%
Internal Service Funds (ISF), 9.5%
Vacancy Savings, -5.2%
FY 2026 Citywide Expenditures
Packet Page 74 475
General Fund Summary
The City’s General Fund operating revenues (before transfers) are budgeted at $84.2 million for FY 2025 and $86.8 million for FY 2026. This reflects a 2.4% increase between FY 2025 and FY 2024 projected revenues of $82.2 million, and a 3% increase between FY 2026 budgeted revenues over FY 2025.

General Fund operating expenditures (before transfers) are $79.8 million for FY 2025 and $81.6 million for FY 2026. FY 2025 budgeted expenditures are projected to be approximately 8.3% lower than FY 2024, as FY 2024 includes payment for the $12 million Pension Section 115 Trust.

FY 2026 is budgeted to be 2.3% more than FY 2025.
$82.2
$84.2
$86.8 $87.0
$79.8
$81.6
$76.0
$78.0
$80.0
$82.0
$84.0
$86.0
$88.0
2024 Estimate 2025 Budgeted 2026 Budgeted
Millions
General Fund Operating Revenues & Expenditures
FY 2024, FY 2025, FY 2026
Revenue
Expense
Packet Page 757575 476
Including transfers, net FY 2025 operating expenditures are $84.4 million, and includes a transfer of $4.8 million to the Debt Service Fund. Transfers-in from other Special Revenues to help fund operations are $257 thousand in FY 2025 and $100 thousand in FY 2026. For FY 2026, net operating expenditures are $86.4 million and includes the $4.8 million transfer to the Debt Service Fund.
$98.8
$84.4
$86.9
$91.8
$84.6
$86.4
$75.0
$80.0
$85.0
$90.0
$95.0
$100.0
2024 Estimate 2025 Budgeted 2026 Budgeted
Millions
General Fund Operating Revenues & Expenditures,
Including Transfers
FY 2024, FY 2025, FY 2026
Revenue
Expense
Packet Page 767676 477
FY 2025 General Fund Revenue
The City of Newark’s FY 2025 budgeted Operating Revenues are $84.2 million for FY 2025 and represents a 2.4% increase over FY 2024 projections of $82.2 million. Property tax continues to serve as the City’s most stable source of revenue, accounting for 39.2% of total revenues and is expected to be $33 million, which is an increase of 7.9% over FY 2024. Sales and the Half-cent Sales Tax (Measure GG) of $23.8 million combined accounts for 28.2% of total revenue and is budgeted to be 2.9% higher than the previous fiscal year. Accounting for 6.2% of total revenue is Transient Occupancy Tax (TOT) at $5.2 million and is expected to increase 3% in FY 2025. Utility Users Tax (UUT), making up 5.3% of total revenue at $4.5 million, is budgeted to grow 1.7% over the prior year. Other taxes, comprised of Business License Tax and Property Transfer Tax, is budgeted to remain flat.

General Fund, License and Permit fees account for 10.3% of total operating revenue and is budgeted to be $8.7 million, compared to $9 million. This decrease is in part due to the exclusion of Landscape and Lighting Maintenance revenue which will be added in the budget separately.

Charges for Recreation Services, accounting for 2.7% of operating revenue, is budgeted to remain flat at $2.2 million between FY 2025 and FY 2024. Use of Money is budgeted to be $3.9 million for FY 2025, and accounts for 4.6% of total General Fund Revenue. This includes budgeted investment earnings of $3.5 million and $400 thousand of rent and concession revenue. By comparison, FY 2024 projections are $4.6 million, comprised of $4.2 million of investment earnings and $390 thousand of rent and concessions revenue.

Packet Page 777777 478
FY 2026 General Fund Revenue
General Fund revenues budgeted in FY 2026 is at $86.8 million and represents a 3% increase over FY 2025. FY 2026 property tax of $34.4 million is budgeted to increase 4.4% over FY 2025.

Accounting for the second highest largest revenue source, is Sales and the half-cent Sales Tax (Measure GG) of $24 million, which is budgeted to be 2.9% higher than FY 2025. Transient Occupancy Tax (TOT), which is 6.2% of total revenue, is budgeted to be $5.2 million and is an increase of 3% over FY 2025. Utility Users Tax (UUT), making up 5.2% of total revenue at $4.5 million, is budgeted to remain flat. Combined Business License Tax and Property Transfer Tax at $1.7 million is also budgeted to remain flat between FY 2026 and FY 2025.

General Fund From non-tax revenue, Licenses and Permits account for 10.6% of total operating revenue and is budgeted to be $9.2 million for FY 2026, compared to $8.7 million in FY 2025. This increase of $500k is due to anticipated higher franchise fees and construction permit revenue.

Charges for Recreation Services, accounting for 2.7% of operating revenue in FY 2026 is budgeted to remain flat at $2.3 million. Use of Money is expected to be $3.5 million for FY 2026, and accounts for 4% of total General Fund Revenue. This includes budgeted investment earnings of $3.1 million and $400 thousand of rent and concession revenue.

Packet Page 787878 479
FY 2025 General Fund Expenditures
The General Fund expenditures budget in FY 2025 is at $84.5 million, which is lower than the projected $91.8 million for FY 2024 because FY 2024 includes a $12 million payment to establish the Section 115 Trust to address the pension obligation. A similar payment is not planned in FY 2025. Of the total $84.5 million of budgeted operating expenditures, $42.6 million, or 50.4%, is attributable to personnel expenditures, which was increased in FY 2025 to reflect cost of living increases and higher benefit and pension costs. The remaining half of expenditures include department materials and supplies, contractual services, utility costs, travel and training, and internal service fund allocations. Non-personnel expenditures are budgeted to be higher than FY 2024 projections due to a combination of higher department program needs (such as expanding Emergency Services and Human Services), added expenditures for the Newark Resource Center, and inflationary pressures.

Packet Page 797979 480
FY 2026 General Fund Expenditures
The FY 2026 General Fund expenditure are budgeted at $86.4 million and is 2.2% higher compared to budgeted expenditures in FY 2025. Of this total, half or $43.5 million, is attributable to personnel expenditures, which increased an average of 2.3% compared to FY 2025. The remaining $42.9 million of non-personnel expenditures increased slightly 2.62 compared to FY 2025, due mainly to anticipated inflation.

Packet Page 808080 481

SUMMARY OF BUDGETED REVENUES
Fiscal Years 2023, 2024, 2025 and 2026
Code Revenue by Source 2023 Actual 2024 Budgeted 2024 Estimate 2025 Budgeted 2026 Budgeted

OPERATING REVENUE

TAXES - PROPERTY, SALES, OTHER
4010 Current Secured 20,595,000 22,347,000 22,348,000 24,219,000 25,277,000 4011 Current Secured - VLF 6,462,000 7,152,000 7,153,000 7,479,000 7,803,000 4012 Current Unsecured 997,000 970,000 1,204,000 1,301,000 1,358,000 4013 Prior Secured 193,000 118,000 169,000 - -
4014 Prior Unsecured -9,000 30,000 34,000 - -
4015 Supplemental 415,000 111,000 112,000 - -
4016 Penalties 79,000 - 21,000 - -
4017 RDA -169,000 -231,000 -462,000 - -
4019 Paramedic Parcel Tax 266,000 233,000 264,000 270,000 276,000 4020 Sales & Use Taxes 17,352,000 15,170,000 15,481,000 15,926,000 16,390,000 4021 1/2 Cents Sales Tax (Measure GG) 8,163,000 7,283,000 7,283,000 7,430,000 7,623,000 4030 Transient Occupancy Tax 4,932,000 5,289,000 5,086,000 5,239,000 5,397,000 4040 Utility User Tax 4,219,000 4,371,000 4,371,000 4,459,000 4,549,000 4050.110 Business License 1,399,000 1,521,000 1,419,000 1,537,000 1,553,000 4050.120 Business License - Penalties 74,000 - 45,000 - - 4050.130 Business License - Registration 88,000 - 81,000 - - 4053 Documentary Transfer Tax 640,000 595,000 342,000 186,000 198,000 Subtotal 65,696,000 64,959,000 64,951,000 68,046,000 70,424,000

LICENSES & PERMITS
4101 Franchise Fees 4,731,000 4,873,000 4,855,000 5,072,000 5,299,000 4101.140 PEG Fees 68,000 50,000 56,000 57,000 59,000
4102 SB1186 $1 State Fee 10,000 - - - -
4103 Animal License 8,000 9,000 9,000 10,000 11,000
4104 Document Reproduction & Certification 14,000 - 11,000 11,000 12,000 4105 Records Automation fee 104,000 100,000 105,000 95,000 100,000 4120 Spec NPD Fees-False Alarms 38,000 30,000 33,000 33,000 34,000 4122 Spec NPD Fees-Towing Administration 48,000 25,000 42,000 28,000 28,000 4123 Abandoned Vehicle Abatement 69,000 20,000 45,000 45,000 46,000 4125 Spec NPD Fees-Miscellaneous 22,000 - 4,000 4,000 5,000 4130 Special Fire Fee 6,000 7,000 6,000 - -
4132 Spec FD Fee-Fire Permits 102,000 118,000 90,000 90,000 92,000 4135 Spec FD Fee Miscellaneous 2,000 - 2,000 2,000 2,000 4140 Home Occupation Fee 22,000 11,000 20,000 20,000 21,000 4141 Zoning Fee 221,000 200,000 200,000 200,000 204,000 4142 Code Enforcement 196,000 10,000 -109,000 - -
4150 Bldg. Construction Permits 1,267,000 1,680,000 1,448,000 1,300,000 1,450,000 4151 Bldg. Permit Application Fee 109,000 70,000 96,000 80,000 85,000 4152 Bldg. Plan Review Fees 849,000 800,000 786,000 625,000 700,000 4154.110 Alarm User Permit 3,000 4,000 2,000 2,000 3,000 4154.120 Alarm User Permit - Renewal 6,000 2,000 4,000 4,000 5,000 4155 Strong Motion Fees 2,000 - 2,000 2,000 3,000
4156 Building Standards Fee 1,000 - 1,000 1,000 2,000
4157 Street & Curb Permit 192,000 250,000 250,000 230,000 235,000 4158 Plan Checking Fee 216,000 325,000 284,000 320,000 327,000 4159 Maintenance Fee 78,000 - 92,000 76,000 78,000
4160 Maintenance-Utility Charges 4,000 - 5,000 5,000 6,000 4161 Stormwater Quality Control Plan - 5,000 7,000 7,000 7,000 4162 Storm Drain Fees 521,000 510,000 505,000 510,000 510,000 4163 Weed Abatement Fee 9,000 4,000 10,000 10,000 11,000 4164 Landscape & Lighting Maintenance 303,000 574,000 407,000 - - 4165 EV Charging Fee 13,000 - 14,000 14,000 15,000
4199 Other Licenses & Permits 15,000 11,000 9,000 9,000 11,000 Subtotal 9,249,000 9,688,000 9,291,000 8,862,000 9,361,000 Packet Page 81818181 482

SUMMARY OF BUDGETED REVENUES
Fiscal Years 2023, 2024, 2025 and 2026
Code Revenue by Source 2023 Actual 2024 Budgeted 2024 Estimate 2025 Budgeted 2026 Budgeted

FINES & FORFEITURES
4610 Vehicle Code Fines 505,000 588,000 483,000 488,000 493,000 4611 Parking Fines 35,000 40,000 19,000 20,000 21,000
4612 Other Fines 1,000 6,000 6,000 7,000 8,000
Subtotal 541,000 634,000 508,000 515,000 522,000

USE OF MONEY & PROPERTY
4880 Investment Earnings 3,400,000 3,587,000 4,217,000 3,500,000 3,100,000 4881 Sweep Invest Earnings 2,000 - - - -
4893 Silliman Concession 21,000 140,000 19,000 24,000 28,000 4891 Silliman Center Rentals 312,000 368,000 368,000 375,000 380,000 Subtotal 3,735,000 4,095,000 4,604,000 3,899,000 3,508,000

INTERGOVERNMENTAL
4701 Motor Vehicle-In-Lieu 49,000 57,000 59,000 48,000 48,000 4703 Prop 172 Public Safety Sales Tax 450,000 454,000 462,000 448,000 457,000 4704 Homeowner Relief 101,000 98,000 103,000 100,000 100,000 4705 Other State Grants 28,000 10,000 95,000 - -
4720-4725 State Gasoline Tax 848,000 1,060,000 877,000 889,000 908,000 4742 Federal & County Grants 331,000 275,000 338,000 338,000 338,000 4750 POST Reimbursement 37,000 30,000 96,000 30,000 30,000 4790 Miscellaneous Services 82,000 228,000 34,000 - -
4791 County Grants/Reimbursements 188,000 52,000 52,000 - - 4792 Other State Grants 317,000 5,135,532 814,402 4,311,000 238,000 4793 Federal Grants 3,169,000 228,000 45,000 45,000 45,000 4795 Donations 11,000 - 1,000 - -
Subtotal 5,611,000 7,627,532 2,976,402 6,209,000 2,164,000

CHARGES FOR SERVICES
4180 General Recreation Services 355,000 466,000 520,000 530,000 553,000 4181 Silliman General Aquatic Program 276,000 300,000 458,000 468,000 478,000 4182 Silliman Center General Admission 521,000 548,000 548,000 559,000 571,000 4183 Silliman Contract Classes 203,000 350,000 308,000 315,000 323,000 4185 Community Center Building Rental 57,000 67,000 36,000 23,000 24,000 4186 Child Care Activity 284,000 440,000 307,000 314,000 321,000 4187 Preschool Activity 19,000 45,000 22,000 23,000 24,000 4189 Senior Center Contract Classes 9,000 22,000 7,000 8,000 9,000 4190 Recreation Processing Fee 4,000 - 4,000 5,000 6,000 Subtotal 1,728,000 2,238,000 2,210,000 2,245,000 2,309,000

OTHER REVENUES
4905 Settlement-Court Cases 105,000 - - - -
4910 Landscape & Lighting Contract Admin Fee 72,000 173,862 104,000 - - 4990 Other Revenue 168,000 110,000 180,000 151,000 156,000 4995 Misc Reimbursement 48,000 6,000 105,000 - -
4997 Proceeds From Asset Disposition 9,000 - 156,000 - - 4998 Cash Short/Over - - - - -
Subtotal 402,000 289,862 545,000 151,000 156,000
SUBTOTAL OPERATING REVENUE 86,962,000 89,531,394 85,085,402 89,927,000 88,444,000 TOTAL OPERATING REVENUE 86,962,000 89,531,394 85,085,402 89,927,000 88,444,000 Packet Page 82828282 483

SUMMARY OF BUDGETED REVENUES
Fiscal Years 2023, 2024, 2025 and 2026
Code Revenue by Source 2023 Actual 2024 Budgeted 2024 Estimate 2025 Budgeted 2026 Budgeted

CAPITAL FUNDS

REVENUE FROM OTHER AGENCIES
4723 State Gasoline Tax 337,000 390,000 395,000 403,000 412,000 4725 HUTA RMRA SB1 1,058,000 1,114,000 1,137,000 1,165,000 1,189,000 4730 Measure D Revenue 174,000 134,000 134,000 134,000 134,000 4740-4743 Measure BB/F 1,863,000 1,564,000 1,786,000 1,817,000 1,817,000 4790 Other Governmental Agencies 0 0 0 0 0
4793 Federal/County Grants 46,000 411,022 146,000 209,000 215,000 4995 Misc Reimbursement - - 380,000 - -
Subtotal 3,478,000 3,613,022 3,978,000 3,728,000 3,767,000

IMPACT FEES
4143 Park Impact Fees 261,000 442,000 1,786,000 100,000 100,000 4144 Development Impact Fees 2,671,000 5,238,000 2,347,000 1,724,000 1,724,000 4145 Community Development Maint. Fees 552,000 11,000 771,000 593,000 593,000 4146 Art In Public Places 28,000 20,000 32,000 32,000 32,000 Subtotal 3,512,000 5,711,000 4,936,000 2,449,000 2,449,000 TOTAL CAPITAL FUNDS REVENUE 6,990,000 9,324,022 8,914,000 6,177,000 6,216,000

INTERNAL SERVICE FUNDS

OTHER REVENUES
4980 ISF Charges from Other Departments 7,800,000 7,800,000 7,800,000 9,762,000 10,262,000 4990 Other Revenue - - 1,000 - -
Subtotal 7,800,000 7,800,000 7,801,000 9,762,000 10,262,000 SUBTOTAL INTERNAL SERVICE REVENUE 7,800,000 7,800,000 7,801,000 9,762,000 10,262,000 TOTAL INTERNAL SERVICE REVENUE 7,800,000 7,800,000 7,801,000 9,762,000 10,262,000 TOTAL REVENUE 101,752,000 106,655,416 101,800,402 105,866,000 104,922,000

REVENUE SUMMARY RECAP
Operating Revenue 86,962,000 89,531,394 85,085,402 89,927,000 88,444,000 Capital Funds Revenue 6,990,000 9,324,022 8,914,000 6,177,000 6,216,000 Internal Service Fund Revenue 7,800,000 7,800,000 7,801,000 9,762,000 10,262,000 TOTAL REVENUE 101,752,000 106,655,416 101,800,402 105,866,000 104,922,000 Packet Page 83838383 484

SUMMARY OF BUDGETED REVENUES
ALL FUNDS - Fiscal Year 2025
Code Revenue by Source General
Development Cost
Center
Recreation Cost
Center
Maintenance
Cost Center Total Operating
Special Revenue,
Capital Funds & Other
Funds

TAXES-PROPERTY, SALES, OTHER
4010 Current Secured 24,219,000 - - - 24,219,000 -
4011 Current Secured - VLF 7,479,000 - - - 7,479,000 -
4012 Current Unsecured 1,301,000 - - - 1,301,000 -
4019 Paramedic Parcel Tax 270,000 - - - 270,000 -
4020 Sales & Use Taxes 15,926,000 - - - 15,926,000 -
4021 1/2 Cents Sales Tax (Measure GG) 7,430,000 - - - 7,430,000 - 4030 Transient Occupancy Tax 5,239,000 - - - 5,239,000 - 4040 Utility User Tax 4,459,000 - - - 4,459,000 -
4053 Documentary Transfer Tax 186,000 - - - 186,000 -
4050.110 Business License 1,537,000 - - - 1,537,000 -
Subtotal 68,046,000 - - - 68,046,000 -

LICENSES, PERMITS & FEES
4101 Franchise Fees 5,072,000 - - - 5,072,000 -
4101.140 PEG Fees - - - - - 57,000
4103 Animal License 10,000 - - - 10,000 -
4104 Sale of Maps & Publications 11,000 - - - 11,000 -
4105 Records Automation fee - 95,000 - - 95,000 -
4120 Spec NPD Fees-False Alarms 33,000 - - - 33,000 -
4122 Spec NPD Fees-Towing Administration 28,000 - - - 28,000 - 4123 Abandoned Vehicle Abatement 45,000 - - - 45,000 -
4125 Spec NPD Fees-Miscellaneous 4,000 - - - 4,000 -
4132 Spec FD Fee-Fire Permits 90,000 - - - 90,000 -
4135 Spec FD Fee Miscellaneous 2,000 - - - 2,000 -
4140 Home Occupation Fee - 20,000 - - 20,000 -
4141 Zoning Review Fee - 200,000 - - 200,000 -
4150 Bldg. Construction Permits - 1,300,000 - - 1,300,000 - 4151 Bldg. Permit Application Fee - 80,000 - - 80,000 - 4152 Bldg Plan Review Fees - 625,000 - - 625,000 -
4154.110 Alarm User Permit 2,000 - - - 2,000 -
4154.120 Alarm User Permit - Renewal 4,000 - - - 4,000 - 4155 Strong Motion Fees - - - - - 2,000
4156 Building Standards Fee - - - - - 1,000
4157 Street & Curb Permit - 230,000 - - 230,000 -
4158 Plan Checking Fee - 320,000 - - 320,000 -
4159 Maintenance Fee - - - - - 76,000
4160 Maintenance-Utility Charges - - - - - 5,000
4161 Stormwater Quality Control Plan - 7,000 - - 7,000 - 4162 Storm Drain Fees - - - 510,000 510,000 -
4163 Weed Abatement Fee - - - 10,000 10,000 -
4165 EV Charging Fee - - - - - 14,000
4199 Other Licenses & Permits 2,000 7,000 - - 9,000 -
Subtotal 5,303,000 2,884,000 - 520,000 8,707,000 155,000

CHARGES FOR SERVICES
4180 General Recreation Services - - 530,000 - 530,000 - 4181 Silliman General Aquatic Program - - 468,000 - 468,000 - 4182 Silliman Center General Admission - - 559,000 - 559,000 - 4183 Silliman Contract Classes - - 315,000 - 315,000 -
4185 Community Center Building Rental - - 23,000 - 23,000 - 4186 Child Care Activity - - 314,000 - 314,000 -
4187 Preschool Activity - - 23,000 - 23,000 -
4189 Senior Center Contract Classes - - 8,000 - 8,000 - 4190 Recreation Processing Fee - - 5,000 - 5,000 -
Subtotal - - 2,245,000 - 2,245,000 -
Packet Page 84848484 485

SUMMARY OF BUDGETED REVENUES
ALL FUNDS - Fiscal Year 2025
Code Revenue by Source General
Development Cost
Center
Recreation Cost
Center
Maintenance
Cost Center Total Operating
Special Revenue,
Capital Funds & Other
Funds

FINES & FORFEITURES
4610 Vehicle Code Fines 488,000 - - - 488,000 -
4611 Parking Fines 20,000 - - - 20,000 -
4612 Other Fines 7,000 - - - 7,000 -
Subtotal 515,000 - - - 515,000 -

INTERGOVERNMENTAL
4701 Motor Vehicle-In-Lieu 48,000 - - - 48,000 -
4703 Prop 172 Public Safety Sales Tax 448,000 - - - 448,000 - 4704 Homeowner Relief 100,000 - - - 100,000 -
4720-4725 State Gasoline Tax - - - - - 1,292,000
4725 HUTA RMRA SB1 - - - - - 1,165,000
4730 Measure D Revenue - - - - - 134,000
4740-4743 Measure BB/F - - - - - 2,155,000
4750 POST Reimbursement 30,000 - - - 30,000 -
4792 Other State Grants/Reimbursements - - - - - 4,311,000 4793 Federal Grants/Awards - - - - - 254,000
Subtotal 626,000 - - - 626,000 9,311,000

USE OF MONEY & PROPERTY
4880 Investment Earnings 3,500,000 - - - 3,500,000 -
4891 Silliman Center Rentals - - 375,000 - 375,000 -
4893 Silliman Concession - - 24,000 - 24,000 -
Subtotal 3,500,000 - 399,000 - 3,899,000 -

IMPACT FEES
4143 Park Impact Fees - - - - - 100,000
4144 Development Impact Fees - - - - - 1,724,000
4145 Community Development Maint. Fees - - - - - 593,000 4146 Art In Public Places - - - - - 32,000
Subtotal - - - - - 2,449,000

OTHER REVENUES
4980 ISF Charges from Other Departments - - - - - 9,762,000 4990 Other Revenue - 151,000 - - 151,000 -
Subtotal - 151,000 - - 151,000 9,762,000
TOTAL REVENUE 77,990,000 3,035,000 2,644,000 520,000 84,189,000 21,677,000

FUND APPROPRIATIONS & TRANSFERS
4999 From Special Revenue Fund 100,000 - 157,000 - 257,000 4,818,000 TOTAL 78,090,000 3,035,000 2,801,000 520,000 84,446,000 26,495,000 Packet Page 85858585 486

SUMMARY OF BUDGETED REVENUES
ALL FUNDS - Fiscal Year 2026
Code Revenue by Source General
Development Cost
Center
Recreation Cost
Center
Maintenance
Cost Center Total Operating
Special Revenue,
Capital Funds & Other
Funds

TAXES-PROPERTY, SALES, OTHER
4010 Current Secured 25,277,000 - - - 25,277,000 -
4011 Current Secured - VLF 7,803,000 - - - 7,803,000 -
4012 Current Unsecured 1,358,000 - - - 1,358,000 -
4019 Paramedic Parcel Tax 276,000 - - - 276,000 -
4020 Sales & Use Taxes 16,390,000 - - - 16,390,000 -
4021 1/2 Cents Sales Tax (Measure GG) 7,623,000 - - - 7,623,000 - 4030 Transient Occupancy Tax 5,397,000 - - - 5,397,000 - 4040 Utility User Tax 4,549,000 - - - 4,549,000 -
4053 Documentary Transfer Tax 198,000 - - - 198,000 -
4050.110 Business License 1,553,000 - - - 1,553,000 -
Subtotal 70,424,000 - - - 70,424,000 -

LICENSES, PERMITS & FEES
4101 Franchise Fees 5,299,000 - - - 5,299,000 -
4101.140 PEG Fees - - - - - 59,000
4103 Animal License 11,000 - - - 11,000 -
4104 Sale of Maps & Publications 12,000 - - - 12,000 -
4105 Records Automation fee - 100,000 - - 100,000 -
4120 Spec NPD Fees-False Alarms 34,000 - - - 34,000 -
4122 Spec NPD Fees-Towing Administration 28,000 - - - 28,000 - 4123 Abandoned Vehicle Abatement 46,000 - - - 46,000 -
4125 Spec NPD Fees-Miscellaneous 5,000 - - - 5,000 -
4132 Spec FD Fee-Fire Permits 92,000 - - - 92,000 -
4135 Spec FD Fee Miscellaneous 2,000 - - - 2,000 -
4140 Home Occupation Fee - 21,000 - - 21,000 -
4141 Zoning Review Fee - 204,000 - - 204,000 -
4150 Bldg. Construction Permits - 1,450,000 - - 1,450,000 - 4151 Bldg. Permit Application Fee - 85,000 - - 85,000 - 4152 Bldg Plan Review Fees - 700,000 - - 700,000 -
4154.110 Alarm User Permit 3,000 - - - 3,000 -
4154.120 Alarm User Permit - Renewal 5,000 - - - 5,000 - 4155 Strong Motion Fees - - - - - 3,000
4156 Building Standards Fee - - - - - 2,000
4157 Street & Curb Permit - 235,000 - - 235,000 -
4158 Plan Checking Fee - 327,000 - - 327,000 -
4159 Maintenance Fee - - - - - 78,000
4160 Maintenance-Utility Charges - - - - - 6,000
4161 Stormwater Quality Control Plan - 7,000 - - 7,000 - 4162 Storm Drain Fees - - - 510,000 510,000 -
4163 Weed Abatement Fee - - - 11,000 11,000 -
4165 EV Charging Fee - - - - - 15,000
4199 Other Licenses & Permits 3,000 8,000 - - 11,000 -
Subtotal 5,540,000 3,137,000 - 521,000 9,198,000 163,000

CHARGES FOR SERVICES
4180 General Recreation Services - - 553,000 - 553,000 - 4181 Silliman General Aquatic Program - - 478,000 - 478,000 - 4182 Silliman Center General Admission - - 571,000 - 571,000 - 4183 Silliman Contract Classes - - 323,000 - 323,000 -
4185 Community Center Building Rental - - 24,000 - 24,000 - 4186 Child Care Activity - - 321,000 - 321,000 -
4187 Preschool Activity - - 24,000 - 24,000 -
4189 Senior Center Contract Classes - - 9,000 - 9,000 - 4190 Recreation Processing Fee - - 6,000 - 6,000 -
Subtotal - - 2,309,000 - 2,309,000 -
Packet Page 86868686 487

SUMMARY OF BUDGETED REVENUES
ALL FUNDS - Fiscal Year 2026
Code Revenue by Source General
Development Cost
Center
Recreation Cost
Center
Maintenance
Cost Center Total Operating
Special Revenue,
Capital Funds & Other
Funds

FINES & FORFEITURES
4610 Vehicle Code Fines 493,000 - - - 493,000 -
4611 Parking Fines 21,000 - - - 21,000 -
4612 Other Fines 8,000 - - - 8,000 -
Subtotal 522,000 - - - 522,000 -

INTERGOVERNMENTAL
4701 Motor Vehicle-In-Lieu 48,000 - - - 48,000 -
4703 Prop 172 Public Safety Sales Tax 457,000 - - - 457,000 - 4704 Homeowner Relief 100,000 - - - 100,000 -
4705 State Mandates SB90 - - - - - -
4720-4725 State Gasoline Tax - - - - - 1,320,000
4725 HUTA RMRA SB1 - - - - - 1,189,000
4730 Measure D Revenue - - - - - 134,000
4740-4743 Measure BB/F - - - - - 2,155,000
4750 POST Reimbursement 30,000 - - - 30,000 -
4792 Other State Grants/Reimbursements - - - - - 238,000 4793 Federal Grants/Awards - - - - - 260,000
Subtotal 635,000 - - - 635,000 5,296,000

USE OF MONEY & PROPERTY
4880 Investment Earnings 3,100,000 - - - 3,100,000 -
4891 Silliman Center Rentals - - 28,000 - 28,000 -
4893 Silliman Concession - - 380,000 - 380,000 -
Subtotal 3,100,000 - 408,000 - 3,508,000 -

IMPACT FEES
4143 Park Impact Fees - - - - - 100,000
4144 Development Impact Fees - - - - - 1,724,000
4145 Community Development Maint. Fees - - - - - 593,000 4146 Art In Public Places - - - - - 32,000
Subtotal - - - - - 2,449,000

OTHER REVENUES
4980 ISF Charges from Other Departments - - - - - 10,262,000 4990 Other Revenue - 156,000 - - 156,000 -
Subtotal - 156,000 - - 156,000 10,262,000
TOTAL REVENUE 80,221,000 3,293,000 2,717,000 521,000 86,752,000 18,170,000

FUND APPROPRIATIONS & TRANSFERS
4999 From Special Revenue Fund 100,000 - - - 100,000 4,824,000 TOTAL 80,321,000 3,293,000 2,717,000 521,000 86,852,000 22,994,000 Packet Page 87878787 488
Code Program/Activity 2024 Amended 2024 Estimated 2025 Budgeted % of Total Personnel Non Personnel Personnel Non Personnel 2026 Budgeted % of Total Personnel Non Personnel Personnel Non Personnel

GENERAL FUND

00.000.000 Non Departmental 12,461,000 12,461,000 475,000 0.4% - 475,000 489,000 0.4% - 489,000 Subtotal 12,461,000 12,461,000 475,000 0.4% - 475,000 489,000 0.4% - 489,000

10.010.100 Mayor-Council 422,310 400,000 417,000 0.4% 200,000 217,000 425,000 0.4% 200,000 225,000

13.013.130 City Clerk 374,000 413,000 586,000 0.5% 358,000 228,000 420,000 0.4% 359,000 61,000

15.015.150 City Attorney 482,000 573,000 588,000 0.5% - 588,000 604,000 0.6% - 604,000 Subtotal 1,278,310 1,386,000 1,591,000 1.4% 558,000 1,033,000 1,449,000 1.3% 559,000 890,000

20.020.200 Management Services 1,704,050 1,922,000 2,117,000 1.9% 1,377,000 591,000 149,000 1,878,000 1.7% 1,381,000 343,000 154,000

21.021.200 Information Technology 3,721,273 3,450,000 3,178,000 2.9% 1,508,000 1,670,000 3,232,000 2.9% 1,513,000 1,719,000

22.022.200 Human Resources Services 1,699,000 1,605,000 1,764,000 1.6% 1,033,000 731,000 1,790,000 1.6% 1,041,000 749,000

80.080.800 Financial Services 2,675,011 2,947,000 2,965,000 2.7% 1,855,000 1,110,000 3,005,000 2.7% 1,862,000 1,143,000 Subtotal 9,799,334 9,924,000 10,024,000 9.0% 5,773,000 4,102,000 149,000 9,905,000 9.0% 5,797,000 3,954,000 154,000

50.051.510 Economic Development 1,149,793 1,019,000 1,293,000 1.2% 712,000 581,000 1,175,000 1.1% 574,000 601,000 Subtotal 1,149,793 1,019,000 1,293,000 1.2% 712,000 581,000 1,175,000 1.1% 574,000 601,000

26.026.260 Emergency Services 94,000 131,000 225,000 0.2% - 225,000 238,000 0.2% - 238,000

27.027.270 Library Support 321,000 321,000 392,000 0.4% - 392,000 397,000 0.4% - 397,000 Subtotal 415,000 452,000 617,000 0.6% - 617,000 635,000 0.6% - 635,000

30.030.300 Police Administration 1,387,031 1,319,402 1,697,000 1.5% 1,311,000 386,000 1,740,000 1.6% 1,341,000 399,000

30.300.301 School Crossing Guards 155,101 156,000 165,000 0.1% - 165,000 170,000 0.2% - 170,000

30.030.302 Animal Control 440,000 452,000 454,000 0.4% 168,000 286,000 462,000 0.4% 168,000 294,000

30.031.310 Patrol 18,388,444 17,499,000 18,566,000 16.7% 13,959,000 4,014,000 593,000 18,919,000 17.2% 14,369,000 4,397,000 153,000

30.032.320 Investigations 3,005,000 2,156,000 3,285,000 3.0% 2,608,000 677,000 3,376,000 3.1% 2,685,000 691,000

30.033.330 Records & Communications 5,799,198 5,249,000 6,115,000 5.5% 5,024,000 1,082,000 9,000 6,288,000 5.7% 5,166,000 1,112,000 10,000

30.034.340 Police Reserves 12,000 12,000 10,000 0.0% - 10,000 11,000 0.0% - 11,000 Subtotal 29,186,774 26,843,402 30,292,000 27.2% 23,070,000 6,620,000 602,000 30,966,000 28.2% 23,729,000 7,074,000 163,000

40.040.400 Fire, Life, & Environmental Protection 12,949,000 13,191,000 14,145,000 12.7% - 14,145,000 14,523,000 13.2% - 14,523,000

40.041.400 EMS Assessment 4,000 8,000 10,000 0.0% - 4,000 6,000 12,000 0.0% - 5,000 7,000 Subtotal 12,953,000 13,199,000 14,155,000 12.7% - 14,149,000 6,000 14,535,000 13.2% - 14,528,000 7,000 TOTAL GENERAL FUND 67,243,211 65,284,402 58,447,000 52.6% 30,113,000 27,577,000 0 757,000 59,154,000 53.9% 30,659,000 28,171,000 324,000 General Fund
Special Revenue, Capital
Funds & Other Funds General Fund
Special Revenue, Capital
Funds & Other Funds

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2025 and 2026

POLICE SERVICES

FIRE SERVICES

NON DEPARTMENTAL

GENERAL GOVERNMENT

MANAGEMENT/SUPPORT SERVICES

ECONOMIC DEVELOPMENT

EMERGENCY SERVICES AND LIBRARY
Packet Page 88888888 489
Code Program/Activity 2024 Amended 2024 Estimated 2025 Budgeted % of
Total Personnel Non Personnel Personnel Non Personnel 2026 Budgeted % of
Total Personnel Non Personnel Personnel Non Personnel
Subtotal brought forward 67,243,211 65,284,402 58,447,000 52.6% 30,113,000 27,577,000 - 757,000 59,154,000 53.9% 30,659,000 28,171,000 - 324,000

60.060.600 Public Works Administration - 5,000 15,000 0.0% - 15,000 19,000 0.0% - 19,000

60.061.611 Engineering 3,440,511 3,482,000 3,814,000 3.4% 2,226,000 1,588,000 3,924,000 3.6% 2,292,000 1,632,000

60.062.620 Building Inspection 1,990,000 2,037,000 2,338,000 2.1% 1,483,000 817,000 32,000 6,000 2,374,000 2.2% 1,527,000 841,000 6,000 Subtotal 5,430,511 5,524,000 6,167,000 5.5% 3,709,000 2,420,000 32,000 6,000 6,317,000 5.8% 3,819,000 2,492,000 6,000

50.052.520 Planning 1,297,564 960,000 1,198,000 1.1% 802,000 335,000 61,000 1,221,000 1.1% 811,000 347,000 63,000

50.053.530 Community Preservation 839,503 819,000 846,000 0.8% 724,000 122,000 854,000 0.8% 725,000 129,000

50.054.540 General Plans Programs 352,000 404,000 722,000 0.6% - - 722,000 730,000 0.7% - - 730,000 Subtotal 2,489,067 2,183,000 2,766,000 2.5% 1,526,000 457,000 722,000 61,000 2,805,000 2.6% 1,536,000 476,000 730,000 63,000 TOTAL DEVELOPMENT COST CENTER FUND 7,919,578 7,707,000 8,933,000 8.0% 5,235,000 2,877,000 754,000 67,000 9,122,000 8.3% 5,355,000 2,968,000 730,000 69,000

70.071.710 General Recreation Services 1,029,700 1,197,000 1,498,000 1.3% 850,000 563,000 85,000 1,546,000 1.4% 876,000 582,000 88,000

70.072.720 Youth/Adult Sports,Fitness,&Wellness 653,600 926,000 976,000 0.9% 470,000 506,000 1,005,000 0.9% 485,000 520,000

70.073.730 Activity & Family Aquatic Center 2,501,000 2,167,000 2,578,000 2.3% 1,596,000 982,000 2,647,000 2.4% 1,645,000 1,002,000

70.074.740 Licensed Child Care 822,700 882,000 898,000 0.8% 685,000 213,000 927,000 0.8% 706,000 221,000

70.075.750 Senior Services 559,300 551,000 581,000 0.5% 471,000 110,000 601,000 0.5% 486,000 115,000

70.075.755 Paratransit (Measure B/BB) 220,000 421,000 432,000 0.4% - - 432,000 445,000 0.4% - - 445,000

70.077.771 Human Services/Newark Resource Center - - 124,000 0.1% 50,000 74,000 134,000 0.1% 52,000 82,000.00

70.079.790 Grants/Pass Through 51,596 497,000 50,000 0.0% - - 50,000 - 0.0% - - Subtotal 5,837,896 6,641,000 7,137,000 6.4% 4,122,000 2,448,000 85,000 482,000 7,305,000 6.7% 4,250,000 2,522,000 88,000 445,000 TOTAL RECREATION COST CENTER FUND 5,837,896 6,641,000 7,137,000 6.4% 4,122,000 2,448,000 85,000 482,000 7,305,000 6.7% 4,250,000 2,522,000 88,000 445,000 Subtotal carried forward 81,000,684 79,632,402 74,517,000 67.0% 39,470,000 32,902,000 839,000 1,306,000 75,581,000 68.9% 40,264,000 33,661,000 818,000 838,000

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2025 and 2026

DEVELOPMENT COST CENTER

RECREATION COST CENTER
General Fund
Special Revenue, Capital
Funds & Other Funds General Fund
Special Revenue, Capital
Funds & Other Funds

PUBLIC WORKS

COMMUNITY DEVELOPMENT

RECREATION
Packet Page 898989898989 490
Code Program/Activity 2024 Amended 2024 Estimated 2025 Budgeted % of Total Personnel Non Personnel Personnel Non Personnel 2026 Budgeted % of Total Personnel Non Personnel Personnel Non Personnel Subtotal brought forward 81,000,684 79,632,402 74,517,000 68.9% 39,470,000 32,902,000 839,000 1,306,000 75,581,000 74.2% 40,264,000 33,661,000 818,000 838,000

60.063.631 Waste Management 1,333,428 1,135,000 1,133,000 1.0% 354,000 119,000 660,000 1,171,000 1.1% 364,000 125,000 682,000

60.063.632 Storm Drains 1,112,500 1,043,000 1,161,000 1.1% 571,000 590,000 1,196,000 1.2% 587,000 609,000 Subtotal 2,445,928 2,178,000 2,294,000 2.1% 925,000 709,000 660,000 2,367,000 2.3% 951,000 734,000 682,000

60.064.641 Weed Abatement 39,000 35,000 21,000 0.0% - 21,000 23,000 0.0% - 23,000 Subtotal 39,000 35,000 21,000 0.0% - 21,000 - 23,000 0.0% - 23,000 -

60.064.612 Street Lighting & Traffic Signals 1,012,586 943,000 988,000 0.9% 161,000 827,000 1,016,000 1.0% 166,000 850,000

60.064.642 Street Repairs 1,333,500 1,110,000 976,000 0.9% 380,000 596,000 1,076,000 1.1% 391,000 685,000

60.068.682 Landscape & Lighting Districts 554,063 476,000 3,000 0.0% - - 3,000 4,000 0.0% - - 4,000 Subtotal 2,900,149 2,529,000 1,967,000 1.8% 541,000 1,423,000 3,000 2,096,000 2.1% 557,000 1,535,000 4,000

60.064.643 Park & Landscape Maintenance 3,679,000 3,554,000 3,762,000 3.5% 1,668,000 2,094,000 3,866,000 3.8% 1,719,000 2,147,000 Subtotal 3,679,000 3,554,000 3,762,000 3.5% 1,668,000 2,094,000 - 3,866,000 3.8% 1,719,000 2,147,000 - TOTAL MAINTENANCE FUND 9,064,076 8,296,000 8,044,000 7.4% 3,134,000 4,247,000 663,000 8,352,000 8.2% 3,227,000 4,439,000 686,000 Transfer for 2019 COP Debt Service 4,818,000 4,821,000 4,818,000 4.5% - 4,818,000 - - 4,824,000 4.7% - 4,824,000 - - Assigned Measure GG Funds 2,456,000 2,453,000 2,602,000 2.4% - 2,602,000 - - 2,788,000 2.7% - 2,788,000 - - TOTAL OPERATIONS 97,338,761 95,202,402 89,981,000 83.2% 42,604,000 44,569,000 839,000 1,969,000 91,545,000 89.8% 43,491,000 45,712,000 818,000 1,524,000

90.091.910 Street Construction 20,429,794 11,475,000 6,150,000 5.7% - - - 6,150,000 4,950,000 4.9% - - - 4,950,000

90.092.920 Housing Community Development 664,946 276,000 283,000 0.3% - - - 283,000 292,000 0.3% - - - 292,000

90.093.930 Park Construction 1,986,875 266,000 273,000 0.3% - - - 273,000 281,000 0.3% - - - 281,000

90.094.940 Capital Improvements 20,065,450 4,019,000 6,596,000 6.1% - - - 6,596,000 0 0.0% - - - 0 Subtotal 43,147,065 16,036,000 13,302,000 12.3% - - - 13,302,000 5,523,000 5.4% - - - 5,523,000 TOTAL CAPITAL FUNDS 43,147,065 16,036,000 13,302,000 12.3% - - - 13,302,000 5,523,000 5.4% - - - 5,523,000

00.000.000 COP 2019 Debt Service - 4,821,000 4,818,000 4.5% - - - 4,818,000 4,824,000 4.7% - - - 4,824,000 Subtotal - 4,821,000 4,818,000 4.5% - - - 4,818,000 4,824,000 4.7% - - - 4,824,000 TOTAL DEBT SERVICE - 4,821,000 4,818,000 4.5% - - - 4,818,000 4,824,000 4.7% - - - 4,824,000 140,485,825 116,059,402 108,101,000 100.0% 42,604,000 44,569,000 839,000 20,089,000 101,892,000 100.0% 43,491,000 45,712,000 818,000 11,871,000 Subtotal carried forward 140,485,825 116,059,402 108,101,000 100.0% 42,604,000 44,569,000 839,000 20,089,000 101,892,000 100.0% 43,491,000 45,712,000 818,000 11,871,000

TOTAL OPERATIONS, CAPITAL & DEBT SERVICE

CAPITAL FUNDS

DEBT SERVICE

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2025 and 2026

MAINTENANCE COST CENTER

DEBT SERVICE

WEED ABATEMENT

STREET OPERATIONS & MAINTENANCE

PARK & LANDSCAPE MAINTENANCE

FUND TRANSFERS

CAPITAL PROJECTS
General Fund
Special Revenue, Capital
General Fund Funds & Other Funds
Special Revenue, Capital
Funds & Other Funds

ENVIRONMENTAL SERVICES
Packet Page 90 491
Code Program/Activity 2024 Amended 2024 Estimated 2025 Budgeted % of Total Personnel Non Personnel Personnel Non Personnel 2026 Budgeted % of Total Personnel Non Personnel Personnel Non Personnel Subtotal brought forward 140,485,825 116,059,402 108,101,000 100.0% 42,604,000 44,569,000 839,000 20,089,000 101,892,000 100.0% 43,491,000 45,712,000 818,000 11,871,000 *

87.701.800 Equipment & Fleet Replacement 2,818,951 2,300,000 109,000 0.1% - - - 109,000 110,000 0.1% - - - 110,000 Subtotal 2,818,951 2,300,000 109,000 0.1% - - - 109,000 110,000 0.1% - - - 110,000.00

87.705.800 Office Support Services 103,000 160,000 167,000 0.1% - - - 167,000 175,000 0.2% - - - 175,000 Subtotal 103,000 160,000 167,000 0.1% - - - 167,000.00 175,000 0.2% - - - 175,000.00

87.707.200 Workers' Compensation 1,117,000 1,111,000 1,300,000 1.2% - - 34,000 1,266,000 1,338,000 1.3% 34,000 1,304,000

87.706.150 Public Liability 2,024,254 2,027,000 2,202,000 2.0% - - 34,000 2,168,000 2,657,000 2.5% 34,000 2,623,000 Subtotal 3,141,254 3,138,000 3,502,000 3.1% - - 68,000 3,434,000 3,995,000 3.8% - - 68,000 3,927,000

87.703.671 Equipment Maintenance 1,444,000 1,382,000 1,465,000 1.3% - - 724,000 741,000 1,513,000 1.4% - - 746,000 767,000

87.704.672 Civic Center/Other City Facilities 1,816,400 1,786,000 1,756,000 1.6% - - 544,000 1,212,000 1,812,000 1.7% - - 560,000 1,252,000

87.704.673 Silliman Center 904,600 984,000 1,073,000 1.0% - - 148,000 925,000 1,106,000 1.0% - - 153,000 953,000

87.704.674 Police Building 436,000 420,000 433,000 0.4% - - - 433,000 448,000 0.4% - - - 448,000

87.704.675 Library Building 196,000 216,000 223,000 0.2% - - - 223,000 231,000 0.2% - - - 231,000 Subtotal 4,797,000 4,788,000 4,950,000 4.4% - - 1,416,000 3,534,000 5,110,000 4.8% - - 1,459,000 3,651,000 TOTAL INTERNAL SERVICE FUNDS 10,860,205 10,386,000 8,728,000 7.8% - - 1,484,000 7,244,000 9,390,000 8.8% - - 1,527,000 7,863,000 Vacancy Savings (5,042,000) (5,164,000)
COMPOSITE TOTAL 151,346,030 126,445,402 111,787,000 100.0% 42,604,000 44,569,000 2,323,000 27,333,000 106,118,000 100.0% 43,491,000 45,712,000 2,345,000 19,734,000

MAINTENANCE

INTERNAL SERVICE FUNDS (ISF)

SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2025 and 2026
General Fund
Special Revenue, Capital Funds
& Other Funds General Fund
Special Revenue, Capital Funds
& Other Funds

EQUIPMENT & FLEET REPLACEMENT

OFFICE SUPPORT
PUBLIC LIABILITY & WORKERS' COMP.

Packet Page 91 492
77,687,000
86,962,000
85,085,000
89,927,000
88,444,000
70,000,000
72,000,000
74,000,000
76,000,000
78,000,000
80,000,000
82,000,000
84,000,000
86,000,000
88,000,000
90,000,000
92,000,000
2022 Actual 2023 Actuals 2024 Estimate 2025 Budgeted 2026 Budgeted Total Operating Revenues
Fiscal Year 2022-2026
98,983,000
101,752,000 101,800,000
105,866,000
104,922,000
94,000,000
96,000,000
98,000,000
100,000,000
102,000,000
104,000,000
106,000,000
108,000,000
2022 Actual 2023 Actuals 2024 Estimate 2025 Budgeted 2026 Budgeted Total Revenues - All Funds
Fiscal Year 2022-2026
Packet Page 929292929292 493
83,251,000 80,531,000
116,059,000
108,101,000
101,892,000
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
2022 Actual 2023 Actuals 2024 Estimate 2025 Budgeted 2026 Budgeted Total Expenditures - All Funds
Fiscal Year 2022-2026
74,864,000 77,363,000
95,202,000
89,981,000 91,545,000
-
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
100,000,000
2022 Actual 2023 Actuals 2024 Estimate 2025 Budgeted 2026 Budgeted Total Operating Expenditures
Fiscal Year 2022-2026
Packet Page 93 494
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Public Liability ISF Workers' Compensation ISF

13.013.130 20.020.200 21.021.200 22.022.200 87.706.150 87.707.200

CITY CLERK
City Clerk 1.00 1.00 1.00 1.00 1.00 100%
Subtotal 1.00 1.00 1.00 1.00 1.00

CITY MANAGER
Assistant City Manager 1.00 1.00 1.00 1.00 1.00 10% 60% 15% 15% Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00 100% City Manager 1.00 1.00 1.00 1.00 1.00 100%
Executive Assistant 1.00 1.00 1.00 1.00 1.00 20% 80%
Senior Management Analyst - - 1.00 1.00 1.00 100%
Subtotal 4.00 4.00 5.00 5.00 5.00

HUMAN RESOURCES
Administrative Analyst 1.00 1.00 1.00 1.00 1.00 100%
Human Resources Director 1.00 1.00 1.00 1.00 1.00 80% 10% 10% Human Resources Technician 2.00 2.00 2.00 2.00 2.00 100% Subtotal 4.00 4.00 4.00 4.00 4.00

INFORMATION TECHNOLOGY
Chief Information Officer/Information
Technology Director 1.00 1.00 1.00 1.00 1.00 100%
Information Technology Analyst 3.00 3.00 2.00 2.00 2.00 100% Sr. Information Technology Analyst - - 1.00 1.00 1.00 100% Information Technology Technician I/II 2.00 2.00 2.00 2.00 2.00 100% Subtotal 6.00 6.00 6.00 6.00 6.00 FY 2023 Amended FY 2024 Adopted FY 2024 Amended FY 2025 Budgeted FY 2026 Budgeted Packet Page 94949494 495
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS Police Administration Animal Control Patrol Investigations Records & Communications

30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 POLICE
Administrative Analyst 1.00 1.00 - - -
Administrative Assistant 1.00 1.00 1.00 1.00 100% 1.00
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 100% Animal Control Officer 1.00 1.00 1.00 1.00 1.00 100%
Community Engagement Manager 1.00 1.00 1.00 1.00 1.00 100% Community Service Officer 2.00 2.00 2.00 2.00 2.00 100% Community Service Officer 1.00 1.00 1.00 1.00 1.00 100% Crime Analyst 1.00 1.00 1.00 1.00 1.00 100%
Lead Public Safety Dispatcher 2.00 2.00 1.00 1.00 1.00 100% Management Analyst II - - 1.00 1.00 1.00 100%
Police Captain 1.00 1.00 1.00 1.00 1.00 100%
Police Captain 1.00 1.00 1.00 1.00 1.00 100%
Police Chief 1.00 1.00 1.00 1.00 100% 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 2.00 100%
Police Lieutenant 1.00 1.00 1.00 1.00 1.00 100%
Police Officer 10.00 10.00 10.00 10.00 10.00 100%
Police Officer 34.00 34.00 34.00 34.00 34.00 100%
Police Records Supervisor 1.00 1.00 1.00 1.00 1.00 100% Police Sergeant 7.00 7.00 7.00 7.00 7.00 100%
Police Sergeant 1.00 1.00 1.00 1.00 1.00 100%
Police Support Services Manager 1.00 1.00 1.00 1.00 1.00 100% Public Safety Clerk 3.00 3.00 3.00 3.00 3.00 100%
Public Safety Dispatch Supervisor - - 1.00 1.00 1.00 100% Public Safety Dispatcher 9.00 9.00 9.00 9.00 9.00 100%
Red Light Photo Technician 1.00 1.00 1.00 1.00 1.00 100% Vehicle Abatement Officer 1.00 1.00 1.00 1.00 1.00 100% Subtotal 85.00 85.00 85.00 85.00 85.00 FY 2023 Amended FY 2024 Adopted FY 2024 Amended FY 2025 Budgeted FY 2026 Budgeted Packet Page 95959595 496
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS Economic Development Planning Community Preservation Community Development Maintenance Fund

50.051.510 50.052.520 50.053.530 50.054.540

COMMUNITY DEVELOPMENT
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 40% 60% Assistant Planner - - - 1.00 1.00 50% 50%
Associate Planner 1.00 1.00 1.00 1.00 1.00 70% 30%
Community Development Director 1.00 1.00 1.00 1.00 1.00 30% 20% 50% Community Preservation Manager 1.00 1.00 1.00 1.00 1.00 100% Community Preservation Specialist 2.00 2.00 2.00 2.00 2.00 100% Deputy Community Development Director - 1.00 1.00 1.00 1.00 30% 20% 50% Deputy Economic Development Director 1.00 - 1.00 1.00 1.00 100% Economic Development Manager 1.00 1.00 - - -
Housing Policy Program Manager - - - 1.00 1.00 60% 40%
Management Analyst I/II - - 1.00 1.00 1.00 100%
Senior Planner 1.00 1.00 1.00 1.00 1.00 50% 50%
Subtotal 9.00 9.00 10.00 12.00 12.00 FY 2023 Amended FY 2024 Adopted FY 2024 Amended FY 2025 Budgeted FY 2026 Budgeted Packet Page 96 497
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS Engineering Building Inspection Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Equipment Maintenance ISF Civic Center Maintenance ISF Silliman Center Maintenance ISF Police Building Maintenance ISF Library & Other City Facilities Maintenance ISF

60.061.611 60.062.620 60.063.631 60.063.632 60.064.612 60.064.641 60.064.642 60.064.643 87.703.671 87.704.672 87.704.673 87.704.674 87.704.675

PUBLIC WORKS
Administrative Analyst 1.00 1.00 - - -
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 100% Assistant City Engineer 1.00 1.00 - - -
Assistant Engineer - Civil 1.00 1.00 1.00 1.00 1.00 75% 25% Assistant Maintenance Superintendent 1.00 1.00 - - -
Associate Civil Engineer 1.00 1.00 2.00 2.00 1.00 100%
Building Inspector I/II 3.00 3.00 3.00 3.00 3.00 100%
Building Maintenance Mechanic I - - - 1.00 1.00 100%
Building Maintenance Mechanic II 2.00 2.00 1.00 1.00 2.00 65% 35% 35% 35% Chief Building Official 1.00 1.00 1.00 1.00 1.00 100%
City Engineer - - 1.00 1.00 1.00 60% 10% 30%
Engineering Technician I 1.00 1.00 1.00 1.00 1.00 40% 25% 35% Environmental Services Manager 1.00 1.00 1.00 1.00 1.00 100% Equipment Mechanic I - - - 1.00 1.00 100%
Equipment Mechanic II 2.00 2.00 1.00 1.00 2.00 100%
Facilities Supervisor - - 1.00 1.00 1.00 80% 20% 20% 20% General Laborer 3.00 3.00 3.00 3.00 3.00 100%
Junior Engineer 1.00 1.00 1.00 1.00 1.00 100%
Landscape & Park - Maintenance Worker I 2.00 2.00 2.00 2.00 2.00 100% Landscape & Park - Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 100% Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 20% 20% 30% 30% Maintenance Supervisor - - 1.00 1.00 1.00 25% 25% 50%
Management Analyst I - - - 1.00 1.00 10% 20% 20% 20% 30% Management Analyst II - - 1.00 1.00 1.00 35% 15% 25% 25% Permit Technician 1.00 1.00 1.00 1.00 1.00 100%
Plan Check Engineer 1.00 1.00 - - -
Principal Civil Engineer - - 1.00 1.00 1.00 100%
Public Works Director 1.00 1.00 1.00 1.00 1.00 50% 10% 10% 10% 10% 10% Public Works Inspector 1.00 1.00 1.00 1.00 1.00 90% 10% Senior Administrative Support Specialist 1.00 1.00 1.00 1.00 1.00 100% Senior Administrative Support Specialist 1.00 1.00 1.00 - - Senior Building Inspector 1.00 1.00 1.00 1.00 1.00 100% Senior Building Mechanic 1.00 1.00 1.00 1.00 1.00 70% 30% 30% 30% Senior Civil Engineer 2.00 2.00 2.00 1.00 1.00 100%
Senior Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 100% Senior Landscape & Park Maintenance Worker 2.00 2.00 2.00 2.00 2.00 100% Senior Landscape Inspector 1.00 1.00 1.00 1.00 1.00 100% Senior Street Maintenance Worker - - 1.00 1.00 1.00 50% 50% Street Maintenance Worker I 1.00 1.00 2.00 2.00 1.00 50% 50% Street Maintenance Worker II 2.00 2.00 1.00 1.00 2.00 100% Subtotal 42.00 42.00 44.00 44.00 44.00 FY 2023 Amended FY 2024 Adopted FY 2024 Amended FY 2025 Budgeted FY 2026 Budgeted Packet Page 97 498
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Finance

70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 80.080.800

RECREATION & COMMUNITY SERVICES
Administrative Assistant 0.50 0.50 0.50 0.75 0.75 80% 10% 10% Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 30% 10% 60% Administrative Support Specialist II 1.00 1.00 1.00 1.00 0.75 25% 75% Childcare Instructor 4.00 4.00 4.00 4.00 4.00 100%
Lead Childcare Instructor 1.00 1.00 1.00 - -
Recreation & Community Services Director 1.00 - 1.00 1.00 1.00 20% 20% 20% 20% 20% Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 30% 35% 35% Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 100%
Recreation Coordinator 2.00 2.00 2.00 2.00 1.00 100%
Recreation Coordinator - - - 1.00 1.00 100%
Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 100%
Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 20% 10% 70% Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 10% 10% 80% Recreation Supervisor - - - 1.00 1.00 10% 10% 80%
Senior Recreation Supervisor 1.00 1.00 1.00 - -
Subtotal 14.25 16.50 16.50 16.75 16.75

FINANCE
Accountant 2.00 2.00 2.00 2.00 2.00 100%
Accounting Assistant I/II 1.00 2.00 2.00 2.00 1.00 100% Accounting Manager 1.00 1.00 - - -
Accounting Technician I/II 1.00 1.00 1.00 1.00 1.00 100% Cashier 1.00 1.00 - - -
Collection Assistant 1.00 1.00 1.00 1.00 1.00 100%
Deputy Finance Director - 1.00 1.00 1.00 100%
Finance Director 1.00 1.00 1.00 1.00 1.00 100%
Senior Accountant 1.00 1.00 1.00 1.00 1.00 100%
Subtotal 9.00 9.00 9.00 9.00 9.00 FY 2023 Amended FY 2024 Adopted FY 2024 Amended FY 2025 Budgeted FY 2026 Budgeted Packet 9998Page 499
Packet Page 99 500
BREAKDOWN OF FULL-TIME EQUIVALENTS FOR 2025
(Temporary Personnel)
Dept. Description FTE Dept. Description FTE

20.020.200 City Manager 70.071.710 General Recreation Services Office Assistant I 0.75 Activity Coordinator 2.00
Annuitants 0.33 Customer Service Rep 0.50
Total 1.08 Preschool Instructor 2.00
Recreation Instructor 2.00

21.021.210 Information Technology Recreation Leader I 1.75 Annuitant 0.50 Teen Activity Coordinator 0.50
Total 0.50 Total 8.75

22.022.220 Human Resources 70.072.720 Youth/Adult Sports, Fitness, & Wellness Annuitants (960 hours/each) 0.66 Activity Coordinator 1.00 Total 0.66 Special Assistant 0.50
Recreation Instructor 1.00

30.031.310 Patrol Recreation Leader I/II 1.00
Police Officer Trainee 3.00 Recreation Leader I/II 1.26 Special Assistant 1.00 Total 4.76
Total 4.00

70.073.730 Family Aquatic Center

30.033.330 Records & Communications Aquatic Instructor 5.00 Police Services Aide I 1.00 Customer Service Rep 4.00
Police Services Aide II 1.50 Lifeguard I/II 9.00
Special Assistant 0.25 Pool Technician 2.00
Total 2.75 Recreation Leader II 0.71
Activity Coordinator 2.00

50.051.510 Economic Development Senior Lifeguard 3.00
Special Assistant 1.44 Customer Service Rep 0.50
Total 1.44 Total 26.21

60.061.611 Engineering 70.074.740 Licensed Childcare
Special Assistant 0.25 Preschool Instructor 0.50
Total 0.25 Total 0.50

60.062.620 Building Inspection 70.075.750 Senior Services Office Assistant I (PST-X) 1.00 Recreation Leader 1.50
Total 1.00 Total 1.50

60.064.643 Maintenance 80.080.800 Finance
General Maintenance Worker III 0.50 Accounting Assistant I/II 0.50 General Maintenance Worker III 0.50 Total 0.50
General Maintenance Worker III 0.50
Total 1.50 Grand Total 55.40
Packet 100 100 100 100 100 100 Page 501
BREAKDOWN OF FULL-TIME EQUIVALENTS FOR 2026
(Temporary Personnel)
Dept. Description FTE Dept. Description FTE

20.020.200 City Manager 70.071.710 General Recreation Services Office Assistant I 0.75 Activity Coordinator 2.00
Annuitant 0.33 Customer Service Rep 0.50
Total 1.08 Preschool Instructor 2.00
Recreation Instructor 2.00

21.021.210 Information Technology Recreation Leader I 1.75 Annuitant 0.50 Teen Activity Coordinator 0.50
Total 0.50 Total 8.75

22.022.220 Human Resources 70.072.720 Youth/Adult Sports, Fitness, & Wellness Annuitants (960 hours/each) 0.66 Activity Coordinator 1.00 Total 0.66 Special Assistant 0.50
Recreation Instructor 1.00

30.031.310 Patrol Recreation Leader I/II 1.00
Police Officer Trainee 3.00 Recreation Leader I/II 1.26 Special Assistant 1.00 Total 4.76
Total 4.00

70.073.730 Family Aquatic Center

30.033.330 Records & Communications Aquatic Instructor 5.00 Police Services Aide I 1.00 Customer Service Rep 4.00
Police Services Aide II 1.50 Lifeguard I/II 9.00
Special Assistant 0.25 Pool Technician 2.00
Total 2.75 Recreation Leader II 0.71
Activity Coordinator 2.00

60.061.611 Engineering Senior Lifeguard 3.00
Special Assistant 0.25 Customer Service Rep 0.50
Total 0.25 Total 26.21

60.062.620 Building Inspection 70.074.740 Licensed Childcare Office Assistant I (PST-X) 1.00 Preschool Instructor 0.50 Total 1.00 Total 0.50

60.064.643 Maintenance 70.075.750 Senior Services
General Maintenance Worker III 0.50 Recreation Leader 1.50 General Maintenance Worker III 0.50 Total 1.50
General Maintenance Worker III 0.50
Total 1.50 80.080.800 Finance
Accounting Assistant I/II 0.50
Total 0.50
Grand Total 53.96
Packet 101 101 101 101 101 101 Page 502
Packet 102 102 102 102 102 102 Page 503
City Manager’s Office, City Attorney’s Office and
Emergency Management Services – Operating Budget
The mission of the City Manager’s Office is to ensure the goals and needs of the community, City Council and staff are all in alignment. Divisions within the City Manager’s Office include the City Attorney’s Office, the City Clerk’s office, and the Office of Emergency Services.

KEY OBJECTIVES
• Assist other City departments in developing and carrying out inclusive and equitable City policies, maximizing the use of City resources and promoting long-term fiscal stability. • Successfully manage and support the November 5, 2024 election for City Council and Mayoral candidates and any potential ballot measures.
• Explore opportunities to expand partnerships with the Newark Unified School District to enhance education in our public schools.
• Develop the City’s first Homelessness Plan to identify strategies and resources for our unhoused community in an effort to eliminate homelessness. • Complete a review and update of the City’s Comprehensive Emergency Management Plan. • Apply for grant funding to carry out actions identified in the Local Hazard Mitigation Plan. • Provide specialized training to employees tasked with Emergency Operations Center responsibilities.
• Increase participation in the Community Emergency Response Team (CERT) volunteer program.
• Partner to provide our business, residential, and service communities with Emergency Prevention, Preparedness, Response, and Recovery training. • Act on the results of the biennial Community Engagement Survey Packet 103 103 103 103 103 103 Page 504
• Complete a citywide branding and marketing effort to improve communication with our community.
• Appoint community members to the City’s first Public Arts Committee and begin implementation of the City’s Public Art Master Plan.

Activity & Workload Highlights
Activity and Workload Indicators
FY 2021
Actuals
FY 2022
Actuals
FY 2023
Actuals
FY 2024
Projected
Legislative Records Processed:

Resolutions 136 148 151 145
Ordinances 7 5 6 4
Legal Notices published/posted 20 13 14 16
Fair Political Practices Commission:

Form 700 filings 58 73 82 71
City Council Agenda Packets processed 24 31 23 24
Public Records Act Requests processed 107 132 147 180
Contracts processed (per Calendar Year) 63 85 167 200
Packet 104 104 104 104 104 104 Page 505

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. 87.2% $68,046,000 6.8% $5,303,000 0.7% $515,000

4.5%
$3,500,000

0.8%
$626,000

87.8%
$70,424,000

6.9%
$5,540,000

0.7%
$522,000

3.9%
$3,100,000

0.8%
$635,000
Taxes Licenses & Permits Fines & Forfeitures Use of Money & Property
Revenue from Other
Agencies
Budgeted Revenues FY 2025 and FY 2026
2025 Revenues 2026 Revenues

2.8%
$2,066,000

13.5%
$10,024,000

40.9%
$30,292,000

19.1%
$14,155,000

2.6%
$1,910,000

21.1%
$15,657,000

2.6%
$1,938,000

13.4%
$9,905,000

41.8%
$30,966,000

19.6%
$14,535,000

2.4%
$1,810,000

24.0%
$17,803,000
General
Government
Management &
Support Services
Police Services Fire Services Economic
Development &
Library
Interfund Transfers
Out
Budgeted Expenditures FY 2025 and FY 2026
2025 Expenditures 2026 Expenditures
Packet 105 105 105 105 105 105 Page 506
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

NON DEPARTMENTAL

00.000.000 Non Departmental - 12,461,000 17,282,000 5,293,000 5,313,000 Subtotal - 12,461,000 17,282,000 5,293,000 5,313,000

GENERAL GOVERNMENT

10.010.100 Mayor-Council 413,000 422,310 400,000 417,000 425,000

13.013.130 City Clerk 374,000 374,000 413,000 586,000 420,000

15.015.150 City Attorney 482,000 482,000 573,000 588,000 604,000 Subtotal 1,269,000 1,278,310 1,386,000 1,591,000 1,449,000

MANAGEMENT & SUPPORT SERVICES

20.020.200 Management Services 1,493,000 1,704,050 1,922,000 2,117,000 1,878,000

21.021.200 Information Technology Systems 2,617,000 3,721,273 3,450,000 3,178,000 3,232,000

22.022.200 Human Resources Services 1,542,000 1,699,000 1,605,000 1,764,000 1,790,000

80.080.800 Financial Services 2,437,000 2,675,011 2,947,000 2,965,000 3,005,000 Subtotal 8,089,000 9,799,334 9,924,000 10,024,000 9,905,000 TOTAL 9,358,000 23,538,644 28,592,000 16,908,000 16,667,000

GENERAL GOVERNMENT/MANAGEMENT &

SUPPORT SERVICES SUMMARY
Packet 106 106 106 106 106 106 Page 507

00.000.000 NON DEPARTMENTAL Non Departmental
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5510 Defined Benefit Plan (CalPERS) - 12,000,000 12,000,000 - - 5530 OPEB - 461,000 461,000 475,000 489,000
Subtotal - 12,461,000 12,461,000 475,000 489,000
7000 Principle & Interest - - 4,821,000 4,818,000 4,824,000 TOTAL - 12,461,000 17,282,000 5,293,000 5,313,000
Non-Departmental expenditures account for additional discretionary payments towards the Pension and Other PostEmployment Benefits (OPEB) liabilities.

Packet 107 107 107 107 107 107 Page 508

10.010.100 MAYOR-COUNCIL General Government
Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5130 Salaries Council and Commissions 204,000 204,000 193,000 200,000 200,000 Subtotal 204,000 204,000 193,000 200,000 200,000
6100 Materials and Supplies 5,000 5,000 5,000 5,000 6,000 6200 Contractual Services 114,000 123,310 106,000 110,000 114,000 6400 Membership, Travel, Training 64,000 64,000 70,000 75,000 78,000 6800 Internal Service Charges 26,000 26,000 26,000 27,000 27,000 Subtotal 209,000 218,310 207,000 217,000 225,000
TOTAL 413,000 422,310 400,000 417,000 425,000
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 residents to serve as members of these advisory committees and commissions.

Packet 108 108 108 108 108 108 Page 509

13.013.130 CITY CLERK General Government
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 325,000 325,000 362,000 358,000 359,000 5140 Overtime - - 1,000 - -
Subtotal 325,000 325,000 363,000 358,000 359,000
6100 Materials and Supplies 1,000 1,000 3,000 4,000 6,000 6200 Contractual Services 10,000 10,000 10,000 185,000 13,000 6400 Membership, Travel, Training 6,000 6,000 5,000 5,000 8,000 6800 Internal Service Charges 32,000 32,000 32,000 34,000 34,000 Subtotal 49,000 49,000 50,000 228,000 61,000
TOTAL 374,000 374,000 413,000 586,000 420,000
AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
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; 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 109 109 109 109 109 109 Page 510

15.015.150 CITY ATTORNEY General Government
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies 1,000 1,000 - - -
6200 Contractual Services 455,000 455,000 547,000 561,000 577,000 6800 Internal Service Charges 26,000 26,000 26,000 27,000 27,000 Subtotal 482,000 482,000 573,000 588,000 604,000
TOTAL 482,000 482,000 573,000 588,000 604,000
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 serving representation for 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 110 110 110 110 110 110 Page 511

20.020.200 CITY MANAGER'S OFFICE General Government
Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 1,137,000 1,172,400 1,369,000 1,341,000 1,343,000 5140 Overtime - - 3,000 - -
5120 Seasonal/Temporary Employees 16,000 16,000 37,000 36,000 38,000 Subtotal 1,153,000 1,188,400 1,409,000 1,377,000 1,381,000 6100 Materials and Supplies 19,000 19,000 17,000 44,000 36,000 6200 Contractual Services 183,000 356,250 357,000 545,000 305,000 6400 Membership, Travel, Training 15,000 15,000 13,000 13,000 16,000 6800 Internal Service Charges 123,000 123,000 123,000 138,000 140,000 8000 Departmental Equipment - 2,400 3,000 - -
Subtotal 340,000 515,650 513,000 740,000 497,000
TOTAL 1,493,000 1,704,050 1,922,000 2,117,000 1,878,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
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
Senior Management Analyst 1.00 1.00 1.00
Temporary Full-time Equivalent - 0.75 0.75
TOTAL 4.40 5.15 5.15
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 111 111 111 111 111 111 Page 512
Information Technology – Operating Budget
The mission of the Information Technology Department is to cultivate a secure, resilient, and inclusive technology ecosystem that seamlessly aligns with organizational objectives. Our dedicated team ensures the seamless operation of the citywide technology infrastructure, providing daily support to employees and managing all customer-facing technology resources for the City. We are committed to constant innovation, actively identifying, evaluating, and implementing technologies that enhance operational efficiency. Our efforts extend to maintaining the robustness of network infrastructure and all technology components, fostering increased accessibility and transparency of data for the public. With a primary focus on fortifying our cyber environment, we strive to elevate our technological capabilities responsibly by procuring resources in a fiscally sound manner. As stewards of technology, we actively recommend solutions that not only enhance service delivery but also contribute to the overall advancement of our community. Together, we shape a future where technology seamlessly empowers and serves our City, fostering progress and connectivity for all.

Key Objectives
• Align with the Technology Master Plan to drive customer-focused technology solutions that are aligned with City Council goals and priorities. • Implement advanced cybersecurity protocols and training to safeguard the City’s digital assets and sensitive information and conduct regular security audits and risk assessments to identify and mitigate potential vulnerabilities.
• Establish a comprehensive technology governance framework to provide a collaborative forum for major decisions, planning, internal communication, and department staff training.
• Promote digital inclusion by expanding digital literacy programs and develop initiatives to bridge the digital divide to provide equitable access to technology resources for all residents.
• Implement disaster recovery and business continuity plans with regular testing to ensure uninterrupted service delivery during unforeseen events.

Packet 112 112 112 112 112 112 Page 513
• Execute the recommendations derived from the extensive evaluations and assessments of telephony and carrier services proposals to develop an integrated solution that is modern, scalable, feature-rich, reliable, and cost-effective. • Enhance the resilience of critical IT infrastructure components to minimize downtime during system failures or cyber incidents.
• Explore Artificial Intelligence (AI) Integration for potential data analysis enhancement, routine task automation and decision-making improvements. • Collaborate with City departments to support the implementation of smart city technologies that align with the City’s vision for a smart and connected community.

Activity & Workload Highlights
Activity and Workload Indicators
FY 2021
Actuals
FY 2022
Actuals
FY 2023
Actuals
FY 2024
Projected
Help desk tickets resolved 1106 1660 1700 1800
Security Event: Spam Emails* N/A 69,188 81,000 82,000
Security Event: Phishing Emails* N/A 7,941 10,300 11,000 Security Event: Malware Emails* N/A 894 929 1,000
*Filtering, monitoring and quarantine enforcement started March 2023 Packet 113 113 113 113 113 113 Page 514

21.021.210 INFORMATION TECHNOLOGY General Government

DEPARTMENT
Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 1,445,000 1,451,000 1,376,000 1,417,000 1,419,000 5140 Overtime - - 9,000 - -
5120 Seasonal/Temporary Employees - - 63,000 91,000 94,000 Subtotal 1,445,000 1,451,000 1,448,000 1,508,000 1,513,000 6100 Materials and Supplies 119,000 839,028 775,000 703,000 723,000 6200 Contractual Services 286,000 633,245 548,000 335,000 347,000 6300 Communications 524,000 524,000 403,000 413,000 425,000 6400 Membership, Travel, Training 8,000 39,000 41,000 41,000 44,000 6800 Internal Service Charges 235,000 235,000 235,000 178,000 180,000 Subtotal 1,172,000 2,270,273 2,002,000 1,670,000 1,719,000 TOTAL 2,617,000 3,721,273 3,450,000 3,178,000 3,232,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Assistant City Manager 0.15 0.15 0.15
Chief Information Officer/Information Technology Director 1.00 1.00 1.00 Information Technology Analyst/Sr. Information Technology Analyst 3.00 3.00 3.00 Information Technology Technician I/II 2.00 2.00 2.00
Temporary Full-time Equivalent - 0.50 0.50
TOTAL 6.15 6.65 6.65
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 114 114 114 114 114 114 Page 515
Human Resources – Operating Budget
The mission of the Human Resources Department is to empower City employees to achieve excellence in public service, thereby making a positive difference for the larger community.

Through innovative Human Resources practices and fostering a culture of engagement, safety, and professionalism, we strive to maximize individual and organizational performance.

Key Objectives
• Identify and mitigate risks to protect the City and enhance its resilience. • Utilize recruitment strategies and implement a comprehensive onboarding program to attract and retain a talented and diverse workforce. • Foster an inclusive workplace culture by promoting and supporting Diversity, Equity, Inclusion, and Belonging initiatives.
• Support employee wellness and safety that effectively promotes, communicates, and acts to protect and enhance employee health and safety. • Implement citywide employee development opportunities that further enhance the success of City employees in service delivery to the community, promote the City’s PRIDE values, and support succession planning.
• Foster a positive work environment and proactively address employee and association concerns through collaboration, effective communication channels, and cultivating a culture of mutual respect.
• Ensure that all City departments have viable performance management tools, and resources to provide timely, accurate, and relevant performance feedback and professional development guidance to employees.
• Utilize technology to streamline Human Resources processes and promote datadriven decision-making. • Create and revise internal policies and procedures to ensure compliance with laws and regulations.

Packet 115 115 115 115 115 115 Page 516
Activity & Workload Highlights
Packet 116 116 116 116 116 116 Page 517

22.022.220 HUMAN RESOURCES SERVICES General Government
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 818,000 818,000 813,000 852,000 854,000 5140 Overtime - - 1,000 - -
5120 Temporary Employees 28,000 28,000 96,000 181,000 187,000 Subtotal 846,000 846,000 910,000 1,033,000 1,041,000
6100 Materials and Supplies 54,000 69,000 93,000 99,000 96,000 6200 Contractual Services 418,000 470,000 300,000 265,000 275,000 6400 Membership, Travel, Training 110,000 200,000 188,000 253,000 263,000 6800 Internal Service Charges 114,000 114,000 114,000 114,000 115,000 Subtotal 696,000 853,000 695,000 731,000 749,000
TOTAL 1,542,000 1,699,000 1,605,000 1,764,000 1,790,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Management 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
Temporary Full-time Equivalent - 0.99 0.99
TOTAL 3.95 4.94 4.94
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 117 117 117 117 117 117 Page 518
Finance – Operating Budget
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, City Departments, and community 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 (GAAP), the General Accounting Standards Board (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.

Packet 118 118 118 118 118 118 Page 519
• Provide leadership and support to City departments for grant reporting compliance. • Maintain current Enterprise Resource Planning (ERP) system for systematic updates and enhancements and continue to evaluate additional modules.

Activity & Workload Highlights
Activity and Workload Indicators
FY 2021
Actuals
FY 2022
Actuals
FY 2023
Actuals
FY 2024
Projected
Accounts Payable invoices processed

3,364

3,742

4,238

4,609
Accounts Payable checks issued

2,626

2,911

2,990

3,218
Purchase Orders processed

784

851

958

970
1099's processed (calendar year)

114

121

127

99 Business licenses issued (calendar year)

2,987

3,066

3,050

3,099
Payroll checks processed

9,040

10,235

10,833

10,503
Packet 119 119 119 119 119 119 Page 520

80.080.800 FINANCE DEPARTMENT General Government
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 1,628,000 1,646,900 1,798,000 1,814,000 1,819,000 5115 Leave Conversion - - 6,000 - -
5120 Seasonal/Temporary Employees - - 38,000 41,000 43,000 Subtotal 1,628,000 1,646,900 1,842,000 1,855,000 1,862,000 6100 Materials and Supplies 7,000 7,000 7,000 7,000 9,000 6200 Contractual Services 553,000 772,111 851,000 857,000 883,000 6400 Membership, Travel, Training 24,000 24,000 22,000 25,000 28,000 6800 Internal Service Charges 225,000 225,000 225,000 221,000 223,000 Subtotal 809,000 1,028,111 1,105,000 1,110,000 1,143,000 TOTAL 2,437,000 2,675,011 2,947,000 2,965,000 3,005,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Accountant 2.00 2.00 2.00
Accounting Assistant II 1.00 2.00 2.00
Accounting Technician I/II 1.00 1.00 1.00
Collection Assistant 1.00 1.00 1.00
Deputy Finance Director 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00
Temporary Full-time Equivalent 0.50 0.50
TOTAL 8.00 9.50 9.50
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 120 120 120 120 120 120 Page 521
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

EMERGENCY SERVICES

26.026.260 Emergency Services - 94,000 131,000 225,000 238,000 Subtotal - 94,000 131,000 225,000 238,000

LIBRARY

27.027.270 Library Support 169,000 321,000 321,000 392,000 397,000 Subtotal 169,000 321,000 321,000 392,000 397,000
TOTAL 169,000 415,000 452,000 617,000 635,000

EMERGENCY SERVICES AND LIBRARY SUMMARY
Packet 121 121 121 121 121 121 Page 522

26.026.260 EMERGENCY SERVICES Emergency Services
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Supplies - 50,000 - 50,000 53,000
6200 Contractual Services - 12,000 99,000 116,000 123,000 6400 Membership, Travel, Training - 32,000 32,000 32,000 35,000 6800 Internal Service Charges - - - 27,000 27,000
Subtotal - 94,000 131,000 225,000 238,000
TOTAL - 94,000 131,000 225,000 238,000
The Office of Emergency Services is responsible for whole community natural, civil, and technological disaster preparedness and response. It is also responsible for preparing, planning, training, and educating staff and elected officials in disaster response and recovery. By engaging community partners and developing strategies that prevent and mitigate disasters, the Office supports building a safer and more resilient future for the City.

Packet 122 122 122 122 122 122 Page 523

27.027.270 LIBRARY SUPPORT Library
Account
Code Description 2024 Adopted 2024 Amended
2024
Estimated 2025 Budgeted 2026 Budgeted
6200 Contractual Services 169,000 169,000 169,000 236,000 236,000 6800 Internal Service Charges - 152,000 152,000 156,000 161,000 Subtotal 169,000 321,000 321,000 392,000 397,000
TOTAL 169,000 321,000 321,000 392,000 397,000
The Library Support activity provides for the maintenance of the City's Library building, grounds, and parking lot. The Library is located at 37055 Newark Blvd and is operated by Alameda County.

Packet 123 123 123 123 Page 524
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

ECONOMIC DEVELOPMENT

50.051.510 Economic Development 710,000 1,149,793 1,019,000 1,293,000 1,175,000 Subtotal 710,000 1,149,793 1,019,000 1,293,000 1,175,000

ECONOMIC DEVELOPMENT
Packet 124 124 124 124 124 124 Page 525

50.051.510 ECONOMIC DEVELOPMENT Community Development
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 284,000 467,000 313,000 559,000 574,000 5120 Seasonal/Temporary Employees 53,000 - 120,000 153,000 - Subtotal 337,000 467,000 433,000 712,000 574,000
6100 Materials and Supplies 5,000 5,000 5,000 5,000 6,000 6200 Contractual Services 305,000 596,793 520,000 454,000 469,000 6400 Membership, Travel, Training 28,000 46,000 26,000 29,000 32,000 6800 Internal Service Charges 35,000 35,000 35,000 93,000 94,000 Subtotal 373,000 682,793 586,000 581,000 601,000
TOTAL 710,000 1,149,793 1,019,000 1,293,000 1,175,000
AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Administrative Support Specialist II 0.40 0.40 0.40
Deputy Economic Development Director 1.00 1.00 1.00
Management Analyst I/II 1.00 1.00 1.00
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 125 125 125 125 125 125 Page 526
Police Department – Operating Budget
The mission of the Police Department is to provide professional public safety services in partnership with our community.

Key Objectives
• 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.
• Continue to provide Crime Prevention Through Environmental Design (CPTED) recommendations for residential and commercial areas.
• Continue to implement the convenience of an online police reporting system to our community.
• Continue to promote the Newark Vehicle and Accessory Theft Prevention Program (NVATPP) to encourage participation in catalytic converter label identification. • 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.
• 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. • Continue to address complaints and concerns regarding wrecked, dismantled, damaged, unregistered, and non-operating vehicles on public and private property.

Packet 126 126 126 126 126 126 Page 527
• 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 pursue and evaluate on-line training/testing programs related to perishable skills for police officers.
• Continue to promote participation in the employee wellness program, to enhance employee satisfaction and quality customer service.
• 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 Merchant 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 of new housing developments, increased commercial enterprises, and developing retail centers have on this issue.
• Continue to utilize police personnel to staff the Law Enforcement Program funded by Packet 127 127 127 127 127 127 Page 528
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 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 submit requests with the objective of customer satisfaction and transparency.
• Continue to evaluate and improve the use of body worn cameras for all officers to reduce potential risk and liability to the department.
• By 2025, implement the first phase of an Intelligence Based Policing model. • By 2025, research and evaluate secure long-term storage solutions for large scale property and evidence items, including vehicles.
• By June 2025, continue to move toward paperless records retention.

Activity & Workload Highlights
Packet 128 128 128 128 128 128 Page 529
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

POLICE SERVICES

30.030.300 Police Administration 1,191,000 1,387,031 1,319,402 1,697,000 1,740,000

30.030.301 School Crossing Guards 145,000 155,101 156,000 165,000 170,000

30.030.302 Animal Control 440,000 440,000 452,000 454,000 462,000

30.031.310 Patrol 17,198,000 18,388,444 17,499,000 18,566,000 18,919,000

30.032.320 Investigations 2,894,000 3,005,000 2,156,000 3,285,000 3,376,000

30.033.330 Records & Communication 5,676,000 5,799,198 5,249,000 6,115,000 6,288,000

30.034.340 Police Reserves 12,000 12,000 12,000 10,000 11,000 TOTAL 27,556,000 29,186,774 26,843,402 30,292,000 30,966,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
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
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
Management Analyst II 1.00 1.00 1.00
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 Records Supervisor 1.00 1.00 1.00
Police Sergeant 8.00 8.00 8.00
Public Safety Dispatch Supervisor 1.00 1.00 1.00
Police Support Services Manager 1.00 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
Vehicle Abatement Officer 1.00 1.00 1.00
Seasonal/Temporary Full-time Equivalent 6.75 6.75 6.75
TOTAL 90.75 90.75 90.75

POLICE SUMMARY
Packet 129 129 129 129 129 129 Page 530

30.030.300 POLICE ADMINISTRATION Police Department
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 1,076,000 1,076,000 951,000 1,311,000 1,341,000 5140 Overtime - - 1,000 - -
5120 Seasonal/Temporary Employees - - 98,000 - -
Subtotal 1,076,000 1,076,000 1,050,000 1,311,000 1,341,000 6100 Materials and Supplies 5,000 90,031 81,000 144,000 149,000 6200 Contractual Services - 111,000 78,402 76,000 79,000 6400 Membership, Travel, Training 33,000 33,000 33,000 49,000 52,000 6800 Internal Service Charges 77,000 77,000 77,000 117,000 119,000 Subtotal 115,000 311,031 269,402 386,000 399,000
TOTAL 1,191,000 1,387,031 1,319,402 1,697,000 1,740,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Administrative Assistant 1.00 1.00 1.00
Administrative Support Specialist II 1.00 1.00 1.00
Management Analyst II 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00
TOTAL 4.00 4.00 4.00
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 130 130 130 130 130 130 Page 531

30.030.301 SCHOOL CROSSING GUARDS Police Department
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services 145,000 155,101 156,000 165,000 170,000 Subtotal 145,000 155,101 156,000 165,000 170,000
TOTAL 145,000 155,101 156,000 165,000 170,000
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 131 131 131 131 131 131 Page 532

30.030.302 ANIMAL CONTROL Police Department
Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 160,000 160,000 172,000 168,000 168,000 Subtotal 160,000 160,000 172,000 168,000 168,000
6200 Contractual Services 255,000 255,000 255,000 262,000 270,000 6800 Internal Service Charges 25,000 25,000 25,000 24,000 24,000 Subtotal 280,000 280,000 280,000 286,000 294,000
TOTAL 440,000 440,000 452,000 454,000 462,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
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 132 132 132 132 132 132 Page 533

30.031.310 PATROL Police Department
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 12,600,000 12,600,000 11,526,000 13,700,000 14,102,000 5120 Seasonal/Temporary Employees 468,000 547,131 660,000 259,000 267,000 5140 Overtime 559,000 618,000 1,557,000 - -
Subtotal 13,627,000 13,765,131 13,743,000 13,959,000 14,369,000 6100 Materials and Supplies 164,000 195,800 222,000 234,000 241,000 6200 Contractual Services 618,000 1,096,200 590,000 1,047,000 622,000 6400 Membership, Travel, Training 76,000 90,000 99,000 101,000 106,000 8000 Departmental Equipment - 528,313 132,000 - -
6800 Internal Service Charges 2,713,000 2,713,000 2,713,000 3,225,000 3,581,000 Subtotal 3,571,000 4,623,313 3,756,000 4,607,000 4,550,000 TOTAL 17,198,000 18,388,444 17,499,000 18,566,000 18,919,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
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
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 133 133 133 133 133 133 Page 534

30.032.320 INVESTIGATIONS Police Department
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 2,464,000 2,464,000 1,621,000 2,608,000 2,685,000 5140 Overtime 138,000 138,000 128,000 - -
Subtotal 2,602,000 2,602,000 1,749,000 2,608,000 2,685,000 6100 Materials and Supplies 1,000 112,000 115,000 118,000 123,000 6200 Contractual Services 80,000 80,000 80,000 187,000 190,000 6400 Membership, Travel, Training 1,000 1,000 2,000 3,000 4,000 6800 Internal Service Charges 210,000 210,000 210,000 369,000 374,000 Subtotal 292,000 403,000 407,000 677,000 691,000
TOTAL 2,894,000 3,005,000 2,156,000 3,285,000 3,376,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
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 134 134 134 134 134 134 Page 535

30.033.330 RECORDS & COMMUNICATIONS Police Department
Account
Code Description 2024 Adopted 2024 Amended
2024
Estimated 2025 Budgeted 2026 Budgeted
5110 Regular Employees 4,280,000 4,280,000 3,834,000 4,887,000 5,024,000 5120 Seasonal/Temporary Employees 145,000 145,000 137,000 137,000 142,000 5140 Overtime 155,000 155,000 120,000 - -
Subtotal 4,580,000 4,580,000 4,091,000 5,024,000 5,166,000 6100 Materials and Supplies 31,000 31,000 43,000 43,000 45,000 6200 Contractual Services 255,000 378,198 316,000 327,000 339,000 6400 Membership, Travel, Training 178,000 178,000 167,000 161,000 168,000 6300 Other Charges 83,000 83,000 83,000 85,000 88,000
6800 Internal Service Charges 549,000 549,000 549,000 475,000 482,000 Subtotal 1,096,000 1,219,198 1,158,000 1,091,000 1,122,000 TOTAL 5,676,000 5,799,198 5,249,000 6,115,000 6,288,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Community Engagement Manager 1.00 1.00 1.00
Community Service Officer 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00
Lead Public Safety Dispatcher 1.00 1.00 1.00
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
Public Safety Clerk 3.00 3.00 3.00
Public Safety Dispatcher Supervisor 1.00 1.00 1.00
Public Safety Dispatcher 9.00 9.00 9.00
Police Support Services Manager 1.00 1.00 1.00
Seasonal/Temporary Full-time Equivalent 2.75 2.75 2.75
TOTAL 23.75 23.75 23.75
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 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 135 135 135 135 Page 536

30.034.340 POLICE RESERVES AND EXPLORER PROGRAM Police Department Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6400 Membership, Travel, Training 12,000 12,000 12,000 10,000 11,000 Subtotal 12,000 12,000 12,000 10,000 11,000
TOTAL 12,000 12,000 12,000 10,000 11,000
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 136 136 136 136 136 136 Page 537
Fire – Operating Budget
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 Emergency Operations Center (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’s Emergency Services Coordinator to provide emergency preparedness training programs including Listos, Personal Emergency Preparedness (PEP), and Community Emergency Response Team (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 in and support the City’s Local Hazard Mitigation Plan • Work collaboratively with the City’s Emergency Services Coordinator to conduct necessary review of the Emergency Operations Plan (EOP).

Packet 137 137 137 137 137 137 Page 538
Activity & Workload Highlights
Activity and Workload Indicators
FY 2021
Actuals
FY 2022
Actuals
FY 2023
Actuals
Fire calls for service 3,550 3,772 4,069
Primary fire inspections completed 2,291 2,494 2,029
Environmental safety inspections
conducted 157 825 869
Packet 138 138 138 138 138 138 Page 539
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

FIRE SERVICES

40.040.400 Fire, Life, and Environmental
Protection 12,767,000 12,949,000 13,191,000 14,145,000 14,523,000

40.041.400 EMS Assessment 4,000 4,000 8,000 10,000 12,000 TOTAL 12,771,000 12,953,000 13,199,000 14,155,000 14,535,000

FIRE SUMMARY
Packet 139 139 139 139 139 139 Page 540

40.040/40.041.400 EMERGENCY SERVICES and Fire Department FIRE, LIFE, and ENVIRONMENTAL PROTECTION
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services 12,696,000 12,878,000 13,120,000 13,435,000 13,812,000 6800 Internal Service Charges 71,000 71,000 71,000 710,000 711,000 Subtotal 12,767,000 12,949,000 13,191,000 14,145,000 14,523,000 TOTAL 12,767,000 12,949,000 13,191,000 14,145,000 14,523,000

40.041 EMS ASSESSMENT
6200 Contractual Services 4,000 4,000 8,000 10,000 12,000 TOTAL 4,000 4,000 8,000 10,000 12,000
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.

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Community Development – Operating Budget
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 and Housing, and Community Preservation. The Department is committed to leading initiatives that achieve Newark’s fiscal independence and supporting a local economy that provides a variety of jobs and services. Community Development staff provides timely responses 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 and Land Use Element of the General Plan. • Provide timely and efficient processing of development applications. • Implement the Specific Plan for Areas 3 and 4, NewPark Place and Old Town Newark. • Implement the Specific Plan for the Bayside Newark Transit Oriented Development (Area 2).
• Implement the Housing Element programs of the General Plan. • Work with Regional Agencies to ensure Newark will be a part of a vibrant and sustainable region.
• Implement the Local Hazard Mitigation Plan.
• Review, analyze, and update Census-related data as necessary for Planning efforts. • Monitor and update all impact fees as necessary to assist fund essential services and remain competitive to attract desired development.
• Promote proactive code enforcement activities within the Community Preservation Division through outreach and education.

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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. 35.6% $2,884,000

62.6%
$5,077,000

1.9%
$151,000

34.4%
$3,137,000

63.9%
$5,829,000

1.7%
$156,000
Construction & Other Permits/ Licenses Interfund Transfers In/Out - General Use of Money & Property/Other Revenues
Budgeted Revenues FY 2025 and FY 2026
2025 Revenues 2026 Revenues

13.4%
$1,198,000

9.5%
$846,000

8.1%
$722,000

26.2%
$2,338,000

42.7%
$3,814,000
$15,000

13.4%
$1,221,000

9.4%
$854,000

8.0%
$730,000

26.0%
$2,374,000

43.0%
$3,924,000
$19,000
Planning Community
Preservation
General Plans
Programs
Building Inspection Engineering Public Works Admin.

Budgeted Expenditures FY 2025 and FY 2026
2025 Expenditures 2026 Expenditures
Packet 142 142 142 142 142 142 Page 543
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

COMMUNITY DEVELOPMENT

50.052.520 Planning 1,214,000 1,297,564 960,000 1,198,000 1,221,000

50.053.530 Community Preservation 825,000 839,503 819,000 846,000 854,000

50.054.540 General Plans Programs 352,000 352,000 404,000 722,000 730,000 Subtotal 2,391,000 2,489,067 2,183,000 2,766,000 2,805,000

PUBLIC WORKS

60.060.600 Public Works Administration - - 5,000 15,000 19,000

60.061.611 Engineering Design and Construction 3,277,000 3,440,511 3,482,000 3,814,000 3,924,000

60.062.620 Building Inspection Programs 1,900,000 1,990,000 2,037,000 2,338,000 2,374,000 Subtotal 5,177,000 5,430,511 5,524,000 6,167,000 6,317,000 TOTAL 7,568,000 7,919,578 7,707,000 8,933,000 9,122,000

DEVELOPMENT COST CENTER SUMMARY
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50.052.520 PLANNING Community Development
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 624,000 624,000 667,000 802,000 811,000 5120 Seasonal/Temporary Employees 27,000 27,000 - - -
Subtotal 651,000 651,000 667,000 802,000 811,000
6100 Materials and Supplies 5,000 5,000 7,000 8,000 10,000 6200 Contractual Services 431,000 514,564 163,000 169,000 175,000 6400 Membership, Travel, Training 22,000 22,000 18,000 21,000 24,000 6800 Internal Service Charges 105,000 105,000 105,000 198,000 201,000 Subtotal 563,000 646,564 293,000 396,000 410,000
TOTAL 1,214,000 1,297,564 960,000 1,198,000 1,221,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Administrative Support Specialist II 0.60 0.60 0.60
Assistant Planner 0.50 0.50 0.50
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
Housing Policy Program Manager 0.60 0.60 0.60
Senior Planner 0.50 0.50 0.50
TOTAL 3.50 3.50 3.50
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.

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50.053.530 COMMUNITY PRESERVATION Community Development Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 669,000 669,000 683,000 724,000 725,000 Subtotal 669,000 669,000 683,000 724,000 725,000
6100 Materials and Supplies 4,000 4,000 4,000 5,000 7,000 6200 Contractual Services 35,000 49,157 15,000 16,000 17,000 6400 Membership, Travel, Training 33,000 33,000 33,000 35,000 38,000 6800 Internal Service Charges 84,000 84,000 84,000 66,000 67,000 Subtotal 156,000 170,503 136,000 122,000 129,000
TOTAL 825,000 839,503 819,000 846,000 854,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
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. A portion of the Community Development Director and Deputy Community Development Director's positions are also added here. 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.

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50.054.540 COMMUNITY DEVELOPMENT Community Development

GENERAL PLAN
Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 352,000 352,000 404,000 722,000 730,000 Subtotal 352,000 352,000 404,000 722,000 730,000
TOTAL 352,000 352,000 404,000 722,000 730,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Assistant Planner 0.50 0.50 0.50
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
Housing Policy Program Manager 0.40 0.40 0.40
Senior Planner 0.50 0.50 0.50
TOTAL 2.70 2.70 2.70
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.

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60.060.600 PUBLIC WORKS ADMINISTRATION Parks and Public Works Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies - - - 3,000 4,000
6400 Membership, Travel, Training - - - 12,000 15,000
8000 Departmental Equipment - - 5,000 - -
Subtotal - - 5,000 15,000 19,000
TOTAL - - 5,000 15,000 19,000
Public Works Administration includes general supplies and training for the the Public Works Department.

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60.061.611 ENGINEERING Parks and Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 2,043,000 2,043,000 2,096,000 2,198,000 2,263,000 5120 Seasonal/Temporary Employees 26,000 26,000 9,000 28,000 29,000 5140 Overtime - - 1,000 - -
Subtotal 2,069,000 2,069,000 2,106,000 2,226,000 2,292,000 6100 Materials and Supplies 4,000 130,806 131,000 133,000 139,000 6200 Contractual Services 972,000 1,002,705 1,006,000 1,032,000 1,063,000 6400 Membership, Travel, Training 12,000 18,000 19,000 22,000 25,000 6800 Internal Service Charges 220,000 220,000 220,000 401,000 405,000 Subtotal 1,208,000 1,371,511 1,376,000 1,588,000 1,632,000 TOTAL 3,277,000 3,440,511 3,482,000 3,814,000 3,924,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Junior Engineer 1.00 1.00 1.00
Management Analyst II 0.35 0.35 0.35
Principal Civil 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 1.00 1.00 1.00
Seasonal/Temp. Full-time Equivalent 0.25 0.25 0.25
TOTAL 6.00 6.00 6.00
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.

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60.062.620 BUILDING INSPECTION Parks and Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 1,404,000 1,404,000 1,406,000 1,468,000 1,478,000 5120 Seasonal/Temporary Employees 55,000 55,000 50,000 47,000 49,000 5140 Overtime - - 3,000 - -
Subtotal 1,459,000 1,459,000 1,459,000 1,515,000 1,527,000 6100 Materials and Supplies 6,000 6,000 6,000 63,000 68,000 6200 Contractual Services 237,000 327,000 367,000 377,000 389,000 6400 Membership, Travel, Training 20,000 20,000 27,000 31,000 35,000 6800 Internal Service Charges 178,000 178,000 178,000 352,000 355,000 Subtotal 441,000 531,000 578,000 823,000 847,000
TOTAL 1,900,000 1,990,000 2,037,000 2,338,000 2,374,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Management Analyst II 0.15 1.00 1.00
Permit Technician 1.00 1.00 1.00
Public Works Director 0.10 1.00 1.00
Senior Building Inspector 1.00 1.00 1.00
Subtotal 2.25 4.00 4.00
Seasonal/Temp. Full-time Equivalent 1.00 1.00 1.00
TOTAL 3.25 5.00 5.00
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.

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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.8.3%; $530,000

9.1%; $582,000

13.6%; $867,000

5.1%; $323,000

0.1%; $5,000

0.4%; $23,000

4.9%; $314,000

58.4%; $3,719,000

8.7%; $553,000

9.4%; $595,000

13.9%; $886,000

5.2%; $332,000

0.1%; $6,000

0.4%; $24,000

5.0%; $321,000

65.1%; $4,143,000
General
Recreation
Facility Rentals
&
Other
Revenues
Aquatics &
Concessions
Community &
Human
Services/
Senior Activity
Activity Users
Fees
Preschool Licensed Child
Care
Interfund
Transfer In -
General
Budgeted Revenues FY 2025 and FY 2026
2025 Revenues 2026 Revenues

21.0%
$1,498,000

13.7%
$976,000

36.1%
$2,578,000

12.6%
$898,000

8.1%
$581,000

1.7%
$124,000

0.0%
$0

0.7%
$50,000

21.2%
$1,546,000

13.8%
$1,005,000

36.2%
$2,647,000

12.7%
$927,000

8.2%
$601,000

1.9%
$134,000

0.0%
$0

0.0%
$0
General
Recreation
Youth/ Adult
Sports
Activity &
Family Aquatic
Center
Licensed Child
Care
Senior Activity Newark
Resource
Center
Homelessness Pass Through
Budgeted Expenditures FY 2025 and FY 2026
2025 Expenditures 2026 Expenditures
Packet 150 150 150 150 150 150 Page 551
Recreation Services – Operating Budget
The mission of the Recreation and Community Services Department isto enrich and strengthen the wellbeing of all community members through recreational programs, community services, and facilities while promoting personal development, healthy lifestyles, community involvement, and inclusiveness.

Key Objectives
• Facilitate culturally enriching and inclusive special events and programs. • Create human services programs, expand community resource options, and establish partnerships with organizations like the Fremont Family Resource Center to provide referrals and support.
• Hire and cultivate a skilled team to manage and enhance programming at the future Newark Resource Center
• Offer shower facilities at the Silliman Center for the unhoused population in Newark, promoting hygiene and well-being.
• Create a robust recreation and community services volunteer program to support special events and programs while fostering community engagement and involvement.
• Formulate innovative approaches to bolster funds for youth scholarship programs through securing sponsorships and pursuing grant opportunities. • Advocate for water safety through educational initiatives and outreach efforts. • Certify key staff as CPR/AED and first aid instructors to train recreation TE staff in lifesaving skills and additionally provide community health and safety classes to further empower individuals with essential knowledge and skills. • Expand the capacity of recreation and community services programs, including statelicensed childcare and swim lesson programs, to pre-pandemic levels, ensuring broader access and participation within the community.
• Develop impactful marketing campaigns and posting schedules tailored to engage Newark's diverse community effectively, fostering meaningful connections and Packet 151 151 151 151 151 151 Page 552
inclusive outreach.
• Establish a comprehensive TE (temporary employee) staff professional development program to enhance retention rates and ensure the quality of staff within the organization.
• Strengthen community relationships with partners, non-profits, and local groups, emphasizing resource sharing to benefit those in need and promote collective support within the community.
• Develop initiatives that celebrate diversity and promote inclusion within the community, ensuring that programs and services are accessible to all residents regardless of background or ability.
• Implement strategies to actively involve community members in the evaluation of programs and events to better meet their needs and preferences. • Assess the effectiveness of programs and initiatives through data collection, feedback from stakeholders, and evaluation metrics, and make necessary adjustments to improve outcomes.

Activity & Workload Highlights
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Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

RECREATION & COMMUNITY SERVICES

70.071.710 General Recreation Services 1,026,000 1,029,700 1,197,000 1,498,000 1,546,000

70.072.720 Youth/Adult Sports, Fitness
& Wellness 651,000 653,600 926,000 976,000 1,005,000

70.073.730 Activity & Family Aquatic Center 2,501,000 2,501,000 2,167,000 2,578,000 2,647,000

70.074.740 Licensed Child Care 812,000 822,700 882,000 898,000 927,000

70.075.750 Senior Services 557,000 559,300 551,000 581,000 601,000

70.075.755 Paratransit (Measure B/BB) 220,000 220,000 421,000 432,000 445,000

70.077.771 Newark Resource Center - - - 124,000 134,000

70.079.790 Grants/Pass Through - 51,596 497,000 50,000 - TOTAL 5,767,000 5,837,896 6,641,000 7,137,000 7,305,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Administrative Assistant 0.50 0.50 0.50
Administrative Support Specialist II 1.00 1.00 1.00
Administrative Support Specialist II 1.00 1.00 1.00
Childcare Instructor 4.00 4.00 4.00
Lead Childcare Instructor 1.00 1.00 1.00
Recreation & Community Services Director 1.00 1.00 1.00 Recreation Coordinator 5.00 5.00 5.00
Recreation Supervisor 2.00 2.00 2.00
Seasonal/Temporary Full-time Equivalent 37.75 41.72 41.72 TOTAL 53.25 57.22 57.22

RECREATION & COMMUNITY COST CENTER SERVICES SUMMARY
Packet 153 153 153 153 153 153 Page 554

70.071.710 GENERAL RECREATION SERVICES Recreation & Community Services Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 296,000 298,300 364,000 517,000 533,000 5140 Overtime - - 2,000 - -
5120 Seasonal/Temporary Employees 182,000 182,000 288,000 418,000 431,000 Subtotal 478,000 480,300 654,000 935,000 964,000
6100 Materials and Supplies 264,000 264,000 227,000 234,000 242,000 6200 Contractual Services 93,000 93,000 127,000 133,000 139,000 6400 Membership, Travel, Training 27,000 27,000 23,000 22,000 25,000 6800 Internal Service Charges 164,000 164,000 164,000 174,000 176,000 8000 Departmental Equipment - 1,400 2,000 - -
Subtotal 548,000 549,400 543,000 563,000 582,000
TOTAL 1,026,000 1,029,700 1,197,000 1,498,000 1,546,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Administrative Assistant 0.80 0.80 0.80
Administrative Support Specialist II 0.30 0.30 0.30
Recreation & Community Services Director 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
Seasonal/Temp. Full-time Equivalent 5.48 8.75 8.75
TOTAL 7.38 10.65 10.65
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. Management of this activity involves the planning, scheduling, coordination, and supervision of recreation service programs.

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70.072.720 YOUTH/ADULT SPORTS, Recreation & Community Services

FITNESS & WELLNESS
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 287,000 289,600 305,000 315,000 325,000 5120 Seasonal/Temporary Employees 91,000 91,000 129,000 155,000 160,000 5140 Overtime - - 5,000 - -
Subtotal 378,000 380,600 439,000 470,000 485,000
6100 Materials and Supplies 48,000 48,000 32,000 33,000 34,000 6200 Contractual Services 124,000 124,000 354,000 364,000 376,000 6800 Internal Service Charges 101,000 101,000 101,000 109,000 110,000 Subtotal 273,000 273,000 487,000 506,000 520,000
TOTAL 651,000 653,600 926,000 976,000 1,005,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Administrative Assistant 0.10 0.10 0.10
Administrative Support Specialist II 0.10 0.10 0.10
Recreation & Community Services Director 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
Seasonal/Temp. Full-time Equivalent 2.56 4.76 4.76
TOTAL 4.41 6.61 6.61
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.

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70.073.730 GEORGE M. SILLIMAN Recreation & Community Services

ACTIVITY & FAMILY AQUATIC CENTER
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 623,000 623,000 545,000 641,000 661,000 5140 Overtime - - 3,000 - -
5120 Seasonal/Temporary Employees 973,000 973,000 738,000 955,000 984,000 Subtotal 1,596,000 1,596,000 1,286,000 1,596,000 1,645,000 6100 Materials and Supplies 145,000 145,000 118,000 121,000 125,000 6200 Contractual Services 32,000 32,000 32,000 34,000 36,000 6400 Membership, Travel, Training 11,000 11,000 14,000 17,000 20,000 6800 Internal Service Charges 717,000 717,000 717,000 810,000 821,000 Subtotal 905,000 905,000 881,000 982,000 1,002,000
TOTAL 2,501,000 2,501,000 2,167,000 2,578,000 2,647,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Aquatics Coordinator 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
Seasonal/Temp. Full-time Equivalent 28.46 26.21 26.21
TOTAL 31.41 29.16 29.16
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.

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70.074.740 COMMUNITY CENTER Recreation & Community Services

LICENSED CHILD CARE
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 627,000 637,700 690,000 680,000 700,000 5120 Seasonal/Temporary Employees 28,000 28,000 2,000 5,000 6,000 5140 Overtime - - 1,000 - -
Subtotal 655,000 665,700 693,000 685,000 706,000
6100 Materials and Supplies 13,000 13,000 22,000 24,000 26,000 6200 Contractual Services 3,000 3,000 20,000 21,000 22,000 6400 Membership, Travel, Training 3,000 3,000 9,000 12,000 15,000 6800 Internal Service Charges 138,000 138,000 138,000 156,000 158,000 Subtotal 157,000 157,000 189,000 213,000 221,000
TOTAL 812,000 822,700 882,000 898,000 927,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Administrative Support Specialist II 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 Director 0.20 0.20 0.20 Recreation Supervisor 0.10 0.10 0.10
Seasonal/Temp. Full-time Equivalent 0.75 0.50 0.50
TOTAL 6.30 6.05 6.05
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.

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70.075.750 SENIOR SERVICES Recreation & Community Services Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 422,000 424,300 389,000 436,000 449,000 5120 Seasonal/Temporary Employees 16,000 16,000 35,000 35,000 37,000 Subtotal 438,000 440,300 424,000 471,000 486,000
6100 Materials and Supplies 12,000 12,000 16,000 17,000 18,000 6200 Contractual Services 10,000 10,000 14,000 9,000 10,000 6400 Membership, Travel, Training 6,000 6,000 6,000 8,000 10,000 6800 Internal Service Charges 91,000 91,000 91,000 76,000 77,000 Subtotal 119,000 119,000 127,000 110,000 115,000
TOTAL 557,000 559,300 551,000 581,000 601,000
AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Administrative Assistant 0.10 0.10 0.10
Administrative Support Specialist II 0.75 0.75 0.75
Recreation & Community Services Director 0.20 0.20 0.20 Recreation Coordinator 1.00 1.00 1.00
Recreation Supervisor 0.70 0.70 0.70
Seasonal/Temp. Full-time Equivalent 0.50 1.50 1.50
TOTAL 2.75 2.75 2.75
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.

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70.075.755 SENIOR SERVICES Recreation & Community Services

PARATRANSIT (MEASURE B/BB)
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services 220,000 220,000 421,000 432,000 445,000 Subtotal 220,000 220,000 421,000 432,000 445,000
TOTAL 220,000 220,000 421,000 432,000 445,000
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 and was replaced with Measure BB in 2022. 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.

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70.077.771 HUMAN SERVICES Recreation & Community Services Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees - - - - -
5120 Seasonal/Temporary Employees - - - 50,000 52,000
Subtotal - - - 50,000 52,000
6100 Materials and Supplies - - - 16,000 18,000
6200 Contractual Services - - - 6,000 8,000
6400 Membership, Travel, Training - - - 3,000 6,000
6800 Internal Service Charges - - - 49,000 50,000
Subtotal - - - 74,000 82,000
TOTAL - - - 124,000 134,000
The Human Services activity provides direct management of the City's Recreation and Community Services Department’s Human Services Division, including operations at the Newark Resource Center, Paratransit, Case Management, Public Art, Recreation Scholarships, Grant development, and Homelessness initiatives. The Division is responsible for developing partnerships with local non-profits and service providers to benefit Newark residents. This role involves planning, scheduling, coordinating, and supervising various programs hosted at the Newark Resource Center, anticipated to open in Spring 2025.

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70.079.790 GRANTS/PASS THROUGH Recreation & Community Services Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies - 14,596 37,000 - -
6200 Contractual Services - 37,000 14,000 - -
6900 Other Charges - - 446,000 50,000 -
6800 Internal Service Charges
Subtotal - 51,596 497,000 50,000 -
TOTAL - 51,596 497,000 50,000 -
This program includes funding for various Recreation activities from other intergovernmental sources.

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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 contributions from the General Fund. Specific activities include Weed Abatement, Street Lighting & Traffic Signals, Street Repairs, Environmental Services, and Park & Landscape Maintenance. 6.9% $510,000

93.0%
$6,861,000

0.0%
$0

6.1%
$510,000

93.8%
$7,831,000

0.0%
$0
Environment Services Interfund Transfers In - General Other Revenue Budgeted Revenues FY 2025 and FY 2026
2025 Revenues 2026 Revenues

12.3%
$988,000

0.3%
$21,000

12.1%
$976,000

28.5%
$2,294,000

46.8%
$3,762,000
$3,000

12.2%
$1,016,000

0.3%
$23,000

12.9%
$1,076,000

28.3%
$2,367,000

46.3%
$3,866,000
$4,000
Street Lighting/
Traffic Signals
Weed Abatement Street Repairs Environment
Services
Park &
Landscape
Maintenance
Landscape &
Lighting Districts
Budgeted Expenditures FY2025 and FY2026
2025 Expenditures 2026 Expenditures
Packet 162 162 162 162 162 162 Page 563
Public Works – Operating Budget
Building Inspection/Engineering/Environmental Services/Maintenance The mission of the Public Works Department is to provide and maintain the most desirable environment for the community. The department does this by ensuring that all City property, parks, buildings and public streets are designed, constructed and maintained to the highest standards possible and that all waste management services, sustainability efforts and other environmental programs contribute to a safe, attractive and thriving community for all. The department consists of four divisions, Building Inspection, Engineering, Environmental Services and Maintenance.

Key Objectives
• Oversee construction of the Central Avenue Railroad Overpass with a target construction start in summer 2025 and completion by 2027.
• Complete the Old Town Streetscape Improvement Project and Thornton Avenue Complete Streets Projects by 2026.
• Complete the backlog of priority maintenance needs for buildings as identified in the Facilities Master Plan and the Capital Improvement Plan.
• 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 and Active Transportation Plan.
• Complete the design and obtain full construction funding for implementation of Railroad Quiet Zones at all active at-grade crossings.
• 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.

Packet 163 163 163 163 163 163 Page 564
• Utilize upgraded permit tracking software and continually evaluate internal processes for permit review streamlining to improve customer service. • Complete a local Sea Level Rise Resiliency Study by 2025 in coordination with local and regional partners.
• Update the City’s Climate Action Plan with revised emission reduction targets and updated goals, policies and strategies.
• Complete 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 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. • Work with citizens to implement various traffic calming measures and other traffic safety improvements when warranted.
• Improve the City’s Urban Forest with the completion and implementation of the City’s first Urban Forest Master Plan, increased tree planting and maintenance, and other related initiatives.
• Evaluate options to improve street sweeping services and increased maintenance of public streets.
• 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.
• Explore opportunities to improve service levels with investment in more efficient equipment and advanced technology.
• Implement water conservation efforts in partnership with the Alameda County Water District to address drought concerns.

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• 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. • Coordinate with the City’s 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. • 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 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.

Activity & Workload Highlights
Activity and Workload Indicators
2021-22
Actuals
2022-23
Actuals
2023-24
Estimated
2024-25
Projected
Permit Reviews 2,954 4,696 5,200 5,720
Inspections Completed 19,153 11,922 8,300 9,130
Permits Finaled 2,927 2,275 1,736 1,910
Packet 165 165 165 165 165 165 Page 566
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

ENVIRONMENTAL SERVICES

60.063.631 Waste Management 380,000 1,333,428 1,135,000 1,133,000 1,171,000

60.063.632 Storm Drains 790,000 1,112,500 1,043,000 1,161,000 1,196,000 Subtotal 1,170,000 2,445,928 2,178,000 2,294,000 2,367,000

WEED ABATEMENT

60.064.641 Weed Abatement 39,000 39,000 35,000 21,000 23,000 Subtotal 39,000 39,000 35,000 21,000 23,000

STREET OPERATIONS & MAINTENANCE

60.064.612 Street Lighting & Traffic Signals 697,000 1,012,586 943,000 988,000 1,016,000

60.064.642 Street Repairs 1,194,000 1,333,500 1,110,000 976,000 1,076,000

60.068.682 Landscape & Lighting Districts - 554,063 476,000 3,000.00 4,000.00 Subtotal 1,891,000 2,900,149 2,529,000 1,967,000 2,096,000

PARK & LANDSCAPE MAINTENANCE

60.064.643 Park & Landscape 3,409,000 3,679,000 3,554,000 3,762,000 3,866,000 Subtotal 3,409,000 3,679,000 3,554,000 3,762,000 3,866,000 TOTAL 6,509,000 9,064,076 8,296,000 8,044,000 8,352,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Assistant Engineer - Civil 0.25 0.25 0.25
Building Maintenance Mechanic I 0.00 1.00 1.00
Building Maintenance Mechanic II 2.00 1.00 1.00
City Engineer 0.40 0.40 0.40
Engineering Technician I 0.60 0.60 0.60
Environmental Services Manager 1.00 1.00 1.00
Equipment Mechanic I 0.00 1.00 1.00
Equipment Mechanic II 2.00 1.00 1.00
Facilities Supervisor 1.00 1.00 1.00
General Laborer 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 1.00 1.00 1.00
Maintenance Supervisor 1.00 1.00 1.00
Management Analyst II 0.50 0.50 0.50
Public Works Director 0.40 0.40 0.40
Public Works Inspector 0.10 0.10 0.10
Senior Administrative Support Specialist 1.00 1.00 1.00 Senior Building Mechanic 1.00 1.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00
Senior Landscape & Park Maintenance Worker 2.00 2.00 2.00 Senior Landscape Inspector 1.00 1.00 1.00
Senior Street Maintenance Worker 1.00 1.00 1.00
Street Maintenance Worker I 1.00 2.00 2.00
Street Maintenance Worker II 2.00 1.00 1.00
TOTAL 27.25 27.25 27.25

MAINTENANCE COST CENTER SUMMARY
Packet 166 166 166 166 166 166 Page 567

60.063.631 WASTE MANAGEMENT Parks and Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 290,000 414,000 342,000 354,000 364,000 Subtotal 290,000 414,000 342,000 354,000 364,000
6100 Materials and Supplies - 190,870 36,000 11,000 13,000 6200 Contractual Services 58,000 692,557 721,000 695,000 717,000 6400 Membership, Travel, Training - 4,000 4,000 7,000 10,000 6800 Internal Service Charges 32,000 32,000 32,000 66,000 67,000 Subtotal 90,000 919,428 793,000 779,000 807,000
TOTAL 380,000 1,333,428 1,135,000 1,133,000 1,171,000
AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Environmental Services Manager 1.00 1.00 1.00
Maintenance Supervisor 0.25 0.25 0.25
Management Analyst II 0.25 0.25 0.25
TOTAL 1.50 1.50 1.50
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.

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60.063.632 STORM DRAINS Parks and Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 465,000 574,500 494,000 571,000 587,000 5140 Overtime - - 9,000 - -
5120 Seasonal/Temporary Employees - - 1,000 - -
Subtotal 465,000 574,500 504,000 571,000 587,000
6100 Materials and Supplies 18,000 18,000 18,000 18,000 19,000 6200 Contractual Services 180,000 388,000 390,000 401,000 414,000 6300 Other Charges 12,000 12,000 12,000 13,000 14,000
6400 Membership, Travel, Training 3,000 8,000 7,000 9,000 11,000 6800 Internal Service Charges 112,000 112,000 112,000 149,000 151,000 Subtotal 325,000 538,000 539,000 590,000 609,000
TOTAL 790,000 1,112,500 1,043,000 1,161,000 1,196,000
AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Assistant City Engineer 0.10 - -
Assistant Engineer - Civil 0.25 0.25 0.25
City Engineer 0.10 0.10 0.10
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 Senior Street Maintenance Worker 0.50 0.50 0.50
Street Maintenance Worker I 0.50 0.50 0.50
Street Maintenance Worker II 1.00 1.00 1.00
TOTAL 3.00 2.90 2.90
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.

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60.064.612 STREET LIGHTING & TRAFFIC SIGNALS Public Works Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 150,000 150,000 150,000 161,000 166,000 5140 Overtime - - 1,000 - -
Subtotal 150,000 150,000 151,000 161,000 166,000
6200 Contractual Services 250,000 345,586 346,000 355,000 365,000 6300 Other Charges 275,000 495,000 424,000 435,000 448,000 6800 Internal Service Charges 22,000 22,000 22,000 37,000 37,000 Subtotal 547,000 862,586 792,000 827,000 850,000
TOTAL 697,000 1,012,586 943,000 988,000 1,016,000
AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
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 LED street lights and 45 traffic signals. The City contracts for the majority of street lighting and traffic signal maintenance.

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60.064.641 WEED ABATEMENT Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 21,000 21,000 17,000 - -
Subtotal 21,000 21,000 17,000 - -
6200 Contractual Services 11,000 11,000 11,000 13,000 15,000 6800 Internal Service Charges 7,000 7,000 7,000 8,000 8,000 Subtotal 18,000 18,000 18,000 21,000 23,000
TOTAL 39,000 39,000 35,000 21,000 23,000
AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Maintenance Supervisor 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.

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60.064.642 STREET REPAIRS Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 348,000 457,500 301,000 380,000 391,000 5140 Overtime - - 4,000 - -
Subtotal 348,000 457,500 305,000 380,000 391,000
6100 Materials and Supplies 73,000 103,000 86,000 91,000 95,000 6200 Contractual Services 108,000 108,000 55,000 57,000 59,000 6400 Membership, Travel, Training 8,000 8,000 7,000 9,000 11,000 6800 Internal Service Charges 657,000 657,000 657,000 439,000 520,000 Subtotal 846,000 876,000 805,000 596,000 685,000
TOTAL 1,194,000 1,333,500 1,110,000 976,000 1,076,000
AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Maintenance Superintendent 0.20 0.20 0.20
Maintenance Supervisor 0.25 0.25 0.25
Public Works Director 0.10 0.10 0.10
Senior Administrative Support Specialist 0.20 0.20 0.20 Senior Street Maintenance Worker 0.50 0.50 0.50
Street Maintenance Worker I 0.50 0.50 0.50
TOTAL 1.75 1.75 1.75
The Street Repairs activity is an operating system to repair and maintain approximately 105 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.

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60.064.643 PARK & LANDSCAPE MAINTENANCE Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 1,542,000 1,542,000 1,483,000 1,591,000 1,639,000 5120 Seasonal/Temporary Employees 42,000 42,000 80,000 77,000 80,000 5140 Overtime - - 43,000 - -
Subtotal 1,584,000 1,584,000 1,606,000 1,668,000 1,719,000 6100 Materials and Supplies 183,000 183,000 183,000 181,000 187,000 6200 Contractual Services 450,000 720,000 573,000 587,000 604,000 6400 Membership, Travel, Training 17,000 17,000 17,000 20,000 23,000 6300 Other Charges 633,000 633,000 633,000 649,000 668,000 6800 Internal Service Charges 542,000 542,000 542,000 657,000 665,000 Subtotal 1,825,000 2,095,000 1,948,000 2,094,000 2,147,000 TOTAL 3,409,000 3,679,000 3,554,000 3,762,000 3,866,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
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
Management Analyst II 0.25 0.25 0.25
Senior Administrative Support Specialist 0.20 0.20 0.20 Senior Landscape & Park Maintenance Worker 2.00 2.00 2.00 Senior Landscape Inspector 1.00 1.00 1.00
Seasonal/Temp. Full-time Equivalent 1.00 1.50 1.50
TOTAL 11.65 12.15 12.15
The Park & Landscape Maintenance activity is an operating program maintaining approximately 14,000 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.

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60.068.682 LANDSCAPE & LIGHTING DISTRICTS Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services - 482,063 416,000 - -
6300 Utilities - 72,000 60,000 3,000.00 4,000.00
Subtotal - 554,063 476,000 3,000.00 4,000.00
TOTAL - 554,063 476,000 3,000.00 4,000.00
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. 173 173 17 Packet Page 574

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.

1.3%
$155,000

10.8%
$1,292,000

67.3%
$8,019,000

14.5%
$1,724,000

5.0%
$593,000

0.8%
$100,000

0.3%
$32,000

2.1%
$163,000

16.7%
$1,320,000

50.3%
$3,976,000

21.8%
$1,724,000

7.5%
$593,000

1.3%
$100,000

0.4%
$32,000
Licenses &
Permits
Gas Tax Other Agencies Impact Fees Maint. Fees Park Impact Fee Art In Public Places
Budgeted Revenues FY2025 and FY2026
2025 Revenues 2026 Revenues

47.20%
$6,150,000

50.63%
$6,596,000

0.00%
$0

2.17%
$283,000

2.10%
$273,000

94.43%
$4,950,000

0.00%
$0

0.00%
$0

5.57%
$292,000

5.36%
$281,000
Street Construction Capital
Improvement
Transfer Out - General
Fund
Housing
Community
Development
Park construction
Budgeted Expenditures FY2025 and FY2026
2025 Expenditures 2026 Expenditures
Packet 174 Page 575
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

CAPITAL PROJECTS

90.091.910 Street Construction 4,390,000 20,429,794 11,475,000 6,150,000 4,950,000

90.092.920 Housing Community Development 143,000 664,946 276,000 283,000 292,000

90.093.930 Park Construction - 1,986,875 266,000 273,000 281,000

90.094.940 Capital Improvements - 20,065,450 4,019,000 6,596,000 0 TOTAL 4,533,000 43,147,065 16,036,000 13,302,000 5,523,000

CAPITAL FUNDS SUMMARY
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90.091.910 STREET CONSTRUCTION Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services 4,390,000 20,429,794 11,475,000 6,150,000 4,950,000 Subtotal 4,390,000 20,429,794 11,475,000 6,150,000 4,950,000 Total Capital Outlay 4,390,000 20,429,794 11,475,000 6,150,000 4,950,000 TOTAL 4,390,000 20,429,794 11,475,000 6,150,000 4,950,000 Projects FY 2025:

Annual Citywide Accessible Pedestrian Ramps 75,000
Annual Curb, Gutter & Sidewalk Replacement Program 400,000 Annual Street Asphalt Concrete Overlay Program 4,000,000 Annual Street Tree Mainteannce Program 300,000
Annual Thermoplastic Street Striping 25,000
Annual Traffic Calming Program 100,000
Cherry Stret and Mowry Avenue Median Modfications 400,000 Pedestrian Hybrid Beacon Installations 800,000
Total Projects 6,100,000
Professional Services 50,000
Grand Total FY 2025 6,150,000
Projects FY 2026:

Annual Citywide Accessible Pedestrian Ramps 75,000
Annual Curb, Gutter & Sidewalk Replacement Program 400,000 Annual Street Asphalt Concrete Overlay Program 4,000,000 Annual Street Tree Mainteannce Program 300,000
Annual Thermoplastic Street Striping 25,000
Annual Traffic Calming Program 100,000
Total Projects 4,900,000
Professional Services 50,000
Grand Total FY 2026 4,950,000
The Street Construction activity is a capital program that provides funding for public works projects within the public right-of-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 176 Page 577

90.092.920 HOUSING DEVELOPMENT Community Development
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services 143,000 664,946 276,000 283,000 292,000 Subtotal 143,000 664,946 276,000 283,000 292,000
Total 143,000 664,946 276,000 283,000 292,000
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 177 Page 578

90.093.930 PARK CONSTRUCTION Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services - 148,275 166,000 170,000 175,000 Subtotal - 1,986,875 266,000 273,000 281,000
Total Capital Outlay - 1,986,875 266,000 273,000 281,000 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 vistors. A Citywide Parks Master Plan was adopted in 2018 to help guide and prioritize these improvements, and is in process of being updated in 2024.

Packet 178 Page 579

90.094.940 CAPITAL IMPROVEMENTS Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated 2025 Budgeted 2026 Budgeted
6100 Materials and Supplies - - 227,000 0 0
6200 Contractual Services - 20,065,450 3,792,000 6,596,000 0 Subtotal - 20,065,450 4,019,000 6,596,000 0
Total Capital Outlay - 20,065,450 4,019,000 6,596,000 0 TOTAL - 20,065,450 4,019,000 6,596,000 0
Projects FY 2025:

ADA Transition Plan 250,000
Community Preservation New Vehicle 50,000
Emergency Breaching Tools and Training 46,000
Fire Stations Nos. 27 and 29 - Additional Fencing 500,000 Four Corners Area Plan 350,000
Housing Programs - Implementation of Adopted Housing Element 450,000 Information Technology New Vehicle 80,000
Mel Nunes Sportsfield Park Storage Unit 60,000
MotoShoot Training System 20,000
New Water Tank Spray Truck 250,000
NewPark Place Specific Plan Enhancement and Expansion 300,000 Operator XR VR Simulator 100,000
Police Department Patrol Vehicles 200,000
Police Department Unmarked Vehicles 135,000
Public Works Department - New Sweeper 500,000
Public Works Maintenance - New Vehicles 160,000
Rental Housing Inspection Program Assessment 150,000
Second Chance Shelter Repairs 100,000
Senior Center Driveway Relocation 60,000
Senior Center Repainting 100,000
Service Center Vacuum Truck Shelter 100,000
Silliman Aquatic Center Pool Sanitation System Retrofit 260,000 Silliman Center Door Closers Replacement 100,000
Silliman Center Gym and Dance Floor Refinishing 130,000 Silliman Center Locker Room Flooring Replacement 150,000 Silliman Center Partial Roof and Skylight Replacement 250,000 Silliman Center Shower Tile Replacement 100,000
Silliman Center Water Slide Replacement 350,000
Softball Fields Retrofit - Birch Grove & Mel Nunes Sportsfield 150,000 Storage Facility at Service Center 400,000
Title 17 (Zoning) Housing-related Assessment and Update 400,000 Urban Forest Master Plan 300,000
Vehicle Pursuit Intervention Devices 45,000
Total Projects 6,596,000
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.

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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.

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Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted

CAPITAL OUTLAY

87.701.800 Equipment and Fleet Replacement 1,323,000 2,818,951 2,300,000 109,000 110,000 Subtotal 1,323,000 2,818,951 2,300,000 109,000 110,000

GENERAL

87.705.800 Office Support Services 103,000 103,000 160,000 167,000 175,000 Subtotal 103,000 103,000 160,000 167,000 175,000

SELF-INSURANCE

87.707.200 Workers' Compensation 1,117,000 1,117,000 1,111,000 1,300,000 1,338,000

87.706.150 Public Liability 2,000,000 2,024,254 2,027,000 2,202,000 2,657,000 Subtotal 3,117,000 3,141,254 3,138,000 3,502,000 3,995,000

MAINTENANCE

87.703.671 Equipment Maintenance 1,360,000 1,444,000 1,382,000 1,465,000 1,513,000

87.704.672 Civic Center/City Facilities 1,682,000 1,816,400 1,786,000 1,756,000 1,812,000

87.704.673 Silliman Center 871,000 904,600 984,000 1,073,000 1,106,000

87.704.674 Police Building 436,000 436,000 420,000 433,000 448,000

87.704.675 Library Building 196,000 196,000 216,000 223,000 231,000 Subtotal 4,545,000 4,797,000 4,788,000 4,950,000 5,110,000 TOTAL 9,088,000 10,860,205 10,386,000 8,728,000 9,390,000 AUTHORIZED STAFFING 2023-24 2024-25 2025-26
Building Maintenance Mechanic I - 1.00 1.00
Building Maintenance Mechanic II 2.00 1.00 1.00
Equipment Mechanic I 0.00 1.00 1.00
Equipment Mechanic II 2.00 1.00 1.00
Facilities Supervisor 1.00 1.00 1.00
Human Resources Director 0.20 0.20 0.20
Maintenance Superintendent 0.60 0.60 0.60
Maintenance Supervisor 0.50 0.50 0.50
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 9.00 9.00 9.00

INTERNAL SERVICE FUNDS SUMMARY
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87.701.800 EQUIPMENT AND FLEET REPLACEMENT Internal Service Funds Account Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
7000 Other Charges 196,000 217,583 229,000 109,000 110,000 Subtotal 196,000 217,583 229,000 109,000 110,000
8000 Capital Outlay 1,127,000 2,601,367 2,071,000 - -
TOTAL 1,323,000 2,818,951 2,300,000 109,000 110,000
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.

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87.703.671 EQUIPMENT MAINTENANCE Internal Service Funds Account Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 620,000 704,000 655,000 724,000 746,000 5140 Overtime - - 8,000 - -
Subtotal 620,000 704,000 663,000 724,000 746,000
6100 Materials and Supplies 466,000 466,000 448,000 460,000 474,000 6200 Contractual Services 266,000 266,000 263,000 270,000 279,000 6400 Membership, Travel, Training 8,000 8,000 8,000 11,000 14,000 Subtotal 740,000 740,000 719,000 741,000 767,000
TOTAL 1,360,000 1,444,000 1,382,000 1,465,000 1,513,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Equipment Mechanic I/II 2.00 2.00 2.00
Maintenance Superintendent 0.30 0.30 0.30
Maintenance Supervisor - 0.50 0.50
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 4.10 4.10
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.

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87.705.800 OFFICE SUPPORT SERVICES Internal Service Funds Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies 30,000 30,000 80,000 83,000 86,000 6200 Contractual Services 71,000 71,000 77,000 79,000 82,000 6400 Membership, Travel, Training 2,000 2,000 3,000 5,000 7,000 Subtotal 103,000 103,000 160,000 167,000 175,000
TOTAL 103,000 103,000 160,000 167,000 175,000
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.

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87.707.200 WORKERS’ COMPENSATION Internal Service Funds

SELF-INSURANCE
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 35,000 35,000 36,000 34,000 34,000 Subtotal 35,000 35,000 36,000 34,000 34,000
6200 Contractual Services 1,082,000 1,082,000 1,075,000 1,266,000 1,304,000 Subtotal 1,082,000 1,082,000 1,075,000 1,266,000 1,304,000 TOTAL 1,117,000 1,117,000 1,111,000 1,300,000 1,338,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
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.

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87.706.150 PUBLIC LIABILITY SELF-INSURANCE Internal Service Funds Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 35,000 35,000 36,000 34,000 34,000 Subtotal 35,000 35,000 36,000 34,000 34,000
6100 Materials and Supplies 10,000 10,000 10,000 11,000 12,000 6200 Contractual Services 1,955,000 1,955,000 1,955,000 2,157,000 2,611,000 Subtotal 1,965,000 1,965,000 1,965,000 2,168,000 2,623,000 Total Operations 2,000,000 2,000,000 2,001,000 2,202,000 2,657,000 8000 Capital Outlay - 24,254 26,000 - -
TOTAL 2,000,000 2,024,254 2,027,000 2,202,000 2,657,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
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.

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87.704.672 CIVIC CENTER & CITY Internal Service Funds

FACILITIES BUILDING MAINTENANCE
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 474,000 608,400 592,000 544,000 560,000 5140 Overtime - - 16,000 - -
Subtotal 474,000 608,400 608,000 544,000 560,000
6100 Materials and Supplies 64,000 64,000 89,000 93,000 98,000 6200 Contractual Services 579,000 579,000 527,000 541,000 558,000 6400 Membership, Travel, Training 8,000 8,000 5,000 7,000 9,000 6300 Other Charges 557,000 557,000 557,000 571,000 587,000 Subtotal 1,208,000 1,208,000 1,178,000 1,212,000 1,252,000 TOTAL 1,682,000 1,816,400 1,786,000 1,756,000 1,812,000 AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Building Maintenance Mechanic I - 1.00 1.00
Building Maintenance Mechanic II - 0.65 0.65
Facilities Supervisor - 0.80 0.80
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 1.40 3.85 3.85
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.

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87.704.673 COMMUNITY ACTIVITY & Internal Service Funds

FAMILY AQUATIC CENTER MAINTENANCE
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5110 Regular Employees 94,000 127,600 81,000 148,000 153,000 5140 Overtime - - 2,000 - -
Subtotal 94,000 127,600 83,000 148,000 153,000
6100 Materials and Supplies 46,000 46,000 68,000 71,000 74,000 6200 Contractual Services 347,000 347,000 356,000 365,000 376,000 6300 Other Charges 384,000 384,000 477,000 489,000 503,000 Subtotal 777,000 777,000 901,000 925,000 953,000
TOTAL 871,000 904,600 984,000 1,073,000 1,106,000
AUTHORIZED POSITIONS 2023-24 2024-25 2025-26
Building Mechanic II 0.35 0.35 0.35
Facilities Supervisor - 0.20 0.20
Senior Building Mechanic 0.30 0.30 0.30
TOTAL 0.65 0.85 0.85
The George M. Silliman Community Activity & Family Aquatic Center activity supports the maintenance of this building located at 6800 Mowry Avenue.

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87.704.674 POLICE BUILDING MAINTENANCE Internal Service Funds Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies 24,000 24,000 10,000 12,000 14,000 6200 Contractual Services 176,000 176,000 174,000 179,000 185,000 6300 Other Charges 236,000 236,000 236,000 242,000 249,000 Subtotal 436,000 436,000 420,000 433,000 448,000
TOTAL 436,000 436,000 420,000 433,000 448,000
The Building Maintenance activity supports the operation and maintenance of the Police Building Packet 189 189 189 189 189 189 Page 590

87.704.675 LIBRARY BUILDING MAINTENANCE Internal Service Funds Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies 20,000 20,000 20,000 21,000 22,000 6200 Contractual Services 159,000 159,000 179,000 184,000 190,000 6300 Other Charges 17,000 17,000 17,000 18,000 19,000
Subtotal 196,000 196,000 216,000 223,000 231,000
TOTAL 196,000 196,000 216,000 223,000 231,000
The Building Maintenance activity supports the operation and maintenance of the Library.

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Government-wide Debt Overview
The City’s debt service obligations consist of long-term debt, which was used to build capital facilities or to acquire equipment that the City is now using.

Section 43605 of the State of California Government Code states that a city shall not incur an indebtedness for public improvements which exceeds in the aggregate 15 percent of the assessed value of all real and personal property of the city. Within the meaning of this section “indebtedness” means bonded indebtedness of the city payable from the proceeds of taxes levied upon taxable property in the city. As of June 30, 2023, the City's assessed value was $13,102,847,316, therefore the debt limit for bonded indebtedness payable from tax proceeds was $122,839,194. As the City has no general obligation debt payable from tax proceeds, the debt instruments that the City currently has do not lower the available debt limit for bonded indebtedness.

General Government
The governmental funds issued $63,345,000 of 2019 Certificates of Participation (COPs) to finance a portion of the construction costs of the new Civic Center facility, refund the City’s Certificates of Participation (2002 Silliman Community Activity Center/Old Town Fire Station Project), and prepay a 2012 lease agreement.

Proprietary Funds
The outstanding balance form this direct borrowing contains a provision that states in the event of default, there shall be no right under any circumstance to accelerate lease payments or otherwise declare the borrowing to be immediately due and payable. However, the borrower at its option may terminate the agreement and re-lease all or any portion of the property.

The proprietary funds consists of one financed purchase obligation for equipment. • On January 23, 2020, the City entered into a non-cancelable agreement in the amount of $843,565 with PNC Equipment Finance, LLC to acquire a fire pumper. Annual payments are due on December 23 until 2028. Ownership of the fire pumper reverts to the City at the end of the agreement period.

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Glossary
Account: A classification of expenditure or revenue.

Accounting System: The total structure of records and procedures that identify record, classify, and report information on the financial position and operations of a governmental unit or any of its funds, account groups, and organizational components.

Accrual Basis Accounting: Under this accounting method, transactions are recognized when they occur, regardless of the timing of related cash receipts and disbursements.

Accrued Interest: The amount of interest that has accumulated on the debt since the date of the last interest payment, and on the sale of a bond, the amount accrued up to but not including the date of delivery (settlement date).

Adoption: Formal action by the City Council, which sets the spending limits for the fiscal year, among other items. The City’s budget is adopted by Council resolution.

Appropriation: A legal authorization from the community's legislative body to expend money and incur obligations for specific public purposes. An appropriation is usually limited in amount and as to the time period within which it may be expended.

Audit: An examination of a community's financial systems, procedures, and data by a certified public accountant (independent auditor), and a report on the fairness of financial statements and on local compliance with statutes and regulations. The audit serves as a valuable management tool in evaluating the fiscal performance of a community.

Available Funds: Balances in the various fund types that represent non-recurring revenue sources.

As a matter of sound practice, they are frequently appropriated to meet unforeseen expenses, for capital expenditures or other one-time costs.

Balance Sheet: A statement that discloses the assets, liabilities, reserves and equities of a fund or governmental unit at a specified date.

Bond: A means to raise money through the issuance of debt. A bond issuer/borrower promises in writing to repay a specified sum of money, alternately referred to as face value, par value or bond principal, to the buyer of the bond on a specified future date (maturity date), together with periodic interest at a specified rate. The term of a bond is always greater than one year.

Capital Assets: All real and tangible property used in the operation of government, which is not easily converted into cash, and has an initial useful live extending beyond a single financial reporting period. Capital assets include land and land improvements; infrastructure such as roads, bridges, water and sewer lines; easements; buildings and building improvements; vehicles, machinery and Packet Page 594
equipment. Communities typically define capital assets in terms of a minimum useful life and a minimum initial cost.

Capital Budget: An appropriation or spending plan that uses borrowing or direct outlay for capital or fixed asset improvements. Among other information, a capital budget should identify the method of financing each recommended expenditure, i.e., tax levy or rates.

Collective Bargaining: The process of negotiating workers' wages, hours, benefits, working conditions, etc., between an employer and some or all of its employees, who are represented by a recognized bargaining group.

Community Development Block Grant (CDBG): Federal grant funds distributed from the U.S.

Department of Housing and Urban Development that are passed through to the City. The City primarily uses these funds for housing rehabilitation, public improvements and local social programs.

Consumer Price Index: The statistical measure of changes, if any, in the overall price level of consumer goods and services. The index is often called the "cost-of-living index." County, Federal, and State Grants: Funding or allocations by County, Federal and State agencies to support a particular program or function.

Court Fines: The City’s apportionment of court fines collected and remitted by the County.

Debt Service: The repayment cost, usually stated in annual terms and based on an amortization schedule, of the principal and interest on any particular bond issue.

Donations: Funds provided to the City by a private party.

Encumbrance: A reservation of funds to cover obligations arising from purchase orders, contracts, or salary commitments that are chargeable to, but not yet paid from, a specific appropriation account.

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.

Expenditure: An outlay of money made by the City to provide the programs and services within their approved budget.

Fee: A fee is a charge, fixed by law, for the benefit of a service or to cover the cost of a regulatory program or the costs of administering a program for which the fee payer benefits. For example, professional license fees, which cover the cost of administering and regulating that category of professions are fees.

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Fiduciary Funds: Repository of money held by a municipality in a trustee capacity or as an agent for individuals, private organizations, other governmental units, and other funds. These include pension (and other employee benefit) trust funds, investment trust funds, private- purpose trust funds, and agency funds.

Fixed Assets: Long-lived, assets such as buildings, equipment and land obtained or controlled as a result of past transactions or circumstances.

Fixed Costs: Costs that are legally or contractually mandated such as retirement, FICA/Social Security, insurance, debt service costs or interest on loans.

Franchise Fees: A fee that is usually levied on utility companies for their use of City streets (right-ofway) 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.

Fund Accounting: Organizing financial records into multiple, segregated locations for money. A fund is a distinct entity within the municipal government in which financial resources and activity (assets, liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance with specific regulations, restrictions or limitations. Examples of funds include the general fund and enterprise funds. Communities whose accounting records are organized according to the Uniform Municipal Accounting System (UMAS) use multiple funds.

Fund: An accounting entity with a self-balancing set of accounts that are segregated for the purpose of carrying on identified activities or attaining certain objectives in accordance with specific regulations, restrictions, or limitations.

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.

General Fund: The fund used to account for most financial resources and activities governed by the normal appropriation process.

General Obligation Bonds: Bonds issued by a municipality for purposes allowed by statute that are backed by the full faith and credit of its taxing authority.

Governing Body: A board, committee, commission, or other executive or policymaking body of a municipality or school district.

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Indirect Cost: Costs of a service not reflected in the operating budget of the entity providing the service. An example of an indirect cost of providing water service would be the value of time spent by non-water department employees processing water bills. A determination of these costs is necessary to analyze the total cost of service delivery. The matter of indirect costs arises most often in the context of enterprise funds.

Infrastructure: The basic facilities, services, and installations needed for the functioning of a community or society, such as streets and roads, sidewalks, bridges, communications systems, water and power lines, and public institutions including schools, police stations, libraries, and post offices.

Interest Rate: The interest payable, expressed as a percentage of the principal available for use during a specified period of time. It is always expressed in annual terms.

Interest: Compensation paid or to be paid for the use of money, including amounts payable at periodic intervals or discounted at the time a loan is made. In the case of municipal bonds, interest payments accrue on a day-to-day basis, but are paid every six months.

Internal Service Fund (ISF): These funds fund services provided to internal users and function on a cost-reimbursement basis. Internal Service Funds account for operational support activities for the purpose of recovering the cost from the user, and for the user to identify its full cost of operations.

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 (LAIF), which is a professionally managed fund overseen by the State Treasurer’s Office, and California Asset Management Program (CAMP).

Investments: Securities and real estate held for the production of income in the form of interest, dividends, rentals or lease payments. The term does not include fixed assets used in governmental operations.

Modified Accrual Basis: Under this accounting method, revenues are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures for the most part are recognized when the related fund liability is incurred except for prepayments, accumulated employee leave and long-term debt. All governmental funds and expendable trust funds are accounted for using the modified accrual basis of accounting.

Non-Government Contribution: Reimbursement of staff costs for the administration of project consultants.

Objects of Expenditures: A classification of expenditures that is used for coding any department disbursement, such as “personal services,” “expenses,” or “capital outlay.” Operating Budget: A plan of proposed expenditures for personnel, supplies, and other expenses for the coming fiscal year.

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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.

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.

POST Reimbursement: Funds provided by the Peace Officer Standards and Training (POST) program for education and training of police officers.

Program Budget: A budget that relates expenditures to the programs they fund. The emphasis of a program budget is on output.

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.

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.

Secured Property Tax: A property tax that is levied on real property. Real property is immobile and includes land, natural resources, and fixed improvements to the land.

Senior Transportation Fee: Charged for the cost of providing transit services to seniors. The fee is subsidized by Measure B and Measure BB sales tax revenue.

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 from hotel guests.

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Unsecured Property Tax: A property tax that is levied on personal property. Personal property is mobile and includes such tangible property as equipment and inventory.

Utility User Tax: A 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.

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.

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.

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